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SCRUTINY COMMITTEE (HOUSING AND PUBLIC PROTECTION)

 

Minutes of a meeting held on 11th March, 2015.

 

Present:  Councillor C.J. Williams (Chairman); Councillor J. Drysdale (Vice-Chairman); Councillors J.C. Bird, Mrs. C.L. Curtis, Mrs. V.M. Hartrey, Mrs. A.J. Moore, Ms. R.F. Probert, R.P. Thomas, Mrs. M.R. Wilkinson and E. Williams.

 

 

Also present:  Mr. G. Amos and Mr. B. Fisher (Tenant Working Group).

 

 

978     MINUTES -

 

RECOMMENDED - T H A T the minutes of the meeting held on 4th February, 2015 be approved as a correct record.

 

 

979     DECLARATIONS OF INTEREST -

 

No declarations were received.

 

 

980     PRESENTATION - OUTLINING THE ARRANGEMENTS IN PLACE IN THE EVENT OF AN INCIDENT AT HINCKLEY POINT -

 

The Principal Civil Protection Officer provided an overview on the arrangements in place in the event of an incident at Hinckley Point.  The risks associated with nuclear power stations had been considered nationally. 

 

Local Resilience Forums had been established to plan and prepared for both localised incidents and catastrophic emergencies.  They worked to identify potential risks and to produce emergency plans to either prevent or mitigate the impact of any incident on their local communities. 

 

Local Resilience Forums were multi agency partnerships made up of representatives from local public services, including the emergency services, local authorities, the NHS and others. 

 

The command structure for an incident comprised:

 

·         Gold Structure (Strategic)

·         Silver (Tactical)

·         Bronze (Operational).

 

Local Resilience Forums would become involved in the event of an incident at Hinckley Point.

 

Plans were in place for such incidents, including how to deal with mass evacuation and mass casualties. 

 

The Vale of Glamorgan Council also had a well-established generic emergency Protocol. 

 

All present were given an opportunity to ask questions.

 

RECOMMENDED - T H A T the contents of the presentation be noted.

 

 

981     LOCAL HOUSING STRATEGY 2015-2020 (REF) -

 

Approval was sought from Cabinet on 26th January, 2015 for the adoption of the Local Housing Strategy 2015-2020.

 

The Council had a statutory role to play in the functioning of the housing market, which included the requirement for local authorities to produce local housing strategies as was set out in Section 87 - Local Government Act 2003.

 

The intention was for local authorities to play a lead role in developing an approach to housing across all tenures and ensured the delivery of more integrated housing and related services to meet local need. The strategic housing function incorporated an enabling role; the local authority worked in partnership with other public, private and third sector organisations, delivering suitable housing and developed innovative solutions addressing local housing needs.

 

In February 2014 the Council hosted a Local Housing Strategy Evidence Gathering Day which included presentations, workshops and consultation exercises focusing on a number of housing topics. The views of partner organisations, representatives from the public, private and third sectors, elected members and Council departments was used to inform the development of the Local Housing Strategy. A summary of the Evidence Gathering Day was attached at Appendix 1 to the report.

 

The Local Housing Strategy set out the approach that was taken to meet the legislative requirements of the Housing (Wales) Act 2014 (Cabinet Minute C2350). The legislation governing different aspects of the Act were rolled out over a number of years. The Local Housing Strategy provided a locally agreed, long term vision for housing; it provided a statement of local strategic housing-related objectives and target outcomes. The strategy covered a period of five years; however the vision was viewed over a longer period of time within the context of the Community Strategy.

 

The proposed Local Housing Strategy 2015-20, as attached at Appendix 2 to the report, set out the vision for housing in the Vale of Glamorgan, in the following statement:

 

"All residents in the Vale of Glamorgan have access to good quality, suitable, housing and are able to live happily and independently in vibrant, sustainable communities".

 

In order to achieve the vision for housing in the Vale, four key aims were identified below, each of which was supported by a number of objectives which formed the basis of the actions identified in the Action Plan:

 

·         Aim 1: Provided more homes and more choice; ensuring that all residents had access to suitable and affordable accommodation.

 

·         Aim 2: Improved homes and communities; ensured housing was maintained and fit for purpose, increased the supply of good quality, energy efficient homes in vibrant and sustainable communities.

 

·         Aim 3: Provided better housing advice and support; ensured that residents had access to the housing and services they needed to live independently and plan their housing futures.

 

.         Aim 4: Promoted equality of access to housing and housing services.

 

In July 2014 Cabinet agreed that the draft Local Housing Strategy could be made available for public consultation (Cabinet Minute C2398).  The consultation process began on 1st September, 2014 for 4 weeks.

 

70 consultation responses were received, a summary of which was attached at Appendix 3 to the report. As a result of the consultation, changes had been made to the Strategy. The most notable changes made were summarised below:

 

·         Information related to Technical Advice Notes and Supplementary Planning Guidance included in relation to Planning Policy Wales and local planning policy.

·         The inclusion of relevant Health policy and frameworks.

·         Planned and agreed legislative changes had been updated to reflect their most up-to-date position in the National Assembly's legislative process. 

·         Key partnerships diagram amended to show the new Local Service Board structure.

·         Information updated following the change in Welsh Government Minister with responsibility for housing.

·         Objective: Increase Housing Supply included clarity around opportunities for co-operative and self-build housing.

·         Objective: Develop Appropriate Housing to Meet Specific Needs with the Community had the most recent and agreed priorities for the Supporting People Programme.

·         Under Aim 2: Improve Homes and Communities, 'Enable Access to Repairs, Improvements and Housing Adaptations' had been separated into a stand-alone objective rather than being within the objective to Improve the Quality of Private Sector Housing. Within this objective the information relating to repairs, improvements and adaptations had been updated and strengthened.

 

The draft Local Housing Strategy was to apply to 2014-19, however due to time taken to develop, consult on and adopt the Strategy, it was changed to cover 2015-2020.

 

At the meeting the Leader commented that paragraph 36 of the report would need to be amended in light of the revised recommendation 2. Currently it read that "This was a matter for Executive decision" whereas, it was verbally amended to read "This is a matter for Full Council", as the report dealt with a council strategy that required Full Council approval.

 

Cabinet had

 

RESOLVED –

 

(1)       T H A T the changes made to the draft Local Housing Strategy (entitled 2014-2019) as a result of the public consultation be noted.

 

(2)       T H A T the Local Housing Strategy 2015-2020, as attached at Appendix 2 to the report, be agreed and forwarded to Full Council for approval.

 

(3)       T H A T the report be referred to Scrutiny Committee (Housing and Public Protection) for information.

 

Having considered the decisions of Cabinet, Scrutiny Committee

 

RECOMMENDED - T H A T the decisions of Cabinet be noted.

 

Reason for recommendation

 

Having regard to the decisions of Cabinet.

 

 

982     BUILDING SERVICES UPDATE (REF) -

 

Audit Committee on 24th February, 2015 received a report to provide it with an update on the progress made in respect of the Building Services reviews. 

 

On 8th July 2013 the Audit Committee received a report from the Managing Director which outlined the significant control weaknesses within Building Services.  The Audit Report recommended a number of actions to be undertaken by the Head of Housing and Building Services and these where outlined in the report submitted to the Audit Committee at this meeting.

 

Since the submission of the Internal Audit report to the Audit Committee on the 8th July 2013, a significant number of follow up reviews had been concluded and reports issued to the Head of Housing and Building Services.  In addition, the Audit Committee had received three further reports (16th September 2013; 7th July 2014 and 18th November 2014) providing updates on the progress being made in relation to implementing the recommendations made by Internal Audit. 

 

As a result of the substantial control weaknesses identified within Building Services - Mobile Working, it was necessary to highlight these matters within Section 11 - Significant Governance Issues of the Council's Annual Governance Statement for 2013/14.  Internal Audit had therefore, recently concluded a further review to ensure that satisfactory progress had been made to address the weaknesses and therefore avoid any further inclusion within future Annual Governance Statements.

 

Since the initial review concluded in July 2013; a "Change Plan" was developed by the Head of Housing and Building Services which was presented to the Cabinet Working Group (the agreed governance board) on 30th September 2013 which was endorsed by Cabinet and presented to Audit; Corporate Resources and Housing and Public Protection Scrutiny Committees.  Subsequent audit reviews had taken place since this time and the findings reported to the Audit Committee in the form of progress reports.  The progress reported since July 2013 detailed improvements as well as potential for further and continued development.

 

A partial restructure was undertaken by the Head of Housing and Building Services in early 2014 in order to clearly define management roles within the responsive repairs service.  A Senior Maintenance Officer for responsive repairs was put in place along with two Planners.  In May 2014, a new Operational Manager for Building Services took up the role.  These structural changes had been a catalyst for positive transformation within Building Services.

 

In May 2014 a "health check" report was commissioned from Xmbrace by the Head of Housing and Building Services.  The previous Xmbrace report dated February 2013 had been extremely negative and reported concerns (illustrated as red traffic lights) in the majority of areas tested.  The May 2014 follow-up showed significant improvement.  The majority of areas tested this time round were recorded as green "traffic lights".  A pleasing and encouraging result for Building Services which also formed the basis of the audit follow up in August 2014.

 

The latest Internal Audit follow up review had just been concluded.  The scope of the audit was to ensure that satisfactory controls were in place and operational within the areas of: Mobile Working; Status 10's; Sub-contractors; Call out; Inspections; Ticketed work and Stock (incorporated within Mobile Working, Call out and ticketed areas).  The audit testing incorporated data for the period 1st April to 31st December 2014.

 

During this nine month period (April to December 2014) 11,735 jobs were raised on ConSol by Building Services to a value of £3,924,271.  A further analysis of this data provided the Auditors with a breakdown of the category of work; how many jobs were raised on ConSol for the specific categories and the value of work undertaken by each.  From this analysis it showed that the majority of jobs (71%) were undertaken by the mobile workforce. It was therefore pleasing to report that with regards to Mobile working; call outs; ticketed work and stock; significant improvement in the overall control environment was evident from the testing undertaken.

 

With regards to Status 10s, the Audit Committee received an update on Status 10 jobs in November 2014.  This recent audit follow up work identified that once again significant improvement in the overall control environment had been achieved.  From testing; the Auditor established that as at 31st December 2014 there were 1,209 jobs with a total value of £1,552,481.  These were then profiled by age and the results showed that 78% (941) were created less than three months ago; 22% (252) between three and nine months and only 1% (16) of the jobs were older than nine months. Of these 16 jobs it was established that 11 (69%) related to WHQS work, which by its nature could take months to complete due to the range of work involved.

 

There remained some issues regarding inspections.  The records could not evidence whether the number of pre inspections were reducing or whether post inspections were effective in ensuring that work was being completed within time to a satisfactory standard and whether the number undertaken was reasonable for the resource available.  The one key area identified from the testing that still needed to improve was the engagement of sub-contractors.  The follow up review identified that there was a need for management to ensure that Maintenance Officers fully complied with the Financial Procedure Note regarding the use of Sub-Contractors to ensure that the expenditure was controlled and that value for money could be demonstrated.  The Operational Manager had already taken steps to develop an action plan aimed at improving the procurement processes for engaging sub-contractors and obtaining quotes.

 

Therefore having regard to the comprehensive audit testing undertaken in the areas as outlined in paragraph 8; it could be concluded that the Section had worked hard to implement the changes necessary to demonstrate that improvements had been made.  Based on the outcome of Internal Audit’s follow up review they concluded that reasonable assurance could now be placed on the overall internal control environment.  A further follow up on the area of Sub-contractors/Inspections would be included within the 2015/16 annual Audit Plan and scheduled for the first half of the year.

 

Queries were raised by Members in regard to the value of the jobs which were sub-contracted out and whether the Building Services used the same contractors on a regular basis.  In response, the Operational Manager advised that they would ascertain this information and feedback to the Committee accordingly.

 

Concerns were raised by Members in relation to the current Financial Procedure Rules, particularly in relation to their use and effectiveness for obtaining quotes for sub-contracted jobs and expressed the view that these rules should be reviewed. 

 

Further concerns were expressed with regard to the issues raised within the report in relation to pre-inspections, in response to which, the Operational Manager advised they would look into this issue and report back to the next Committee meeting.

 

Following presentation of the report, the Operational Manager for Audit informed the Committee that there was a possibility that the OHMS system could be utilised to input post inspection information in order to manage this work area and improve the effectiveness of the process.  A recommendation had been made to look at efficiency savings in this area.

 

Audit Committee had

 

RESOLVED -

 

(1)       T H A T progress made in respect of the Building Services review be noted.

 

(2)       T H A T the report be referred to the Scrutiny Committee (Housing and Public Protection) for consideration and information.

 

(3)       T H A T the Financial Procedure Rules be reviewed and a report be brought back to the next meeting of the Audit Committee.

 

Having considered the detail of the report considered by the Audit Committee, and its decision thereon, it was

 

RECOMMENDED - T H A T the progress made in respect of the Building Services Review be noted with pleasure and that all staff involved be congratulated for their efforts.

 

Reason for recommendation

 

Having regard to the decision of Audit Committee.

 

 

983     REVENUE AND CAPITAL MONITORING FOR THE PERIOD 1ST APRIL, 2014 TO 31ST JANUARY, 2015 (DDS AND DVSH) -

 

Committee were advised of the position in respect of revenue and capital expenditure for the period 1st April, 2014 to 31st January, 2015 regarding those revenue and capital budgets which fell within the Committee’s remit. 

 

The current forecast for the Revenue Budget was for a balanced budget.

 

Public Sector Housing (HRA) - the HRA Budget was currently £199,000 underspent, the savings being mainly attributable to some vacant posts within the Tenant Participation and Homes4U Teams.  There were also savings on premises costs and supplies and services.  It was anticipated however, that the HRA would outturn on target, with savings being off-set by one-off redundancy costs.

 

General Fund Housing - there was a variance due to the savings being made on the use of Temporary Accommodation for the homeless.  If the current trend continued, it was anticipated that the General Fund Housing Budget would outturn at around £390,000 underspend.  Due to the uncertain pressures going forward, it was proposed that any underspend at year end be set aside to fund homelessness issues in future years. 

 

Private Sector Housing - there was currently a favourable variance to the profiled budget of £20,000 for this service.  There had been additional income from management fees for Disabled Facilities Grants due to additional capital works being completed this year.  This was off-set by lower than anticipated income from the Renewal Area, as the works in the Upper Holton Road Commercial Area required a contribution from property owners which had affected the take up of the works.  Although the situation was improving, and works about to start on site, there could be a lower than budgeted fee income for the Renewal Area team.  It was however, expected that the service would still outturn on target by year-end. 

 

Public Protection - there was currently a favourable variance of £14,000 to the profiled budget.  Income for the Division was still ahead of profile, as had previously been advised.  It was still anticipated that the service would outturn on target by year end. 

 

Other services were anticipated to outturn on target by year-end.

 

Appendix 2 to the report detailed financial progress on the Capital Programme as at 31st January, 2015.

 

Housing Improvement Programme - delegated authority had been used to vire £132,000 from the WHQS - Rewires to WHQS Roof Renewals and to vire £150,000 to General Improvements from WHQS - Asbestos Management.  The reasons for the virement were as a result of a number of failing roofs that needed urgent replacement this year and also a number of additional schemes for damp, cavity wall failure and external wall insulation. The changes were reflected in Appendix 2 to the report. 

 

For all schemes where it was evident that the full year’s budget would not be spent during the year, the relevant officers were required to provide an explanation for the shortfall and this would be taken to the earliest available Cabinet. 

 

Having considered the report, it was

 

RECOMMENDED - T H A T the position with regard to the 2014/15 Revenue and Capital Budgets be noted.

 

Reason for recommendation

 

That Scrutiny Committee note the position with regard to the 2014/15 Revenue and Capital Monitoring.

 

 

984     SERVICE PLAN 2015/19: HOUSING AND BUILDING SERVICES (DVSH) -

 

Committee considered the Housing and Building Services Service Plan 2015/19.

 

Service Plans were the primary planning document of the Council and a key building block in its performance management framework.  Consequently, the planning arrangements were reviewed annually to ensure that the Council’s plans continued to meet its statutory requirements and to continuously improve its approach to performance planning and monitoring.

 

The Service Plan template reflected the new Senior Management Re-structure with fewer (six) Plans being produced.  Below this level, the Council’s Performance Management Framework required officers to develop Team Plans. 

 

The Service Plan structure addressed a number of key questions so services could produce more outcome focussed plans, an area for improvement in most Welsh Councils. 

 

All Service Plans had been signed off by the relevant Director and Cabinet Member(s).  The Council was currently consulting widely on proposed Improvement Objectives for 2015/16 and these would be reflected within the relevant Service Plans once approved by Council in May 2015.

 

Appendix A to the report contained the Housing and Building Services Service Plan 2015/19.  Key areas of note within the Service Plan were:

 

·         Our Service Plan 2015/19.  This section set the context for the Directorate’s Service Plan and identified its key challenges over the coming years.

·         Our Service Self-Assessment.  This section highlighted how the service was performing and what had been achieved during the previous year.  It informed areas for improvement in the coming years.  Much emphasis continued to be placed on strengthening the Council’s use of benchmarking comparative data as well as highlighting good practice where relevant.  In terms of what had been achieved, encouragement continued to be given to achieve a more consistent approach in identifying the outcome/impact for the customer/citizens.

·         Our Service Outcomes and Objectives.  This section confirmed the Directorate’s service outcomes and objectives (including its contribution to corporate priorities), having considered its key service challenges and the self-assessment.

·         Appendix 1 contained the Directorate’s Service Improvement Action Plan for 2015/16 aligned to each service objective.

·         Appendix 2 which contained the service’s performance measures was incomplete currently as end of year data for 2014/15 was not yet available at the time of reporting to Committee.

·         Appendix 3 detailed the Directorate’s work force requirements. 

·         Appendix 4 provided a breakdown of the savings required for the Directorate over the next three years. 

 

Members expressed the view that the content and direction of the Service Plan was good, although concerns were expressed regarding the structure of the Service Plan itself. 

 

The view was given that the Corporate format of Service Plans was unwieldy and complicated. While retaining consistency in plan format, the Committee suggested that a review be undertaken to simplify and streamline the style and layout of future Service Plans, in the spirit of reshaping services and lean management. 

 

RECOMMENDED -

 

(1)       T H A T the Housing and Building Services Service Plan 2015/19 be endorsed.

 

(2)       T H A T Cabinet be recommended to consider reviewing the style and layout of future Service Plans with a view to making the document more streamlined and user-friendly.

 

Reasons for recommendations

 

(1)       To confirm the Service Plan as the primary document against which performance for Housing and Building Services will be measured and to meet self-assessment requirements under the Local Government (Wales) Measure 2009.

 

(2)       To make the Corporate layout of future Service Plans more 'user-friendly’.

 

 

985     SERVICE PLAN 2015/19: DEVELOPMENT SERVICES (DDS) -

 

Committee considered the Development Services Service Plan 2015/19.

 

Service Plans were the primary planning document of the Council and a key building block in its Performance Management Framework.  Consequently, the planning arrangements were reviewed annually to ensure that the Council’s plans continued to meet its statutory requirements and to continuously improve its approach to performance planning and monitoring.

 

The revised Service Plan template reflected the new Senior Management Restructure with fewer plans being produced.  Below this level, the Council’s Performance Management Framework required officers to develop Team Plans. 

 

The Service Plan structure addressed a number of key questions aimed at enabling services to produce more outcome focussed plans.  This was an area for improvement for most Welsh Councils. 

 

Appendix A to the report contained the Development Services Service Plan 2015/19.  Key areas of note within the Plan were:

 

·         The Service Plan 2015/16 set the context for the Directorate’s Service Plan and identified its key challenges over the coming year.

·         The Service Self-Assessment highlighted how the Service was performing and what had been achieved during the previous year.  It also informed areas for improvement in the coming year.  Much emphasis continued to be placed on strengthening the use of benchmarking / comparative data as well as highlighting good practice where relevant.  In addition, in terms of what had been achieved, a more consistent approach continued to be encouraged in identifying the outcome/impact for the customer/citizens.  These issues had previously been highlighted as an area of development by the Wales Audit Office in its Annual Improvement Report of the Council 2013/14.

·         The Service Outcomes and Objectives affirmed the Directorate’s Service Outcomes and Objectives going forward, having considered its key service challenges and the self-assessment.

·         Appendix 1 contained the Directorate’s Service Improvement Action Plan for 2015/16.

·         Appendix 2 contained the service’s performance measures was currently incomplete as end of year data for 2014/15 was not yet available.

·         Appendix 3 detailed the Directorate’s workforce requirements. 

·         Appendix 4 provided a breakdown of the savings required for the Directorate over the next three years. 

 

Having considered the contents of the report and Service Plan, it was

 

RECOMMENDED - T H A T the Development Services Service Plan 2015/19 be endorsed.

 

Reason for recommendation

 

To confirm the Service Plan as the primary document against which performance for Development Services will be measured and to meet self-assessment requirements under the Local Government (Wales) Measure 2009.

 

 

986     IMPROVEMENT PLAN PART 1 (IMPROVEMENT OBJECTIVES 2015/16) (DDS) -

 

Endorsement was sought on the proposed Improvement Objectives for 2015/16. 

 

The proposed Improvement Objectives and associated actions for 2015/16 reflected the eight priority outcomes in the Corporate Plan, ensuring that the Council was focussing on the areas in need of the most improvement.

 

Five Improvement Objectives were proposed for 2015/16.  These included three current objectives to be carried forward from 2014/15 which were long-term strategic priorities for the Council.  Additionally, one further objective had been amended and carried forward to reflect an area of focus for further improvement in 2015/16. 

 

The proposed Improvement Objectives for 2015/16 were:

 

·         Objective 1 - to deliver sustainable services including alternative methods of delivery as part of the Council’s Reshaping Services Change Programme (new).

·         Objective 2 - to support more people towards independence (carried forward)

·         Objective 3 - to support and enhance the Town Centres of the Vale of Glamorgan for the benefit of residents, visitors and businesses (carried forward).

·         Objective 4 - to reduce the number of young people who are not in employment, education or training (carried forward)

·         Objective 5 - to support and challenge schools in order to improve pupil attainment levels at Key Stages 2, 3 and 4.

 

No specific objective applied to this Committee but the work of the Committee also contributed towards:

 

·         Objective 1 - to deliver sustainable services including alternative methods of delivery as part of the Council’s Reshaping Services Change Programme.

·         Objective 2 - to support more people towards independence.

·         Objective 3 - to support and enhance the Town Centres of the Vale of Glamorgan for the benefit of residents, visitors and businesses.

 

Appendix 1 to the report outlined the proposed objectives for 2015/16 and provided a rationale for each objective.  The measures to be undertaken to make a difference are identified including a Lead Officer at Chief Officer level with responsibility for ensuring the achievement of key outcomes. 

 

Having considered the report, it was

 

RECOMMENDED - T H A T the proposed Improvement Objectives for 2014/15 be endorsed.

 

Reason for recommendation

 

To ensure the Council identified its key annual improvement priorities for 2015/16 in line with requirements of the Local Government (Wales) Measure 2009.

 

 

987     QUARTER 3 HOUSING PERFORMANCE REPORT 2014/15 (DVSH) -

 

Committee received the performance results for Quarter 3, 1st October - 31st December, 2014.  Overall, Housing and Building Services were generally on track to achieving the objectives contributing to its service outcomes.  83% of all Service Plan actions were either complete or on track to be completed.  7% of actions had slipped and 10% were scheduled to be started and completed by the end of the year.  Of the 13 Corporate Plan actions in the Service Plan, 93% were either completed or on track for completion and 1 was not due to have started until Quarter 4. 

 

There were 8 actions relating to the Improvement Objectives.  88% were either completed or on track to be completed.  One action was not due to be started and completed until the end of the year.  There were currently no actions relating to the Outcome Agreement.

 

Of the 13 performance indicators in the Service Plan, 53.8% had met or exceeded target, 30.8% were within 10% of the target, 7.7% had missed the target by more than 10% and a performance status was not applicable for the 1 remaining indicator. 

 

In terms of exceptional performance, the Directorate had continued to successfully improve its performance in relation to gas services (testing).  Since 2013/14, the percentage of gas services carried out within the target of 365 days had increased by 0.43% and as at Quarter 3 the figure was 99.89%.  This only equated to 4 properties that had historically been difficult to gain admission to.  This improved performance picture was testament to the excellent joint working and improved communication mechanisms that were now in place between the Housing Compliance Team Heating Officer, the Council’s gas servicing provider Heatforce and the Housing Officers and their assistants.  The teams were continuing to work to maintain and further improve this figure by the end of the year with a goal of hitting 99.95% or greater.

 

In relation to slippage, these areas were as follows:

 

·         The review of governance arrangements of the Supporting People Regional Collaborative Committee had stalled and the Council was awaiting the next steps from Welsh Government.

·         The implementation of the options from the review of the internal stores had been delayed.  The review had been completed with options identified, but progress had been delayed by National Procurement Service.  The Council had an agreement with the National Procurement Services in terms of Wales-wide procurement opportunities. 

 

Having considered the report, it was

 

RECOMMENDED -

 

(1)       T H A T the service performance results and remedial actions to be taken to address service underperformance be noted.

 

(2)       T H A T progress to date in achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement 2013/16 and the Improvement Plan Part 1 2014-15 be noted.

 

Reasons for recommendations

 

(1)       To ensure the Council is effectively assessing its performance in line with the requirement to secure continuous improvement outlined in the Local Government (Wales) Measure 2009.

 

(2)       To consider the Quarter 3 Housing and Building Services performance results as at 31st December, 2014 in order to identify areas for service improvement.

 

 

988     QUARTER 3 DEVELOPMENT SERVICES PERFORMANCE REPORT 2014-15 (DDS) -

 

Committee received the performance results for Quarter 3, 1st October - 31st December, 2014. 

 

Quarterly performance reports had been developed to reflect these Service Plans, and were designed to ensure that the Council reported performance in the context of progress against its objectives. 

 

Overall, the service was well on track to achieving the objectives contributing to its service outcomes.  Actions and performance indicators relating to Public Protection could be found under Service Objective 2 (pages 8 - 13 of Appendix 1 to the report).  Of the 15 Public Protection actions reported, one had been completed and the remaining 14 actions were all on track for completion by the end of the year.  Of the 17 performance indicators reported, 76.5% had met or exceeded target, 5.9% was within 10% of the target and 1 indicator missed the target by more than 10%.

 

A performance status was not applicable for 2 Public Protection indicators.  No target was applicable for PSR006 - average days to deliver low cost adaptation works in private dwellings where the DFG process was not used.  Equally, no performance status was applicable for DS/M012 regarding domestic abuse repeat incidents, because no performance data was reported as the Council was awaiting data from the Police.

 

The indicator that had missed its target related to PPM001ii - the percentage of high risk businesses that were liable to a programmed inspection that were inspected for animal health. 

 

For Public Protection, no exceptional performance was reported in this quarter.

 

No slippage was reported in relation to actions and measures within the Committee’s remit. 

 

Having considered the report, it was

 

RECOMMENDED -

 

(1)       T H A T the service performance results and remedial actions to be taken to address service underperformance be noted.

 

(2)       T H A T the progress to date in achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014/15 be noted.

 

Reasons for recommendations

 

(1)       To ensure the Council is effectively assessing its performance in line with the requirement to secure continuous improvement outlined in the Local Government (Wales) Measure 2009.

 

(2)       To consider the Quarter 3 Development Services performance results as at 31st December 2014 in order to identify areas for service improvement.

 

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