Agenda Item No. 10


The Vale of Glamorgan Council


Scrutiny Committee (Housing and Public Protection): 3rd December 2014


Report of the Director of Visible Services and Housing


Quarter 2 Housing & Building Services Performance Report 2014-15


Purpose of the Report

1.         To present the performance results for Quarter 2, 1st July-30th September, 2014-15.


1.         That Committee note service performance results and remedial actions to be taken to address service underperformance.

2.         That Committee note 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.

Reasons for the 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 Measure (Wales) 2009.

2.         To consider the Quarter 2 Housing & Building Services performance results as at 30th September 2014 in order to identify service areas for improvement.


2.         The Service Plans are designed to focus on the achievement of key objectives within each directorate which in turn contribute towards the achievement of identified outcomes in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15. 

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

4.         The performance report is structured as follows:

·         An overview provides a snapshot of the directorate's progress towards achieving the objectives contributing towards its service outcomes. It highlights progress towards key actions in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15 for which the directorate has lead responsibility. Examples of exceptional performance during the quarter are highlighted as are any key areas of slippage and the planned remedial action to bring these back on track.

·         A brief evaluation is provided of each service outcome outlining overall progress (including actions and performance measures) towards achievement.

·         Detailed progress is reported for each service objective looking at all actions broken down into completed, on track, slipped and not started actions.

·         Progress is provided for all performance indicators using the traffic light system (red, amber and green).  A 'red' status relates to measures that have missed target by more than 10%; 'amber' relates to performance within 10% of target and 'green' to performance that is on or has exceeded target. All areas of underperformance identified include a reason for the poor performance and proposed remedial actions.

Relevant Issues and Options

5.         Housing Services is generally on track to achieve the objectives contributing to its service outcomes. As at quarter 2, 79% of all Service Plan actions were either completed or on track to be completed. 1 action has slipped and 8 (18%) were scheduled for start and completion later on in the year.

6.         Of the 13 Corporate Plan actions in the service plan, 85% (11) are either completed or on track for completion and 2 are not due to have started this quarter.

7.         There are 8 actions relating to the Improvement Objectives. 85% (7) are either completed or on track to be completed. 1 action is not due to have started this quarter.

8.         The one action relating to the Outcome Agreement is on track to be completed.  There are 6 measures relating to the Outcome Agreement of which 3 are reported quarterly.  Of these 2 have met or exceeded target and 1 is within 10% of target. 

9.         Of 12 performance indicators in Service Plan, 6 have met or exceeded target, 3 are within 10% of target and 3 missed target by more than 10%.

10.      The three indicators that missed target relate to:

·         HHA002 - The average number of working days between homeless presentation and discharge of duty for households found to be statutorily homeless. This figure has increased due to the length of time mainly single households are taking to be accommodated within social housing due to resource implications.  Work is being carried out with our social PRS housing partners to increase the amount of affordable 1 bed housing options available.

·         HHA017a - The average number of days that all homeless households spent in Bed and Breakfast accommodation. This is due to the way the information is requested by Welsh Government in that only those who we have discharged duty to are recorded.  In addition to last month we have discharged our duty to 1 further single household this quarter that spent time in B&B in 2012.

·         HS/M005 - Average number of days to let an empty property (standard condition). The targets were recalculated in August and reduced to 10 days for re-voids.  This resulted in some issues reconfiguring the workforce.  As a result, fewer properties have been returned and let during August and September.  This has now been resolved and the figures will improve into Q3.

11.      The Homeless team continue to work innovatively in finding temporary accommodation solutions so that families and individuals will not be placed in bed and breakfast accommodation. Significant financial savings continue to be made for the Authority as a result.

12.      Officers from the Housing and Building Services team with Public Protection, Property and Social Care colleagues are currently developing a state of the art older persons' accommodation solution in Redlands, Penarth.  Using intermediate care fund monies from Welsh Government it has converted 14 units in Redlands to modern apartments with specialised facilities.  Two apartments are classed as re-ablement units with specialised kitchens, wet rooms and areas for hoists etc. to be installed.  Communal facilities have been improved to create an I.T. suite, state of the art laundry facilities and comfortable lounge area.  An Accommodations Solution Officer and additional Occupational Therapist have been employed to work in Llandough Hospital to aid delayed transfers in care.  As of 30th October 2014, 6 clients have been supported through fast track disabled adaptation work in their homes.

13.      Slippage was reported in a number of actions:

·         The work to review the Stores function has been suspended whilst the implications of National Procurement Service's proposed All Wales Framework for Supply of Building Materials is considered as this will have a significant impact (HS/A105).

·         In relation to the review of service charges and approach to leaseholder management [HS/A075], an interim Leasehold Officer has been appointed, urgent external schemes identified and a list of priorities agreed with the forum.

14.      A detailed report of the directorate’s overall performance is provided at Appendix 1.

Resource Implications (Financial and Employment)

15.      There are no additional budgetary implications arising from this report although underperformance in some areas may have a negative impact on external assessments of the Council and could put certain funding opportunities at risk.

Sustainability and Climate Change Implications

16.      Underperformance issues relating to sustainability will be given due consideration both corporately and within the relevant service areas.

Legal Implications (to Include Human Rights Implications)

17.      The Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 require that the Council secure continuous improvement across the full range of local services for which it is responsible.

Crime and Disorder Implications

18.      Underperformance issues relating to crime and disorder will be given due consideration both corporately and within the relevant service areas.

Equal Opportunities Implications (to include Welsh Language issues)

19.      Underperformance issues relating to equalities will be given due consideration both corporately and within the relevant service areas.

Corporate/Service Objectives

20.      The Corporate Plan 2013-17 outlines community leadership as a priority for the Council. Improving how the Council evidences and reports achievements of its outcomes and objectives contributes towards effective community leadership.

Policy Framework and Budget

21.      This is a matter for Executive decision.

Consultation (including Ward Member Consultation)

22.      The information contained within the report is based on quarterly returns provided by service directorates to the Performance and Development Team. An overall Council report on performance has been considered by Cabinet.  Quarterly performance reports are reported to relevant Scrutiny Committees.

Relevant Scrutiny Committee

23.      Housing and Public Protection

Background Papers

Quarter 2 Performance Report

Contact Officer

Julia Esseen, Corporate Performance Co-ordinator


Officers Consulted

Corporate Management Team

Huw Isaac, Head of Performance and Development

Julia Archampong, Performance Manager


Responsible Officer:

Miles Punter, Director of Visible Services and Housing.