Greenfield, Alloa, Scotland, FK10 2AD (Tel.01259-450000)
Housing, Health and Care Committee
Thursday 20 March 2014 at 10.00 am
Venue: Council Chamber, Greenfield, Alloa, FK10 2AD
Contact Finance and Corporate Services, Clackmannanshire Council, Greenfield, Alloa, FK10 2AD Phone: 01259 452106/452004/2008 Fax: 01259 452230 E-mail: [email protected] Web: www.clacksweb.org.uk
Date Time
1 HOUSING, HEALTH AND CARE COMMITTEE
To determine policies for the promotion of housing, health and care in Clackmannanshire within the strategic policy framework approved by the Council in relation to the following: • children and families services • adult care • criminal justice • housing provision • homelessness • community safety • antisocial behaviour • health improvement
With the exception of those matters reserved to Council or delegated to a Committee or an officer, advising the Council on social services matters and discharging functions of the Council as social work authority
With the exception of those matters reserved to Council or delegated to a Committee or an officer, advising the Council on housing matters and discharging functions of the Council as local housing authority
In consultation with the Education, Sport & Leisure Committee, the promotion of children’s health and welfare (including the preparation, publication and review of a plan for the provision of services for children in Clackmannanshire);
To set standards for service delivery. To secure best value in the provision of services. To consider valid petitions submitted which relate to the areas covered by the Committee
To monitor performance in the delivery of services including consideration of: • quarterly service performance reports • inspection or other similar reports • financial performance • reports on the development and implementation of shared services • joint working with health services
To keep under review the impact of the Committee’s policies on Clackmannanshire
To hear representations on petitions which have been accepted by the Director of Finance and Corporate Services as valid in accordance with the council policy and criteria. The Committee shall report on every petition in respect of which it has heard representations to Council with its recommendations on how the petition should be disposed of, which may include a recommendation that no action be taken.
2 12 March 2014
A MEETING of the HOUSING, HEALTH AND CARE COMMITTEE will be held within the Council Chamber, Greenfield, Alloa, FK10 2AD, on THURSDAY 20 MARCH 2014 at 10.00 am.
Elaine McPherson CHIEF EXECUTIVE
B U S I N E S S
Page No.
1. Apologies --
2. Declaration of Interests -- Elected Members are reminded of their obligation to declare any financial or non-financial interest which they may have in any item on this agenda in accordance with the Councillors’ Code of Conduct. A Declaration of Interest form should be completed and passed to the Committee Officer.
3. Confirm Minutes of Meeting held on 22 January 2014 05 (Copy herewith)
4. Housing and Community Safety Finance & Performance 09 Report 2013/14 Quarter 3 - report by Director of Services to Communities (Copy herewith)
5. Housing Strategy and Regeneration Report - report by Director of 47 Services to Communities (Copy herewith)
6. Health and Social Care Integration - report by Head of 61 Social Services (Copy herewith)
7. Community Payback Annual Report 2012 - 2013 - 67 report by Head of Social Services (Copy herewith)
8. Child Care Services End of Year Summary Report - report by 83 Assistant Head of Social Services - Childcare (Copy herewith)
Contact Finance and Corporate Services, Clackmannanshire Council, Greenfield, Alloa FK10 2ADTel 01259 452106/452004/452008 Fax: 01259 452230 Email [email protected] www.clacksweb.org.uk
3 HOUSING, HEALTH AND CARE COMMITTEE – MEMBERS (COMMITTEE QUORUM 4)
Councillors Wards
Councillor Les Sharp (Convenor) 1 Clackmannanshire West SNP
Councillor Tina Murphy (Vice Convenor) 1 Clackmannanshire West SNP
Councillor Gary Womersley (Ex Officio; Non-Voting) 3 Clackmannanshire Central SNP
Councillor Archie Drummond 2 Clackmannanshire North INDP
Councillor Walter McAdam, MBE 2 Clackmannanshire North SNP
Councillor Derek Stewart 3 Clackmannanshire Central LAB
Councillor Janet Cadenhead 4 Clackmannanshire South LAB
Councillor Ellen Forson 4 Clackmannanshire South SNP
Councillor Kathleen Martin 5 Clackmannanshire East LAB
4 THIS PAPER RELATES TO ITEM 03 ON THE AGENDA
MINUTES OF MEETING of the HOUSING, HEALTH AND CARE COMMITTEE held within the Council Chamber, Greenfield, Alloa, FK10 2AD, on WEDNESDAY 22 JANUARY 2014 at 10.00 am.
PRESENT
Councillor Les Sharp, Convenor (In the Chair) Provost Tina Murphy, Vice Convenor Councillor Janet Cadenhead Councillor Archie Drummond Councillor Ellen Forson Councillor Kathleen Martin Councillor Walter McAdam, MBE Councillor Gary Womersley, Ex Officio
IN ATTENDANCE
Garry Dallas, Director of Services to Communities Ahsan Khan, Head of Housing and Community Safety Jane Menzies, Assistant Head of Joint Social Services David Thomson, Solicitor, Legal Services (Clerk to the Committee) Sandy Sneddon, Service Manager - Child Care Liam Purdie, Assistant Head of Service - Child Care Neil McKinlay, WSA Manager, EEI Practice Development Group
HHC.075 APOLOGIES
Apologies for absence were received from Councillor Derek Stewart.
HHC.076 DECLARATIONS OF INTEREST
None
HHC.077 MINUTES OF MEETING: HOUSING, HEALTH AND CARE COMMITTEE HELD ON 29 OCTOBER 2013
The minutes of the meeting of the Housing, Health and Care Committee held on Tuesday 29 October 2013 were submitted for approval.
Decision
The minutes of the meeting of the Housing, Health and Care Committee held on Tuesday 29 October 2013 were agreed as a correct record and signed by the Convenor.
5
HHC.078 PROPOSED AFFORDABLE HOUSING DEVELOPMENT AT ALLOA ROAD, TULLBODY
A report which sought approval to take direct action to facilitate affordable housing investment which is key priority of the Council's Local Housing Strategy was submitted by the Head of Housing and Community Safety.
Motion
That the Committee agrees the recommendations set out in the report.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
The Committee agreed unanimously in principle: a) to pursue new affordable housing development partnerships with Kingdom Housing Association, and other Registered Social Landlords as required b) to transfer the 1.3 acre development site on the plan to the Housing Revenue Account based on the District Valuer's valuation, subject to any Scottish Government approvals required and c) to then sell the 1.3 acre site shown on the plan to a Registered Social Landlord for social rented housing at a value to be determined in association with the District Valuer, subject to Council approval.
Action
Head of Housing and Community Safety
HHC.079 EARLY AND EFFECTIVE INTERVENTION ANNUAL REPORT 2012 - 2013
A report which advised the Committee of the findings from the Forth Valley Early and Effective Intervention Annual Report 2012-2013 for Youth Offending Services was submitted by the Head of Shared Social Services.
Motion
That Committee agrees to review the report and comment on and challenge as appropriate.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
Having commented on and challenged the report, the Committee agreed to note the information set out in the Early and Effective Intervention Annual Report 2012-13.
6 HHC.080 CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 2013
A report which provided an assessment of the key issues of the activities related to delivery of the statutory social work services, over the last year (2012-2013) was submitted by the Head of Social Services and Chief Social Work Officer.
Motion
That the report be deferred to a future meeting due to the absence of the Chief Social Work Officer.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
The Committee agreed unanimously to defer consideration of the report to a future meeting.
The Convenor advised that there will also be a briefing for all elected members in the very near future.
Action
Head of Social Services and Chief Social Work Officer
HHC.081 SOCIAL SERVICES PERFORMANCE REPORT
Councillor McAdam, MBE withdrew from the meeting during this item of business.
A report which updated the Committee on Social Services' performance for Quarter 2 of 2013- 2014 was submitted by the Assistant Head of Service Adult Care, Strategy and Performance.
Motion
That Committee notes the report and comment on and challenge as appropriate.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
Having commented on and challenged the report, the Committee agreed to note the information set out in the Social Services Performance Report.
HHC.082 CHILD CARE SERVICES PROGRESS REPORT
A report which updated the Committee progress on the Child Care Transitional Plan (Appendix 1) and an overview of wider strategic developments to support the improvement programme was submitted by the Head of Social Services.
Motion
That Committee notes progress and comment on and challenge as appropriate.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
Having commented on and challenged the report, the Committee agreed to note the information set out in the Child Care Services Progress Report.
7
HHC.083 ADULT CARE SOCIAL CARE REDESIGN
A report which outlined a proposed redesign of Adult Social Care Services was submitted by the Head of Social Services.
Motion
That Committee note progress and comment on and challenge as appropriate.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
Having commented on and challenged the report, the Committee agreed to note the information set out in the Adult Case Social Care Redesign report.
HHC.084 SOCIAL CARE COMMISSIONED SERVICES
A report which offered an overview of social care commissioning activity and spend and outlined current efforts to develop a more strategic approach to Social Care commissioning to meet legislative demand was submitted by the Head of Social Services.
Motion
That the Committee notes progress and provide comment and challenge as appropriate.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
Having commented on and challenged the report, the Committee agreed to note the information set out in the Social Care Commissioned Services report.
HHC.085 FORTH VALLEY MAPPA ANNUAL REPORT 2012-13
A report which provided the Committee with the annual report setting out public protection activity in Forth Valley over the last year and the plans for the year ahead was submitted by the Head of Social Services.
Motion
That the Committee notes the content of the Forth Valley Annual Report 2012-13.
Moved by Councillor Les Sharp. Seconded by Provost Tina Murphy.
Decision
The Committee agreed unanimously to note the report.
The Convenor asked that members forward any questions on the report to the Officer to answer.
ENDS 11.55 am
8 THIS PAPER RELATES TO ITEM 4 CLACKMANNANSHIRE COUNCIL ON THE AGENDA
Report to Housing, Health and Care Committee
Date of Meeting: 20th March 2014
Subject: Housing and Community Safety
Finance & Performance Report 2013/14 Quarter 3
Report by: Head of Housing & Community Safety
1.0 Purpose
1.1. This report updates Committee on finance and service performance for Housing and Community Safety up to the third Quarter of 2013/14. Performance reported relates to the services' Business Plan for 2013/14.
1.2. The report relates to both Housing & Community Safety General Fund and Housing Revenue Account expenditure.
2.0 Recommendations
2.1. It is recommended that Committee notes the report, while commenting on and challenging the performance as appropriate
3.0 Financial Performance
3.1. This is the second financial monitoring report for 2013/14 for combined Housing & Community Services General Fund and Housing Revenue Account. It follows approval at Council in June of the Housing HRA Financial Business Plan 2013 - 2018. The process of scrutiny is an integral part of the wider and longer term Budget Challenge process. This report is seen as a positive part of that process aiding scrutiny of service budgetary performance
3.2. The process of regular budget review and realignment for both GF and HRA services has continued with Finance and Housing & Community Safety Services working closely as part of the broader budget challenge process conducted by Directors Group.
3.3. The enclosed Appendices outline the financial position as at end of January 2014, comparing the actual income and expenditure for this period with the profiled budget, projecting the likely out-turn at the end of the Financial Year.
3.4. Appendix A summaries the expenditure on General Fund Housing and explains the main variances. An overspend of £111k is projected. Savings in several other areas have not made up for the shortfall in income as a result of
9 the restriction on housing benefit that can be claimed in temporary accommodation.
3.5. Appendix B looks at Housing Revenue Account expenditure and variances. There is a shortfall in the projected surplus of £111.5k. This is largely attributed to additional expenditure on voids and repairs. The predicted surplus of £4,095k will be added to the current HRA Reserve of £4,884k.
3.6. Appendix C shows that the capital programme will under-spend by around £1.4m. It is currently anticipated that around £821k will be carried forward to 2014/15, with much of the remainder attributed to savings made on the housing business management system project.
4.0 Rent Arrears
4.1. Trends in former and current arrears are shown in the following table and graph.
Current Tenant Rent Arrears at end of Q3
£700,000
£600,000
£500,000
£400,000
£300,000
£200,000 December December December December 2010 2011 2012 2013
Former Tenant Arrears at end of Q3
£700,000
£600,000
£500,000
£400,000
£300,000
£200,000 December December December December 2010 2011 2012 2013
10
Apr to Dec 2012 As at 31 March Apr to Dec 2013 2013 Current rent arrears % Net 5.79% 5.41% 7.00% Debit % of tenancies ending in 46.89% 49.06% 62.38% arrears Value of Former Tenant £417,568 £445,420 £530,408 arrears
4.2. The Revenues Service continues to closely monitor the arrears each week and engage with tenants.
4.3. The table below shows the proportion of current tenant rent arrears attributable to under occupation.
Under occupation element of Current Tenant Rent Arrears at December 2013
£ No. % Current Arrears Minus Under‐occ. 469,565 1955 6.84
Under Occupancy Arrears 83,930 464 0.16 Total 553,495 2419 7.00
4.4. Those affected by the under-occupancy charge have been targeted as a priority and uptake of Discretionary Housing Payments (DHP) has increased. The recovery team has a target of assisting all tenants, where possible, to complete an application for Discretionary Housing Payments before the end of this financial year. No significant carry forward accounts are expected from 31/03/2014. All awards are to 29/06/2014 when a further review will take place. Existing staff resources had to be diverted to manage the additional caseload of 700 ( an increase of approx 33% on existing cases).
Discretionary Housing Payments (DHP) up to the end of December 2013 DWP funding for DHP's in Clackmannanshire for 2013/14 £178,000
Scottish Govt funding for DHP's in Clackmannanshire £264,000 awarded in October 2013 Additional DWP DHP funding awarded to £80,000 Clackmannanshire Council in February 2014 Total DHP funding for 2013/14 £523,000
Applications Received 642 Applications Approved 463 Total amount of DHP funding spent £120,825.05
Total amount of DHP funding spent to end of year £523,000 (100% of most up to (projected) date allocation)
11 Scottish Social Housing Charter indicators
4.5. Two new indicators have been introduced in the Scottish Social Housing Charter which measure the total amount of rent collected over the period as a proportion of the total amount of rent due to be collected, and the value of current and former tenant rent arrears before any write offs, as a percentage of the total annual charges for all dwellings in the period. The table below shows the results at the end of Q3 for these new indicators.
At end of December 2013 Rent collected as % of total rent due in the reporting year 95.86% (Charter 30) Gross rent arrears (all tenants) as a % of rent due for reporting 7.03% year (Charter 31)
5.0 Welfare Reform
5.1. The Welfare Reform changes continue to affect Clackmannanshire residents with the greatest impact being on public and private tenants affected by the under-occupation reduction and the introduction of the benefit cap in July 2013.
5.2. The Council has been successful in receiving an additional £80,000 DHP from DWP which takes the Council's DHP distributable funds allocation to £523,000 in 2013-14. This will mitigate 92% of £570,000 benefit income reduced from Clackmannanshire through the introduction of the under- occupation and benefit cap changes by the end of March 2014.
5.3. DWP has confirmed that the Council's DHP allocation for 2014-15 is £176,000, with the Scottish Government continuing to provide £264,000 into 2014-15. This equates to a DHP fund of £440,000 for 2014-15.
5.4. In common with other Local Authorities, demand for both the Community Care Grant (CCG) and Crisis Grants(CG) has been lower than originally anticipated. Performance and award information is summarised below.
Scottish Welfare Fund Crisis Grants Community Care Grants
Available funds for 2013/14 £129,000 £231,000 No of claims up to 31 December 998 455
No of successful claims up to 31 460 211 December Awards to 31 December £26,605.80 ‐ 21% of total £101,578.33 ‐ 48% of total
Projected spend up to end of the £34,474.20 ‐ 27% of total £135,438.77 ‐ 64% of total financial year
12 5.5. The Scottish Government confirmed in January 2014, that any SWF monies that have not been awarded in 2013-14 can be carried forward into 2014/15. The Scottish Government have also confirmed that the Council's SWF distributable funds for 2014-15 will remain at the 2013-14 level of £264,000.
5.6. DWP have also confirmed that the rollout of Universal Credit is expected to take place in 2015 onwards in Scotland.
6.0 Voids & Allocations
6.1. As shown in the following table the number of properties let from April to December 2013 has increased by 40% (106 properties) compared with the same period last year, with 77 relets, plus 29 new build / off the shelf purchases.
Properties let April to December 2013
Apr to Dec Full year Apr to Dec 2013 2012 2012/13
Relets of existing properties 253 352 330 New lets (new build & OTS) N/A N/A 29 Total properties let 253 352 359
6.2. The increased number of relets is a consequence of a significant increase in terminations in the previous financial year with 426 properties given up compared to only 352 in 2011-12. Terminations this year have remained in line with 2012-13 levels. There has also been an increase in the number of properties which might be regarded as "difficult to let", particularly the larger flats in the stock. Over half of all tenancy offers made are refused and this includes offers made to which no response is received.
Property Refusals
No. of tenancy offers to Q3 (charter 18) 758 No. of tenancy offers refused 399 % of tenancy offers refused 52.6%
6.3. Despite the challenges outlined above at the of the period it is pleasing to report that the number of void properties has been reduced by a fifth compared to the same period last year. This has largely been the result of allocations staff adopting a pro-active approach to relets, as well as use of some properties as temporary homeless accommodation. It should also be noted that the majority of the unavailable voids are in Pine Grove, Alloa and The Orchard, Tullibody, properties undergoing major refurbishment works.
13 Number of voids at end of Quarter 3
At end At end of December 2012 December 2013 Number available 61 54 Number unavailable * 48 33 Total number of voids 109 87 * properties held for major refurbishment works.
Reasons for Tenancy Terminations
6.4. The main reasons for terminating properties are listed in the table blow.
At end At end of December 2012 December 2013 Transfers 47 68 Deceased 50 59 Move to private accommodation 40 19
6.5. The increase in transfers is to be welcomed as it is a direct result of the new Allocations Policy which was intended to provide increased opportunities for existing tenants to move to more suitable accommodation whilst also releasing housing for applicants on the waiting list.
6.6. Fewer people gave up a tenancy to move to a private let. As noted above, increased transfer opportunities and a new online mutual exchange facility may have had an impact on this number.
Relet Performance
6.7. The table below shows performance on reletting void properties to the end of quarter 3. The average turnaround time for all properties let this year to the end of December is 40 days which is a slight dip in performance compared with the average turnaround time for the full year in 2012/13. This can be attributed to the reasons noted in paragraphs 5.1 to 5.6 above.
Average relet time and void rent loss
Apr to Dec Full year * SHBVN Apr to Dec 2012 2012/13 average 2013 2012/13 Average (calendar) days taken to relet properties (Charter 35) 38 39 39.7 40 % of rent lost due to empty properties (Charter 34) 0.93% 0.71% 1.33% 1.01% % of properties that took more than 16 weeks to relet 1.2% 0.9% N/A 2.4% * Scottish Housing Best Value Network (Scottish LA Benchmarking Group)
6.8. It is also worthy of mention that in addition to dealing with the significant demand pressures discussed above, a considerable amount of staff time was devoted to successful implementation of the new allocations policy, and
14 development of the new 'Housing Options' service. This additional workload was met from within existing resources.
6.9. To further improve performance various actions are underway or planned. Firstly the Housing Options service will collect better information on applicants' preferences to try to reduce the amount of unsuccessful offers made. Choice Based Lettings, where voids are advertised, will encourage applications from a wider client base. Work is underway to streamline our processes to minimise wasteful "failure demand" a term meaning demand caused by a failure to do something right for the customer, which is to be contrasted with 'value demand', which is what the service exists to provide.
Allocations
6.10. 43% of all lets were to applicants on the waiting list. As over 85% of all homeless applicants require a 1 bedroom property the proportion of lets made to homeless applicants has depended on the availability of 1 bedroom properties.
Lets by source of let (Charter C8) Number of lets Apr to % of total lets Dec 2013 Apr to Dec 2013 Lets to Existing Tenants (Transfer) 73 20.3% Lets to Housing List 155 43.2% Lets to Homeless 130 36.2% Lets to Other 1 0.3% Total lets 359 100%
7.0 Service Activity - Key Issues
Performance Indicators
7.1. The performance indicators are attached at appendix D. Members will note satisfactory progress against all measures.
Review of Staffing Structure
7.2. A revised structure for the housing staff was agreed with the trade unions and is being implemented. Community Safety staff have been integrated into the housing structure.
7.3. As a result of the decisions taken at the Special Council meeting of 21st February, the Maintenance service and "Hard FM", and parts of Revenues & Payments are to move into the Housing & Community Safety Service.
7.4. This trebles the staff in the service and further restructuring will be considered to ensure all parts of the service are integrated and delivering maximum corporate benefits.
Training Plan
7.5. The Service training plan has been established and individual training and development needs resulting from annual staff appraisals ("PRDs") have been incorporated in addition to wider service training needs. We will work with Learning and Development colleagues to maximise training opportunities for
15 staff and will also draw on expertise and knowledge within the service to deliver training and skills development.
Service Excellence
7.6. Members will already be aware of two major achievements in relation to our commitment to service excellence.
7.7. The services was awarded eight 'compliance pluses' in the Customer Service Excellence (CSE) assessment in October 2013 the best ever score for the Council. CSE was developed to drive customer-focused change within organisations.
7.8. The Tenant Satisfaction survey in October also revealed that 90% of tenants are satisfied with the overall service provided by Clackmannanshire Council as their landlord.
7.9. It is intended to build on these successes. In December some staff were trained in lean systems techniques to redesign our processes to deliver efficiencies and to focus on improvements to the customer journey. It is intended that this will be further developed as part of the Housing Management Business Systems project.
Office Move and Housing Options
7.10. By the time this Committee meets the housing service will have relocated to the new Kilncraigs office in March, and the new Housing Options facility will open at that time. The service and office are to be called Home@Clacks.
7.11. The Housing Minister, Margaret Burgess, has agreed to officially open Home@Clacks on 26th March.
7.12. This is an exciting new service for the Council to help us meet housing needs. It will offer housing advice across tenures, as well as assessment of support needs, in a modern, accessible and welcoming facility within Kilncraigs. It means changing our approach to how we help people access suitable accommodation in Clackmannanshire. The aims of the service are to:
9 Provide comprehensive housing advice to help people make decisions on a wide range of housing options, 9 Provide access to a range of agencies e.g. Money Advice, Health and Employment services, 9 Give new tenants the best chance to maintain their new tenancy, 9 Work with people at risk of homelessness to prevent them losing their current accommodation and, 9 Ensure people who are homeless get the best advice and access to emergency accommodation if they require it.
8.0 Forth Valley CCTV Partnership
8.1. The Forth Valley CCTV Partnership was formed in April 2004 with Clackmannanshire, Falkirk and Stirling Councils together with Police Scotland. The partnership has an annual budget of £602,723 with each party paying an equal share resulting in a current annual cost to Clackmannanshire of £150,681 . The partnership provides for 57 cameras in
16 Clackmannanshire but these are now approaching the end of their usable life and will require replacement with newer technology in the near future.
8.2. In order to ensure best value, a full review and cost benefit analysis requires to be carried out prior to committing further monies for replacement technology. In terms of the Partnership Agreement the contractual arrangements can be terminated on 31 March of each year with a minimum of 12 months' notice. In order to protect the Council's position therefore, pending the outcome of the review it is intended to serve notice as at 31 March 2014. Serving notice is a legal technicality intended to maximise the options available to the Council going forward. The notice can be withdrawn following the review should the Council decide that it is Clackmannanshire's best interests to remain within the CCTV Partnership. The findings of the review with recommendations shall be reported to Council in due course.
9.0 Corporate Priority Outcomes
The area has a positive image that attracts people and businesses
9.1. New development significantly contributes to this objective, and performance in this area is outlined in the housing development report. A number of refurbishment projects are also underway which, combined with changes to management approaches will transform difficult to let areas.
Our communities are more cohesive and inclusive
9.2. Customer Satisfaction rates with the condition of our properties when let remains high with only a slight dip in the 3rd Quarter. The Customer Satisfaction Measurement Toolkit is being rolled out to collate feedback across the full range of housing services in order the meet the Scottish Social Housing Charter requirements.
Our communities are safer
9.3. The integration of Housing and community Safety Services took place in November. In addition to the Community Wardens, the Service now leads on responsibility for CCTV and working with partners to deliver on Community Safety Partnership priorities
9.4. The ongoing partnership with Police Scotland through our work on Community Safety has created a Multi Agency Tasking and Coordination group (MATAC). This focuses on sharing information and quickly mobilising our joint resources to deal with offenders and support victims.
9.5. The number of Acceptable Behaviour Agreements signed during the 3rd quarter brings the total to 20 at the end of December 2013. This matches to the total number issued in the full year 2012/13. ABAs are only used when appropriate so the number that will be issued in the final quarter of the year will depend on the nature of any tenancy related ASB cases during the remainder of the year.
17 Vulnerable people and families are supported
9.6. All homeless and potentially homeless people now receive a housing support assessment.
9.7. A recording and monitoring system is now in place to manage all tenancies requiring additional visits and help to maintain the tenancy. All intensive tenancy management cases now have plans detailing the nature of additional measures in place and the frequency of visits to monitor the tenancy. These plans are developed with agreement of the tenant before the tenancy starts to minimise the risk of tenancy problems or failure.
9.8. In addition to the intensive tenancy management measures we have introduced, a rolling programme of scheduled visits to all tenants in Clackmannanshire has been implemented. The aim is to identify areas where we can improve our service to current tenants, gather information about our customer base, and take early action to help tenants with any problems or issues relating to their tenancy to help sustain tenancies.
9.9. The Making Advice Work project was formally launched by Councillor Sharp on 6th February 2014, in the Alloa Town Hall, with various local agencies, stakeholders and councillors in attendance. The project aims to provide :-
9 better access to advice and information services for people facing problems with entitlement to benefit as a result of Welfare Reform,
9 better access to appeal representation,
9 access to advice and information to prevent problems escalating,
9 people with the ability to deal with benefits and financial problems at an early stage to help prevent homelessness.
Health is improving and health inequalities are reducing
9.10. Fifty one colleagues in the housing service have now received training from STRADA to recognise drug and alcohol issues.
9.11. A new Mental Health and Housing service began in January 2014 and future clinics are planned.
The Council is effective, efficient and recognised for excellence
9.12. As part of our commitment to retaining Customer Service Excellence and in preparation for the Scottish Social Housing Charter the service has worked hard to design an integrated system to support Customer Insight and Customer Satisfaction. This will be used to support this year's CSE application and also the 2014 Annual Return on the Charter.
The environment is protected and enhanced for all
9.13. A National Retrofit Programme pilot with Edison and N-Power was completed, providing external wall insulation and PV. A Green Deal and ECO Maximisation Plan is being developed.
18 10.0 Sustainability Implications
10.1. The Clackmannanshire Housing Strategy is subject to a full Environmental Impact Assessment which will incorporate its principle priorities and actions.
11.0 Resource Implications
11.1. Financial Details
The full financial implications of the recommendations are set out in the report. This includes a reference to full life cycle costs where appropriate Yes √
Finance have been consulted and have agreed the financial implications as set out in the report. Yes √
11.2. Staffing
There are no additional staffing implications associated with this report.
12.0 Exempt Reports
12.1. Is this report exempt?
Yes (please detail the reasons for exemption below) No √
13.0 Declarations
The recommendations contained within this report support or implement our Corporate Priorities and Council Policies.
(1) Our Priorities 2008 - 2011 (Please double click on the check box ;)
The area has a positive image and attracts people and businesses √ Our communities are more cohesive and inclusive √ People are better skilled, trained and ready for learning and employment Our communities are safer √ Vulnerable people and families are supported √ Substance misuse and its effects are reduced Health is improving and health inequalities are reducing The environment is protected and enhanced for all √ The Council is effective, efficient and recognised for excellence √
(2) Council Policies (Please detail)
14.0 Equalities Impact
14.1. Have you undertaken the required equalities impact assessment to ensure that no groups are adversely affected by the recommendations? Yes No
15.0 Legality
15.1. It has been confirmed that in adopting the recommendations contained in this report, the Council is acting within its legal powers. Yes √
19
16.0 Appendices
16.1. Please list any appendices attached to this report. If there are no appendices, please state "none".
Appendices A - C: Financial Performance
Appendix D - Covalent Performance Report
Background Papers
16.2. Have you used other documents to compile your report? (All documents must be kept available by the author for public inspection for four years from the date of meeting at which the report is considered)
Yes (please list the documents below) No√
Author(s)
NAME DESIGNATION TEL NO / EXTENSION
Ahsan Khan Head of Service 2473
Jennifer Queripel Service manager 2475
Susan Mackay Service Manager 2047
Approved by
NAME DESIGNATION SIGNATURE
Ahsan Khan Head of Housing & Community Safety
Garry Dallas Director of Services to Communities
20 Appendix A ‐ SUMMARY GENERAL FUND by cost centre to January 2014
Projected Annual Budget Budget To Actual To Outturn to Variance Outturn COST CENTRE SUMMARY to 2013/14 31/01/14 31/01/14 31/03/14 v Budget
STRATEGIC HOUSING COSTS 927,140 773,306 570,411 728,383 (198,757)
HOMELESS & SPECIALISED ACCOMM Homeless Team Admin 860,820 689,388 730,585 833,282 (27,538) Blackwood Court 51,470 49,271 45,127 60,447 8,977 Lochbrae 42,120 42,073 42,156 59,124 17,004 Katrine Court (90,020) (69,488) (67,530) (74,234) 15,786 Broad Street 23,260 (37,462) 55,596 90,532 67,272 Mosaic (28,860) (23,527) (8,162) (6,616) 22,244 Pompee (47,150) (38,437) (65,068) (69,035) (21,885) Chalets (45,230) (37,190) (41,698) (43,689) 1,541 Dispersed HPU's (298,390) (223,565) (269,288) (267,625) 30,765 Bed & Breakfast (100,000) (83,330) (6,946) 23,079 123,079 Private Lets (304,580) (248,305) (279,711) (277,065) 27,515 Off the Shelf Purchase 0 0 (107,736) (141,348) (141,348) General Homeless 98,520 82,097 105,317 108,000 9,480 Travelling Persons' Site 29,610 25,325 9,745 28,509 (1,101) 191,570 126,850 142,387 323,361 131,791
HOMELESS STRATEGY Homeless Strategy 280,190 230,424 190,425 211,821 (68,369) 280,190 230,424 190,425 211,821 (68,369)
Private Sector Housing Discretionary Projects 71,500 69,583 61,000 71,500 0 Fuel Poverty ‐ Energy 0 0 0 0 0 Engagement Private Landlords 7,000 5,833 535 7,000 0 Supported Owners Service 100,000 83,330 0 100,000 0 Repairs 0 0 0 0 0 Mandatory Adaptations 180,000 149,994 71,436 170,856 (9,144) Minor Disabled Adaptations 25,000 20,833 53,791 33,000 8,000 Compulsory Repair 0 0 19,717 (7,389) (7,389) Discretionary Adaptations 0 0 0 0 0 Empty Homes 35,000 29,166 (74,925) 35,075 75 418,500 358,739 131,554 410,042 (8,458)
21
HOME ENERGY Home Energy 0 0 (65,466) 0 0 Home Insulation Scheme 0 0 (21,987) 0 0 0 0 (87,453) 0 0
HOUSING LOANS Council Tenants 0 0 (1,355) (1,394) (1,394) 0 0 (1,355) (1,394) (1,394)
HOUSING BENEFITS Rent Rebates 761,950 634,933 474,548 1,195,972 434,022 Rent Allowances (77,480) (64,564) (415,950) (170,232) (92,752) 684,470 570,369 58,598 1,025,740 341,270
HOUSING GRANTS Improvement Grants 0 0 115 0 0 0 0 115 0 0
GENERAL FUND HOUSING TOTAL 2,501,870 2,059,688 1,004,682 2,697,953 196,083
CCTV 173,690 117,880 99,569 169,394 (4,296)
Anti Social Behaviour 203,140 169,643 157,699 188,735 (14,405)
Community Safety Partnership 173,970 139,269 72,700 124,778 (49,192)
Landlord Registration (19,530) (16,274) (36,577) (36,577) (17,047)
NET EXPENDITURE 3,033,140 2,470,206 1,298,073 3,144,283 111,143
22 1.0 Notes to Appendix A - General Fund Housing Variances
1.1. The main variances on General Fund Housing are as follows.
1.2. The total under-spend of £199K on strategic housing costs is attributed in large part to current staff vacancies and maternity leave. Service restructuring has identified potential savings on staffing costs to be agreed as part of the budget strategy.
1.3. An overspend of £132K on Homelessness and Specialist Accommodation is projected. This is mostly as a result of reduction in income recovered from temporary accommodation at Broad Street and our Mosaic tenancies where we are in the process of examining our future strategy in respect of their use.
1.4. There is a reduction of The combined results of under occupation, benefit cap and possible future subsidy caps will follow those already in place for B&B and private lets. The effects on specific clients is being closely monitored to project the impact on this income.
1.5. We are now receiving rents in respect of those Off the Shelf Purchases that have been occupied. This is predicted to bring in £141k of income this year which is helping to offset the overspend in Bed and Breakfast as we are now placing less people here.
1.6. The Homelessness Strategy budget is anticipating a saving of £68k this year as we are assuming that there will be no significant payments from the Grants and Donations before the end of the financial year.
1.7. Private Sector Housing is anticipating a small under-spend of £9k in the grants we pay out in respect of adaptations. Home Energy is anticipating carrying forward the grant received to meet future on going commitments.
1.8. The main reason for the overspend in General Fund Housing is the Rent Rebates cost centre where an overspend of £434k is predicted for the year end. This out-turn has been based on the information used in the Department of Works and Pension claim form at the end of December. Last year the overspend in this cost centre was £379k and the year before £679k, this resulted in the budget increasing by £400k to offset the shortfall. The grant claimed from the DWP in respect of rebates granted for Homeless use of B&B does not cover the cost occurred and the shortfall is reported here. The move away from the use of B&B has almost halved the current numbers as the service continues to try and mitigate this loss by the use of Off the Shelf Purchases.
1.9. There is a small under-spend of £4k on CCTV mostly on equipment maintenance. The Anti-social behaviour budget is on target for a £14k under-spend due to delays in filling posts during the year.
1.10. The Community Safety budget, which supports the Police and Community Safety Partnership initiatives is currently under-spent and it is expected that this will continue until the year end. A saving of £67k is expected. Landlord registration is bringing in £20k more income than budget.
23
24 Appendix B ‐ SUMMARY HRA by Cost Centre to January 2014 Annual Projected Variance Budget Budget To Actual To Outturn to Outturn COST CENTRE SUMMARY 2013/14 31/01/14 31/01/14 31/03/14 v Budget
Repairs & Maintenance Private Contractors 350,000 291,655 278,010 426,539 76,539 Void Houses 888,670 690,531 852,425 1,074,226 185,556 General Maintenance 2,154,000 1,794,928 1,510,002 2,082,590 (71,410) Cyclical Maintenance 680,000 566,644 597,984 802,524 122,524 Gas Contract 360,000 299,988 417,545 510,100 150,100 Minor SW Repairs 21,000 17,499 38,236 45,930 24,930 4,453,670 3,661,245 3,694,202 4,941,909 488,239 Supervision & Management Employee Related Expenditure 1,816,600 1,513,773 1,260,509 1,525,989 (290,611) Premises, Transport, Supplies & Services 272,030 205,204 114,996 126,130 (145,900) 3rd Party Payments (Investment Team) 480,080 356,852 260,951 442,865 (37,215) Central Support 1,141,410 0 0 1,095,680 (45,730) Democratic Core 103,000 0 0 104,020 1,020 3,813,120 2,075,829 1,636,456 3,294,684 (518,436) Capital Financing Costs Interest Payments 1,601,000 0 0 1,593,995 (7,005) Loans Fund Expenses 35,000 0 0 38,603 3,603 Principal Repayments 1,423,590 0 0 1,363,837 (59,753) 3,059,590 0 0 2,996,435 (63,155) Other Expenses Insurance, Stair Lighting, Voids & Council Tax 789,830 374,894 637,385 1,014,719 224,889 Garden Aid Scheme 160,000 133,328 98,721 98,721 (61,279) Special Uplifts 114,590 95,488 73,677 103,977 (10,613) Pest Control 12,700 10,582 10,379 11,394 (1,306) 1,077,120 614,292 820,162 1,228,811 151,691 Insurance Claims 0 0 9,226 (2,533) (2,533)
TOTAL EXPENDITURE 12,403,500 6,351,366 6,160,046 12,459,306 55,806
INCOME Rents (16,610,210) (13,698,794) (13,527,434) (16,554,598) 55,612 Other Income 0 0 0 0 0 (16,610,210) (13,698,794) (13,527,434) (16,554,598) 55,612
NET EXPENDITURE (4,206,710) (7,347,428) (7,367,388) (4,095,292) 111,418
25 2.0 Appendix B - Housing Revenue Account Variances
2.1. The Housing Revenue Account expenditure main variances are explained below.
2.2. The most recent information from Property Contracts Unit indicates that Repairs and Maintenance will overspend by £488k. The major areas of overspend are
2.2.1. Void Houses where a high level of voids at the start of the year together with an effort to reduce this number has produced an estimated overspend of £186k this year.
2.2.2. The Gas Contract programme is anticipated to overspend by £150k this year. This is as a result of the increase in the number of houses in the contract and future budgets will reflect this new commitment.
2.2.3. There is also a large overspend of £123k in the Cyclical Maintenance budget.
2.3. Currently void rent loss is projected at £513k, an overspend of £153k on the budget. This is based on the current level of void properties continuing throughout the year. The provision requiring to be made for future bad debts in respect of rent arrears, housing benefit overpayments and Rechargeable Repairs has been examined based on the latest information. This indicates that the contribution required to the current provision of £1,470k is £282k which is £91k greater than budget.
2.4. Capital financing costs have been realigned with projected borrowing. This has resulted in a positive change of just under £63k. This however is a programming change which will require tracking over the forthcoming 5 years of the Business Plan.
2.5. As a consequence of the continuing low interest rates on balances reduced income is anticipated. The HRA is showing a reduction in interest received of around £96k. This is compensated by increased rental income of £40k.
2.6 In line with the approved Business Plan a balance of £3,000k will be kept in the Reserve with the balance being used to reduce the requirement to borrow to fund the Capital Expenditure. As the current Capital Programme is expecting to under-spend the Capital from Current Revenue Contribution will be less than the original amount allowed. This will also mean that the borrowing requirement this year will be less than originally budgeted for.
26 Appendix C Total 13‐ Housing Capital Programme 2011/12 14 Budget Net Projected Variance Budget to to 2014/15: Including Expenditure Out‐turn Budget v 31/01/14 Period to Jan 2014 update Carry to 31/01/14 31.03.14 Projected Forward
SHQS Serious Disrepair PRIMARY ELEMENTS Structural Works 150,000 124,995 122,087 151,000 1,000
SECONDARY ELEMENTS
Damp/Rot 50,000 33,333 899 12,500 (37,500)
Roofs / Rainwater / External Walls 610,000 508,313 368,208 620,000 10,000
Window & Doors Window & Doors 80,000 57,143 116,363 118,000 38,000
ENERGY EFFICIENCY
Full/Efficient Central Heating 928,000 663,658 210,405 937,450 9,450
MODERN FACILITIES & SERVICES
Kitchen Renewal 50,000 41,665 89,348 100,000 50,000
Bathrooms 3,387,204 2,726,156 2,691,487 3,387,200 (4)
HEALTHY, SAFE & SECURE
Safe Electrical Systems 607,417 443,390 68,470 339,710 (267,707)
Communal Areas (Environmental) 270,778 195,793 30,951 150,000 (120,778)
27
NON‐SHS ELEMENTS
Conversions & Upgrading 953,800 697,948 217,788 447,735 (506,065)
Disabled Adaptations 50,000 41,665 41,975 52,710 2,710
Water Supply Pipe Replacement 5,000 4,167 265 5,250 250
Demolitions 0 0 2,732 2,755 2,755
Environmental Improvements ‐ Streetscape 95,000 67,857 25,068 95,000 0 HRA Roads & Footpaths Improvements 100,000 71,429 1,381 69,525 (30,475) Standard Delivery Plan 20,000 16,666 700 700 (19,300) Other Particular Needs Housing 215,000 155,952 27,149 165,225 (49,775)
New Build Alva/Tullibody ‐ Complete 0 0 72,102 80,000 80,000 Hallpark New Build 1,005,000 753,750 590,205 1,280,360 275,360 Off The Shelf Purchase 1,250,000 937,500 887,635 837,480 (412,520) New Build Housing (Transforming Communities) 2,255,000 1,691,250 1,549,942 2,197,840 (57,160)
Housing Business Management System 515,000 367,857 0 75,000 (440,000)
TOTAL CAPITAL EXPENDITURE 10,127,199 7,753,285 5,538,069 8,762,375 (1,364,824)
SALE OF COUNCIL PROPERTY (814,000) (678,306) (522,749) (860,300) (46,300)
NET EXPENDITURE 9,313,199 7,074,979 5,015,320 7,902,075 (1,411,124)
28 3.0 Appendix C Capital Programme Variances
3.1. The main variances are as follows:
3.2. SHQS Tackling Serious Disrepair - Primary Building Elements . Under Structural Works an outturn of £151k for 2013-14 is expected. This is focussed upon testing and removal of asbestos.
3.3. Secondary Building Elements: Roofs/Rainwater /External Walls - are out-turned at £620k committed and contractor currently on site (Ailsa) A total of 51 properties have been re-roofed, a further 12 properties have had external walls upgraded and there is a further project at Marchside Court in Sauchie replacing the defective canopy and rain water gutters. The budget of £50k for Damp/Rot works is only anticipated to spend £13k this year.
3.4. Around £113k is committed to Sauchie Main Street refurbishment project from this budget heading with contributions from the Private Sector Housing budget.. Finally, Windows & Doors programme is Projecting £118k to cover door replacement to 82 properties at Orkney and Turret Court Alloa, Westercroft in Alva and Main Street in Sauchie.
3.5. Energy Efficiency: Between Central Heating Emergency Replacement, Planned central heating programme, HEEPS ABBS and NRP Retrofit Projects, the projected outturn is £928k for 2013-14. Planned Central Heating Replacement contract started with PH Jones on site on the 20th January projecting 300 central heating installations by the end of the financial year.
3.6. Modern Facilities & Services: Bathroom Replacement currently on site between MITIE and PCU - A total of 1150 bathrooms being replaced this financial year. MITIE replacing 850 and PCU 300. Projected Outturn £3.387m. Progress against objectives is good. Overall Projected Outturn for Modern Facilities is £3.487m between kitchen and accelerated bathroom programme.
3.7. Healthy Safe & Secure: Safe Electrical Systems spend between the rewire contract and testing contract is £255k. Projected Under spend of £375k. A delay in the procurement of the contract's this year has contributed to the under-spend by £251k. This will be required to be carried forward to meet the spend next year.
3.8. Communal Areas: Projected spend of £130k on secure door entry systems contract and a further £20k in fencing budget . The door entry systems is dependant on owner-occupier participation. This has not yet been achieved and has resulted in a £120k under-spend which will be required to be carried forward to ensure that this programme reaches completion. A total of 17 closes have been completed. Overall in Health Safe Secure there is a projected under-spend of £17k after carry forwards are taken into account.
29 3.9. Non-SHQS elements-Conversions and Upgrading: The conversion and upgrade of The Orchard, Tullibody approved as part of Budget Challenge is experiencing delays in relation to soundproofing issues and is only likely to spend £37k this year. In addition, the upgrade of Pine Grove Alloa Project has a projected spend of £382k. It is anticipated that this area will under-spend due to programme delays on some of the larger projects such as The Orchard. It is anticipated that £300k will be required to be carried forward to complete the project together with any delayed expenditure on Pine Grove.
3.10. New Build Housing (Transforming Communities) - There is anticipated to be an under-spend of £57k in respect of costs for New Build Housing. There is an overspend identified in the costs of the new build at Hallpark which is off setting the under-spend in the Off the Shelf Purchase.
3.11. A saving of £440K has been made on the Housing Business Management System. Following review it was felt that the existing systems and software can be redesigned to achieve the improvements required at a lower cost and this work will continue into the next financial year.
3.12. The Capital Programme is likely to show an under-spend of £1.4m. It is currently anticipating that around £821k would be carried forward to 2014/15.
30 Housing and Community Safety Service Business Plan 2013-14 APPENDIX D
Quarter 3 Report
KEY TO SYMBOLS
PIs Status Short Term Trends Long Term Trends Compares actual performance with Compares actual performance with most recent Compares actual performance with target previous previous over the longer term
Alert Performance has improved Performance has improved
Performance has remained the Warning Performance has remained the same same OK (performance is within Performance has declined Performance has declined tolerance limits for the target) No comparison available - May be new Unknown No comparison available indicator or data not yet available
ACTIONS RISKS Current Rating Expected Outcome Status = Likelihood x Impact (1 - 5)
Meet target/complete within target dates Rating 16 and above
Will complete, but outwith target Rating 10 to 15
Fail to complete or cancelled Rating 9 and below
The likelihood of a risk occurring, and the impact if it does occur are each scored on a scale of 1 to 5, with 1 being the least likely or the least significant impact. Detailed guidance on scoring is provided in the Risk Management Policy and guidance.
31 DETAILED REPORT
CORPORATE PRIORITY OUTCOME 1) The area has a positive image and attracts people and businesses
Expected Code Action By When Progress Latest Note Lead Outcome The Council has met its target of 20 HRA properties acquired with the final date of settlement 7/02/14. Government Grant has been claimed for 12 of the properties and the remaining tranche will be submitted in February 2014. The HRA will face a similar target in Establish programme of acquisition for HRA 2014/15 of 20 possible acquisitions and there are 2 in HCS SBP 019 permanent lets 2013-15 in partnership with 31-Mar-2014 the pipeline at present for consideration. The GF Kenny Hutton
the Scottish Government. Homeless acquisitions also has reached 20 settled and this already is seeing an impact on B&B numbers reducing. The Council will consider through the capital bid process, allocating some of the remaining OTS budget to the development of 17 new flats in Alva and similar priority projects. Complete 25 interim supported units at Contractor on site and good progress maintained. HCS SBP 023 28-Feb-2014 Kenny Hutton Hallpark, Sauchie. Estimated completion remains by August 2014. Francine Let all 16 new units at The Maltings in HMO ALL 003 30-Apr-2013 All properties now let. Abercrombie; Tullibody on completion of build. Jennifer Queripel All 9 properties are now let. As a result of these lets, 6 Francine On completion, let 9 new units at Winnelburn HMO ALL 004 31-May-2013 Council properties were vacated and subsequently Abercrombie; Gardens Alva allocated to housing applicants from the housing list. Jennifer Queripel Design delays continue requiring engineering input. In RGN HAS Commence remodelling of 29-41 The Orchard 31-Mar-2014 addition, vandalism over Christmas period resulting in Kenny Hutton 018 Tullibody for single person units. water damage. Update on housing investment presented to October 2013 Housing Health and Care with further update to March HHC Committee. Revised HRA financial RGN HDR Deliver the Strategic Housing Investment Plan contribution for 13/14 and 14/15 agreed which will 30-Jun-2013 Kenny Hutton 001 and Strategic Local Programme for 2013-18 include new build on Fairfield school site, with provisional discussions with Kingdom HA regards acquisition of Tullis site underway. This should inform spend against target for Affordable Housing Supply
32 Expected Code Action By When Progress Latest Note Lead Outcome Budget by 31/03/14. CHS update was presented to Alliance Community Wellbeing and Business, Skills and Jobs partnership groups in February with a full update on process and RGN HDR Develop new Clackmannanshire Housing progress on the Action Plan up to year 2 of the 31-Mar-2014 Kenny Hutton 002 Strategy Action Plan Strategy. The Action Plan longer term outcomes will continue to be developed and updated with partners to ensure that key strategic actions and links are included and integrated within the Plan.
CORPORATE PRIORITY OUTCOME 2) Our communities are more cohesive and inclusive
2010/ 2011/ 2012/ 2013/ 11 12 13 14 Q3 Value Value Value Value Target 2010/ 2011/ 2012/ 2013/ Q3 2013/14 11 12 13 14 Code Description Latest Note Lead Short Value Value Value Target Value Trend There has been a slight dip in satisfaction with the condition of the property when let and service The percentage of new tenants satisfied with Francine recovery measures have been taken in cases where HMO ALL 013 the lettable standard when moving in - used 97% 99% 100% 98% 96% Abercrombie; customers have not been fully satisfied with the for SHBVN & report to tenants Jennifer Queripel property. In all cases the issues have been minor and easily rectified. 127 properties were let in Quarter 3, 4 of which were newly acquired properties. This is an increase in the Total number of lets (including new builds and number of voids let in this quarter compared with Cheryl Bowden; HMO ALL 041 360 383 352 127 OTS) the same period in 2012 when 101 voids were let. Jennifer Queripel The total number of properties let in the year to December 2013 is 359. 28% of all lets in Q3 were to homeless applicants. As over 85% of all homeless applicants need a 1 bedroom property, the proportion of lets to homeless Percentage lets to statutory homeless Cheryl Bowden; HMO ALL 043 41 % 47 % 36 % 50 % 28 % applicants depends on the availability of vacant 1 applicants Jennifer Queripel bedroom properties during the period. The proportion of all lets during the year up to the end of December, made to homeless applicants is 36%.
33 2010/ 2011/ 2012/ 2013/ 11 12 13 14 Q3 Value Value Value Value Target 2010/ 2011/ 2012/ 2013/ Q3 2013/14 11 12 13 14 Code Description Latest Note Lead Short Value Value Value Target Value Trend 24 lets were made to transfer applicants in the 3rd Total number of lets to transfer (existing quarter. From 1 April to the end of December 2013, Cheryl Bowden; HMO ALL 047 51 43 74 24 tenants) 20% of all lets have been made to transfer Jennifer Queripel applicants. Total number of lets to Homeless Of the 127 lets made in the quarter, 36 were made Cheryl Bowden; HMO ALL 048 147 179 125 36 Applicants/Households to homeless applicants. Jennifer Queripel With 67 lets made to waiting list applicants in Total number of lets to housing waiting list Quarter 3 the percentage of all lets in the year to the Cheryl Bowden; HMO ALL 049 152 149 150 67 applicants end of December 2013 which were made to waiting Jennifer Queripel list applicants is 43%. Cheryl Bowden; HMO ALL 050 Total number of lets to other sources 10 12 3 0 There were no direct lets in Quarter 3. Jennifer Queripel No. of Acceptable Behaviour Agreements With 6 Acceptable behaviour Agreements signed in HMO TEM Jennifer Queripel; issued by the Tenancy Management Team and 11 13 20 25 6 Quarter 3, this totals 20 established in the year to 042 Julie Strain signed by tenants for ASB/Tenancy issues. the end of December.
Expected Code Action By When Progress Latest Note Lead Outcome Clackmannanshire Council's attainment of the SHQS is currently at 94%. The remaining outstanding element relates to the Health, Safe & Secure requirement. The door entry systems in blocks where there is mixed Progress to bring all social housing stock up to tenure have still to be installed with secure door entry HCS SBP 022 Scottish Housing Quality Standard (SHQS) by 31-Mar-2014 systems that meet the Government requirements. To Murray Sharp
end of March 2015 facilitate this, the Service is looking to provide assistance from the Government's Private Sector Housing Grant and earmarked reserves, as appropriate, to enable owner occupiers to finance their required contribution to the project. All relevant information has been entered into the Implement Abritas system to deliver Personal Abritas system with some minor refinements currently HMO ALL 001 31-Mar-2014 Jennifer Queripel Housing Plans. being carried out. The system will enable us to produce a personal housing plan for all customers. The
34 Expected Code Action By When Progress Latest Note Lead Outcome Abritas system will be implemented as part of the launch of the Housing Options Service and the opening of the Housing Options facility which is scheduled to take place with the relocation of the Housing Service to Kilncraigs, before the end of the financial year.
HMO ALL 002 Implement new Allocations Policy 31-Dec-2013 Allocations Policy now successfully implemented. Jennifer Queripel
Housing Management team have agreed the performance monitoring framework and the approach Develop and implement a Council process for to self assessment. Once the tenants participation HMO HBM meeting the new requirements of the Scottish 31-Mar-2014 strategy is agreed with the federation then full Jennifer Queripel 001 Housing Regulator, including the new Social consultation with tenants will take place on the Housing Charter Annual Report for tenants. content of the final report to be distributed from Oct 2014. All tenancy management staff have been trained in the revised ASB procedures and they have been HMO TEM Implement revised Tenancy Management ASB 31-Jul-2013 implemented. Consistency checks continue to be Jennifer Queripel 001 procedures. carried out to ensure that procedures are being followed and to identify and further training needs. Implement risk assessment and early System now in place to identify new tenants who may HMO TEM intervention framework for those at risk of 30-Nov-2013 be at risk of failing in tenancy, and process in place for Jennifer Queripel 002 tenancy failure. early intervention by Housing Officer. Francine RGN HAS Introduce a Rent Deposit Scheme. 30-Dec-2013 Revised and now part of the 14/15 budget round. Abercrombie; 003 Kenny Hutton Implement a programme to bring ten long- 13 empty homes have now been recovered under the RGN PSH 001 term, private sector, empty homes back into 28-Mar-2014 project with 3 in pipeline. Empty Homes Officer Kenny Hutton
use, using Empty Homes Loan Fund. working with 31 individual owners. Empty Homes Liaison Officer appointed by Shelter April 2013. Post funded and shared between Clacks, RGN PSH 002 Employ an Empty Homes Liaison Officer 30-Apr-2013 Kenny Hutton Stirling and Falkirk Councils with additional funding from Scottish Government
35 CORPORATE PRIORITY OUTCOME 4) Our communities are safer
2010/ 2011/ 2012/ 2013/ 11 12 13 14 Q3 Value Value Value Value Target 2010/ 2011/ 2012/ 2013/ Q3 2013/14 11 12 13 14 Code Description Latest Note Lead Short Value Value Value Target Value Trend The average time between the time of the complaint and attendance on site for 10.70 3.82 6.00 Attendance on site to calls not dealt with under Pt 5 Kenny Hutton; RGY EHE 002 complaints requiring attendance on site and hrs hrs hrs ASB Act continues to be within target. Wilson Lees not dealt with under Part V of the Antisocial Behaviour etc (Scotland) Act 2004. Noise will no longer be dealt with under Pt 5 of the The average time between the time of the ASB Act, The noise resolution has also been changed complaint and attendance on site for 0.30 0.30 0.23 Kenny Hutton; RGY EHE 003 from 24/7 to 8am to midnight 7 days per week. The complaints dealt with under Part V of the hrs hrs hrs Wilson Lees Community Wardens are currently being trained for Antisocial Behaviour etc (Scotland) Act 2004. authorisation under pt 5 ASB Act.
Expected Code Action By When Progress Latest Note Lead Outcome Draft Community Safety Strategy now prepared for Develop a draft three-year Community Safety initial discussions and being finalised. Partnership Kenny Hutton; HCS SBP 001 Strategy ready for consultation and 31-Mar-2014 Local Community planning Group formed and launched Cherie Jarvie implementation in 2014/15. 7th February 2014 with Local Community Planning Delivery Plan being finalised. Meeting with FV CCTV Manager has agreed priorities for action including camera evaluation now part complete with only strategic evaluation required. In addition, productive issue based discussions have Review CCTV arrangements to better support HCS SBP 002 31-Mar-2014 taken place with Stirling Council and FV CCTV Manager Kenny Hutton community safety to determine best longer term way forward for financing CCTV. Productive trip to North Lanarkshire CCTV to assess alternative Business Models now complete. Notice to be issued to project position. The Council has in partnership with Police Scotland Implement a robust approach to tackling anti- formed a Multi Agency Tasking and Coordination group HCS SBP 003 31-Mar-2014 Kenny Hutton social behaviour. (MATAC) which will focus upon the risk presented by offenders and their victims as well as upon place. The
36 Expected Code Action By When Progress Latest Note Lead Outcome work will inform action by landlords Community Wardens and Community Police. The MATAC group will report to the Local Community Safety planning Group and will be used to inform priorities and staff training. Implement a monitoring system to report on Monitoring system implemented and now in use to HMO TEM the number of anti-social behaviour cases 30-Sep-2013 manage and report on performance relating to ASB Jennifer Queripel 003 reported in the year that were resolved within cases. the locally-agreed target of 20 weeks.
CORPORATE PRIORITY OUTCOME 5) Vulnerable people and families are supported
2010/ 2011/ 2012/ 2013/ 11 12 13 14 Q3 Value Value Value Value Target 2010/ 2011/ 2012/ 2013/ Q3 2013/14 11 12 13 14 Code Description Latest Note Lead Short Value Value Value Target Value Trend The number of homeless applications fell by 7% 764 in 2010/11 to 708 in 2011/12. This is lower than the New Homelessness applications received in Wilson Lees; RGN HAP 001 763 708 522 470 102 national trend as the number of applications for period Lesley Saunders Scotland as a whole decreased by 19%, from 55,663 in 2010/11 to 45322 in 2011/12. Service is demand led. Outcome for clients is to help the most vulnerable avoid falling into fuel poverty by Kenny Hutton; RGN HES 001 Number of visits by Fuel Energy Team 508 delivering advice on energy use and affordable Susan White warmth.
Expected Code Action By When Progress Latest Note Lead Outcome Visit all new tenants to give fuel debt advice All new tenants will now get a visit from the Home HDR HES 008 and seek referrals from all fuel-poor 31-Mar-2014 Energy Team with streamlined referral routes agreed Kenny Hutton
households. with OVHA and Clacks Council Refine and develop framework of intensive A recording and monitoring system is now in place to HMO TEM tenancy management interventions (including 30-Dec-2013 manage all tenancies requiring additional visits and Jennifer Queripel 004 schedule of regular visits from Housing Officer) help to maintain the tenancy. All intensive tenancy
37 Expected Code Action By When Progress Latest Note Lead Outcome management cases now have plans detailing the nature of additional measures in place and the frequency of visits to monitor the tenancy. These plans are developed with agreement of the tenant before the tenancy starts to minimise the risk of tenancy problems or failure. New legislative procedure in place for al homeless and Introduce the housing support assessment RGN HAS potential homeless apps. Project complete. Substantial from S32b of 1987 Housing Act for all 30-Jun-2013 Kenny Hutton 001 increase in referrals noted. (50% increase by applicants at risk of homelessness. 31/03/14.
CORPORATE PRIORITY OUTCOME 7) Health is improving and health inequalities are reducing
Expected Code Action By When Progress Latest Note Lead Outcome Final draft of review. Visit arranged to 2 major adaptation customers on 5 February to discuss their experience of the process. Lean system appraisal Review and develop clear plan for adaptations HCS SBP 005 27-Mar-2014 being applied. Revised procedures to be compiled and Kenny Hutton in all tenures. discussed with Social Services with a view to presenting final revised procedures to HMT before end March 2014. STRADA Training (Scottish Training on Drugs and Implement workforce training plan to raise Alcohol) now complete for 51 staff with Draft Report HCS SBP 016 awareness of service-users with drug and 31-Mar-2014 Kenny Hutton complete Jan 2014. Shadowing of Signpost for staff as alcohol issues. follow up training now well advanced. The first Mental Health and Housing clinic went ahead on the 22nd of January 2014 and all three available RGN HAS Implement outcomes of Mental Health pilot in 30-Dec-2013 appointments were allocated. The next clinic will be Kenny Hutton 004 Homelessness. held at Lime Tree House on Wednesday 26th February between 1 and 3 pm. Revised Scheme of Assistance approved by Housing, RGN PSH 003 Implement new S72 Scheme of Assistance. 30-Apr-2013 Kenny Hutton Health and Care Committee on 21 March 2013.
38
CORPORATE PRIORITY OUTCOME 8) The environment is protected and enhanced for all
Expected Code Action By When Progress Latest Note Lead Outcome Presentation of draft report with consultation Develop a Renewable Energy Plan to assist HDR HES 001 31-Mar-2014 outcomes will be to next Partnership quarterly meeting Kenny Hutton residents to reduce their energy costs. March/April 2014. Due to UK Govt change in ECO funding the financial aspects of the project have been remodelled resulting HDR HES 002 Bid for HEEPS area-based scheme 30-Apr-2013 Kenny Hutton in a possible reduction in units. Allocation will however be expended as targeted. National Retrofit Programme pilot allocation Project Complete. 100 units completed with 8 air Kenny Hutton; HDR HES 003 implementation with Edison and N-Power, 31-Mar-2014 source heat pumps, 8 solar pv and all units Photo Susan White external wall insulation and PV. voltaic panels.
HDR HES 004 Complete UHIS 2012-13 programme 30-Sep-2013 Project Complete Kenny Hutton
Phase 1 HEEPS ABS project will be as bid at HDR HES 002. Phase 2 working with SSE and NHS FV to identify Develop a Green Deal and ECO Maximisation HDR HES 005 31-Mar-2014 100 most vulnerable residents . Phase 3 is pre- Kenny Hutton Plan in Clackmannanshire (4-year programme) allocated but will require a bid. This will feature as future Council Report for approval. Project Complete but requires routine updates. Part of Production of heat and fuel poverty mapping in HDR HES 006 31-Mar-2014 Home Analysis Database work with Scottish Kenny Hutton Clackmannanshire. Government to help assess future bids. Progress towards eliminating fuel poverty in This is an ongoing project greatly affected by utility Clackmannanshire in line with Scottish prices and welfare reform changes. Home Energy HDR HES 007 Government aims to ensure that by November 31-Mar-2014 Kenny Hutton Team have developed new surgeries throughout 2016, so far as is reasonably practical, people Clackmannanshire. are not living in fuel poverty in Scotland.
39
CORPORATE PRIORITY OUTCOME 9) The Council is effective, efficient and recognised for excellence
2010/ 2011/ 2012/ 2013/ 11 12 13 14 Q3 Value Value Value Value Target 2010/ 2011/ 2012/ 2013/ Q3 2013/14 11 12 13 14 Code Description Latest Note Lead Short Value Value Value Target Value Trend This is a new indicator for the new service so no Kenny Hutton; Percentage of FOI requests dealt with within HCS CUS 015 100% short trend data is available. The service continues Ahsan Khan; timescale by Housing and Community Safety to prioritise all FOI requests timeously. Jennifer Queripel Percentage sickness absence level within the Due to Itrent system implementation, accurate data Garry Dallas HCS HCS 023 Housing and Community Safety service. is not yet available. Ahsan Khan The percentage of all formal complaints HMO HBM 34 complaints were received in Quarter 3 and all received in the Quarter that were responded to 68% 79% 100% Murray Sharp 019 were responded to within timescale. within timescale
Expected Code Action By When Progress Latest Note Lead Outcome Specific system enhancements have been approved Explore opportunities with incumbent Council following business cases submission to Head of HCS SBP 004 suppliers for a Housing Business Management 31-Mar-2014 Service. Lead officers and task groups have been Jennifer Queripel
System. established to take forward system developments on key service areas. Service training plan has been produced based on Learning and Development needs identified at PRDs, Implement measures within the Housing and specific areas of training involve staff in design and Community Safety Service that monitors delivery to fit work based needs. All staff have been HCS SBP 006 equality of opportunity among staff and 31-Mar-2014 Elaine McCaffery encouraged to complete staff survey. Full staff equality impact assessments on all new and conference will take place in February with the focus revised policies and procedures. on core values and the potential of individuals to deliver excellent service and achieve our outcomes. Work underway or completed on several key Streamline / analyse key service processes processes, (Housing options, voids, recharges, HCS SBP 007 within Housing and Community Safety Service 31-Mar-2014 Jennifer Queripel purchases) and as part of overall service structure via customer journey mapping. review.
40 Expected Code Action By When Progress Latest Note Lead Outcome Review approaches for provision and receipt of Being considered as part of service structure review. HCS SBP 008 information, consultation and engagement 31-Mar-2014 Reviewing interfaces between all departmental Kenny Hutton
between Housing and Community Safety staff. colleagues with reference to the MCB approach. Teams nearly ready for move to Kilncraigs. Good Re-positioning of all Housing and Community progress on scanning and disposals of documents. HCS SBP 009 Safety teams as part of the corporate moves 31-Mar-2014 Murray Sharp Staff structure nearly complete. Colleagues' attitudes into Kilncraigs. to the move positive. Staff review completed and agreed with trade unions. Define the Housing and Community Safety Kenny Hutton; HCS SBP 010 31-Mar-2014 New structure being implemented with Kilncraigs Service resource and structure. Jennifer Queripel move. Individual Team Leaders across Housing and Community Safety, created individual organisational Create and implement a Customer Insight charts incorporating customer and tenant Kenny Hutton; HCS SBP 011 Table that identifies all current and potential 31-Aug-2013 engagement. This has been summarised into a Jennifer Queripel customer groups. collective document and table which highlights our overall engagement and how this features into service and team reviews. Performance information for 2012/13 reviewed and Assess and refine public performance reporting benchmarked. Information for customers and tenants Kenny Hutton; HCS SBP 012 approaches in place within Housing and 31-Aug-2013 placed on Clacksweb. Outline proposals for reporting Jennifer Queripel Community Safety. against the Charter have developed and discussed with tenants and the Federation. Measure the corporate comments and Linked to HCS SBP 014. Survey results from corporate Kenny Hutton; HCS SBP 013 complaints procedure for efficiency and 31-Aug-2013 comments and complaints will feed into service Jennifer Queripel effectiveness improvements. Corporate satisfaction survey adopted by Housing and Establish customer satisfaction with complaints calls to complainers being made by Business Support. HCS SBP 014 outcome across Housing and Community 31-Aug-2013 Learning and improving from feedback from Jennifer Queripel
Safety. complainers is a key a action for the service from the Scottish Social Housing Charter. The full report on the results of the Tenant Satisfaction Establish a baseline customer satisfaction and Aspiration survey was completed in October 2013. HCS SBP 015 figure for the Housing and Community Safety 31-Mar-2014 Key improvement actions will be taken forward in the Jennifer Queripel
service. 2014/15 Housing and Community Safety Service Business Plan. Monitoring arrangements of the Housing Revenue Implement adequate monitoring arrangements Account were discussed with the Tenants Federation HCS SBP 017 of the Housing Revenue Account Financial 31-Jan-2014 Kenny Hutton on 6th February and the final proposals will be agreed Business Plan 2013-18. at their next meeting 6th March 2014.
41 Expected Code Action By When Progress Latest Note Lead Outcome Research and options presented to all members on 26th August. Members have commented that this is Review tenant rent levels for different types not the appropriate time to put the options to the HCS SBP 018 and sizes of properties, in partnership with 31-Jan-2014 tenant base. However, opportunities relating to new Kenny Hutton
Revenues Services. build rental levels and further information on arrears management are still being pursued for HRA Budget proposals for 2014/15. Annual Governance Statement Action Plan presented Implement Annual Governance Statement at Housing, Health and Care Committee in August Kenny Hutton; HCS SBP 020 30-Sep-2013 Improvement Plan 2013. Specific actions have been assigned to lead Jennifer Queripel officers for implementation. Service training plan has been developed to include individual learning and development needs identified Kenny Hutton; HCS SBP 021 Implement staff training plan 31-Dec-2013 at PRDs and service wide training requirements. The Jennifer Queripel training plan has been finalised and has now been implemented. The full suite of health and safety risk assessments Review all health and safety risk assessments Kenny Hutton; HCS SBP 024 02-Dec-2013 have been reviewed and all staff have read, agreed for all staff and teams Jennifer Queripel and signed them. Final preparations are being made to prepare for the opening of the Housing Options Shop which is now HCS SBP 025 Open Housing Options shop. 10-Mar-2014 Jennifer Queripel scheduled to take place in early March 2014 to align with the timescales of the Kilncraigs refurbishment. Key system developments to enhance current IT system are agreed and underway. Senior officers within the service attended Lean Systems training in Review business processes and map customer December 2013 and business processes will be HCS SBP 026 journey with supplier once agreed procurement 31-Mar-2014 Jennifer Queripel redesigned using a Lean Systems approach to deliver route for HBMS is established. efficiencies and improve customer journeys, and where appropriate review of processes will be carried out in tandem with IT system developments. The HRA Financial Business Plan, including all HMO HBM Complete the HRA Financial Business Plan 30-Jun-2013 recommendations, was agreed by Council on 27th Jennifer Queripel 002 review and prepare report for Council approval. June 2013. A number of satisfaction surveys are now in place Roll out the Customer Satisfaction across the Housing Service. Although not all of these HMO HBM Measurement Toolkit throughout Housing and 31-Mar-2014 are in the format of CSMT, they meet the needs of the Jennifer Queripel 003 Community Safety. individual service areas. Two key areas of satisfaction measurement still under development are the
42 Expected Code Action By When Progress Latest Note Lead Outcome satisfaction with Temporary Accommodation and satisfaction with the management of the Gypsies / Traveller site. 20 off the shelf units are now in use with a resultant 30% reduction in B&B. SG approval of the Town Centre Housing Fund has allocated offer of £782k. Bid RGN HAS Implement business case for fifty additional to capital grant for remaining £897 in lieu of Off the 31-Mar-2014 Kenny Hutton 005 homeless units (off-the-shelf) Shelf monies will deliver additional 17 units at less per unit cost due to subsidy award. A Council decision will be required on the final project due to CPO in place for site. Letters sent to owners and necessary IT amendments being made to system to allow block information to be processed in Northgate and Servitor. Work on process mapping underway and discussions (and training) with Develop clear systems for delivering and PCU being organised. Training undertaken on RGN HDR recharging for Factoring Services in mixed- enforcement options and further training to be set up 31-Mar-2014 Kenny Hutton 003 tenure estates, as defined in the Statement of to go into detail of Tenement Act, so that standard Services. letters can be written and put into Pegasus. Meeting being arranged with Revenues to ensure customer friendly invoicing system in place. Work also necessary to determine process for Revenues/Housing to issue accurate annual statements. Review complete and confirmation to Service Committee that all projects now have SLAs in place. RGN HDR Complete review of voluntary sector Training carried out for Monitoring officers with further 31-Dec-2013 Kenny Hutton 004 engagement and monitoring arrangements training planned. Central evaluation of voluntary organisations conducted with outcome taken as part of wider 14/15 budget setting process.
43 Covalent Code Risk Description Status Current Rating 12 Target Rating 9
STC HSG 001 Governance arrangements are not fit for purpose
Risk of overspend through lack of regular budget monitoring and scrutiny. Governance Structure for delivering housing priorities is not fit for purpose. HBMS Programme fails to deliver expected outputs and cost reductions. Potential Effect Performance Framework is not fit for purpose. The Council's policies, procedures and strategies are not adhered to, i.e. Contract Standing Orders and Financial Regulations. Related Actions Internal Controls HRA Board, Annual Governance Framework and Improvement Plan, Budget Challenge, monthly Budget Latest Note Managed By Ahsan Khan meetings, HBMS Project Board, Policy Review Framework, Performance Management Framework.
Covalent Code Risk Description Status Current Rating 8 Target Rating
STC HSG 003 Priorities are not defined or addressed
Consequences are: a) our strategic plans must reflect local and national priorities Potential Effect b) inability to meet the priority needs of the local population
Related Actions Internal Controls Clackmannanshire Housing Strategy approved at Council which establishes priorities for Service planning Latest Note Managed By Ahsan Khan purposes.
Covalent Code Risk Description Status Current Rating 12 Target Rating 8
STC HSG 004 Strategic risk - Lack of customer understanding
Service doesn't assess and prioritise service delivery according to customer needs: Service does not meet statutory responsibilities. Potential Effect Political backlash. Reduced customer satisfaction
Related Actions Internal Controls Latest Note Implement CSE action plan, implement the Customer Satisfaction Measurement Toolkit. Managed By Ahsan Khan
44 Covalent Code Risk Description Status Current Rating 12 Target Rating
STC HSG 005 Increased commitments and demands upon staff
Increase in absence Potential Effect Poor morale Lower performance
Related Actions Internal Controls Latest Note Structure review nearing completion. Discussions with staff and trade union ongoing. Managed By Ahsan Khan
Covalent Code Risk Description Status Current Rating 15 Target Rating 10
STC HSG 009 Location and safety of lone workers is not accounted for
Potential Effect
Related Actions Internal Controls Latest Note Health & Safety Risk Assessments carried out for all staff and regular item on Team Meeting agendas. Managed By Ahsan Khan
Covalent Code Risk Description Status Current Rating 9 Target Rating 3
STC HSG 011 Arms-length organisations / service-level agreements processes
1. Do not comply with corporate procurement policy 2. Council open to litigation/challenge over decisions Potential Effect 3. Do not conduct appropriate and regular performance monitoring of providers. 4. Increased costs
Related Actions Internal Controls Latest Note Complete review of voluntary sector engagement and monitoring and contracting arrangements. Managed By Ahsan Khan
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46 THIS PAPER RELATES TO ITEM 5 CLACKMANNANSHIRE COUNCIL ON THE AGENDA
Report to Housing Health and Care Committee
Date of Meeting: 20 March 2014
Subject: Housing Strategy and Regeneration Report
Report by: Head of Housing & Community Safety
1.0 Purpose
1.1. This report sets out the progress on meeting the Council's strategic housing and regeneration priorities.
2.0 Recommendations
2.1. It is recommended that Committee approve:
2.1.1. targeting a wider range of properties for acquisition under the 'Off the Shelf' housing revenue account programme.
2.1.2. re-prioritisation of part of the budget identified for General Fund 'Off the Shelf' purchases to support other affordable housing projects.
2.1.3. re-phasing the Orchard Tullibody homeless project to allow a revised project appraisal to be completed.
2.1.4. and note the remainder of the report.
2.2. The Strategic Housing Investment Plan, (SHIP), sets out the Council's overall plans for delivering additional affordable housing, whilst the Strategic Local Programme (SLP) lists opportunities identified to deliver the Affordable Housing Supply Programme (AHSP) grant funding received from the Scottish Government.
2.3. The SLP includes identified resources from the Council and potential RSL partners required to support the AHSP.
2.4. The Housing Revenue Account (HRA) total capital investment in new build as part of its overall investment in 2013/14 is currently £2.195m and for 2014/15 will be £2.459m. Grant funding of £3.501M is available for 2013-15.
Progress against grant and unit target.
2.5. Spend to date is shown in the following table, along with the unit and grant targets to be achieved by 31/3/15.
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Project Unit Competed Target AHSP target AHSP Target AHSP Target 13/14 2014/15 spend to Spend Spend 2015 13/14 2014/15 OTS HRA 35 20 15 £0.875 £0.500 £0.375 Fairfield 19 0 19 £0.874 £0.160 £0.714 Tullis 27 0 27 £1.569 £0.180 £1.386 TBC* 20 0 20 £0.200 0 £0.125 Total 101 20 81 £3.518 £0.840 £2.675 *To be confirmed. The former Tillicoultry Community Centre site is the most likely site for development next year. This would probably be in partnership with an RSL for around 20 units.
3.0 Housing Need
3.1. From evidence of turnover, difficulty in letting certain properties, refusal rates, along with declining homeless presentations, it appears that demand has softened since the last Housing Needs and Demands Analysis (HNDA) was completed.
3.2. There has for example been a 17.5% reduction in homeless presentations compared with this time last year. The graph below demonstrates the steep fall in presentations since 2005/6.
Homeless Presentations - Financial Years (13/14 projected)
1400
1159 1200 1072
1000
763 800 703 719 708 657 600 522 436 400
200
0 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2013/14
3.3. There are now 30 people in bed and breakfast property. Whilst this is still far from ideal it should be noted that this is less than half the number (63) in B&B at the same time last year. This reflects the use of the HRA void property, as well as the off the shelf acquisition programme. Assuming homeless presentation rates stay at current levels, with the new properties at Pine Grove and Hallpark, and continued use of HRA properties, it is intended that the numbers in B&B accommodation be reduced to single figures by the end of quarter 2 next year. The use of B&B is unlikely to be eliminated completely given the flexibility the accommodation offers during times of urgent need.
3.4. As a result of this potentially changing demand picture a new HNDA is required. Until this is completed no new initiatives can be progressed, other than those discussed in this paper. It is intended that the revised HNDA will be submitted to the meeting of this Committee to be held on 21st August.
48 4.0 Housing Supply Programme
4.1. As shown in appendix two, 65 units have been built or acquired this year. A further 56 units are on site, and another 136 have funding commitment. This total of 257 additional units in a relatively short space of time represents the most significant addition to the total housing stock in many years.
4.2. The current status of the various projects is set out below.
Off The Shelf (OTS) Property Acquisitions: HRA
4.3. Twenty properties have now been purchased. The average acquisition price was £69,533 (including repairs) and £25K grant per unit was received taking the net cost to £44,233 per unit. Members previously agreed that up to 40 units should be acquired to 31st March 2015, at an average cost of £66,000.
4.4. It is recommended that Members now approve targeting a wider range of high demand property types and location. Only units that provide clear long-term financial viability for the HRA will be acquired.
4.5. The remaining funding available for these purchases is shown in the following table: -
HRA Off The Shelf Purchase Funding HRA business plan funding 14‐15 £664,000 Reduction in required HRA Contribution to Hallpark £123,000 Increase in HRA surplus position from February Council £172,000 Govt Grant £450,000 Total £1,409,000
4.6. This may mean a reduction in the total number of units that can be acquired. Any improvement to the HRA surplus could be used to supplement this initiative. However, as noted in the previous report, if market conditions mean that this target cannot be achieved, it will be necessary to switch the grant funding to other projects.
Property Acquisitions (OTS): General Fund
4.7. Twenty general fund properties have been purchased to date. The average acquisition price for these has been around £47,365 which as homeless accommodation is non grant eligible from the Scottish Government. Purchases slowed due to market conditions and the availability of HRA property to meet homeless.
4.8. It is recommended that the funding previously allocated to this project be carried forward to support further off the shelf purchases if considered good value, and part re-prioritised to support other affordable housing projects subject to approval of the business case.
Alva Glen Hotel: Town Centre Housing Fund
4.9. The Scottish Government announced that this project has been awarded £0.782m a result of the bid made to the Town Centre Housing Fund. This is in
49 addition to the AHSP grant monies above. The proposal is to acquire and redevelop the site of the Alva Glen Hotel with 17 new flats. Additional funding in the region of £0.9m is required to support the project.
4.10. Members will be aware that the property is subject to a compulsory purchase order (CPO) currently with the Scottish Government for approval, and that the Council continues to actively to pursue this.
Fairfield School, Sauchie
4.11. The former school has now been demolished. The mix for the new development is shown in appendix 2. A site start date has still to been confirmed.
4.12. The site is currently held on the General Fund account and is to be transferred to the Housing Revenue account at an appropriate valuation, in line with any statutory approvals required.
Alva Greener Homes Innovation Scheme, Former Alva Academy
4.13. This Scottish Government sponsored Greener Homes Innovation Scheme includes off site factory construction of internal works and a high low carbon, zero waste construction of gold standard energy homes. The project is funded by the Scottish Government in partnership with Link and Paragon Housing Associations. Negotiations between the developers and the RSLs are not yet concluded which has delayed the site start.
National Housing Trust (NHT), The Glen, Coalsnaughton
4.14. The 28 'Mid Market Rent' homes on this Hadden Construction site are progressing well. The first phase release of 16 units is due to complete on 11/04/14, with the final phase of 12 units due on 22/08/14. The Council is assisting Ochil View HA and Hadden Construction Ltd in their marketing the properties, and current tenants looking for transfer and meeting the eligibility criteria will be targeted. Demand for these intermediate rent properties will also help inform the HNDA analysis discussed above.
4.15. The Council approved a £2.8m loan finance contribution to this development in August 2012. Rental income will meet the interest and capital repayments with further capital repayments as and when properties are sold after year five. The remaining £1.2m is provided by developer finance.
4.16. The Council has registered an interest in Phase 3 of the National Housing Trust scheme and further details are awaited.
Hallpark, Sauchie
4.17. Progress to date on this 25 unit £2.47M project is on track for completion around July 2014. All "Innovation and Investment Fund" Government monies have been claimed.
50 The Orchard, Tillibody
4.18. The project at 29- 41 The Orchard Tullibody was approved in 2013 for the conversion of 10 maisonettes to form 18 individual flats as part of a Business Case to expand homeless accommodation. The project is part of the HRA capital programme for non-SHQS conversion works with a contribution from the GF for the provision of homeless accommodation.
4.19. The project has been delayed due to design issues relating to compliance with sound transmission requirements. This provides an opportunity to reconsider the value of this conversion in light of possible changing patterns of demand, the units already added to the stock, and potentially more cost effective options to meet the needs of this client group. It is therefore recommended that work be re-phased to allow completion of the HNDA and a revised project appraisal.
Tullis, Tullibody (Kingdom HA)
4.20. As agreed at the Housing Health and Care committee at Council on 16th January 2014 work is ongoing to conclude the sale of 1.3 acres of this site to Kingdom Housing Association for 27 new social rented homes.
4.21. The District Valuer has provided a valuation that satisfies statutory requirements and falls within Kingdom Housing Association's financial viability criteria. The land transfer is subject to approval at the Council meeting of 13th March 2014.
Former Community Centre, Tillicoultry
4.22. The Council is considering options for the use of the former community centre in Tillicoultry. The site offers potential for mixed commercial and residential opportunities, and could also include RSL rented housing.
Local Authority Mortgage Scheme (LAMS)
4.23. The previously reported delay in the Local Authority Mortgage scheme by Lloyds Bank appears to have been resolved following guarantees on the Westminster Help to Buy Scheme. For Clackmannanshire the initial proposal was for up to £1m in funding be made available in Council Indemnity, aimed at facilitating 33 mortgages at £30k indemnity per deposit (20%) on a property whose maximum value is £150k allowing for a 5% deposit by the client. This will be the subject of future consideration by Council.
Empty Homes Initiative
4.24. The work of the Empty Homes officer is to be absorbed within the Strategy Team. The project has brought 13 empty homes back into use for owner occupation with 3 in the pipeline. The Scottish Government Grant of £75k will be rolled forward into 2014/15 and the Government has relaxed its use for local authorities from 1st April 2014.
51 5.0 New Energy Efficiency Standard for Social Housing (EESSH)
5.1. A new Energy Efficiency Standard for Social Housing (EESSH) will be introduced by the Scottish Government in 2015 which will set new energy efficiency targets to 2020. It is intended to help tenants to reduce their energy consumption, alleviate fuel poverty and reduce the emission of greenhouse gases. The standard is in line with requirements set out in the Climate Change (Scotland) Act 2009, which incorporates aims to reduce carbon emissions across the Scottish economy and society by 42% by 2020, and 80% by 2050.
5.2. The standard was developed during 2012/13 by the Scottish Government and social housing stakeholders, including COSLA, Local Authority representatives, tenant groups, Energy Action Scotland and the Scottish Federation of Housing Associations.
5.3. EESSH differs from the Scottish Housing Quality Standard (SHQS) because it does not prescribe a rigid set of measures which must be installed in all housing stock. Instead, it sets a minimum energy efficiency rating for a dwelling that varies by stock type and fuel source, to ensure it is achievable. In theory, the local authority will have maximum flexibility to determine which measures to install, taking account of local priorities and available funding.
5.4. The housing stock is over 99% compliant with the current energy efficiency element of the Scottish Housing Quality Standard. This will achieve an estimated 60% plus compliance with the EESSH. This puts the Council in a good position for achieving compliance within the 2020 EESSH deadline. A full briefing paper has been distributed to all members.
6.0 Clackmannanshire Housing Strategy 2012- 2017 update
6.1. A five year Housing Strategy for Clackmannanshire, as required by the Housing (Scotland) 2001 Act, was endorsed by the Clackmannanshire Alliance and approved by the Council in Autumn 2012. The Strategy links with a number of other key plans and strategies, such as the Single Outcome Agreement (SOA), the Social Housing Charter and the Council's own corporate priorities. The Actions are reflected annually in the Housing and Community Safety Business Plan.
6.2. Annual updates will highlight priories and new actions required to achieve the outcomes set out in the LHS. The annual update is underway at present and will be presented alongside our Business Plan update for 2013/14. This process will allow us to ensure that the Strategy remains relevant to current priority issues and that: • achievements are highlighted, • priorities are continuously reviewed, • the Strategy is on track, • any policy changes or new priorities are incorporated.
6.3. The Strategy identifies 8 priority areas for action, agreed after a wide consultation exercise, along with priority outcomes which help to contribute to each of the Single Outcome Agreement outcomes. The 8 priority areas are; • Ensuring new housing supply,
52 • Making best use of existing housing, • Tackling and preventing homelessness, • Support for independent living, • Providing specialist housing, • Tackling energy efficiency and fuel poverty, • Improving neighbourhoods and communities, • Providing housing investment.
6.4. The Alliance Community Wellbeing Partnership and Business Jobs and Skills Partnership Teams each received an update in February 2014 on the Clackmannanshire Housing Strategy including an update on Actions for 2013/14. The Housing Health and Care Committee will view these Actions under the Quarter 3 Performance update also on the Agenda.
6.5. The community planning framework will develop, monitor and evaluate progress of the Strategy. The Strategy outcome monitor includes the key indicators we will use to measure and track progress. This has been loaded into Covalent, our integrated performance management system and work is underway to link the actions and indicators across the service, and the different measurement areas, so that it avoids duplication and improves efficiency. It is intended that the Outcomes Monitor for the Housing Strategy will ultimately feed in to the monitoring framework for the SOA.
7.0 Housing Scotland Bill 2013
7.1. In November a housing bill was introduced in the Scottish Parliament. The bill makes provision about the abolition of the right to buy, social housing, the law affecting private housing, the regulation of letting agents and the licensing of sites for mobile homes. A briefing note has been prepared and circulated to all members.
8.0 Sustainability Implications
8.1. The supply of new, energy efficient affordable housing helps with the Council's commitment to reduce carbon emissions. The project at Alva will provide 48 carbon zero homes to gold energy standards. Every attempt will be made to negotiate enhanced home energy standards with prospective developers for all new affordable homes. The Council will also pursue the inclusion of renewable technology where feasible in the developments it supports.
8.2. Overall the delivery of more affordable housing is central to the sustainability of a thriving and vibrant Clackmannanshire.
9.0 Resource Implications
Financial Details
9.1. The full financial implications of the recommendations are set out in the report. This includes a reference to full life cycle costs where appropriate. Yes ;
53 9.2. Finance have been consulted and have agreed the financial implications as set out in the report. Yes ;
9.3. The full programme for affordable housing is set out in appendix 2. The Affordable Housing Supply Programme allocation target of £3.501 will deliver 101 units of affordable housing.
9.4. In addition, the programme assumes an HRA contribution of £3.046m from 2013 to 2015, which is approved in the HRA Capital Plan approved by Council in February 2013. This will facilitate 54 additional Council units.
Staffing
9.2. There are no direct staffing implications and all are assumed within existing resources. Any additional staffing required for the developments will be included in the direct project costs.
10.0 Exempt Reports
10.1. Is this report exempt? Yes (please detail the reasons for exemption below) No ;
11.0 Declarations
The recommendations contained within this report support or implement our Corporate Priorities and Council Policies.
(1) Our Priorities (Please double click on the check box ;)
The area has a positive image and attracts people and businesses ; Our communities are more cohesive and inclusive ; People are better skilled, trained and ready for learning and employment Our communities are safer ; Vulnerable people and families are supported ; Substance misuse and its effects are reduced Health is improving and health inequalities are reducing ; The environment is protected and enhanced for all ; The Council is effective, efficient and recognised for excellence ;
(2) Council Policies (Please detail)
The SHIP helps to deliver the priorities identified in Clackmannanshire's Housing Strategy 2012-17, approved by Council on 20 December 2012.
12.0 Equalities Impact
11.1. Have you undertaken the required equalities impact assessment to ensure that no groups are adversely affected by the recommendations? Yes ; No
54 13.0 Legality
12.1. It has been confirmed that in adopting the recommendations contained in this report, the Council is acting within its legal powers. Yes ;
14.0 Appendices
14.1. Please list any appendices attached to this report. If there are no appendices, please state "none".
Appendix 1: Off the Shelf Purchases
Appendix 2: New Housing Supply Programme
15.0 Background Papers
15.1. Have you used other documents to compile your report? (All documents must be kept available by the author for public inspection for four years from the date of meeting at which the report is considered) Yes (please list the documents below) No ;
Author(s) NAME DESIGNATION TEL NO / EXTENSION Kenny Hutton Regeneration Services Ext 2472 Manager
Ahsan Khan Head of Housing & Community Ext 2473 Safety
Approved by
NAME DESIGNATION SIGNATURE
Ahsan Khan Head of Housing & Community Safety
Garry Dallas Director of Services to Communities.
55
56 Appendix 1-Off the Shelf Purchases at 20 January 2014
HRA Purchases
8 x 1 bedroom 6 x 2 bedroom 6 x 3 bedroom
Settlement Number Properties Size Sauchie 5 1 x 1 bedroom 4 x 2 bedroom Alloa 8 5 x 1 bedroom 3 x 3 bedroom Tillicoultry 3 2 x 1 bedroom 1 x 2 bedroom Tullibody 4 1 x 2 bedroom 3 x 3 bedroom Total 20
Average Price Paid Average Estimated Total Average Total Average net Repair Cost Price cost to the Council
£62,699 £6,533 £69,533 £44,233
General Fund Purchases
14 x 1 bedroom 6 x 2 bedroom
Settlement Number Properties Size Sauchie 3 2 x 1 bedroom 1 x 2 bedroom Alloa 8 8 x 1 bedroom
Tillicoultry 3 1 x 1 bedroom 2 x 2 bedroom Alva 2 2 x 1 bedroom Coalsnaughton 1 1 x 2 bedroom Clackmannan 2 2 x 2 bedroom Dollar 1 1 x 1 bedroom Total 20
Average Price Paid Average Repair Total Average Cost Price
£45, 050. £2,315 £47, 365
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58
Appendix 2 - Additional Affordable Units Completed, On site and Planned
Completed since 1 April 2013 Site Location Complete Tenure / Owner Number Client Group Dalmore Alva May 2013 Rented / Council 9 Particular Needs New Mills Tullibody May 2013 Rented / Council 16 General Needs OTS HRA Various 2013 Rented / Council 20 General Needs OTS Gen Fund Various 2013 Temp. / Council 20 Homeless Total 65
On site Site Location Site Completion Tenure / Owner Mix Type and Client Group The Glen Coalsnaughton Spring 2014 NHT Market rent 8 x 2 bed Flat General Needs 12 x 4 bed House General Needs 8 x 3 bed House General Needs 28 Hallpark Sauchie Aug 2014 Homeless / Council 15 x 2 bed Flat Homeless 10 x 1 bed Flat Homeless 25 Old Library Tillicoultry March 2014 Rent / Council 3 x 1 bed Flat General Needs Total 56
59 Planned Site Location Site Start Tenure / Owner Mix Type and Client Group Alva Academy Alva March 2015 Rent / RSL 16 x 1 bed Flat General Needs 24 x 2 bed House Mixture 8 x 3 bed House General Needs 48 Alva Glen Hotel Alva Spring 2015 Rent / Council 13 x 1 bed Flat General Needs 4 x 2 bed Flats Particular Needs 17 Tullis Tullibody Spring 2014 Rent / RSL 6 x 1 bed Flat 3 Particular Needs 8 x 2 bed Flat 4 Particular Needs 9 x 2 bed House General Needs 4 x 3 bed House General Needs 27 Fairfield School Sauchie Spring 2015 Rent / Council 8 x 1 bed Flat General Needs 4 x 2 bed Flat General Needs 3 x 2 bed House General Needs 4 x 3 bed House General Needs 19 OTS HRA Various 2014 Rent / Council 15 General Needs OTS Gen Fund Various 2014 Temp / Council 10 Homeless Total 133
Summary Total Units Completed / Purchased - 65 On site - 56 Planned (grant and funding committed) - 136 257
60 THIS PAPER RELATES TO ITEM 6 CLACKMANNANSHIRE COUNCIL ON THE AGENDA
Report to Housing, Health and Care Committee
Date of Meeting: 20 March 2014
Subject: Health and Social Care Integration
Report by: Head of Social Services
1.0 Purpose
1.1. Health and Social Care Adult Services are required to formally integrate by April 2015 with the introduction of the Public Bodies (Scotland) Act. This offers an opportunity to deliver services jointly and simplify access to care.
2.0 Recommendations
2.1. It is recommended that Housing, Health and Care Committee notes progress and provides comment and challenge as appropriate.
3.0 Considerations
3.1. There are three work streams to achieve this underway:
3.2 Work stream 1 - The Operational Development of Adult Care Services in partnership with Health
3.2.1 The governance structure when agreed will determine where specific services are delivered and by whom. It is therefore essential that the Joint Management Team (JMT) assists partners in making this decision. The JMT is a body made up of Social Work, Health and Third Sector Interface Managers responsible for Adult Services. Over recent months this group has been considering:
How client outcomes can best be met.
Service delivery requirements.
Strategic development and support needs
Opportunities for transformational change or improvement.
3.2.2 Regardless of the chosen arrangements for formal integration, Adult Services require to transform the way they deliver care to meet wider legislative change, increasing population demand and financial challenge. A high level adult care pathway has been agreed by the partnership and has been
61 presented to Committee, this offers a joint approach to prevention, promoting independence and efficiency. The proposal cannot be delivered in isolation and requires a coordinated approach in parallel with commissioning practices and wider partners.
3.2.3 A workshop with the JMT took place in November 2013, with the aim of translating these principles into actions so a clear delivery plan can be commenced. The output will be presented at the forthcoming Partnership Board.
3.2.4 Themes from this workshop illustrated the need for:
A single development work stream to lead Adult Care into integration.
Simple and common messages from the JMT to the workforce.
A single delivery plan with clearly stated milestones and outcomes
Robust data and performance management
Measurable objectives
3.2.5 The delivery plan once agreed will serve as the core agenda item for the JMT between now and 2015 and provide a reporting template for future Partnership Board, Joint Executive Group and committee papers.
3.2.6 It is proposed that updates are reported to future Committees
3.3 Work stream 2 - The Review of Current Health and Social Care Functions to Explore Potential Service Delivery Models
3.3.1 The Joint Executive Group has tasked senior officers to consider natural "groupings" of social care and health functions. This for example may be specialist secondary services such as inpatient mental health, or core social work functions such assessment. Identification of these elements allows the partnership to consider:
Is there a specific requirement for the service to sit in the NHS or Local Authority?
Should the service be delivered in partnership?
Could the service be delivered in partnership?
Services inappropriate for partnership
3.3.2 A meeting will then take place with the Chief Executives to consider this information and determine whether or not the findings lead us to a natural integration model. There is an ongoing commitment to ensure that client care remains at the centre.
3.4 Work stream 3 - Political and Chief Officer Discussion on Potential Delegation & Governance Models.
62 3.4.1 A Stirling & Clackmannanshire Partnership Board meeting was held on 17 December 2013 where models of Health & Social Care Integration were discussed. While the provisional preference expressed by elected member representatives of that Board was the lead agency model, this was subject to detailed analysis of the operational and governance implications of all the models permitted under the Bill as now passed (28 February, 2014) which are (see Part 1, Section 1, paragraph 4 of the Bill):
a) delegation of functions by the local authority and health board to an integration board ("body corporate");
b) delegation of functions by the local authority to the Health Board (lead agency health);
c) delegation of functions by the Health Board to the local authority (lead agency council); and
d) delegation of functions by the local authority to the Health Board and delegation of functions by the Health Board to the local authority (cross delegation).
3.4.2 In relation to (d) above, a new paragraph has been added to the Bill which is being interpreted in some quarters as meaning that cross delegation can only happen within the framework of a body corporate and that a lead authority approach has to be 'all or nothing' in terms of the functions which would be delegated.
3.4.3 The Bill, however, does not confirm that interpretation nor does it state which functions (of either local authority or health board) must be delegated. It is anticipated that regulations on these matters will be issued in due course. In the meantime, chief officers are seeking clarification of the position from the Scottish Government as a matter of urgency.
3.4.4 Notwithstanding differences in interpretation of the Bill, chief officers of the three Forth Valley councils and NHS Forth Valley have been developing options for the four models based on a detailed review of functions. These options will be assessed against the integration planning principles set out in the Bill which are to improve the wellbeing of service-users by providing services in a way which, so far as possible:
(a) is integrated from the point of view of service-users, (b) takes account of the particular needs of different service-users, (c) takes account of the particular needs of service-users in different parts of the area in which the service is being provided, (d)takes account of the particular characteristics and circumstances of different service-users, (e)respects the rights of service-users, (f) takes account of the dignity of service-users, 20 (g) takes account of the participation by service-users in the community in which service-users live, (h) protects and improves the safety of service-users, (i) improves the quality of the service,
63 (j) is planned and led locally in a way which is engaged with the community (including in particular service-users, those who look after service-users and those who are involved in the provision of health or social care) (k) best anticipates needs and prevents them arising, and (l) makes the best use of the available facilities, people and other resources.
3.4.5 While there appears to have be some external anxiety that the three councils in the Forth Valley area and NHS Forth Valley have not yet agreed a model of delegation, council chief officers are keen to ensure that full and proper consideration is given to the (confirmed) available options and to propose the one which will optimise positive outcomes for service users and best meet the principles of integration.
3.4.6 Health & Social Care Integration Transitional Funding
The Scottish Government wrote to the Chief Executives of Local Authorities and the NHS on 14 February 2014 to inform them that a transitional fund is being set up for Health & Social Care Integration. This resource is £7m across all partnerships. The fund will be routed through the NHS and partnerships are being invited to submit their transitional/organisational development plans with the Integration and Reshaping Care Division by 21 March 2014. Discussions are taking place across Forth Valley to agree the content of the Forth Valley submission.
4.0 Sustainability Implications
4.1. None arising directly from this report.
5.0 Resource Implications
5.1. Financial Details - N/A
5.2 Staffing - N/A
6.0 Exempt Reports
6.1. Is this report exempt? No
7.0 Declarations
The recommendations contained within this report support or implement our Corporate Priorities and Council Policies.
(1) Our Priorities (Please double click on the check box ;)
Vulnerable people and families are supported Substance misuse and its effects are reduced Health is improving and health inequalities are reducing The Council is effective, efficient and recognised for excellence
64 (2) Council Policies (Please detail)
N/A
8.0 Equalities Impact
8.1 Have you undertaken the required equalities impact assessment to ensure that no groups are adversely affected by the recommendations? N/A
9.0 Legality
9.1 It has been confirmed that in adopting the recommendations contained in this report, the Council is acting within its legal powers. ;
10.0 Appendices
10.1 Please list any appendices attached to this report. If there are no appendices, please state "none".
None
11.0 Background Papers
11.1 Have you used other documents to compile your report? (All documents must be kept available by the author for public inspection for four years from the date of meeting at which the report is considered)
1 - Public Bodies (Joint Working) (Scotland) Bill [AS PASSED] http://www.scottish.parliament.uk/S4_Bills/Public%20Bodies%20(Joint%20Working) %20(Scotland)%20Bill/b32bs4-aspassed.pdf
Author(s)
NAME DESIGNATION TEL NO / EXTENSION
Jane Menzies Assistant Head of Social 01259 452376 Services
Approved by
NAME DESIGNATION SIGNATURE
Val de Souza Head of Social Services
Elaine McPherson Chief Executive
65
66 THIS PAPER RELATES TO ITEM 7 CLACKMANNANSHIRE COUNCIL ON THE AGENDA
Report to Housing Health & Care Committee
Date of Meeting: 20 March 2014
Subject: Community Payback Annual Report 2012-13
Report by: Head of Social Services
1.0 Purpose
1.1. To note publication, following Scottish Parliamentary approval on the 7 February 2014, of the Annual Report which outlines the progress and activity undertaken by Clackmannanshire Council's Criminal Justice Services in relation to Community Payback Order (CPO) activity for the period 1st April 2012 to 31st March 2013.
1.2. The local authority has a statutory duty under Sect 227ZM, Criminal (Procedure) Scotland Act 1995, to submit annual reports on the operation of the Community Payback Order to the Scottish Ministers. The report highlights the volume, activity and detail of work undertaken by the community Criminal Justice Team within the Clackmannanshire area and the benefits that the activity has for service users and the wider local community.
1.3. The Criminal Justice Service has placed the approved report on the Clacks web.
2.0 Recommendations
2.1. It is recommended that the Committee notes the content of the Clackmannanshire Council Community Payback Order Annual Report 2012-13.
3.0 Considerations
3.1. Community Payback Orders (CPOs) came into force in Scotland on 1 February 2011, as part of the implementation of the Criminal Justice and Licensing (Scotland) Act 2010. Community Payback Orders replaced a complex range of community sentences, i.e. Probation, Community Service and Supervised Attendance Orders, as the primary community based disposal available to Scottish Courts. The objective was to create a robust and consistently delivered community sentence which not only enjoyed public confidence, but improved the credibility of community sentencing options as a viable alternative to custody in appropriate cases.
3.2. Community Payback Orders are an integral part of the Scottish Government's Reducing Reoffending Strategy. They are designed to ensure that offenders are required to address issues which have impacted upon their offending behaviour, such as drug and alcohol misuse. The Orders, however, are also designed to ensure that offenders, through a range of activities such as community based unpaid work, are seen to be making reparation for their offending to their local communities.
67 3.3. Community Payback Orders are intended to be unique and customised to the needs and risks associated with individual offenders. They also reflect the view of the Court as to the seriousness of the offending behaviour. Community Payback Orders can be imposed for periods between six months and three years. The Unpaid Work Requirement provides a punitive element, requiring those convicted of the more serious offences to complete up to 300 hours Unpaid Work usually within a six month period.
3.4. A Community Payback Order consists of nine Requirements from which the Court may select one or more when imposing a CPO as an alternative to custody. There is no limit on the number of requirements which can be imposed however their inclusion on a CPO is determined by an assessment of the offender's needs, risk of reoffending and harm posed. The options available to sentencers are: Unpaid Work or Other Activity Requirement; Supervision Requirement; Alcohol Treatment Requirement; Drug Treatment Requirement; Mental Health Treatment Requirement; (attendance at) Programme Requirement; Compensation Requirement; Conduct Requirement; and Residence Requirement.
3.5. In most cases, the submission of a Criminal Justice Social Work Report (CJSWR) to Court is required before a Community Payback Order is imposed. In compiling these reports, Clackmannanshire Criminal Justice Social Workers undertake an assessment to inform the Court as to appropriate requirements which could be included, having regard to the individual's circumstances and assessment of the likelihood and impact of offending. The only Community Payback Orders which do not require the Court to have had a CJSWR completed are Orders containing Unpaid Work Requirements for between 10 and 100 Hours imposed on offenders following the non-payment of a monetary penalty.
3.6. In 2012-13, Clackmannanshire Criminal Justice Service submitted to Court 577 Criminal Justice Social Work Reports on offenders resident within the Clackmannanshire Council area. A total of 287 Community Payback Orders, incorporating 420 Requirements, were imposed on 198 individuals during the reporting period.
3.7. During 2012-13, 18,262 hours of Unpaid Work was completed by offenders within Clackmannanshire. This activity was undertaken in a wide range of community settings and for a variety of beneficiaries throughout the Council area. The Community Payback Order Annual Report 2012-2013 (Appendix 1), provides comprehensive detail as to the nature of Unpaid Work tasks undertaken, the benefits to local communities and the positive regard for the outcomes of Community Payback Orders by both beneficiary and offender.
4.0 Sustainability Implications
4.1. None
5.0 Resource Implications
5.1. Financial Details
5.2. The full financial implications of the recommendations are set out in the report. This includes a reference to full life cycle costs where appropriate. Yes 9
68 5.3. Finance have been consulted and have agreed the financial implications as set out in the report. Yes 9
5.4. Staffing
5.5. None
6.0 Exempt Reports
6.1. Is this report exempt? Yes (please detail the reasons for exemption below) No ;
7.0 Declarations
The recommendations contained within this report support or implement our Corporate Priorities and Council Policies.
(1) Our Priorities (Please double click on the check box ;)
The area has a positive image and attracts people and businesses Our communities are more cohesive and inclusive ; People are better skilled, trained and ready for learning and employment ; Our communities are safer ; Vulnerable people and families are supported ; Substance misuse and its effects are reduced ; Health is improving and health inequalities are reducing ; The environment is protected and enhanced for all The Council is effective, efficient and recognised for excellence ;
(2) Council Policies (Please detail)
Not applicable
8.0 Equalities Impact
8.1 Have you undertaken the required equalities impact assessment to ensure that no groups are adversely affected by the recommendations? Yes No ;
9.0 Legality
9.1 It has been confirmed that in adopting the recommendations contained in this report, the Council is acting within its legal powers. Yes ;
10.0 Appendices
10.1 Please list any appendices attached to this report. If there are no appendices, please state "none".
Appendix 1 - Clackmannanshire Council Community Payback Orders Annual Report 2012-13
69 11.0 Background Papers
11.1 Have you used other documents to compile your report? (All documents must be kept available by the author for public inspection for four years from the date of meeting at which the report is considered) Yes (please list the documents below) No ;
Author(s)
NAME DESIGNATION TEL NO / EXTENSION
Stuart Landels Service Manager, Criminal 01259 452200 Justice Service
Approved by
NAME DESIGNATION SIGNATURE
Val de Souza Head of Service
Elaine McPherson Chief Executive
70
COMMUNITY
PAYBACK ORDER
ANNUAL REPORT
FINANCIAL YEAR: 2012 / 13
LOCAL AUTHORITY: CLACKMANNANSHIRE
71
Types of unpaid work projects and activities which have been carried out; the total number of unpaid work hours completed during the year; and information and examples that help to demonstrate how communities benefit from unpaid work.
Number of Unpaid Work Hours
A total of 18,262 hours of unpaid work was completed within Clackmannanshire in 2012 / 13. This comprised 1,562 hours of work undertaken as 'singleton' placements within the community and 16,702 hours completed by our unpaid work task squads. Monthly breakdown is as per table below.
U/W Squads Placement Imposed Apr '12 1120 120 1930 May '12 1579 140 1970 Jun '12 1517 151 1649 Jul '12 1674 123 785 Aug'12 1597 125 1970 Sep'12 1594 132 2120 Oct'12 1569 117 1460 Nov'12 1403 115 1374 Dec'12 915 135 1486 Jan'13 1182 147 1570 Feb'13 1167 130 1860 Mar '13 1385 127 1895 Total 16702 1562 20069
In addition, 'other activities' as part of CPOs, constituted a further 875 hours. The remaining balance of unpaid work hours imposed by the Courts is variously accounted for by CPOs continuing beyond March 13, CPOs returned to Court under Breach etc.
During 2012/13 Clackmannanshire Unpaid Work Team received over 400 requests for assistance from a variety of sources, including Facebook posts from members of the public, voluntary organisations, community groups and established agency partnerships.
Unpaid Work Community Activity
Our Unpaid Work Squads have undertaken a wide range of work, from small scale tasks for individual beneficiaries and community groups including:
• Garden tidy up/grass cutting/home decoration for elderly and disabled persons • Litter picking in local 'beauty' spots and community areas, • Removal of fly tipping sites across the authority area • Janitorial duties in community / village halls for retired persons' groups,
72 nursery groups throughout authority area • Uplifting goods and rotating stock amongst charity outlets for Salvation Army, Sense Scotland and other charitable organisations • Removing waste from community allotments • Distribution of food items for local food banks through Women in Health & Sport (WISH) project • Transportation and setting up of sports equipment for local sports development groups to larger, longer term projects including:
• Building and maintaining raised beds for planting at Elderly Care homes • Building courtyard garden/power washing building exterior for respite care residents • Clearance of overgrown countryside trail and walkways, installing gates and fencing in association with Forrestry Commission and Local Authority.
• Renovation and upgrading of sports facilities throughout Clackmannanshire under the Cashback for Communities scheme in association with Marshall Construction. This involved 7 offenders working over 1000 unpaid work hours under the direction and supervision of a mainstream employer, gaining skills and experience (plastering, painting and tiling) in a real life working environment. • Variety of work tasks for the Hawkhill Community Centre project. The hard work and commitment of Clackmannanshire Unpaid Work Supervisors and offenders was warmly welcomed and gratefully received by all within the community group. In association with the Violence Reduction Unit (VRU) who also have a presence within the Community Centre, Unpaid Work squads facilitated the aims and objectives of both the VRU as well as the Hawkhill community group. The community group proposed the creation of a community garden and allotments but were unsure of how or where to start. Our unpaid work supervisor offered advice and guidance regarding this and CJS subsequently donated several pieces of much needed equipment, thereafter the hard work began digging and preparing the ground for planting. From the outset of our involvement with this project it was clear that the community group did not want tasks completed for them. The community group wanted to work alongside and learn from CJS supervisors, as well as offenders subject to unpaid work, in order to take ownership of the garden in the future. Essentially, Clackmannanshire Criminal Justice Service provided labour, expertise and equipment to the Hawkhill Community Centre which has facilitated the creation of a community garden and allotments with fencing erected and paving laid by unpaid work squads. Moreover, as a result of our local CJS knowledge, the VRU initiated contact with the Governor of HMP Glenochil who, in turn, indicated his support for the project and kindly donated a shed and a bench to the project. Several local businesses donated equipment and finances in order to advance the aims of the community group. The momentum gained by this local project, reflected in local media, aroused the interest of Sheriff David Mackie, who recently visited the project for himself as did Cabinet Secretary Mr Kenny McAskill. Unpaid work squads continue to assist with the maintenance of the project.
73 • ClacksFirst/BIDS - partnership working with local enterprise, helping improve and maintain areas of development through landscaping, painting over graffitti etc to help attract businesses and encourage economic growth within authority area
Workshop Activity
In addition, several tasks have been undertaken in the Unpaid Work Service workshop. This has included the building of 'dirt boxes' for local burial grounds as well as the renovation and installation of benches in cemetaries and park areas. A particular workshop task, the restoration and maintenance of the original boundary gates to Devonvale Community Hall in Tillicoultry, attracted positive public comment. Furniture renovation and recycling within the workshop has benefitted local Family Centres/Action for Children as well as individuals in need. Unpaid work squads also constructed a stage for use in a local primary school and stripped down wooden pallets for use in the construction of a fence at Hawkhill Community Centre.
Individual Placements
Several offenders have been matched to individual community placements to undertake their unpaid work hours. These have included work in the local offices of the Citizens Advice Bureau undertaking administrative duties, also work as retail/stock assistants in local Charity shops eg Salvation Army. In addition, placements have been undertaken providing assistance in the cafe of a local church undertaking cleaning, serving and food preparation tasks.
Quotes from offenders and beneficiaries about the impact of the unpaid work on them and/or the community.
Offenders
"Brilliant" "Constructive"
"Done my part in paying back to the community"
"The supervisors couldn't be nicer"
Beneficiaries
"Just to say how grateful we are for all the work you did around the club in clearing tons of rubbish that had accumulated over the years. I can say the workers worked really hard in all weathers and the place is now lovely and tidy. So once again many thanks to all involved." May B. Dollar Bowling
74 Club
"The lads are doing a good job...... well done. When they go to get jobs this kind of work should stand them in good stead" AF via Facebook re land clearance.
"So nice to see community spirit in action." JMcC re community hall gate restoration
"What a fantastic job! Really making a difference in a good way - lets hope that the lads can take the valuable experience they are getting from the Payback scheme and use it in the future - and well done to the team leaders/tutors who are training the squad - it's really showing that the scheme works. CM via Facebook
"The work of your team of lads done at Kennet Village over the last few days was much appreciated! They worked very hard and were polite and considerate to us all. I hope that the experience they had here may make them value that their place in society can be to the benefit of others who are less able!.... Mrs D, Kennet Village Senior Citizen
Types of "other activity" carried out as part of the unpaid work or other activity requirement.
Offenders subject to Unpaid Work undertook a variety of 'other activities' as part of their Community Payback Orders.
• Over 300 hours was spent by offenders engaging with Apex Scotland focussing on improving their job search and employability skills. • Similarly 85 hours was undertaken with 'Clacks Works', the Council's in house service offering advice and guidance in the area of training and employment opportunities. • Approximately 180 hours was spent learning life skills through challenging outdoor team activity with Venture Trust • Women offenders subject to CPO were also referred to local social enterprise 'Women in Health & Sport'(WISH) for support in creating positive lifestyle changes accounting for approx 120hours, • Clackmannanshire CJS' Women's 'Drop In' group provided a further 125 hours of other activity, encouraging female offenders in Clacks to improve motivation and self esteem and engage more fully with their statutory orders. • Some of our younger offenders subject to CPO also benefitted from additional support services provided by Barnardos Freagarrach project (60 hours)
75
Work is ongoing to further develop the 'other activity' element of CPOs in Clackmannanshire through possible introduction of groupwork modules addressing a range of topics in association with Apex Scotland. It is anticipated this will be similar to the previous social education modular programmes operated by Clacks CJS as part of previous Supervised Attendance Orders (SAO).
Activities carried out to consult prescribed persons and organisations, pursuant to section 227ZL of the 1995 Act, and wider communities on the nature of unpaid work and other activities and how the consultation results helped determine which projects were undertaken.
Throughout 2012/13, activities to consult with communities and organistaions have been ongoing. A formal Fife and Forth Valley Consultation Event organised by FFV Community Justice Authority took place on 2nd May 2012. Invitees included a range of partner organisations and community groups, both statutory and voluntary, from across the CJA area. Attendees from Scottish Prison Service, Police, Apex, Victim Support, Sacro, Addiction Support & Counselling(ASC), BIDS, as well as staff from other council services contributed significantly to the process.
In addition, Clackmannanshire CJS has continued to develop the use of Facebook to demonstrate and promote unpaid work activity being undertaken across the County. Weekly bulletins stating number of hours of unpaid work completed and the specific community tasks undertaken are posted. This has been very well received with universally positive comments received from members of the public who have seen the results of the unpaid work squads' endeavours first hand. Moreover, this use of social media has proved an invaluable vehicle for the public to identify areas of need / potential work tasks within their local communities. We have found that when 'before' and 'after' photographs are posted on Facebook, positive comments received go on to generate wider interest and further legitimate requests for the assistance of our unpaid work squads. When the work is completed not only to a high standard but within a fast turn around, this is publicly appreciated.
As a service, Criminal Justice continually attempts to engage with partner organisations and other service providers to extend the scope of tasks which can be considered by the unpaid work scheme. The variety and challenges this often brings can greatly enhance the motivation and experience of the offenders subject to CPO, not to mention that of the work supervisors!
76
Use by the courts of CPO requirements other than unpaid work, for example what, and in what way, different requirements are being used for those whose offending is driven by drug, alcohol and mental health issues; or how requirements such as programme or conduct are being used to address offending behaviour.
In 2012-13 a total of 287 CPOs were imposed on 198 individuals within Clackmannanshire. These Orders incorporated 420 CPO Requirements.
While 189 Requirements related to Unpaid Work (level1 -120 / level 2 - 69), 155 Supervision Requirements were also imposed. Approx two thirds of these 102, were in conjunction with other additional Requirement(s) as follows:
SUBSTANCE MISUSE
12 CPOs imposed included a Drug Treatment Requirement while a further 19 CPOs incorporated an Alcohol Treatment Requirement.
Within the period 2012 /13, NHS Forth Valley and FFV CJA undertook a review and subsequent redesign of existing FastTrack/DTTO services, now known as FV Substance Treatment Service (FVSTS). With the aim of creating a more unified and inter-agency substance treatment model across Forth Valley, existing agencies (CADS, ARS and CJ Substance Treatment Service) work in closer partnership across the Forth Valley Substance Misuse Services. This model enables and simplifies the transfer process of service users moving between services as appropriate dependent on individual need on their personal road to recovery from both alcohol and drug related offending. Offenders are assessed as appropriate or otherwise for drug or alcohol treatment via a DTTO or a CPO with Drug or Alcohol Treatment Requirement after initial screening/assessment has been undertaken by CJSW Teams. Thereafter activity focuses upon the delivery of evidence based drug and or alcohol treatment programmes, reducing alcohol and drug related harm relating to physical and mental health and reducing re-offending behaviour in the community.
ACCREDITED PROGRAMMES
24 Programme Requirements were imposed in 2012/13. These related to the
• Caledonian Domestic Abuse System, • Community Sexual Offending Groupwork Programme (CSO-GP) and • Constructs:PSSO(Positive Steps to Stop Offending).
These groupwork programmes, including some 1-1 and 2-1 interventions, are
77 delivered by Forth Valley Accredited Programmes Team (FVAPT) which, while hosted by Falkirk CJS, operates across the FV CJA partnership.
Close collaborative working between Clackmannanshire Criminal Justice Service, FVAPT and multi agency partners, remains an essential component to the assessment and management of risk in relation to offenders subject to CPO and these associated programmes.
In 2012/13 5 individuals in Clackmannanshire subject to CPO (usually of 3 year duration) required to attend CSO-GP. Following several months undertaking 1-1 pre programme sessions with CJS case manager, the programme thereafter comprises three phases, 'Induction'(50 hrs) / 'Core' (150hrs) / 'Relapse Prevention'(50hrs), the level of intervention determined by assessment of risk/need in each individual case.
The Caledonian System across Forth Valley in 2012/13 had accepted 54 offenders convicted of domestic abuse on to the programme, of whom 12 were managed by Clackmannanshire. Intensive 1-1 work by CJS case managers as part of the pre group stage of Caledonian enables offenders to progress to the groupwork modules before undertaking the 'maintenance' element prior to completing the 2 year CPO.
Constructs: PSSO This 26 week general offending groupwork programme for male offenders aged 18 years and over has struggled with poor offender engagement and high attrition rates. FVAPT as a result opted to offer 1-1 interventions as well as an amended modular groupwork programme. Clackmannanshire CJS supported several offenders to undertake this intervention in 2012/13.
CONDUCT REQUIREMENT
15 Conduct Requirements were imposed in 2012/13. These consisted of either a 'restrictive' element e.g. to keep away from a specified place, or an 'instruction' component e.g. to attend alcohol counselling. In this way, as part of an overall CPO case management plan, conduct requirements can reinforce the work and aims of CPO supervision in reducing reoffending.
MENTAL HEALTH TREATMENT REQUIREMENT
In 2012/13, 4 offenders in Clackmannanshire were made subject to a CPO with a requirement to engage with psychiatrc intervention. CJS case managers work closely with colleagues in the forensic and integrated mental health services to support these individuals to maintain required levels of engagement with health professionals and address other offending related needs.
78
COMPENSATION REQUIREMENT
Only 2 Compensation requirements were imposed in Clackmannanshire in the reporting period.
RESIDENCE REQUIREMENT
No Residence Requirements were imposed in Clackmannanshire in 2012/13.
SUPERVISION REQUIREMENT
A total of 53 new CPOs with a Supervision 'only' Requirement were recorded in 2012/13.
In these cases as with in all CPOs with Supervision, following risk/needs analysis through LSCMI, case management plans were drawn up addressing criminogenic and non criminogenic needs and utilising appropriate interventions and resources to effect positive behavioural change and manage risk. 1-1 interventions by case managers to look at eg problem solving, consequential thinking, offence impact, victim awareness, anger management, anti social attitudes / behaviour, unemployment/lack of structured activity, substance misuse etc are routinely undertaken. Interventions often involve services/support/monitoring in conjunction with other providers, e.g. addiction counselling with Signpost, and specific cases, e.g. sexual/violent offenders, are managed under multi agency protocols.
Any issues affecting access to services which are provided by other partners (e.g. drug and alcohol services) and, where such issues have been identified, what work is underway to resolve them.
Housing provision remains a significant issue, specifically for homeless offenders who may have previously experienced eviction or previously abandoned a tenancy. Temporary homeless accommodation can be in Bed & Breakfast establishments sometimes outwith the local area with placements continuing over an extended period due to a dearth of one bedroom or other suitable properties. Lack of settled, stable accommodation can significantly impact upon achieving better outcomes for offenders.
79 Any other relevant information. This might include details of work which is carried out with offenders on CPOs to address their offending behaviour but which does not fall into the category of a specific requirement.
In 2012/13 Clackmannanshire Criminal Justice Service continued to fund certain key services from voluntary agencies to supplement in house provision.
• Apex - employability advice/support for Clackmannanshire's offenders including job search, preparedness for training/work, Disclosure/Rehabiltation of Offenders Act information, training placements etc. • SACRO support worker to assist with e.g. accommodation/financial/health issues specifically with high risk of harm offenders • Barnardos Freagarrach Project to provide additional support and offence focussed intervention to young offenders (16 - 18 years) subject to CPO • WISH (Women in Sport & Health) supports women of all ages and backgrounds to create positive lifestyle changes through physical, social and cultural activities enhancing confidence, motivation and self esteem.
Clackmannanshire CJS also funds offenders subject to CPO to attend Venture Trust programmes, to build confidence and self esteem and develop interpersonal and other skills in a challenging outdoor environment.
In addition, in 2012 in an attempt to improve outcomes for female offenders, Criminal Justice Services in Clackmannanshire/Stirling Councils jointly funded the appointment of a shared Womens Development Worker. The postholder is responsible for enhancing educational, welfare and criminal justice services to women subject to CPO supervision and to mentor women being released into the community from custody. Receiving this additional support on a 1-1 basis as well as through the provision of a weekly CJS Women's 'Drop In' group in Alloa has enabled our women offenders to engage more fully with statutory Orders.
A further shared service 'tenancy support worker post' was also created to improve the resettlement of offenders in Clackmannanshire and Stirling, through helping source and sustain appropriate housing, benefit entitlement and other relevant services.
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COMPLETED BY: STUART LANDELS
DATE: 28 NOVEMBER 2013
CONTACT FOR QUERIES ABOUT THE REPORT
Name: Stuart Landels, Service Manager
E-mail: [email protected]
Telephone: 01259 452200
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82 THIS PAPER RELATES TO ITEM 8 CLACKMANNANSHIRE COUNCIL ON THE AGENDA
Report to Housing, Health and Care Committee
Date of Meeting: 20 March 2014
Subject: Child Care Services End of Year Summary Report
Report by: Assistant Head of Social Services, Childcare
1.0 Purpose 1.1 The purpose of this report is to give an update of the Child Care Strategic Transitional Plan (Appendix 1).
2.0 Recommendations
2.1. It is recommended that the Housing and Health and Care Committee:
• note the progress and developments, commenting and challenging as appropriate
• note the intention to regrade basic grade social workers to promote the recruitment and retention of staff
3.0 Considerations 3.1 Progress on the Child Care Strategic Transitional Plan has been reported to each Committee since June 2012. As agreed at previous committees the final report to review the Child Care Strategic Transitional Plan was scheduled for Housing, Health & Care Committee in March 2014. It was then anticipated that future performance will be embedded into mainstream performance reporting mechanisms (e.g. covalent) from the end of the 13/14 financial year.
3.1.2 As members are aware the Integrated Children's Inspection (ICI) will be reporting in May/June 2014. It is proposed that the Chief Social Work Officer presents a final, broader stock take report at a future committee with the opportunity to include the findings of the ICI and give a comprehensive positional statement on the Child Care Service in Clackmannanshire.
3.1.3 The service is also proposing to review the progress of the Plan with stakeholder briefings and presentations. This will include invites to elected members and others to meet with frontline staff and first line managers and hear staff experience of the improvement journey and the services' needs and ambitions for the future. 83
3.1.4 This stock take report will comment on issues and progress to date and make reference to areas of note for child care services.
3.2 Integrated Child Care Inspection (ICI) 3.2.1 The Integrated Childcare Inspection commenced on the 20 January 2014. The first phase of the inspection was reviewing leadership and strategic direction. A review of case files has also been undertaken with 87 Clackmannanshire Social Work case files being inspected. Week beginning the 17 February 2014 brought a programme of focus groups with front line staff identified from the case file sample. Focus groups and individual interviews with service users have also been undertaken as part of the inspection. The inspectors will also report on a multi-agency staff survey as part of the inspection findings.
3.2.2 The outcome of the inspection will be formally notified to the local authority at the end of May/June 2014. The findings of the inspection report will inform actions and areas of good practice as well as areas for continued improvement.
3.3 Recruitment and Retention of Staff
3.3.1 A review of the Job Profile for qualified social workers within Clackmannanshire has been undertaken with colleagues from Human Resources and Finance. The aim was to review options to address the issue of the social worker grade that has had an impact on recruitment and retention of basic grade social workers.
3.3.2 The recruitment and retention of basic grade social worker posts (Grade 7) has been problematic for some time. This has resulted in a significant use of agency staff that are paid at a higher rate. More experienced agency staff have had to be contracted to increase the skill base and to deal with more complex cases as Grade 7 posts have attracted social workers who are newly qualified. Below is a breakdown of the current numbers of staff in full time and part time social work posts in grade 7 and 8 for child care.
Child Care Grade 7 Grade 8 Total 29 6 35
3.3.3 Given these issues, it is intended to make Grade 8 the basic grade for social workers (see paragraph 5.1 for financial implications). Moving to grade 8 will reflect a starting salary commensurate with neighbouring local authorities. Social workers will also be able to progress incrementally to reflect their length of service in line with other neighbouring authorities. This will not only ensure current staff are retained in Clackmannanshire but will also ensure more experienced staff will not be in financial detriment in applying for a
84 Clackmannanshire post. This solution is also compatible with social work posts across the shared service in Stirling local authority.
3.3.4 The work undertaken to resolve this issue will be rolled out to all social work posts across the service. This will provide a continuity of service which is critical to service delivery.
3.3.5 There are currently 5 agency social work staff employed across child care in Clackmannanshire Council. This figure has however fluctuated over the past 18 months due to the retention associated with the grade 7 posts.
3.3.6 In 2012 child care had in total 16 social work posts. The council commitment to increase this by 17 posts has been incremental. There are currently 14 of the 17 posts recruited and filled with permanent social work staff. Three social work posts are agency posts with two management posts. As previously stated however there is a turnover of staff due to the issues in retaining staff at the Grade 7 salary scale.
3.3.7 The projected spend for agency staff for child care only in the current financial year is £688,580.
3.4 Governance 3.4.1 As previously reported to Committee, each area of child care is subject to a Service Plan with a Service Manager lead for each plan. Service Managers will report progress in their respective areas at regular intervals using Covalent. The Child Care Performance Forum will now be the mechanism for reporting progress which meets monthly and is jointly chaired by the Assistant Head of Social Services for Strategy Performance and Partnership and the Assistant Head of Service for Child Care. 3.4.2 The Practice Governance Quality Assurance Framework launched in November will also be a standing item at the Childcare Performance Forum. A monthly reporting of activity has been devised for all managers which will be transparent to identify sampling and auditing of case records on an on-going basis.
3.5 Transitional Child Care Plan. 3.5.1 The Transitional Child Care Plan will come to an end and be reviewed in June 2014. The plan should evolve into a Child Care Development and Improvement Plan and become mainstream reporting in child care practice.
3.5.2 It is proposed to have a final programme of staff engagement facilitated by CELCIS in June 2014. This will include stakeholder participation such as Children Hearing Panel members and Reporters Administration.
85 4.0 Sustainability Implications
4.1 Activity to improve service delivery assists in achieving a sustainable service for the future.
5.0 Resource Implications
5.1. Financial Details
The estimated costs for increasing current child care social workers from Grade 7 to grade 8 is £50,608. However the review must also take into account Adult Care staff from Grade 7 to Grade 8 which is £19,659. This is a total cost of £70,267. The costs associated with the regrading will be resourced by savings in the children's commissioning budget and/or reduction in property costs.
5.2 Finance have been consulted and have agreed the financial implications as set out in the report. Yes ;
5.3 Staffing.
5.4 The implications for staffing have been highlighted in section 3.3.
Human Resources have been fully involved in the reviewing of the grade structure.
6.0 Exempt Reports
6.1. Is this report exempt? Yes (please detail the reasons for exemption below) No ;
7.0 Declarations
The recommendations contained within this report support or implement our Corporate Priorities and Council Policies.
(1) Our Priorities (Please double click on the check box ;)
Vulnerable people and families are supported ; The Council is effective, efficient and recognised for excellence ;
(2) Council Policies (Please detail)
None.
8.0 Equalities Impact
86 8.1 Have you undertaken the required equalities impact assessment to ensure that no groups are adversely affected by the recommendations? N/A on this occasion.
9.0 Legality
9.1 It has been confirmed that in adopting the recommendations contained in this report, the Council is acting within its legal powers. Yes
9.2 The Scheme of Delegation authorises the Chief Executive to set the grades for these posts as a result of a review approved by the Senior Support Services Manager. These proposals have been approved by the Senior Support Services Manager and have been developed with the full involvement of the HR team, Job Evaluation Advisor and the service HR Advisor.
10.0 Appendices
10.1 Please list any appendices attached to this report. If there are no appendices, please state "none".
Appendix 1 - Transitional Strategic Plan Clackmannanshire Child Care
11.0 Background Papers
11.1 Have you used other documents to compile your report? (All documents must be kept available by the author for public inspection for four years from the date of meeting at which the report is considered) Yes (please list the documents below) No ;
Author(s)
NAME DESIGNATION TEL NO / EXTENSION 01259 225192 Liam Purdie Assistant Head of Social Services, Child Care
Approved by
NAME DESIGNATION SIGNATURE
Val de Souza Head of Service
Elaine McPherson Chief Executive
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88 TRANSITIONAL STRATEGIC PLAN Clackmannanshire Child Care Service January 2013 – June 2014 APPENDIX 1
Aim: To keep children safe, healthy and prepare them well for adulthood
Position at February 2014
Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
1 Successful 1.1 GIRFEC training completed and All staff have undertaken Jane A multi-agency training Completed Programme of training events Courses x 5 provided on Implementatio being embedded in practice. multi-agency GIRFEC Menzies programme has been January 2013 delivered with appropriate Permanence / Form E / Adult n and training delivered support. Protection / Attachment / embedding of Assistant Trauma the principles Head of of Getting it Social Provision of resource material Right For Services on legislation and research Every Child (AHOSS) (GIRFEC) Programme of short inputs to team meetings and peer review
1.2 Staff operating according to Multi-agency workshops Multi Agency Workshops have taken Completed Multi-agency workshops report 33 attended across 3 GIRFEC principles and processes delivered by TO ENSURE training place February 13 that staff are `compliant` in workshops including the use of Integrated consistent use of new group delivering practice based on Assessments GIRFEC paperwork GIRFEC principles and IAF now operational in LAAC including the Integrated practice. process from May 2013 Vulnerable children are safe and Assessment Framework supported An audit of cases between Feb and April 13 presented to Chair of Children's Hearings the children’s hearings shows reports significant there is an IAF in place improvement in assessment
1.3 The quality of risk assessment and The review and CELCIS Workshop has taken place Review Jan 14 All child care processes, Process mapping complete, management is improved implementation of social service staff on including child protection, are Quality assurance, system and assessment and care With child protection processes easy to understand. support issues address in case There is clear evidence of early planning and permanence Scotland management workshop. intervention and decision making processes. Training in planning stage to support wider range of Implementation of Barnardos outcome framework measuring
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
staff to chair core groups risk and needs of most vulnerable children
1.4 There is a multi-agency Review and implement CC AHOS Multiagency assessment Further review of Evidence through audit of understanding of risk thresholds with robust and effective risk of referrals has been progress required case files adhering to risk consistent application across Stirling assessment and risk agreed. Some residual Feb 14 management process agreed management procedures and Clackmannanshire. discussion but agreement and that this assessment is of
when IRDs and an acceptable quality Children are safe and protected Multiagency discussion required.
An audit of CP risk Completed April Clackmannanshire staff processes has taken 13 present and incrementally place - multi agency self developing a role in the MA assessment - Jan - March HUB 2013
A permanence process Completed Processes are embedded in Practice Governance mapping event has taken May 2013 practice framework in place to ensure a place systematic approach to audit.
Agreed permanence process implemented with support from CELCIS.
New childcare case mgt system has aligned this process with IT system ensuring QA and role clarity.
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
1.5 The service can clearly evidence A review of child protection Jane A three day child Complete April 13 Clear and agreed process is in its response and intentions in relation processes and decision Menzies protection rapid place for the HUB, with All social services to: making to understand, improvement event has associated service change arrangements in place. Some multiagency discussion issues and opportunities been undertaken • Immediate response to child needed to address capacity for improvements identifying pathway from protection concerns Review re concerns of partners. child protection concern Multiagency Clacks in the Hub with role • Planning for the individual child raised to initial case element Feb 14 incrementally developing. conference • Quality of assessment of risks and needs Care Inspectorate Report produced Report provided to CEX that
evidenced clear progress from • Early and effective intervention supported a multi-agency April 2013 previous inspection, Paper assessment exercise in presented to Committee. relation to Child Protection (Completed) services now complete/
Multi-agency briefings Actions from inspection in CP regarding Child Protection Self Evaluation Plan monitored self-evaluation of key staff through the Multi-agency Continuous Improvement planned for Dec 2013. Group. Service Specific issues embedded in childcare service An interim CP case plans to progress. conference chair has been engaged with assistance from CELCIS.
1.6 Planning for the individual child CC AHOS CELSIS partnership work for children with disabilities and a specific focus group will be established for this client groups
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
1.7 Early Intervention Actions in place to ensure Proposed childcare Report to go to Committee early and effective redesign considers a intervention in the care of prevention focus and
children family centred approach
The spread sheets to Systematic process to monitor progress in overseeing permanency cases permanency cases and and intervening promptly is in place. the monthly tracking
meetings continue to develop. This allows for on-going scrutiny and early intervention as cases progress.
Withscotland has Report will be presented to researched CP referrals Committee in the new year rates, scrutiny of this information will allow for an earlier and more informed approach to reducing referrals
1.8 There is evidence that the Review effectiveness of CELCIS A Review is completed to Completed June No waiting list exists for No waiting list fostering and adoption (permanence fostering and adoption ascertain effectiveness of 13 presentation to the panel panel) operates to the quality required panel and all permanence AHOSS permanence meetings.
by children needing permanence in focussed meetings.
Clackmannanshire and Stirling
(Including frequency, process, decision making etc)
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
Foster care panel has Evidence of timely decision New process has reduced been developed to review making and a single decision delay all existing foster carers being made by march 14, as well as kinship care reviews. There is no evidence of unnecessary delay
Tracking process in place Comprehensive plan in place A tracking meeting is now in which has now been built for permanency practice. place to provide quality into case management assurance in relation to the progress of cases. system
1.9 Appropriate performance Jane Childcare balanced This element Clear performance framework Regular performance reports measures are in place to gauge Menzies / scorecard refreshed requires on-going Reporting schedule to Health , Housing and Care efficiency of the process Supported by AHOS review. Progress Committee Evidence of self-evaluation evidence of Self Evaluation. Audit of childcare cases to date noted. Corporate CIM process December 13. underway
Balanced scorecard monitored Practice governance framework in place Evidence of recent audit
1.10 Staff and managers have access A full review of ICT and Jane A business Case to Review and staff An improved level of staff Improved reporting to robust up to date information on Case management Menzies introduce SWIFT across engagement compliance with reporting mechanisms and improvement children and their families and use this requirements Shared Service has been completed June expectations in data quality evident. Monthly information to take effective decisions agreed with Northgate 2013 audit schedule in place to
engaged. Monthly project ensure continual improvement. Staff engaged to board meetings. determine ICT needs
Staff involvement in Demonstration of SWIFT Northgate Staff engagement in shaping Focus groups on Contact have shaping the new case workshops underway with engaged April 13 processes to support been completed. management system a wide range of staff. All implementation of new case key areas of childcare management system Project implementation plan for practice have been case management system in
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
engaged. Each workshop place will establish: business and care needs, quality Workshops underway with assurance measures, tem many completed. and role clarity, legislation requirements and process Associated business plan for mapping. areas of childcare addressed to date.
2 The workforce 2.1 Clackmannanshire can evidence: Recruitment in progress to AHOSS Significant recruitment Completed but No. of cases held by staff A reduction in caseload has the meet shortfall already activity has been requires ongoing numbers appropriate • Appropriate staffing levels identified. c/care undertaken. review to ensure Evidence that staffing capacity to appropriate vacancies are filled promptly Absence strategy in place with carry out their • Appropriate case Recruitment has staffing levels in focused reports now requested role management levels continued and place A robust absence from H.R. colleagues appointments have been management strategy is in • Appropriate staffing made to key roles. place Monthly H.R. meeting s in knowledge and experience However it continues to place be difficult to recruit to Enhanced Practitioner 65% of staff report workload is post. manageable
2.2 A comprehensive induction is in An appropriate workforce AHOSS / Service plans in place to Subject to Staff report regular supervision The majority of staff report place for staff development strategy for Jane engage staff and support continual review and consider it useful supervision is adequate and childcare staff Menzies shared leadership regular, but there are issues in Evidence of an induction staff feeling PRD is not as Practitioner forums in process in place for all staff useful as it could be place.
With support Review of grade 7 and 8 % staff reporting improved % of staff with completed from posts to assist recruitment knowledge and support PRDs has increased CELCIS and retention underway. Practitioner forums Pilot of peer review system has started and Service Plans will be evaluated by staff Leadership events for service management and team
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
leaders
Peer review of complex permanence cases available
3 Staff are 3.1 A comprehensive workforce Workforce development AHOS Workforce development Completed end Comprehensive workforce Over 2/3rds of staff feel supported, Development Plan is produced and plan is agreed and action plan in place. An outcome February 2013 development plan is in place improvements can be made assisted to delivered. is being taken to roll Jane focused supervision and and staff are being developed and that they have the ability
develop and Menzies annual appraisal policy is and engaged. to improve it.
engaged in the in place. improvement with support 66% of staff feel they are process from empowered to do their jobs CELCIS
% staff reporting improved Practice support governance framework % staff reporting appropriate launched Nov 13 access to learning opportunities August 2013
(Completed)
3.2 Staff are well supported and Staff have protected time C/care Service Plans in place 72% of staff feel that the developed. to reflect on practice AHOS quality of service has improved TM events, roll out to all over the last year and 76% staff in early 14. state that they enjoy their work.
Programme of updating 81% feel they have regular PRDs team meetings and that these are both purposeful and effective
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
3.3 Staff apply evidence based Supervision policy in Additional courses x 5 practice in all their work with children place provided on Permanence / and families. Form E / Adult Protection /
Monthly audit schedule in Attachment / Trauma place of case files, recording and supervision Provision of resource material on legislation and research
Programme of short inputs to team meetings and peer review
Practice government framework
Audit schedule
Audit completed December 13, awaiting report.
3.4 There is a support and Clarity exists regarding AHOSS Forums for team Attendance levels at team High level attendance and development plan in place for Team expectation managers established. (Completed) manager forums participation of team Leaders. managers.
Competency framework to Jane Workforce Development January 2014 The existence of a Require to develop be established Menzies plan for wider CC services competency framework in line competency based job profiles outlines expectation as with revised job profiles across all SS team for front does job profile. line managers. In development
Review of TM roles underway
Team manager Completed and Performance as core Competency based profiles yet engagement events are on going competency in job profile and to be established. Monitoring held quarterly monitored via supervision of both leadership and
supervisions in place via staff TM leadership event held December 13 outlining survey and audit.
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
expectation, role definition and QA and audit responsibilities
3.5 Specialised training, mentoring and Regular clinics to take CELCIS Peer review commenced System Training, coaching and Support in place from CELCIS, coaching is in place where a need is place involving legal staff in November 2012 established mentoring is in place for staff existing management, staff, identified to review and track CC / AHOS focusing on complex February 2013. and there is evidence that new recruits to posts of permanence cases. Permanency Planning practice has improved Assistant Team Manager, and
processes Completed. temporary appointment of an experienced manager to assist staff manage complex cases.
Solicitor engaged Dec 13 - Evidence of a reduction in Solicitor engaged for childcare specifically to work with engagement of delay, efficient decision the childcare team to offer internal legal making and knowledge of the Positive feedback from Chair advice, guidance and support. permanency process of Children's Hearings. support.
Audit of permanence (Completed) 3/5 comprehensive case cases was completed reviews will be undertaken with over May/June with WithScotland.TBC Jan 14 learning being absorbed into improvement planning
4 The service 4.1 A multi-agency self assessment A self-evaluation action Care Completed Jan 13, Report April 13 A clear multi-agency Action plan in place, progress will be process will be completed, led by the plan will be in place to Inspectorate published Apr 13. improvement plan established positive. Further inspection appropriately Care Inspectorate monitor progress Evidence of improved (Completed) with clear accountabilities. due Feb 14 to scrutinise multiagency practice performance Supported progress. managed, with by: Jane evidence of Menzies Barnardo’s outcome on-going framework implemented, quality allowing for further self- assurance evaluation and the views of children to be considered.
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
activity 4.2 The children’s service performance To establish a process to AHOS Childcare performance Established Transparent approach to Performance management forum has: ensure learning from forum is established February 2013. performance management process in place, with monthly performance information Jane Reviewed oct 14. and monitoring reporting to child care
• A meaningful balanced menzies management meeting. scorecard including Regular reporting to the measures required within service performance forum
this plan Ensure the involvement of Can evidence use of this staff at all levels of the information in improvement work organisation
There is a transitional strategy in place Jane outlining all required improvement and To ensure a systematic operational work approach to reliable Menzies / performance information AHOS gathering A balanced scorecard is in Action plan for Data overseen by social place areas of challenge services forum. to be completed Performance Jan 14. Regular reports to committee management process in and monthly audit activity place, with monthly reporting child care
Report for proposed Complete in draft A clear direction of travel for The majority of staff report that redesign of childcare to form childcare they are aware of their teams better meet current and performance regarding local future need complete. To A clear rationale for delivery targets. be presented to model Committee. Redesign proposal
Delivery plan to meet Jan 14 A framework in which to hold Delivery plan in progress service changes and improvement activity ensure adequate Service plans in place with monitoring to be accountability at SM level completed Jan 14.
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
SWIFT case management Procurement Clearly accountable Action plan for areas of system procured. Project complete. individuals continuing performance Implementation Document Development in challenge to be agreed Jan 14. completed. Workshops progress. To underway embedding review March 14. these principles into the underpinning systems
4.3 Childcare policies and procedures Full review of policies CELCIS Work commenced in Complete March Evidence that policies are up Key policies for permanence will be reviewed and updated. undertaken January 2013 2013. to date and relevant and child protection have been AHOS revised. Benchmark exercise Wider procedures Process in place to monitor with other Council areas subject to review and ensure adherence completed. at this time. For completion Jan 14
4.4 Childcare managers are Improved knowledge of AHOSS Leadership events July 13 Complete but will Feedback from HR colleagues Complete. Positive relationship proactively managing staff HR policies and to confirm and support require on-going that relations and process between service and HR. performance issues in partnership with expectation role review. adherence has improved Human Resources TM event Nov 13 Evidence from HR that issues are dealt with locally and are Evidence that this is the case Launch of practice only escalated appropriately with no further issues reported. governance framework Regular joint working with HR Nov 13 with assoc audit on workforce issues and requirements. redesign.
HR link strengthened and monthly meetings established.
4.5 Service managers have the A paper will presented to Jane Service redesign paper in End January 2013 Clear management strategy in Committee Paper necessary capacity, training and committee to consider Menzies draft awaiting committee place to refine roles and align support to deliver all aspects of the practical steps to release approval. (Completed) to natural child journey
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
management role. capacity Permanent post at Competency based job profile Assistant Head of Service in in place for Childcare to commence January 14. Practice Governance framework has clear SM responsibilities.
The strategy role will be Additional staff appointed (Completed) There is evidence of increased Priorities established for reviewed to support to the strategy service Considered of capacity within the service childcare, including operational managers following vacant posts more targeted management team permanence to ensure focus support for on key issues. The role of team leaders TL expectations and childcare Support is available from the will be reviewed to support support requirements underway. strategy service and Strategy support to childcare SM role addressed at leadership operational management under review and mgmt. events Nov 13 requirements are clear. responsibilities clarified in service plans and practice governance framework.
5 Staff are clear 5.1 Staff are clear that all employees Individual accountability AHOS – CC Performance Forum End February Child Care Performance Performance forum that quality have a key responsibility regarding will be strengthened via and Strategy established 2013 (Completed) Forum shows evidence of established. Some areas of assurance is performance and quality assurance service management addressing service issues continued challenge. Action promptly plan to be implemented Jan key to their management. Practice governance Completed Nov 13 14. framework in place role SM show evidence of Individual accountabilities addressing individual dictated in service plans – performance - see above financial, performance, absence etc.
Performance and quality Supervision audits in place. assurance intrinsic to Monitoring via staff survey. supervision and PDP process PDP rates improving
6 Communicatio 6.1 Front line staff are supported, Staff engagement events AHOS Twelve engagement End March 2013 % of staff reporting improved Although 2/3rds of staff feel n is clear, encouraged and respected and are to take place events across the communication and there is a clear vision for social concise and continuing to deliver the service CC and authorities have taken (Completed) engagement services, the majority remain
consistent Straegy place. Feedback concerned about Subsequent review of staff Engagement events have taken place throughout engagement strategy and absorbed into shared communication with managers. and action is being implemented from delivery plan service stock take, This is being addressed these. delivery plan and through service planning and Team meeting schedules engagement events in the new
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
established. engagement strategy. year.
Quarterly team leader Evidence of enhanced Staff engagement events have events corporate engagement taken place, frequent briefings are circulated and qtrly events Nov 13 leadership events held with all Team Leaders
Service plans to facilitate There is considerable engagement corporate support from HR/Finance/Legal Services/IT Case mgt workshops for the improvement agenda.
Improvement events Leadership events
Service plans
Improvement events
Meetings to be established 6.2 Take active steps to enhance the with key groups or where AHOS CC Regular updates to Requires on-going Evidence of existing good Partners have been kept public image of social services issues had occurred Housing, Health and Care review relationships improving with informed and support the
Committee partners improvement agenda. Good news stories promoted where Some issues Relationships are positive. appropriate Discussion on-going with remain with a Children's Panel members small number of Positive developments in terms partners. Attempts Community perception, of joint working and strategic Regular meeting between to positively understanding and and operational level reported. CSWO and CS Police and engage have not involvement are improved. NHS Senior Mgt been successful. (information from press coverage) Information on social service Meeting took place with functions given to community chair of the Fostering and groups as required. Public Adoption Panel information via website.
Public Information evening May 2013 for Reduction in issues raised by Review of processes in Child external services Protection and permanence
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Outcome to be achieved What will achievement of the Action to achieve Accounta Progress Timescale for How will we know we Evidence outcome look like? outcome ble person completion have –got there? Associated Measurement
foster carers have begun with positive feedback being received. e.g. Foster carer interviews in from Children's Panel, local press and publicity in Fostering and Adoption Panel range of local settings CELCIS and the service to Meeting with community meet with Foster carer groups, groups used to promote to feedback re foster carers role of social services and questionnaire good news stories Focus groups on contact have Delivering joint training to included Panel members and children's panel members Reporters.
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