Councillor Roger Lees J.P. ,Councillor Rita Heseltine ,Councillor Len Bates B.E.M. ,Councillor Terry Mason ,Councillor Robert Reade ,Councillor David Williams ,Councillor Victoria Wilson ,
Notice is hereby given that a meeting of the Cabinet will be held as detailed below for the purpose of transacting the business set out below. Date: Tuesday, 07 December 2021 Time: 14:00 Venue: Council Chamber, Council Offices, Wolverhampton Road, Codsall, South Staffordshire, WV8 1PX Council Offices, Wolverhampton Road, Codsall, South Staffordshire, WV8 1PX
D. Heywood
Chief Executive
Part I – Public Session 1 Minutes of meeting September
To confirm the minutes of the Cabinet meeting held on 9 September 2021
1 - 2
3 Declarations of Interest To receive any declarations of interest.
4 Delegation Of The Taxi And Private Hire Licensing Functions To City Of Wolverhampton Council Report Of Public Health Protection And Licensing Team Manager
3 - 22
5 Integrated Performance Management (IPM) Report – CABINET – 7 DECEMBER 2021 Report Of The Corporate Director Resource (S151 Officer)
23 - 62
6 Approval to Increase Capital Programme Report of Corporate Director Resource (S151 Officer)
63 - 66
RECORDING Please note that this meeting will be recorded. PUBLIC ACCESS TO AGENDA AND REPORTS Spare paper copies of committee agenda and reports are no longer available. Therefore should any member of the public wish to view the agenda or report(s) for this meeting, please go to www.sstaffs.gov.uk/council-democracy.
South Staffordshire Council held in the
Council Chamber Council Offices,
Wolverhampton Road, Codsall, South
September 2021 at 14:30
63 MINUTES
RESOLVED: that the minutes of the Cabinet meeting held on 13 April
2021 be approved and signed by the Chairman
64 APOLOGIES
Apologies for non-attendance were submitted on behalf of Councillors L
Bates and R Reade
65 DECLARATIONS OF INTEREST
2020/21 QUARTER 4
RESOLVED: that Members review and note the Quarter 4 IPM Report and
note the year end performance of the Council Plan targets.
67 LEISURE INVESTMENT - CONFIRMED VAT POSITION
RESOLVED: that cabinet note the impact on the Councils MTFS
68 SHARED LEGAL SERVICES
RESOLVED: Members approve the proposal to expand the current staffing
resources within the Shared Legal Service as set out in paragraph 4.8 of
this report.
CHAIRMAN
Page 1 of 66
Page 2 of 66
PART A – SUMMARY REPORT 1. SUMMARY OF PROPOSALS 1.1 South Staffordshire District Council (SSDC) is the Licensing Authority for Hackney
Carriage Drivers and Vehicles and for Private Hire Operators, Drivers and Vehicles. [NOTE: In this report ‘taxi’ means hackney carriage or private hire unless otherwise stated. The essential difference between Hackney Carriage and Private Hire is that a Hackney Carriage can be hailed in the street whereas a Private Hire vehicle must be pre-booked through an operator]. 1.2 The taxi market is undergoing significant change in the same way that Licensing
authorities are. This has been further accelerated through the COVID pandemic. The key challenges are:
App-based booking systems, supported by case law, which make the traditional view of a Private Hire Operator in an office with a phone located within the boundary of the licensing authority outdated.
Government and the Local Government Association advice and guidance which, supported by case law, encourages local authorities to ensure that all administration and enforcement costs of a licensing system are met by the beneficiaries of the system and not at the expense of the general taxpayer.
SSDC faces the same financial challenges that all public sector organisations are facing in trying to achieve a balanced budget and financial stability through its Medium-Term Financial Strategy.
The need for greater enforcement resources to be devoted to taxi licensing as a result of various investigations into Child Sexual Exploitation; increasing cross- border hire based on Apps e.g. Uber.
The COVID pandemic has forced the way we do business with the trade to find on- line rather than face to face solutions to processing applications for licenses. It has
SOUTH STAFFORDSHIRE COUNCIL AGENDA ITEM CABINET – 7 DECEMBER 2021 DELEGATION OF THE TAXI AND PRIVATE HIRE LICENSING FUNCTIONS TO CITY OF WOLVERHAMPTON COUNCIL REPORT OF PUBLIC HEALTH PROTECTION AND LICENSING TEAM MANAGER LEAD CABINET MEMBER – COUNCILLOR RITA HESELTINE, DEPUTY LEADER & CABINET MEMBER FOR REGULATORY SERVICES
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also created additional urgency in reducing the financial burdens on both the Council and the taxi trade.
1.3 City of Wolverhampton Council (CWC) has embraced and dealt with these changes. The
level of process change and investment by CWC, embracing new technology for service delivery and taking into account the new technology used by the Taxi trade, along with a robust approach to compliance and enforcement is impressive.
1.4 Members and Officers have met with CWC and it was decided to explore the
opportunity for joint working. 1.5 It has now been concluded that joint working by way of delegating the taxi licensing
function to CWC has several benefits: o Greater choice
o for the trade including on-line applications o for the trade in terms of garages and medical practitioners
o Greater public safety
o through improved enforcement activity o through tighter standards
o Reduced licensing costs for the trade and costs for the Council
1.6 This report sets out the business case, benefits and risks of the proposal to delegate the
Taxi and Private Hire licensing functions to CWC to administer and enforce on behalf of SSDC.
1.7 The report considers the issues under 5 sections:
Financial impacts on the council and the taxi trade (Section A)
Public Safety (Section B)
2. RECOMMENDATIONS
2.1 2.2
It is recommended that Cabinet: approve the delegation of Taxi and Private Hire Licensing executive functions to City of Wolverhampton Council, for an initial period of 3 years. note that Council will be required to approve the delegation the Taxi and Private Hire licensing functions of South Staffordshire District Council to City of Wolverhampton Council, for an initial period of 3 years in order for the transfer to take place.
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3. SUMMARY IMPACT ASSESSMENT
Yes A Safe and Sustainable District
Has an Equality Impact Assessment (EqIA) been completed?
No It is not envisaged that delegating the functions will have any equality impacts.
SCRUTINY POWERS APPLICABLE
KEY DECISION No
TARGET COMPLETION/ DELIVERY DATE
End of 2021 for decision. Implementation date to be agreed with City of Wolverhampton Council and subject to the outcome of the consultation process, approval of the Chairman of Licensing and Regulatory Committee and Lead Cabinet Member Regulatory Services.
FINANCIAL IMPACT No
The net cost to the Council of delegating the function is nil in the first 3 years. There are significant financial risks to the council and to the taxi and private hire trade if the delegation of the function does not take place. This is covered in detail in the financial section of the report.
LEGAL ISSUES Yes
The Council officers have had the benefit of external legal advice on the proposal including on the delegation of the various functions which confirms that it is legally possible. Council approves non- executive functions and Cabinet will approve executive functions.
OTHER IMPACTS, RISKS & OPPORTUNITIES
Yes
There are increasing risks to the reputation of the Council through lack of proactive enforcement action. There is a financial and reputational risk to law abiding taxi operators if effective enforcement is not carried out. The Councils Taxi and Private Hire Licensing Policy has been reviewed and consulted on and is ready for implementing. The licensing fees review is overdue which represents further reputational, financial and legal risks to the Council.
IMPACT ON SPECIFIC WARDS
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PART B – ADDITIONAL INFORMATION 4. INFORMATION Section A Financial Impact The Council 4.1 The Council sets its taxi licensing fees to recover the costs of providing the service. 4.2 SSDC introduced a new Taxi Licensing Policy in April 2016 implementing longer licensing
periods under the Deregulation Act 2015 for Taxi Drivers and Operators. 4.3 The overall impact of this was a reduction in income from taxi licensing reducing our
anticipated income from £80k pa to £60K pa. Over the last 18 months due to the difficult operating climate for the trade, several operators have ceased trading, and the income has declined further.
4.4 The 2020/21 income for taxi licensing was £54,700 and estimates in October expect
income this year to be £61,000, but with declines in subsequent years. 4.5 The Council has been struggling to balance income and expenditure on Taxi licensing
for the last 5 years, and this will increasingly become more difficult with a balance shortfall of £25,000 expected by 2023.
Table 1
Supplies & Services 4,500 4,500 4,500 4,500
Overheads 33,600 34,100 34,600 35,100
Total Expenses 71,400 72,500 73,700 74,900
Less Income (61,800) (50,500) (48,500) (49,500)
Net Total Expense 9,600 22,000 25,200 25,400
4.6 The variances in expenditure in Table 1 are explained below:
In 2018/19 staff time allocated to taxi licensing was reduced following the implementation of the revised taxi policy and the extension of licensing periods for Drivers and Operators referred to above.
The exercise for calculating the cost of providing the service was reviewed at a high level for the purposes of this report which is the estimated figure for 2021/22 and reflects the advice given in the LGA document ‘Open for Business’ on fee setting and the low level of enforcement activity currently taking place.
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4.7 The review of fees to balance taxi licensing income and expenditure takes place every 3
years as part of the Taxi Policy review and is now overdue. The review was put on hold through the COVID pandemic and whilst joint working with CWC was considered.
4.8 The Council is currently subsiding taxi licensing from the General Fund. Reducing costs
further is not possible with only the equivalent of 1.0fte spread across 5 posts responsible for taxi licensing with virtually no resources allocated for enforcement.
4.9 If the taxi licensing function is not delegated to CWC there will need to be a significant
increase in taxi licensing fees in order to sustain a balance in expenditure and income. Staffing Costs 4.10 The cost to the council of administering the Licensing Service consists of direct and
indirect costs. 4.11 The indirect costs relate to overheads (such as the apportionment of payroll, finance
and HR costs) and are not therefore easily reduced in the short term. The direct costs mainly relate to staffing.
4.12 The staffing resources released will be used to focus on other Environmental Health
work and reduce the current reliance on agency and temporary staff. Taxi Licensing Income 4.13 The Council will lose its income stream from taxi licensing fees if we enter into the
agreement with CWC. 4.14 For 21/22 this is budgeted at £60k. 4.15 As indirect costs are inflexible in the short term and as it is anticipated that direct costs
will be redeployed to support Environmental Health work, then the Council faces a situation where potentially it loses £60K income but keeps all the cost. Staffing will be retained in order to continue to meet statutory targets for the wider environmental health team. Redeployment of resources is crucial to supporting administration and electronic filing systems in the service on a long-term basis.
4.16 There are however a number of matters that CWC need to deliver from SSDC premises
and using SSDC staff including room hire, training, organising and servicing committee hearings, contract management and reporting.
4.17 Facility will be made within the proposed transfer agreement for CWC to purchase
services from the Council to the value of approximately £60K per annum for 3 years. 4.18 There will therefore be no net cost of the transfer to CWC during the initial three years.
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Benefit to CWC
4.19 CWC derive a number of benefits through receiving the delegation of taxi licensing, including:
o Investment/economy of scale – the huge investment in systems undertaken by
CWC allows them to generate economies of scale not available to a small district council and so additional licences reduce the cost of their overheads without increasing their direct costs.
o CWC have made the investment in systems and enforcement directly in response to the threat to public safety posed by cross-border hire through the Deregulation Act and the use of App-based booking systems. The transfer assists CWC in consolidating that approach.
o CWC welcome the Government’s approach to local authorities joining together their taxi licensing functions. SSDC will be the first Council to negotiate this type of transfer and will pave the way for other local authorities to follow.
The Taxi Trade 4.20 Every local authority sets its fees and charges differently which makes direct
comparison of costs difficult. 4.21 The cost to taxi drivers and operators is the cost of the licence and the ancillary services
that go with it e.g. garage test, medical test, knowledge test etc. 4.22 Appendix 1 is a comparison of the current fees charged by SSDC and CWC. 4.23 Any new applicant once the delegation has taken place will pay the CWC fees as set out
in Appendix 1. 4.24 It is proposed that all existing SSDC licensed drivers, vehicles and operators will benefit
from a transition period where rules will apply to ease the change in administration and any alterations in fees or vehicle age. These will be agreed through a contract.
4.25 Appendix 1 contains some examples of how the costs for Operators, Drivers and
Vehicles will change. 4.26 Drivers, vehicle owners with vehicles under 10 years old and small operators will all
benefit immediately and on an on-going basis as a result of the transfer. 4.27 Vehicles over 10 years old – during the last SSDC Policy review in 2016 the issue of an
age limit on vehicles was considered. No age restriction was imposed but the fees were set to reflect the greater number of defects found on older cars and therefore the need for them to undergo 3 tests per annum.
4.28 SSDC proposed new policy now to comes in line with CWCs Policy of 12 years old
maximum for private hire vehicles and that only vehicles 10 years old or younger may be added to the fleet.
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4.29 It is proposed that grandfather rights will be granted to any vehicle aged 10 years or
over at the time of the transfer for a period of 3 years for a renewal application for the same vehicle or such shorter period up to the point at which the vehicle reaches 15 years of age. It is considered that this is a reasonable amount of time for any business to make adjustments. [NOTE: The details of this have not yet been finalised with CWC so this is to be confirmed].
4.30 Large Operators – This is the only class of licence that does not benefit financially from
the transfer. However, this disbenefit only occurs when the licence is renewed so in most cases this will be a number of years allowing business to make reasonable adjustments. This applies to approximately 10 of our 38 existing operators. Work is currently being undertaken to determine the impact on these businesses. If the delegation of the function to CWC does not take place there will be a review of policy and fees which will almost certainly see a similar split in future fee structures and a substantial increase in fee to reflect enhanced enforcement activity. The larger operators will also benefit from the reduced vehicle and driver fees, balancing out the increase in operator fees. (See comparison in Table 2.)
Section B Public Safety Taxi Licensing Enforcement 4.31 In its response to ‘Taxi and Private Hire Licensing: Steps towards a safer and more robust
system (report of the parliamentary Task and Finish Group on Taxi and Private Hire Vehicle Licensing) (November 2018)’ the government stated ‘The prime reason for regulation of taxis and PHVs is to protect the public’
4.32 The resources of SSDC and its partners in a small rural district council do not lend
themselves to proactive enforcement. 4.33 Whilst SSDC has robust processes in place to ensure that licences are not issued until all
matters in relation to protecting the public are in order, it does not have the resources to carry out proactive enforcement. There is no taxi rank, there are no identifiable town centres, there is no night-time economy. Stop and check operations have occasionally been conducted but these have limited effect. Once one taxi driver sees the location of the operation every taxi driver knows about it.
4.34 Approximately 25% of taxis fail their garage inspection tests on such things as tyre tread
depth, blown light bulbs etc. With no proactive enforcement taking place a driver knows that they can afford to wait for the next test before checking and changing their tyres.
4.35 The reverse is true for CWC where proactive operations are a daily occurrence and
extending those operations into SSDC is a simple and cost-effective process. 4.36 CWC has committed significant resources to enforcement. There are currently over 60
staff in the licensing team, with further recruitment pending. They have a bank of over
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30 officers who undertake compliance operations. This can be added to from other officers in licensing should the need arise.
4.37 CWC has a dedicated ‘out of area’ enforcement team who will enforce the conditions
on the licences wherever they operate in the country. CWC has employees who work across the country. They are in the process of setting up a permanent presence in Manchester, working closely with the Police due to growth in that area.
4.38 CWC have a specific clause in their Driver conditions that requires the driver to
cooperate with any enforcement officer of any local authority. Drivers have been revoked for their refusal to co-operate with reasonable requests of authorised officers in other areas. These revocations have been upheld in the Magistrates court.
4.39 CWC monitor their own standards and have recently purchased 3 vehicles for test
purchasing in partnership with the Driver Vehicle Standards Agency at garages to ensure compliance with standards. Some failed and these have been put on an improvement programme.
4.40 If SSDC were to develop an enforcement strategy requiring additional enforcement
activity this would require additional resources and would lead to a further increase in taxi licensing fees.
4.41 If the transfer of the function to CWC takes place there will be a significant increase in
pro-active operations. 4.42 The following enforcement activity will be undertaken by CWC in the SSDC area:
12 proactive overt operations per year
2 covert operations per year 4.43 In addition CWC will provide vehicle control and supervision operatives (similar to taxi
marshals) in support for large events. 4.44 CWC also have plans to introduce on-line training as part of their enforcement activity
for low level transgressions e.g. not wearing their licence or a door sticker not being on the vehicle. This will be akin to being caught doing 35mph in a 30mph zone where you are given the choice of points/fine or attending a training course. This option is only given once and subsequent discretions are not offered that option.
Criminal Convictions Policy 4.45 In every respect the CWC Policy on criminal convictions and when a licence may/may
not be granted is more stringent than the existing SSDC Policy. The proposed SSDC
policy which has gone through the consultation process with the trade and interested
parties mirrors CWC policy so there would be no differences.
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Section C Governance Legality of the delegation of the function 4.46 Advice has been sought from Counsel via Philip Kolvin QC. The conclusions of his advice
are that the proposed transfer is possible and legal under existing legislation. This has been considered in the ‘Legal Issues’ section of the report.
Agreement 4.47 It is proposed that the exercise of the delegated functions will be set out in an
Agreement. 4.48 The agreement is to be finalised however it is expected to include:
Term – this will be initially for 3 years.
Delegations – how the delegations will be exercised in practice.
Financial arrangements – payment to SSDC for use of premises etc.
Complaint handling.
Indemnity to SSDC for judicial or legal challenge
Committee Hearings – to be organised by SSDC with SSDC members and supported by SSDC staff.
Staffing arrangements – no transfer of staff; provision for ongoing training of officers and involvement in enforcement activity for taxi licensing.
Confidentiality.
Termination arrangements.
Dispute resolution.
Adoption of CWC Taxi and Private Hire Licensing Policy and scheme of delegations 4.49 In order for CWC to deliver the taxi licensing function on behalf of SSDC it will be
necessary for the Taxi and Private Hire Policies to be aligned. Associated fees and the Officer and member scheme of delegations will be set out within CWC constitution.
Officer and Member Decisions 4.50 Appendix 2 shows the differences between CWC and SSDC. 4.51 Some decisions which are currently made by Members at SSDC will now be made by
officers at CWC. This is primarily around whether or not to grant a licence to an Operator and the revocation of Driver and Vehicle licences. This reflects the tighter standards at CWC with less grey areas around convictions, which was the purpose behind SSDC introducing its convictions panel and referrals to Licensing Sub Committee. In reality, very few referrals are made to Licensing sub-committee at SSDC.
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Monitoring and reporting 4.52 Quarterly Management Reports will be provided to Officers and Licensing and
Regulatory Committee. These will be jointly presented by SSDC and CWC to Licensing and Regulatory Committee.
4.53 Licensing and Regulatory Committee will be consulted on any proposed changes to the
CWC Taxi and Private Hire Licensing Policy, Taxi and Private Hire Fees and Taxi and Private Hire Operator, Driver and Vehicle conditions.
4.54 There will be on-going dialogue between Officers of SSDC and CWC in the management
of the agreement and facility has been made within the agreement for Officers to take part in the delivery of administration and enforcement functions in order to maintain their knowledge and skill levels.
4.55 There will be one key performance indicator – 100% of CSE complaints to be
investigated within 1 day. Exit Strategy 4.56 Taxi Licensing should be a self-funding licensing regime. 4.57 If the agreement with CWC ends after 3 years and taxi licensing transfers back into the
Council then so does the income from taxi licensing. 4.58 Preparation for such an eventuality would be necessary. A new Taxi and Private Hire
Licensing Policy would need to be developed and approved, a new fee structure would need to be developed and approved and appropriate staffing arrangements would need to be put in place. Officers will maintain a level of knowledge and that will allow them to transfer the function back to SSDC if necessary.
4.59 The Licensing and Regulatory Committee will undertake a formal review of the transfer
after 2 years of operation in preparation for the further consideration of extending or otherwise the delegation beyond 3 years.
Legislative changes 4.60 In November 2018 the parliamentary Task and Finish Group on Taxi and Private Hire
Vehicle Licensing published a report ‘Taxi and Private Hire Licensing: Steps towards a safer and more robust system (report of the parliamentary Task and Finish Group on Taxi and Private Hire Vehicle Licensing) (November 2018)’. The Government responded to the report in February 2019 in a report titled ‘Moving Britain Ahead’.
4.61 The recommendations of this report included joint working and collaboration to build
capacity and effectiveness, and a government response urging local authorities to ensure that they have efficient and effective procedures in place to minimise the cost to the trade of establishing a robust and well-resourced licensing body.
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4.62 This has been followed up by Statutory Taxi and Private Hire Vehicle Standards published in July 2020, in which it is recognised that where Government, law enforcement, businesses and the public work together on prevention, this can deliver significant and sustained cuts in certain crimes.
4.63 The standards focus on protecting children and vulnerable adults and reference the Casey report which made clear that weak and ineffective arrangements for taxi and private hire vehicle licensing had left the children and public at risk. The standards require checking the suitability of individuals and operators to be licensed. Licensing authorities are now able to request large numbers of status checks on a daily basis and CWC are now undertaking these daily checks.
4.64 The standards also introduced joint authorisation and enforcement powers allowing
any officer in any local authority to deal with any taxi found in their area. CWC already makes it a condition of its licences that the licence holder must cooperate with any licensing officer in any authority.
4.65 There will be a future impact on vehicles not based on age but based on vehicle
emissions. 4.66 In conclusion therefore the transfer of the taxi licensing function to CWC supports the
recent changes to legislation and is in line with the Statutory Taxi and Private Hire Vehicle Standards (July 2020).
Section D Risks The existing risk of not undertaking the transfer. 4.67 The Council reviews its Taxi and Private Hire Licensing Policy and associated fees and
charges every 3 years. The Policy should have been reviewed in 2018/19 for implementation from 1st April 2019. The review was put on hold through COVID and pending the investigation of the transfer of the function to Wolverhampton. The policy itself has been reviewed and consulted on, but not implemented until the outcome of joint working with CWC has been determined.
4.68 For the following reasons there would be a significant increase in the license fees
charged to the taxi trade as a result of the next review:
Based on current expenditure the Council will not meet the costs of the Taxi Licensing regime to an estimated gap in excess of £25,000 in 23/24 and 24/25. Recovery of these costs would result in significant fee increase to the trade.
There are many elements of taxi Licensing that the Council does not charge for now but would do in the future e.g. training.
The level of proactive enforcement needs to be increased. The staffing costs of this would need to be factored in.
The level of customer service provided would need to be addressed. It is a regular complaint of taxi drivers that staff are unavailable to them when they demand.
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Either through additional staffing or through customer services this will result in an increase in costs.
There have been significant changes in what can be charged for taxi licensing through recent case law. A Council can now charge for the administration, implementation and compliance for a licence AND can change for its enforcement costs associated with enforcement against unlicensed activity.
Reputational risks to the Council and the Trade 4.69 Fundamental to the Councils Enforcement Policy is treating businesses fairly. This
means that those businesses who do comply with the law should not be financially disadvantaged through ineffective enforcement against those who do not. If enforcement action against those not complying with the law is not improved there is a risk of law-abiding businesses being disadvantaged.
4.70 There have been a number of high-profile scandals around Child Sexual Exploitation
which have been associated with the Taxi trade. Effective enforcement is essential for both the trade and the Council to maintain their reputation for protecting public safety.
Section E Consultation and Implementation 4.71 The proposals represent a change in the service provided by the Council in exercising
its functions and represents a change in the Policy that taxi drivers and private hire operators and drivers will operate under.
4.72 In line with the Council’s values of Trust, Transparency and Listening To People a
consultation exercise has been undertaken on the proposals including two consultation meetings. These were hosted at different times during the day with one held virtually to give greatest opportunity for attendance.
4.73 A package of benefits for the trade during the transition was set out at the meetings
including
drivers receiving a new 3-year licence subject to training and appropriate checks, whatever length of time remains on their current licence.
All vehicles being replaced with a new 12-month licence, subject to MOT.
Any Operator with less than one year remaining on their licence will transfer with a whole year. All other operators to transfer with their current licence timescale.
4.74 Over 20 representatives from the trade attended the consultation meetings, and we received 6 written responses. The responses had general themes relating to financial impact, praise for SSDC administration, and changes in signage and driver requirements.
4.75 Financial impact – concern was expressed in relation to an expected increase in fees at
CWC. As stated however, fees at SSDC would increase significantly in a fee review, and a comparison below of a selection of fees illustrates that most would reduce at CWC except for large operators. This increase is balanced by the reduction in vehicle fees.
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Table 2 reflects the estimated fee increase at SSDC if the function were to remain at SSDC.
Table 2
Wolverhampton Difference
Vehicle under between 5 and 10 years
£409 +£62 = £471 £275 -£196
Operator Small renewal
Operator Large renewal
4.76 Requirements for signage and restrictions on drivers moving between operators -
CWC require permanent signage on vehicles, no roof signage and restrictions on drivers moving between operators. It is acknowledged that this may be an inconvenience to the trade, however CWC have stated they stand behind their one operator and permanent signage policy. Both are in place for reasons of public safety as a customer needs to be sure the vehicle they are getting into is the licensed vehicle that they booked. Similarly roof signs are prohibited to create a greater distinction between private hire vehicles and hackney carriages, reducing the likelihood of the public asking for a journey without a booking, and therefore uninsured. It also reduces the cost to the driver and prevents issues with them being stolen or falling off whilst driving.
4.77 These requirements would be considered for implementation in SSDC Policy in review if the function were maintained at SSDC.
4.78 Service quality - The trade were very complimentary of the service provided by SSDC,
and highlighted worries that the service may not be as personal or timely at CWC. At SSDC with a very small team sickness or holiday absences increase the risk of gaps in provision to the trade, and we have received complaints about availability of appointments.
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4.79 Ability to apply for licences online 24 hours per day should give the trade more flexibility and ease of access to the service, and this would be monitored within the contract agreement.
5. IMPACT ASSESSMENT – ADDITIONAL INFORMATION
None 6. PREVIOUS MINUTES
None 7. BACKGROUND PAPERS
None Report prepared by: Jenny Rhodes Public Health Protection and Licensing Team Manager
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APPENDIX 1 Comparison of SSDC and CWC Taxi Licensing Fees at 1st May 2020.
SSDC CWC Difference
New/1 Year 192 1077 +885
New/5 Year 564 3400 +2836
Renewal/1 Year 153 785 +632
Renewal/5Year 525 3140 +2615
New/1 Year 192 1077 +885
New/5 Year 564 Not offered N/A
Renewal/1 Year 153 150 -3
Renewal/5Year 525 500 -25
Drivers Licence
New/1 year Not offered PR OR HC 64 (application) 40 (driver training and test) 79.49 (DBS and DVLA)) 55 (Medical) Total 238.49 PR AND HC 279.49
N/A
New/3 years PR AND HC 327 (incl DBS (58) and DVLA check) FREE Training 55 Medical Total: 382
Not offered N/A
Renewal/1 year Not offered HC OR PH 64 (application) 79.49 (DBS and DVLA) 0 (Medical required only every 5 years) Total 143.49
N/A
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PR AND HC 248.49
Renewal/2 year Not offered HC OR PH 110 (application) 79.49 (DBS and DVLA) 0 (Medical required only every 5 years) Total 189.49
Renewal/3 years HC AND PH 191 (if signed up to the DBS update service). OR 232 (if DBS required) Policy does not require re-training £55 medical Total 246 OR 287
HC OR PH 140 (application) 79.49 (DBS and DVLA) Medical (Medical required only every 5 years) Total 219.49 HC And PH 319.49
-26.51 or -67.51 +73.49 or + 32.49
Vehicle Licence
Private Hire
Under 5 years old 171 48 garage test Total 219
185 35 Garage test. Total 220
+1
Between 5 and 10 313 96 garage test x 2 Total 409
185 35 garage test Total 220
-189
Over 10 years old 462 144 garage test x 3 Total 606 Not offered
299 70 garage test x 2 Total 369 OR FOR 6 MONTHS ONLY 169 35 garage test Total 408 (2 x 204)
-237 N/A
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Under 5 years old 171 48 garage test Total 219
185 35 garage test Total 220
+1
Between 5 and 10 313 96 garage test x 2 Total 409
185 35 garage test Total 220
-189
462 144 garage test x 3 Total 606 Not offered
299 70 garage test x 2 Total 369 OR FOR 6 MONTHS ONLY 169 35 garage test Total 408 (2 x 204)
-237 N/A
Over 16 years old 462 144 garage test x 3 Total 606 Not offered Not offered
299 70 garage test x 2 Total 369 OR FOR 6 MONTHS ONLY 169 35 garage test Total 408 (2 x 204) PLUS Exceptional Condition Assessment every 6 months @120 per assessment.
-237 +3
Matter SSDC CWC Comments
Approved by Licensing Committee
Any changes to CWCs Taxi and Private Hire Licensing Policy will be brought to SSDC Licensing and Regulatory Committee for consultation.
Fees and Charges Approved by Assistant Director (Licensing Committee and Cabinet consulted on proposals).
Approved by Licensing Committee
Any changes to CWCs Taxi and Private Hire Fees and charges will be brought to SSDC Licensing and Regulatory Committee for consultation.
Applications/renewals for Drivers licence
If the application is within Policy approval is delegated to the Licensing Officer. If the application is outside the Policy it is referred to the convictions Panel (Environmental Health Manager, AD Legal, Chair Licensing) or straight to Licensing Sub committee
If the application is within Policy the Licensing Officer determines the application. If the application is outside the Policy the Section Leader/Service Manager determine the application.
Applications/renewals for vehicle licence
As above As above
Applications for Operators Licence
Decision made by Licensing Sub committee
If the application is within Policy, it is determined by the Licensing Officer. If it is
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outside Policy it is determined by the Section Leader/Service Manager. In some cases, it may be referred to Licensing Sub- Committee.
Renewal of Operators Licence
If the application is within Policy approval is delegated to the Licensing Officer. If the application is outside the Policy it is referred to the convictions Panel (environmental Health Manager, AD Legal, Chair Licensing) or straight to Licensing Sub committee
If the application is within Policy, it is determined by the Licensing Officer. If it is outside Policy it is determined by the Section Leader/Service Manager. In some cases, it may be referred to Licensing Sub- Committee.
Revocation of any licence
Licensing sub committee
Revocation of Driver and Vehicle licences by the Section Leader/Team Manager Revocation of an Operator’s licence to Licensing sub- committee.
Suspension of any licence
Section Leader/Team Manager Operator suspensions to Licensing sub- committee.
Suspension of Vehicle Licence
Licensing officer
Range of sanctions for breach of condition/legislation (as set out in the policy)
Environmental Health Manager or Licensing Sub committee
Section Leader/Team Manager
Subject to Committee Approval of Additional Conditions – Add Conditions Private Hire Vehicle Operators Licence
Licensing Manager in consultation with Chair, Vice-Chair of Licensing Committee
Subject to Committee Approval – Additional Hackney Carriage/Private Hire Vehicle Driver’s Licence Condition
Licensing Manager in consultation with Chair, Vice-Chair of Licensing Committee
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PART A – SUMMARY REPORT 1.0 SUMMARY OF PROPOSALS 1.1 This report provides a combined update as of 30 September 2021 (Quarter 2 of
2021/22) on performance, finance, and risk. This includes results against performance targets set to monitor delivery of the (new) Council Plan 2020 – 2024.
2.0 RECOMMENDATIONS 2.1 It is recommended that Members review and note the Quarter 2 IPM Report. 3.0 SUMMARY IMPACT ASSESSMENT
POLICY/COMMUNITY IMPACT
Yes It reports progress against Council Plan targets.
Has an Equality Impact Assessment (EqIA) been completed?
No This report does not impact on equality issues
SCRUTINY POWERS APPLICABLE
Yes - The IPM report is presented to O&S at Quarter 2 and 4.
KEY DECISION No
TARGET DATE Quarterly
FINANCIAL IMPACT Yes The report details the financial position as at the end of Quarter 2 2021/2022.
LEGAL ISSUES Yes Section 151 of the Local Government Act 1972 requires the Council to make arrangements for the proper administration of its financial affairs.
OTHER IMPACTS, RISKS & OPPORTUNITIES
Yes This report includes all Council strategic risks and a summary position statement on operational risk.
IMPACT ON SPECIFIC WARDS
SOUTH STAFFORDSHIRE COUNCIL AGENDA ITEM INFORMAL CABINET – TUESDAY 23 NOVEMBER 2021 INTEGRATED PERFORMANCE MANAGEMENT (IPM) REPORT – 2021/22 QUARTER 2
REPORT OF THE CORPORATE DIRECTOR RESOURCE (S151 OFFICER) LEAD CABINET MEMBER – COUNCILLOR ROGER LEES, LEADER OF THE COUNCIL
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4.0 INTEGRATED PERFORMANCE MANAGEMENT - EXECUTIVE SUMMARY 4.1 The table below provides a ‘RAG’ rated assessment of the Council’s Quarter 2
performance against its Council Plan targets and its revenue and capital budgets, as well as a summary of its strategic and operational risks.
Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q2
Current Position G G A A R R N/A N/A
23 Council Plan Targets 13 13 7 6 1 2 2 2
24 Council Plan Targets at Year end
Revenue Budget - Service (Net) Expenditure
Revenue Budget - Other Expenditure
Revenue Budget - External Funding
Capital Programme
4.2 The above table shows that the Council is:
On target for 13 out of 23 Council Plan targets at Quarter 2.
Not fully on target (not fully achieved but not significantly below) for 6 out of 23 Council Plan targets at Quarter 2.
Not on target for 2 out of 23 Council Plan targets at Quarter 2. At Quarter 1, one target was flagged red, however, ongoing national issues around waste collection has increased the risk rating for Quarter 2.
RED (R) Not on target and / or the level of risk (of not meeting target) is high and needs urgent remedial action
AMBER (A) Not fully on target but not significantly off target and / or the level of risk (of not meeting target) is manageable but requires close monitoring
GREEN (G) On target and / or the risk (of not meeting target) is low and under control
N/A Not applicable and / or data unavailable at this time (note: key not relevant to risk)
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Not reporting against 2 Council Plan targets at Quarter 2 due to the targets being suspended.
On target for service expenditure budgets.
On target in terms of other expenditure budgets and external funding.
On target for planned appropriations to reserves.
On target in relation to the Capital Programme. 4.3 Reasons for all of the above are summarised below, although it should be noted that
some targets are still impacted by Covid-19.
4.4 The above table also shows that there are 8 strategic risks and 66 operational risks currently being managed by the Council.
Performance
4.5 The main headlines from the 21/22 Quarter 2 Performance Scorecard
(included in full at Appendix 1) are as follows: 4.6 13 out of 23 Council Plan targets are on target and / or the risk of not
meeting the year end target is low and under control. 4.7 2 Council Plan targets at Quarter 2 have a high-risk level of not meeting the
end of year target (RAG rated red):
Target No.
RAG Red targets Q2 Outcome
13 Maintain over a 100% income % of operating costs for our four leisure centres by Q4
Income is growing and income as a % of operating cost is up from 37.26% at Quarter 1, to 50.95% in Quarter 2. Whilst this demonstrates progress in both member numbers and increases in income, the percentage represents a point in time meaning it is possible for it to fluctuate. Impacted by Covid
8 Missed bin collections:
collections per 100,000
collections of green bins
per collection day.
Quarter 2 has seen an average of: a) 97.12 non-collections of
Domestic & Recycling (blue and grey bins) per 100,000 collections.
b) 31.07 Green bin non-collections per day.
Impacted by the national driver shortage. We are having regular meetings with Biffa, monitoring this daily with drivers
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working overtime and extra weekend shifts to support. At present (11/11) the service is running as normal (with the exception of occasional vehicle breakdowns which is BAU). Driver numbers have recovered to a point where we can fully staff the service most days, although we have limited contingency should there be e.g. sickness absence. We will be offering additional support to Biffa through marketing the remaining driver vacancies through Council channels. The bulky waste collection service was reinstated on Monday 8 November.
4.8 6 Council Plan targets at Quarter 2 are not fully on target, but not significantly off
target and/or the level of risk of not meeting the year-end target is manageable but
requires close monitoring (RAG rated amber):
Target No.
1 On target to deliver the Local Plan.
By Summer 2021, public
consultation in place for:
Purdah in relation to the By-Elections on
Thursday 28 October.
consultation formally on 1st November
and a consultation strategy has been
developed. At this stage it is not
anticipated this will have an adverse
impact on the plan production timeline
5 No more than 10% of applications
overturned through the appeals
process (major and non-major
overturned through the appeals process.
One of these was an application that the
Council deemed not to be Permitted
Development (PD) for agricultural
appeal.
Housing, Communities and Local
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and 1% for non-major and therefore, are
well within targets.
members across our four leisure
facilities by Q4
just short of 2,900 members. If current
trends persist, the team hope to achieve
the 3,500 target by January 2022.
Impacted by Covid
15 Improve Business Continuity and Resilience of at least 3 Council systems by April 2022:
Customer Contact Management
Online forms Council’s website
The issue identified during the trial of enabling resilient access to Cloud hosted services used by the Council was not fixed by the supplier and therefore, unsuccessful. An alternative approach has been agreed with the same supplier and a further trial undertaken. Initial testing has been successful with further testing planned during October.
20 Maximum of 6.95 days average sickness absence per employee per year.
Quarter 2 figures show 1.42 FTE (Full Time Equivalent) days were lost per FTE employee. This is against an average quarterly target of 1.35 and therefore marginally over target. Impacted by Covid (figures include Covid related absences including vaccination reaction)
22 Process new Housing Benefit/Council Tax Support claims in an average of 15 days and process changes in circumstances an average of six days.
The average number of days to process new claims in Quarter 2 was 18.6 days. The cumulative average is now 22 days to process new claims. The average number is reducing as the team recover from changing over to a different online
claim form in Quarter 1. The team are, however, still seeing a high number of new claims due to the end of furlough.
The average number of days to process a change in circumstances is within target.
4.9 Further information and mitigatation steps are set out in Appendix 1.
4.10 It should also be noted that two targets are suspended due to Covid-19:
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Increase public WIFI usage in the Council’s public spaces by 10,000,000 hours by end of March 2021 (suspended in 20/21):
o This target is being reviewed as Covid has and will continue to change the public’s use of public spaces.
Reduce the volume of emails received from resident by 20% by end of March 2021 (suspended in 20/21):
o This target is being reviewed as more appropriate measures will arise from the upcoming implementation of a new digital platform during the next 12 to 18 months.
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5.0 Finance
5.1 The main headlines from the Quarter 2 Finance Scorecard (included in full at Appendix 2) are as follows:
5.2 Total (net) annual Service Expenditure is forecast to be £10.148m against an approved budget of £10.103m. Within the reported position, there is an assumed final claim of £0.255m for lost Sales, Fees and charges following the enforced closure of Leisure Centres during the early months of 2021/22. Overall, this represents an adverse unadjusted variance of £0.045m (before appropriation of earmarked reserves). Following draw downs from earmarked reserves, this becomes an adjusted favourable variance of £0.234m. This will be an addition to the General Fund.
5.3 In addition, the ability of the Council to currently borrow at very low interest rates has allowed for a further £0.119m to be projected to be added to the General Fund (net of reversal of savings on depreciation). A higher rate of borrowing to finance the Capital programme had been assumed when the budgets were set.
5.4 As the set budget for 2021/22 already assumed a contribution to General Fund reserves of £0.404m, this means an overall contribution to the general fund of £0.757m is currently forecast to be made (This is made up of £0.404m planned + £0.234m service expenditure savings + £0.119m borrowing savings).
5.5 Within the reported adjusted position of £0.234m, the only variations which adversely impacted the General Fund are within Planning Services (£0.055m adverse variance), Community Services (£0.034m) and Corporate Services (£0.047m). A significant element of the Community Services variation has arisen due to Leisure income shortfalls following the extended third Covid-19 related lockdown which will be alleviated upon receipt of the final grant claim. Losses over and above the ability of the Council to claim through the Grant can be funded via the Covid-19 Earmarked Reserve.
5.6 A (net) appropriation from earmarked reserves of £5.937m is forecast. Of this,
£5.658m relates to Section 31 grant funding in 2020/21 being applied to Collection
Fund deficits. A further reduction of £0.279m in Earmarked Reserves represents
planned expenditure against specific one-off projects and where appliable,
application of the specific Covid-19 reserve to cover additional expenditure deemed
to have been incurred due to the pandemic.
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6.0 Risk
6.1 The main headlines from the Quarter 2 Strategic Risk Register (included in full
at Appendix 3) are as follows:
6.2 The Council’s strategic risks are:
The focus of our resources is not planned or prioritised effectively;
Budget pressures, increased income volatility and uncertainty as to the future of local government finance;
Failure to deliver against the change, transformation, efficiency and savings agenda.
Cyber security attack;
Our communities do not become more prosperous and vibrant.
6.3 It should be noted that Covid-19 has impacted upon a number of these
strategic risks and the Council’s mitigations have been adjusted accordingly. All Strategic risks are rated Amber with the exception of ‘failure to deliver against digital transformation agenda’ which is rated green and Partner Volatility being rated Red due to the impact that Covid-19 has had and is continuing to have on service delivery risk. All Risks have strong mitigation in place.
6.4 The Council’s Operational Risk Register also currently includes 66 operational risks. Two of these risks exceed a Net risk score of 15 or above (and rated ‘red’).
Non-collection of waste and recycling, and/or delayed collection services due to driver shortages – risk score 20. Mitigated through: o Adjusted policy for reporting and responding to non-collections
(communicated to residents). o Increased driver salaries and increased over time payments by service
provider. o Provision of overtime and Saturday working to minimise impacts. o Acceptance of side waste from affected residents. o Stood down bulky waste collections to free up another driver for core
services. o Prioritisation of waste stream collection by environmental risk. o Increased reporting between service provider and council. o Tracking residents feedback and managing expectations. o Regular senior meetings with service provider to review strategic approach. o Comms to residents. o Updates to customer services and Members.
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o Daily updates and regular contact throughout the day with the service provider.
Successful cyber security attack - risk score of 15. Mitigated though: o Favourable audit report. o Training for Members and staff in conjunction with Staffordshire
Police as well as phishing exercises to maintain awareness and to identify additional training needs.
o Up-to-date virus detection software in place and virus alerts are received by ICT and actions taken to minimise spread.
o Infected machines are removed, analysed and treated via an isolated server.
o Password protocols are in accordance with PSN recommendations and data is backed-up daily on-site and to an off-site location.
o Monitoring for unauthorised access and use of mobile devices via review of daily audit logs.The SOPHOS system used to identify and prevent none compliant phones attempting to access the network.
7.0 IMPACT ASSESSMENT – ADDITIONAL INFORMATION Not applicable 8.0 PREVIOUS MINUTES Not applicable 9.0 BACKGROUND PAPERS • Appendix 1 – Quarter 2 Performance Scorecard • Appendix 2 – Quarter 2 Finance Scorecard • Appendix 3 – Quarter 2 Strategic Risk Register Report prepared by Peter Shakespear, Corporate Director Resource
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Localities+
Quarter 2 - 2021/2022 The measures in the scorecard have been rated using a Red, Amber and Green (RAG) system
RED Not on target and / or the level of risk (of not meeting target) is high and needs urgent remedial action
AMBER Not fully on target but not significantly off target and / or the level of risk (of not meeting target) is manageable but requires close monitoring
GREEN On target and / or the risk (of not meeting target) is low and under control
RAG rating
Update
1
On target to deliver the Local Plan. By Summer 2021, public consultation in place for: - Preferred Options - Updated Infrastructure Delivery Plan - Affordable Housing Delivery Policies
The Preferred Options plan was agreed by Members for consultation at Overview & Scrutiny Committee on 28 September 2021. Consultation started on 1st November due to the restrictions of Purdah in relation to the By-Elections on Thursday 28 October.
2 Key enabler to 2500 new jobs (through planning decisions and partnerships). Plan period target
Application 20/01078/FUL has been approved for Hilton Cross Business Park and is expected to deliver between 215-567 jobs, not including construction job opportunities. In July 2021, an outline scheme at ROF Featherstone was also approved for 2000+ jobs, subject to the completion of the s106. Officers continue to work with funding bodies following the announcement of the LUF round 1 bid.
3 Business Support:
b) 30 Businesses accessing Start-Up Support provided by the Council
a. In Quarter 2, 21 businesses have been supported via direct contact with the Business Hub with a satisfaction level of 100%. An in-person engagement event was held on the 29 September in collaboration with the Stoke & Staffs Growth Hub.
Cumulatively, 54 businesses have been supported via direct contact with the Business Hub since April 2021, with a satisfaction level of 100%.
The team are confident this target will be met due to another planned event for December which provides an opportunity to directly engage with and support more businesses. There is also the launch of the new Covid grant schemes where Covid Support Officers will be handing out leaflets directly to businesses which should create further enquiries. A new CRM system is also being embedded and the team will be reviewing how engagement with business is logged so no interaction is missed.
b. In Quarter 2, 12 businesses have accessed start-up support through the Additional Restrictions Grant-funded Business Start-Up programme.
Cumulatively since April 2021, 18 businesses have accessed start-up support through the Additional Restrictions Grant-funded Business Start-Up programme.
Performance remains on target with revised figures.
4
a) 60% of major development decisions made within the relevant time frame (or with an agreed extension of time).
b) 70% of non-major development made within the relevant time frame (or with an agreed extension of time).
100% of major development decisions were made within 13
weeks or with an agreed extension of time.
91% of non-major development (including householder)
were made within 8 weeks or with an agreed extension of time.
5 No more than 10% of applications overturned through the appeals process (major and non-major development).
27% (3 of 11) of applications were overturned through the
appeals process. One of these was an application that the
Council deemed not to be Permitted Development (PD) for
agricultural buildings, but this was deemed PD on appeal.
Important to note that the national reported statistics
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(MHCLG) show that over a longer period, the team are
currently running at 3.7% for major applications and 1% for non-
major and therefore, are well within targets.
6 Investigated 80% of planning enforcement complaints within 12 weeks.
82.76% of planning enforcement complaints were investigated within 12 weeks.
7 Ensuring 97.5% occupancy across assets to ensure delivery of income and no more than 2% of debt written off with outstanding debt decreasing year on year.
Current occupancy across commercial assets is 98%. The Four Ashes Enterprise Centre extension is now completed. Interest in the new units remains very high with only 2 of the 19 new units remaining available.
No debt has been written off this financial year.
8 Missed bin collections:
a) Limit of 20 justified non–collections per 100,000 collections of blue and grey bins.
b) Limit of 3 justified non-collections of green
bins per collection day.
During Quarter 2 there has been an average of: a) 97.12 non collections of Domestic & Recycling (blue and
grey bins) per 100,000 collections. b) 31.07 Green bin non collections per day.
The non-collections are predominantly a result of service disruption due to the impacts of the national driver shortage. Impacts are being closely managed and monitored with the service provider. Residents have been notified of the disruption, casual factors, and provided with guidance.
9 Achieve 69% take up for the charge for green waste. 72% take up for the chargeable green waste service has been
achieved.
10 Reuse, recycle and compost at least 45% of household waste.
50.94% of household waste has been reused, recycled, or
composted.
Nb. Omits minimal Sept data either not received or verified.
11 Investigate 100% of fly tipping reports and agreed actions to resolve the problem within two working days of the report.
100% of fly tipping reports and actions to resolve the problem have been agreed within two working days of the report. As a side note, there has been 617 reported fly tipping cases during April – September 2021 which is nearly a 40% drop in comparison to the same period last year.
12 Maintain a base level of 3,500 members across our four leisure facilities by Q4
Membership is growing steadily and now just short of 2,900 members. If current trends persist, the team aim to achieve the 3,500 target by January 2022. This will be achieved by:
A ‘Reactivate’ campaign which was carried out in September to encourage re-joiners.
Following this, our traditional Winter Warmer campaign to drive membership will take place during November and into the new year.
Further promotional programmes will be programmed in, to promote the services membership offer.
13 Maintain over a 100% income % of operating costs for our four leisure centres by Q4
Income is growing and income as a % of operating cost is up from 37.26% at Quarter 1, to 50.95% in Quarter 2. Whilst this demonstrates progress and business and income uplift, the percentage represents a point in time meaning it is possible for it to fluctuate. Efforts to improve income will continue. Capacity is being built within the swimming lesson programme and classes are being filled. As stated above, several membership promotions are also in place. These are the services two main income streams. Further reviews of the facility programme are ongoing to increase income opportunities, supported by activities outlined within indicator 12.
14 80% of food businesses are rated broadly compliant for food hygiene.
Compliance rate is 87% and above target. Food inspections have once again commenced in line with the FSA guidelines in tackling the backlog of inspections from the last 2 years due to Covid.
15
Improve Business Continuity and Resilience of at least 3 Council systems by April 2022:
Customer Contact Management
Council’s website
Work on the Cloud Backup of data has commenced with the successful upgrade of the Council’s hosting and storage environment. A proof of concept commences in November 2021 to allow Council data to be seamlessly stored in and retrieved from Cloud storage. An issue that was identified during the trial of enabling resilient access to Cloud hosted services used by the Council has not been fixed by the supplier and therefore, the trial has been unsuccessful. An alternative approach has been agreed with the same supplier and a further trial undertaken. Initial testing has been successful Page 34 of 66
with further testing planned during October.
16 Achieve 43,607+ online financial transactions by end of March 2022
There were 35,351 online payments in the first half of the year, totaling £2,981,416.19 Garden waste payments accounted for 66% of the online financial transactions taken to date. It is anticipated the number of online payments in the second half of the year will be less than the first half. A miscalculation in last year’s Q1 2020/21 IPM report resulted in an inaccurate target of 60,000 for this financial year. Since the target now reflects the correct figure at 43,607, the target will now be achievable by year end.
17 Preparation of climate change action plan and preparation of baseline activity report with decreasing carbon impact/use.
Report due to be presented to Overview and Scrutiny in October setting out 2050 ambition for zero carbon emissions along with other initiatives within the climate change action plan. Alongside this a presentation of the current carbon emissions data will be provided.
18
Reduce the volume of emails received from resident by 20% by end of March 2021 (through provision of easy to use and structured service forms). Note: Target suspended due to Covid-19.
Target suspended in 2020/21 due to Covid-19. This target will be reviewed during 2021 as more appropriate measures will arise from the upcoming implementation of a new digital platform during the next 12 to 18 months.
19 Increase public wifi usage in the Council’s public spaces by 10,000,000 hours by end of March 2021 * Note: Target suspended in 20/21 due to Covid-19.
Target suspended in 2020/21 due to Covid-19. Covid-19 has and will continue to change the public’s use of public spaces. This target will be reviewed during 2021.
20 Maximum of 6.95 days average sickness absence per employee per year.
Quarter 2 figures show 1.42 FTE (Full Time Equivalent) days were lost per FTE employee. This is against an average quarterly target of 1.35 and therefore marginally over target. It should also be noted that these figures include Covid related absences including vaccination reaction.
21 Achieve 98% collection rate (minimum) for
a) Council Tax b) Business Rates.
The collection rates for Council Tax and Business Rates at the end of Quarter 2 are:
a) Council Tax - 57.2% b) Business Rates - 52.9%
The Quarter 1 collection rates were:
a) Council Tax - 29.5% b) Business Rates - 29.1%
22 a) Process new Housing Benefit/Council Tax
Support claims in an average of 15 days
b) Process changes in circumstances an average of six days.
a) The average number of days to process new claims in Quarter 2 was 18.6 days.
The cumulative average since April 2021 is now 22 days to process new claims. The average number is coming down month on month as the team recover from changing over to a different online claim form in Quarter 1. The team are, however, still seeing a high number of new claims due to the end of furlough.
b) The average number of days to process a change in circumstances in Quarter 2 and the cumulative average is 4.3 days, which is within target.
23
Building Better Opportunities programme (BBO) targets for year end 2021/22:
a) Sign-ups to the BBO Programme = 105
b) Exit from the BBO Programme to Education and Training = 12
c) Exits from the BBO Programme to Employment = 23
The Building Better Opportunities team are on track to meet the targets. For Quarter 2 they have achieved:
a) 19 sign-ups to the programme b) 10 participants have moved into Education and Training c) 5 participants have moved into employment
Cumulatively since April 2021, the Building Better Opportunities programme has achieved:
a) 84 sign-ups to the programme b) 14 participants have moved into education/training c) 23 participants have moved into employment
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Ref Budget Heading Original Budget
Revised Budget
YTD Budget
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
1 Business Transformation 1,555 1,555 778 606 1,638 (83) (83) 0
2 Community Services 4,199 4,199 2,048 1,438 4,530 (331) (297) (34)
3 Regulatory 468 468 203 16 525 (57) (63) 6
4 Partnership Services 1,779 1,779 890 686 1,750 30 77 (47)
5 Planning 883 883 441 61 942 (59) (4) (55)
6 Welfare Services 1,218 1,218 609 (341) 1,018 200 91 109
7 Potential Income Loss Compensation Grant 0 0 0 0 (255) 255 0 255
8 Total Service Expenditure 10,102 10,102 4,969 2,466 10,148 (45) (279) 234
9 Enterprise Zone 4,978 4,978 0 625 4,978 0 0 0
10 Capital Financing and Treasury (149) (149) 0 0 (268) 119 0 119
11 Total Expenditure 14,932 14,932 4,969 3,091 14,858 74 (279) 353
12 New Homes Bonus (228) (228) 0 0 (228) 0 0 0
13 Enterprise Zone (4,978) (4,978) 0 (625) (4,978) 0 0 0
14 Business Rates (4,700) (4,700) 0 0 958 (5,658) (5,658) 0
15 Council Tax Requirement (4,846) (4,846) 0 0 (4,846) 0 0 0
16 Lower Tier Services Grant (100) (100) 0 0 (100) 0 0 0
17 Covid Related Government Grant Support (484) (484) 0 0 (484) 0 0 0
17 Total External Funding 15,336 15,336 0 (625) (9,678) (5,658) (5,658) 0
18 Appropriations to / (from) Earmarked Reserves 0 0 0 0 (5,937) (5,937) (5,937) 0
19 Appropriations to/ (from) General Fund Balance 404 404 0 0 757 353 0 353
20 Total Appropriation to Earmarked / General Reserves 404 404 3,875 2,677 5,180 5,584 (5,937) 353
RED Not on target and / or the level of risk (of not meeting target) is high and needs urgent remedial action
AMBER Not fully on target but not significantly off target and / or the level of risk (of not meeting target) is manageable but requires close monitoring
GREEN On target and / or the risk (of not meeting target) is low and under control
Localities+
2021/22: Month 6 Council Finances - Executive Summary
Total (net) annual Service Expenditure is forecast to be £10.148m against an approved budget of £10.103m. This assumes a further and final claim for
£0.255m for lost Sales, Fees and Revenue following the enforced closure of Leisure Centres during the early months of 2021/22. Overall, this represents
an adverse variance of £0.045m (unadjusted, before appropriation of earmarked reserves). This becomes a £0.234m addition to the General Fund after
adjusted for earmarked reserves across Service Expenditure budgets.
In addition, the ability of the Council to currently borrow at very low interest rates has allowed for a further £0.119m to be projected to be added to the
General Fund (net of reversal of savings on depreciation). A higher rate of borrowing to finance the Capital programme had been assumed when the
budgets were set.
As the set budget for 2021/22 assumed a contribution to General Fund reserves of £0.404m, this means an adjusted, overall contribution of £0.757m is
currently forecast.
After adjusting for Earmarked Reserves, the only variations which adversely impact the General Fund are within Planning Services (£0.055m adverse
variance), Community Services (£0.034m) and Corporate Services (£0.047m). A significant element of the Community Services variation has arisen due to
Leisure income shortfalls following the extended third Covid-19 related lockdown which will be alleviated upon receipt of the final grant claim. Losses over
and above the ability of the Council to claim through the Grant can be adjusted via the Covid-19 Earmarked Reserve.
New Homes Bonus forecasts are as budgeted. Differentials in i54 business rates received are matched by payments.
Collection rates continue to materially hold up during the Covid-19 pandemic and the underlying risk to this year’s budget is mitigated by the way in which
Collection Fund related deficits are funded in future years. Leeway afforded to businesses in relation to rate payments during the pandemic has generated
an unavoidable shortfall on the Collection Fund. The Council was compensated for this anticipated deficit in 2020/21 through additional grant which has
been set aside in an Earmarked Reserve to make good this deficit as required in the current year. This will cause no detriment on the General Fund.
Non-specific Covid-19 Grant Income is expected to be £0.484m. In addition, the Council has been notified of further New Burdens monies for the
administration of Business Support Grants. These receipts have been credited to Corporate Services.
A (net) appropriation from earmarked reserves of £5.937m is forecast. Of this, £5.658m relates to Section 31 grant funding in 2020/21 being applied to
Collection Fund deficits. A further reduction of £0.279m in Earmarked Reserves represents planned expenditure against specific one-off projects and
where appliable, application of the specific Covid-19 reserve to cover additional expenditure deemed to have been incurred due to the pandemic.
Localities+
Annual Budget
Revised Budget*
YTD Budget
Impact on GF
RAG
Business Change Programme 0 0 0 62 73 (73) (73) 0 Internal Audit 135 135 68 36 145 (10) (10) 0 Information Comms Technology 1,420 1,420 710 509 1,420 0 0 0 Total Business Transformation 1,555 1,555 778 606 1,638 (83) (83) 0
Revenue Budget RAG Comments
Internal Audit No significant variations to report
Information Comms Technology No significant variations to report
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Annual Budget
Revised Budget*
YTD Budget
RAG
Facilities Management 749 749 367 69 752 (3) 0 (3) Bereavement (77) (77) (38) (22) (73) (5) 0 (5) Emergency Planning 38 38 19 25 38 0 0 0 Leisure Services (Operations) 797 797 409 1,396 1,261 (464) (297) (167) Recycling (313) (313) (144) (365) (313) 0 0 0 Street Scene 1,166 1,166 579 481 1,092 74 0 74 Assistant Director 87 87 44 42 87 0 0 0 Waste Collection 1,751 1,751 813 (188) 1,684 67 0 67 Total Community Services 4,199 4,199 2,048 1,438 4,530 (331) (297) (34)
Revenue Budget RAG Comments
Bereavement No significant variations to report
Emergency Planning No significant variations to report
Leisure Operations
Leisure income continues to be severely impacted by Covid-19 restrictions continuing into 2020/21 offset by some internal mitigations from savings on casual staffing budgets and furlough claims. Further (and final) claim for under the government’s lost Sales, Fees and Charges compensation claim has been submitted and will provide £255,000 of support if successful. Income losses beyond the eligible period (end July) will be funded through the Covid Earmarked Reserve.
Recycling No significant variations to report
Street Scene Additional income received from grass verges contracts
Waste Collection Underspends reported due to some inflationary savings on the Biffa contract and overachievement of green waste collection subscriptions.
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Annual
RAG
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Community Safety 31 31 16 45 124 (93) (93) 0 Environmental Health 437 437 188 (30) 401 36 30 6 Total Regulatory 468 468 203 16 525 (57) (63) 6
Revenue Budget RAG
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Annual Budget
Revised Budget*
YTD Budget
RAG
Pay and Pensions Adjustments 204 204 102 (151) 204 0 0 0
Elections & Performance 137 137 69 78 104 33 20 13
Commercial Accommodation (72) (72) (36) (48) (95) 23 0 23
Corporate Leadership Team 568 568 284 254 564 4 0 4
Estates & Assets (1,426) (1,426) (713) (670) (1,393) (33) 74 (107)
Miscellaneous Corporate 460 460 230 297 361 100 0 100
Finance Team 514 514 257 288 534 (20) 0 (20)
Human Resources 388 388 194 166 383 4 4 0
Legal Services 95 95 47 99 166 (71) (11) (60)
Member Support 570 570 285 253 570 0 0 0
Policy & Partnership 341 341 170 122 351 (10) (10) 0
Total Partnership Services 1,779 1,779 890 686 1,750 30 77 (48)
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Elections and Performance
Minor underspends arising from vacancies/ maternity. Deferred redundancy (till after elections) funded through Earmarked Reserve. Will be some costs incurred in administering upcoming Council by-election.
Commercial Accommodation
Corporate Leadership Savings have arisen due to interim period between appointment of Director of Resources
Estates and Assets Some pressures arising due to delays in completing capital works at Four Ashes. Delays to income streams as a consequence.
Miscellaneous Corporate
New Burdens income receipts will benefit General Fund. Partially offset by two quarters application of authority vacancy adjustment which will be offset by Council wide salary savings.
Finance Team Additional costs incurred during interim period between appointment of Director of Resources and associated backfilling alongside incurred costs relating to new burdens of grant administration.
Human Resources No significant variations to report
Legal Services Additional consulting support incurred.
Member Support No significant variations to report
Policy and Partnership No significant variations to report
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Annual Budget
Revised Budget*
YTD Budget
RAG
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Building Control & Land Charge (11) (11) (5) 0 23 (34) 0 (34) Planning Enforcement 162 162 81 77 169 (7) 0 (7) Planning Services 645 645 322 243 663 (18) (4) (15) Section 106 Receipts/ Disbursements 0 0 0 (300) 0 0 0 0 Assistant Director 87 87 43 42 87 0 0 0 Total Planning and Business Enterprise 883 883 441 61 942 (59) (4) (56)
Revenue Budget RAG Commentary
Building Control & Land Charges Joint contract with Lichfield DC will yield less income in 2021/22 than budgeted.
Planning Enforcement Minor overspends arising from costs of Agency staffing to cover vacancies.
Planning Services Minor pressures identified due to possible IT upgrades and Agency staffing costs
Assistant Director No significant variations to report.
Section 106 Receipts/ Disbursements
No significant variations to report. Current receipts due to be allocated by year end.
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Annual Budget
Revised Budget*
YTD Budget
RAG
Customer Services 629 629 314 236 557 71 71 0 Homelessness & Welfare Support 0 0 0 (61) (22) 22 22 (0) Housing Operations 128 128 64 25 110 18 19 (1) Revenues & Benefits 374 374 187 (582) 286 88 (21) 109 Assistant Director 87 87 44 41 87 0 0 0 Total Welfare Services 1,218 1,218 609 (341) 1,018 199 91 108
Revenue Budget RAG Commentary
Homelessness & Welfare Support No significant variations to report – any uncommitted grant receipts will be carried forward as Earmarked Reserve
Housing Operations No significant variations to report
Assistant Director No significant variations to report
Revenues & Benefits Detailed analysis of Housing Benefit payments and incidence of overpayment recovery has led to a revised projection showing an in-year surplus.
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Capital Scheme 21/22 Budget £’000
M5 £’000
Commentary RAG
Four Ashes – GF Tomlinson successfully appointed as replacement contractor further to Clugstons entering administration.
Wombourne project ongoing and no significant variations to report either in terms of cost or timescales.
Unit 4e -Further to Kettle and Talbot going into administration, K&M Engineering (Shropshire) appointed to complete the project which is approaching handover. Recent Fire in adjacent Unit subject to insurance claim.
Codsall Community Hub 5,212 2,688 Project broadly on schedule for Feb 2022 completion and on budget
Leisure Centre Upgrades 3,372 26 VAT advice has been received in relation to potential risk in relation to partial exemption breach.
I-Trent Upgrades 20 0 No significant variations to report.
Income Generating Activities 52 0 No significant variations to report.
Business Transformation 89 6
Disabled Facilities Grant 1,718 136 No significant variations to report.
Street Scene 210 0 No significant variations to report. Slippage to be requested.
Social Housing Grant 127 0 No significant variations to report. Slippage to be requested.
S106 Lowes Garage Kinver 0 73
Total 20,233 5,340
Description Balance at 31/3/21
21/22 increase / (decrease)
Corporate (Transformation) 266 (11) 255
Income Generation (E&I Plan) 215 0 215
Insurance 15 0 15
Brexit Grant 25 0 25
Fairer Funding Reserve 6,921 (5,658) 1,263
Business Rates Pool Surplus 921 0 921
Total Corporate Priorities 9,097 0 (5,946) 3,151
Human Resources 35 4 39
Leisure Development Fund 26 (20) 6
Local Plan (evidence base) 40 0 40
Sink Fund (Commercial Assets) 150 74 224
Digital 2 Reserve 0 17 17
Local Development Framework 62 (64) (2)
Planning Fee (Increase) 13 0 13
Housing and Homelessness 149 41 190
Leisure Grants (Parks) 18 0 18
Ad Hoc DWP Projects 50 0 50
Electoral Registration - IER 73 30 103
Local Plans Self & Custom Build 34 0 34
Corporate Policy (Review) 10 0 10
A&FS Efin Upgrade 69 0 69
Structured Exercise / Joint Use 76 0 76
Habitats Grant 1 0 1
Legal Shared Service 11 (11) 0
Welfare Transformation 40 (18) 22
ICT Mobile Communication 40 0 40
Cemetery Drainage Works 30 0 30
Internal Audit Consultancy 10 (10) 0
Total Service Teams 937 0 44 981
Community Lottery 9 0 9
South Staffs Tourism Assoc’ 6 0 6
POCA Receipt 35 (32) 3
Localities - PCC Funding 41 0 41
LCP Funding - Obesity 10 (10) (0)
Mind the Gap / Capacity Building 6 0 6
Rural Transport 15 0 15
Localities Plus 0 0 0
Total Localities 122 0 (43) 79
Welfare Grant (telephone system) 48 0 48
PCC Grant Income 82 0 82
Covid New Burdens 12 0 12
Flood Recovery Reserve 0 19 19
Section 106 Reserve 296 0 296
Total Grant Related Ring Fenced 438 0 19 457
Additional Restrictions Grant 1,007 (40) 968
Local Restrictions Support Grant 14 0 14
Track and Trace Payments 110 51 161
Compliance and Enforcement 21 (21) 0
Shielding Grant 30 0 30
Total Covid Related (Committed) 1,182 0 (9) 1,173
TOTAL EARMARKED RESERVES 11,776 0 (5,935) 5,841
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Impact (input 1-
Mitigation/Internal control (update Q1 narrative if necessary)
The focus of our resources is not planned or prioritised effectively.
Resources are not organised effectively to deliver against the Council’s priorities.
Covid 19 pandemic outbreak
Services not provided at the correct level and standard
2 4 8 Resource Planning and Prioritisation (RPP) is in place to prioritise and focus on available resources. Small number of staffing reductions in non-priority areas transacted in late 2020. Investment, as part of RPP and budget setting, into Planning Service and further digital adoption. The wider leadership team have plans in place to ensure that resources can be directed to areas of need in emergencies. Integrated reporting in place covering finance, performance, and risk. Ongoing communication with staff groups (Wider ELT, Team meetings). Staff surveys undertaken. A regular Covid-19 Issues and Risk Group is in place to ensure the Council is coordinating and prioritising
Workforce development does not meet priorities and challenges
Residents’ needs not met
Change programmes not delivered
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resources and managing risk. This is constantly being reviewed and focuses on key risks arising which can affect service delivery of 20 critical services. Any concerns and escalating risks to be escalated to CLT / ELT. Taking Stock document, the Ten Point Economic Recovery Plan, and the Living with COVID document all support the Council's approach. The Council's Workforce development strategy includes measures to address recruitment & retention risks. The workforce development and transformation programme in place has been adapted to account for greater hybrid working to maximise the Community Hub and our virtual working technology. Our training programme has been updated to focus on priority areas and reflect our new ways of working. ‘Agile Working’ guidance / principles have been developed for staff alongside our Wellbeing Strategy. Sessions held with Managers and all Staff to ensure that the Workforce Development Strategy and new ways of working are highlighted and embedded.
Competing priorities are not managed
Financial targets not met
(Ageing) staff profiles are not managed / succession planning not in place
Reputational impact regarding ability to deliver (with partners)
Impact on commercial credibility
Budget pressures, increased income volatility and uncertainty as to the future of local government finance.
The budget, the MTFS and the financial stability of the Council is severely impacted by reductions and/or changes in the way in which local government is financed.
Impact of major national and/or international factors on income streams and finances (e.g., recession, Brexit, Covid 19 pandemic outbreak)
The Council’s projected financial position is worse than anticipated.
3 3 9 The potential longer term financial impacts of Covid-19 are uncertain. Provision has been made within the authority’s finances to support recovery post the pandemic. In addition, the authority has in place a transformation programme which has delivered significant savings to date. The Q2 Finance Report (included in the IPM) provides assurance that at this stage in the year. The 21/22 Budget and MTFS models general fund balances remaining above minimum levels for 4 years. Earmarked reserves increased to mitigate collection rate risks also.
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The Council is part of the Staffordshire and Stoke-on- Trent business rates pool which mitigate some of the financial risk associated with appeals and revaluations. Capital Strategy and Commercial Asset Strategy in place, supported by due diligence which balances risk/reward. Resource Planning and Prioritisation in place to focus available resources and integrated reporting in place which considers Finance, performance, and risk. The wider leadership team are looking to ensure that impacts from the Environment Bill and Waste pressures can be identified and mitigated as the implications become clear. Taking stock of finances to take place at each quarter. Income receipt at Hilton Cross to provide opportunity for allocation. The Council has updated its contingency plans (inc for Covid-19) and is also monitoring any impact on business in the district, and this is being managed through the I&R group on a monthly basis with risks highlighted to ELT and CLT.
Indications are at this stage that the Fair Funding Review will redistribute funding away from District Councils to councils with Adult, Social Care and Children’s duties.
Uncertainty re future of LG financial framework Costs passed on by other public authorities The fair funding review and funding baseline reset (both of which have been delayed) could significantly impact on the Council’s finances. Collection rates (council tax, business rates, sundry debt, rental incomes) reduce as a result of an economic downturn.
Our financial position becomes unsustainable The Council’s reserves position becomes inadequate Residents’ needs not met Services levels and / or quality are reduced
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Failure to deliver against the change, transformation, efficiency and savings agenda.
Plans to deliver further Efficiencies and Income and associated change programmes, transformation plans, commercial targets and/or other large projects are not delivered.
Covid 19 pandemic outbreak Workforce not equipped/lack of capacity. Project management failures. Digital shift fails to reduce cost base. Inflexible work arrangements. Over optimistic projections within business cases Assets Strategy is not delivered / costs are higher than anticipated / income is lower than anticipated
Savings not achieved Resident needs not met Project timetables not achieved Outcomes not delivered Poor staff morale Our financial position becomes unsustainable The Council’s reserves position becomes inadequate
2 3 6 Transformation Programme in place focussed on digital, flexible working and IT infrastructure. While Covid-19 has tested these arrangements, it has validated the steps taken and also accelerated the pace of change. Transformation related staffing savings and the success of the charging for green waste project have achieved a saving of £0.6m in year.
Resource Planning and Prioritisation process in place to identify savings and efficiency opportunities. Commercial Asset Strategy and commercial and marketing plans in place.
Key projects are progressing well (despite Covid-19) and being monitored in relation to costs, schedules and timeframes. The first major phase of the Community Hub project (re refurbishment) is approaching completion in Spring 2021.
Commercial Asset Strategy in place supported by robust due diligence arrangements to balance risk and reward.
Workforce development strategy and programme in place.
Work ongoing with the County and parishes to develop options for stronger three tier working. Locality sessions being planned for Autumn 2021 to continue the progress made on the plans.
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The scope of the Transformation Programme is being revisited in response to Covid-19 and the ‘new norm’. The RPP process invested in further Digital Adoption and supported development of a business case for ‘Digital Phase 2’.
Cyber security attack
Cyber Security – risk of cyber security attack and ransomware type attacks
Failure to maintain a high level of cyber security (technology, processes and awareness) throughout the Council
May result in theft or loss of confidential data May lead to denial of service and inability to access key systems for some time both for the Council, its partners and its communities. In turn may lead to financial penalties, reputational damage and a loss in public confidence
3 5 15 In recognition of the success of agile working (but also the additional associated risk) investment has been made (from earmarked reserves) into an additional data security and compliance package from the Council’s software suppliers. This is part of the second phase of the Agile Working Project which is focused on the: • classification and labelling of council documents and emails • effective threat management and defensive mechanisms (layered to protect valuable data and information through “Defence in Depth”) • creation of a “zero-trust architecture” to ensure that d