THE CITY OF CARDIFF COUNCIL CYNGOR DINAS CAERDYDD

Transcription

1 THE CITY OF CARDIFF COUNCIL CYNGOR DINAS CAERDYDD AGENDA ITEM: COMMUNITY AND ADULT SERVICES SCRUTINY COMMITTEE 1 st October 2014 CORRESPONDENCE UPDATE INFORMATION REPORT Background 1. Following most Committee meetings the Chair writes a letter to the relevant Cabinet Member or officer, summing up the Committee s comments and recommendations regarding the issues considered during that meeting. At the Committee meeting on 3 rd September 2014, Members received a report detailing the Committee-related correspondence sent by, and received by, the Committee Chair relating to the 12 th February 2014 and 7 th July 2014 committee meeting. 2. This report provides an update since then and includes: a response to the Chair s letter to Jane Thomas following Committee 4 th June Members will find copies of the letters attached in full in Appendix A. Way Forward 3. During their meeting, Members may wish to reflect on the letters sent and received by the Chair. In particular, they may wish to consider how far the recipients have responded to the Committee s letters. Legal Implications 4. The Scrutiny Committee is empowered to enquire, consider, review and recommend but not to make policy decisions. As the recommendations in this report are to consider and review matters there are no direct legal implications. However, legal implications may arise if and when the matters under review are implemented with or without any modifications. Any report with recommendations for decision that goes to Cabinet/Council will set out

2 any legal implications arising from those recommendations. All decisions taken by or on behalf of the Council must (a) be within the legal powers of the Council; (b) comply with any procedural requirement imposed by law; (c) be within the powers of the body or person exercising powers on behalf of the Council; (d) be undertaken in accordance with the procedural requirements imposed by the Council e.g. Scrutiny Procedure Rules; (e) be fully and properly informed; (f) be properly motivated; (g) be taken having regard to the Council's fiduciary duty to its taxpayers; and (h) be reasonable and proper in all the circumstances. Financial Implications 5. The Scrutiny Committee is empowered to enquire, consider, review and recommend but not to make policy decisions. As the recommendations in this report are to consider and review matters there are no direct financial implications at this stage in relation to any of the work programme. However, financial implications may arise if and when the matters under review are implemented with or without any modifications. Any report with recommendations for decision that goes to Cabinet/Council will set out any financial implications arising from those recommendations. RECOMMENDATIONS The Committee is recommended to note the content of the letters contained in the appendices. Marie Rosenthal County Clerk and Monitoring Officer 18 th September 2014

3 My : Scrutiny/Correspondence/ Cllr Groves 9 June 2014 Jane Thomas Assistant Director Communities & Housing First Floor Willcox House Cardiff CF10 4UW Dear Jane Community & Adult Services Scrutiny Committee Meeting 4 th June 2014 Thank you for attending the above committee. This letter captures the agreed recommendations, comments and observations of the Committee with regard to the Directorate Delivery Plan. Directorate Delivery Plan Members were interested to receive the draft Delivery Plan and will bear in mind the commitments detailed in this when considering the Committee s work programme. Members congratulate all the staff involved in delivering the Directorate s achievements in , which Members recognise have been achieved despite challenging circumstances. With regard to the Delivery Plan, Members recommend that the Action Plan section be amended to clearly state which Cardiff Partnership Board Priority and Council Priority each action relates to. This would enable a clear line of sight from What Matters, through the Corporate Plan and into the Action Plan. Members view the performance measures detailed in the Action Plan as largely being enablers, in that they are measuring the to do actions detailed in the Action Plan milestones. It is unclear how these link to the outcomes measures detailed in the Corporate Plan. There is therefore a breakdown in the continuum of the narrative with regards to outcomes performance measurement, which is of concern. Members note that one of the Directorate s priorities for , listed at the start of the Delivery Plan, is Commissioning a new Domestic Abuse Service for the City. However, Members could find no commitments related to this priority in the Action Plan. Members take your point that this work is at an early stage but feel that it should still be included in the Action Plan, which is supposed to be a reflection of the key areas of work for the Directorate. Members therefore recommend that this priority be included in the Action Plan, with relevant milestones and performance measures.

4 Members note that the Discretionary Housing Payments funding has reduced and wish to receive further information on this with regard to the amount of reduction, the predicted impact of this and how these will be managed. This letter contains recommendations and a request for further information and so requires a response. Yours sincerely, COUNTY COUNCILLOR DAVID GROVES Chairperson - Community & Adult Services Scrutiny Committee Cc: Councillor Elsmore Sarah McGill Claire Deguarra Liz Patterson Nick Blake

5 CABINET SUPPORT OFFICE SWYDDFA CYMORTH Y CABINET My / Fy : CM28408 Date / Dyddiad: 4th September 2014 Cllr David Groves County Hall Atlantic Wharf Butetown Cardiff CF10 4UW Dear / Annwyl David Thank you for the opportunity to present the Communities, Housing & Customer Services Directorate Delivery Plan, the support and input of the Committee is appreciated. Please accept my apologies for the delay in responding. In response to the Members recommendation that the Action Plan section of the Directorate Delivery Plan should clearly state which Cardiff Partnership Board Priority and Council Priority each Action relates to, we thank you for your input however the Business Plans follow the corporate template. The priorities are pivotal in guiding the creation of the actions within the delivery plan. We have passed your comments on so that they are taken into account in any changes to the delivery plan templates next year. With regard to Members recommendation that Commissioning a new Domestic Abuse Service for the City Action be included in the Directorate Delivery Plan, I can confirm that this key area of work is now included in the Directorate Delivery Plan, complete with milestones and performance measures and an updated version of the Delivery Plan is attached for Members reference (appendix 1). Further information was requested by Members regarding the Discretionary Housing Payments (DHP) funding. Cardiff Council s DHP funding for 2014/15 is currently 1,175,868. Last year Cardiff s total funding was 1,485,616, which included extra funding from DWP and Welsh Government. At this time last year, Cardiff s original funding was 1,102,669 before the additional funding from DWP and Welsh Government which was not agreed until December 2013 and February 2014 respectively. Assuming no additional funding will be forthcoming, this equates to a reduction in funding of 309,748 PLEASE REPLY TO / ATEBWCH I : Cabinet Support Office / Swyddfa Cymorth Y Cabinet, Room / Ystafell 518, County Hall / Neuadd y Sir, Cardiff / Caerdydd, Ffacs (029) Atlantic Wharf / Glanfa r Iwerydd, CF10 4UW Tel / Ffon (029) Fax /

6 Overleaf is detailed last year s actual expenditure and planned projected figures for this year s expenditure, taking into account the reduction in funding. All the main schemes to support people with the welfare reform changes will continue, the spend on under occupation (bedroom tax) is expected to be less than last year using forecasts based on current expenditure. There will be less funding to spend on rent rescue schemes; there will also be slightly less to spend on back to work schemes though a significant amount has still been assigned to this. Officers will continue to seek opportunities to bid for further funding. Close monitoring of the scheme will be required this year and the planned expenditure may change depending on demand and to ensure the most effective use of the resources. DHP Scheme Expenditure 2013/14 Projected Expenditure 2014/15 Under-Occupation DHPs 536, ,000 Traditional shortfall DHP 251, ,000 Housing Option Centre 200,000 schemes 189,458. Moving Costs 78, ,000 Back to Work Schemes 125, ,000 Rent Arrears + Rent Rescue 269,510 80,000 Ben Cap for Temp 60,000 Accommodation 36,347 DHPs for Veterans N/A 10,000 Benefit Cap - other 3,577 5,000 Foster Carer for 2,500 under-occupation 2,343 Total 1,493,421 1,172,500 I hope yourself and the Committee Members have found all the information requested in the response, and I would like to thank you for your comments. Yours sincerely Yn gwyir Councillor / Y Cynghorydd Susan Elsmore Cabinet Member for Health, Housing & Wellbeing Aelod Cabinet dros Iechyd, Tai a Lles cc - Appendix 1: Communities, Housing & Customer Services Directorate Business Plan

7 Communities, Housing, Customer Services Directorate Delivery Plan

8 Contents INTRODUCTION 3 KEY ISSUES 4 OUR PRIORITIES 4 CORE BUSINESS 5 OUR ACHIEVEMENTS DURING RESOURCES 10 STAFF 10 FINANCE 12 ACTION PLAN AND PERFORMANCE MEASURES 13 PART 1 CORPORATE PLAN AND CARDIFF PARTNERSHIP PRIORITIES 13 PART 2 KEY MANAGEMENT PRIORITIES 31 PART 3 - PLANNING FOR THE FUTURE 36 KEY PERFORMANCE INDICATORS 39 2

9 Introduction Cardiff s Corporate Plan sets out the Council s key improvement priorities for the next four years and focuses on delivering our vision in order to achieve better outcomes for our citizens. This Directorate Delivery Plan identifies the contribution that we will make in to the Council s improvement priorities, and Corporate Plan. The Plan describes the continuing core services that we provide, contains an assessment of our achievements in and presents the service s priorities and commitments for The action plan details what actions will be taken and how success will be measured. Links are made to the Council s Medium Term Financial Strategy and the collaborative arrangements that will help us to deliver services in the future. The diagram below shows the link between the long-term outcomes the Council wants to achieve for citizens and this Plan: Throughout the year, the Council will monitor progress against the commitments and measures of success that are detailed in this Plan and our achievements will be published in the Annual Improvement Report. 3

10 Key Issues Housing is at the heart of well-being, which means access to good quality homes will be one of our first priorities. We know that there is a big demand for housing of all tenure, and the number of people applying for social housing is a clear indication of this. As of December 2013 the Council housing stock consisted of 13,686 properties, which have benefited from work undertaken to meet the Welsh Housing Quality Standard (WHQS). Registered Social Landlord (RSL) housing in Cardiff consisted of 10,331 dwellings. Cardiff relies heavily on the private sector for housing low income households, and the sector has seen a 91% increase in claims over the past 5 years. The impact of Welfare orm has led to the development of new support services established with our partners. Working in Neighbourhood Partnerships our services must be accessible and customers views need to be at the heart of our service delivery. This portfolio will ensure that we get the first point of contact right with customers; whether this is by phone via Connect to Cardiff, through the website or face-to-face at our Community Hubs. The Hub approach represents an effective and sustainable way of bringing together important Council and Partner services such as libraries and advice services that we know are valued by the community. Improving quality of place is also an important part of delivering community well-being. Our aim is to develop sustainable communities by delivering community-based regeneration projects in the heart of our estates. Access to local shops, facilities and other amenities located in attractive and safe environments are some of the key physical requirements of balanced communities. From a community safety perspective, overall crime is down by 5.2% for April-December 2013, with anti-social behaviour also down by 10%. We will continue to place our emphasis on community well-being. Our Priorities Our key priorities are clear. As well as continuing to offer the important services that are a key part of our day job, we will: Ensure we support people to address their housing need and maximise the delivery of new affordable housing units. Create safe and inclusive communities. Address disadvantage and support people. Improve the way people access our services. These priorities will be delivered through significant pieces of work that the directorate will lead on. These include: Commencing the phased approach to the Housing Partnership Project that will involve over 33 million capital investment in 43 Council-owned sites to deliver around 1,500 new homes with a minimum of 40% affordable housing. Continuing the roll-out of Community Hubs to identify opportunities to realign and integrate services and facilities, share resources and reduce costs, in a way which is responsive to the needs and priorities of individual communities. 4

11 A 3.8 million fund from Welsh Government for the Independent Living Project will deliver a range of initiatives in partnership with Housing, Health and Social Care to ease pressures on the Health Services and divert the need from more costly home or residential care. Continue to support those affected by Welfare orm through a range of innovative solutions. The Customer Management Programme of interrelated projects that focus on the needs of the customer and deliver new ways of working that will also support business led savings across the organisation. To help us achieve these aims the Customer Programme, which is a range of coordinated projects including Customer Records Manager (SAP CRM), Housing Repairs Mobile Working & Scheduling and Web resh Project. Implementing a new progressive and sustainable 21st century service to tackle challenges that is designed by qualified service professionals and supported by CyMAL, and other relevant peers within the Library profession. This will include a redesign of services in Central Library, the roll-out of the Neighbourhood Librarian Service and a review stock holdings within the stacks facility at Dominion Way. Reviewing the current calls coming into C2C to scope where calls could be minimised. This includes looking at possible channel shift for a number of services currently only on offer over the phone. Establishing a Joint Local Service Board with the Vale of Glamorgan. Reviewing the What Matters Single Integrated Plan to reflect the current needs assessment and partner priorities. Implementing new Neighbourhood Partnership Structures, which include supporting the new Lead Elected Members for each of the six Partnerships and facilitating a new Neighbourhood Partnership Fund. Commissioning a new Domestic Abuse Service for the city. Core Business Council-Wide The directorate is tasked with driving through high levels of customer service and associated customer standards across the Council, ensuring that our citizens in our communities receive the service that they want to access, when they want to access them, at a convenient location/channel for them. The directorate also ensures that the needs of the communities and our citizens are at the forefront of our service delivery planning; ensuring that the customer s views and needs are at the heart of our service delivery. In many cases, this will include redesigning current processes with different Service Areas and stakeholders to provide the most cost-effective and citizen-focused delivery. Customer Services / Community Alarm Connect to Cardiff C2C offers access through 11 channels including a bilingual telephone service, , web chat, fax, SMS text messaging, voic , Minicom, Outreach, internet and letter. C2C is open 8am 6pm Monday to Friday. C2C has an ever increasing list of services and below is a short list of the typical types of calls C2C takes: - Council House Repair Reporting - Waste Management Queries - Council Tax Enquiries 5

12 Corporate Customer Service Team - Housing and Council Tax Benefit Enquiries - Faulty Streetlight Reporting - Foster Care Information Requests - Special Events Information - Parking Enforcement Enquiries Ensure Customer Service Standards are maintained across the Council. Single Customer View developing a customer management approach through the use of new technologies (e.g. SAP CRM). Corporate Complaints. The Member Enquiry System. Cardiff 24/7 Services The Community Alarm Service is a 24 / 7 lifeline service providing support to over 7,000 clients through the installation of dispersed and hardwired alarms to clients both in the public and private sector. Virtual concierge including CCTV capabilities and alarm response centre. Concierge services at Loudoun and Litchfield Court. Sheltered accommodation. Libraries & Neighbourhood Learning Cardiff Libraries deliver reading, information and library services to the citizens of Cardiff. This is achieved through a network of buildings across the city including the Central Library, 14 full-time branch libraries (2 within leisure facilities), 3 part-time branch libraries, 3 Community Hubs, a prison library within HMP Cardiff, and a Stacks and Stock Support Department. Neighbourhood Learning provides a range of adult learning opportunities in venues across the city. The courses are targeted at a wide spectrum of learners, from those who have been disengaged from learning to those participating in learning as a leisure activity or for personal development. Services are provided in a number of dedicated facilities and other Council facilities. Policy, Partnerships & Citizen Focus Council Housing Partnership Working including Cardiff Partnership Board and Cardiff. Neighbourhood Management supporting the multi-agency neighbourhood management delivery arrangements across the city. Communities First. Families First. Citizen Focus & Equalities. Cardiff Research Centre. 6

13 Manage and provide a responsive maintenance and improvement service that ensures homes are of a decent standard, which are safe and secure and contribute to the development of our estates and communities. These services are available to our 13,500 council tenants, 1,197 leaseholders and 2 Gypsy sites across the city.. The Tenancy Team ensures that Council tenants comply with their tenancy conditions, offering help and advice to tenants. The team ensures that properties are occupied and well looked after and takes enforcement action where necessary to ensure that this is the case The Benefit Service helps more than 39,000 households within Cardiff to pay their rent or their Council Tax through payment of Housing Benefit and Council Tax Benefit. The Service also assess claims for free school meals, student awards and home residential care. The Housing & Benefit Enquiry service provides Housing, Benefit and related advice across the city and by telephone. The Finance Teams work to prevent and recover rent arrears, administer the Tenants Insurance Scheme and administers the Discretionary Housing Payment Scheme The Caretaking Services Team aims to maintain the cleanliness of over 800 Council blocks. The Leasehold & Right to Buy Team administers the Right to Buy scheme and provides a comprehensive service to leaseholders. The housing Anti-Social Behaviour Team works with those suffering from anti-social behaviour, as well as the perpetrators, to resolve the issue where possible, or to take action against the perpetrator if necessary Responsibility for the management and development of the Common Waiting List, letting of properties and void management. This includes the operation of the Adapted Homes Register to assist those with special needs find appropriate accommodation. The Housing Development team carries out holistic estate regeneration projects throughout the city s housing estates and will deliver new housing developments through the Housing Partnership Project. The team manages and maintains HRA land, gullies and garage sites, gating schemes and deals with requests to buy HRA land. Community Hubs The service is a key partner in the Community Hub Project, providing services in St Mellons, Llanrumney, Ely and Grangetown Hubs and being the lead services in the Butetown and Marland House Hubs. All Housing and Benefit Enquiry staff can now answer general Council enquiries such as waste management and street lighting. Advice Services Into Work Services provides Job clubs, work based training and provides local labour market support and expertise to employers. Housing Advice - The Cardiffhousing.co.uk website offers information about rented and affordable accommodation in Cardiff and aims to help those looking for a home to make choices about the most suitable option for them. It also offers landlords the opportunity to advertise their properties, provides information about required accommodation standards, accreditation options and other issues. Money Advice is provided either by the Council or its partners through the Hubs on Money, Benefit, Council Tax, Debt, Consumer, Savings, Loans, Gas and Electricity. Housing Strategy Responsible for delivering the Council's strategic housing function, working with developers and housing associations to deliver new affordable homes that address priorities from the Housing Strategy. Responsibility for working with Cardiff tenants to promote participation in housing management and the Housing Strategy. Manage the Council s Corporate Grants process and grants to advice agencies. Supporting People Team 7

14 The Supporting People programme delivers housing-related support in a variety of settings. Homelessness Manage the Council s homelessness duties, including the provision of hostels and the management of temporary accommodation, providing housing advice and housing options. Disabled Facilities Service Maintains and improves clients independent living and quality of life within their own home environment, through specialist housing solutions for disabled clients in relation to their current or proposed property. Provides financial assistance to both Public and Private Sector clients, which enables them to remain in their own home as independently as possible. The Renewal and ed Elderly services provide financial assistance or loans to repair homes within the private sector. Neighbourhood Regeneration Coordinate neighbourhood regeneration strategies and improvement programmes, implement local regeneration and environmental enhancement schemes and improve and upgrade local community facilities and amenities. 8

15 Our Achievements during The past year was a period of great change within the Council; in particular within the Communities Directorate. The development of multi-agency hubs, including the Advice Hub at Marland House, which includes a Council Advice Team and provided income maximisation and budgeting advice to 3,894 people, generated 307,000 in one-off savings and 4 million in additional weekly benefits between June 2013 and Feb 2014 alone. Digital Inclusion was also introduced, along with Into Work advice sessions in the Advice Hub and across the city. In addition to this we developed a flexible Discretionary Housing Payments (DHP) policy, which is recognised as good practice by Welsh and UK government. This year also marks the 8 th year of not using Bed and Breakfast to house those in need of Temporary Accommodation. We also assisted 2,029 people affected by Welfare orm or threatened with homelessness to claim DHP, and supported over 380 Council and Registered Social Landlord (RSL) households affected by the under-occupation changes to move to more suitable accommodation. We are effectively maintaining control of rent arrears despite welfare reform changes and supporting tenants to make informed decisions. Improvements were made to the Free School Meals service; introducing a single claim form and customer service points across the city, which increased take-up from 10,004 to 10,868 (an increase of 864 recorded at the end of January 2014). The delivery of the Butetown Regeneration Scheme was completed with the new Butetown Community Centre and the final phase of the Loudoun Square redevelopment scheme. Also delivered was a state-of-the-art Single Assessment Centre on Dumballs Road to deliver high quality support for the homeless. We launched the Housing Partnership Programme and completed the scheme viability assessments, which indicated that the project can deliver in the region of 1,500 new homes. The Council s Alley Gating Policy was also reviewed and an area-based approach to alley gating was developed. Communities & Customer Services have enjoyed a very successful year. C2C experienced its busiest year since opening in 2001 with a total of 563,021 calls offered into the centre and a final answer rate of 92.99% achieved. Progress for C2C included the final design and delivery of the Northgate Repair Finder tool, which is integrated with the C2C application and ready for a live launch on the 22 nd April. This includes web scheduling that supports the corporate mobile-working approach. The past year also saw the completion of the SAP Customer Relationship Management system, as well as the preparation of the statement of work for detailed design and implementation. Libraries performance improved against the fourth framework of the Welsh Public Library standards, and Canton library was refurbished and is now providing improved services to the Canton community. The Summer Reading Challenge was successfully delivered and increased participation for children across the city. Year 1 of the Europe Direct Information Centre was implemented within Central Library and supporting schools; allowing Small and Medium Enterprises (SMEs) and the citizens of Cardiff access to European information and opportunities available to them. Adult Community Learning has also seen development with an online enrolment system and the launch of the Cardiff and Vale Community Learning Partnership, which is working towards a more collaborative approach in Adult Community Learning Delivery. Also, a further review of the Adult Community Learning Service has taken place including the reduction of resource costs whilst improving the service delivery model. Partnership working has been moving forward with the implementation of the Families First and Communities First programmes and the delivery of a Neighbourhood Management White Paper to improve local delivery and better respond to local issues. 9

16 Resources Staff Housing & Communities Communities & Customer Services Communities Combined % No. % No. % No. FTE Posts* N/A N/A N/A Number of Staff* N/A 745 N/A 428 N/A 1196 Male* 48.86% % % 512 Female* 51.14% % % 684 Temp* 8.99% % % 132 Perm* 91% % % 1136 % of Estimated Leavers (excl Retirements) 6.28% % % 110 % of Estimated Retirements 0.47% % % 5 % Vacant Posts** 27.17% % % 551 Age Profile / Breakdown Housing & Communities % of Staff* 0.27% 3.49% 27.11% 24.03% 27.25% % 0.00% Number of Staff* Age Profile / Breakdown Communities & Customer Services % of Staff* 0.00% 2.33% 21.73% 18.22% 29,21% 22.66% 4.91% 0.93% Number of Staff* Age Profile / Breakdown Communities, Housing & Customer Services % of Staff* 0.17% 3.01% 25.50% 22.07% 27.76% 18.73% 2.42% 0.33% Number of Staff* * Data Correct on 3 rd of March 2014 ** These vacant posts are mainly unfunded positions that need to removed from our HR systems 10

17 Context and Key Challenges As the Directorate continues on its ambitious change programme due to the reduced financial base and the need to proactively react to changing or increasing demand, it is vital to ensure that it has the right people with the right skill set. To achieve our aims we need to ensure that the technology advances are exploited, where appropriate, to make sure we deliver services in a way that clients want it and as efficiently as possible. As this technology is being implemented we need to ensure that the workforce is open to changing the way that they work and also that they are well equipped to utilise technology so that they can work smarter. This means that any digital divide within the workforce is reduced and where appropriate a training plan is implemented. The Directorate s workforce of the future will need to be more multi-skilled; whether this is housing repairs staff that will have basic level skills of more trades so that work can be completed in fewer visits from fewer different operators; or hub staff that will require the ability to deal with a wider range of customers that will be benefiting from the new Hub approach. The Council recognises that its employees are the single most important part of the Council's capability to successfully deliver its aims and aspirations, and to deliver the best services possible for the citizens and communities of Cardiff. The Personal Performance and Development Reviews are a crucial aspect in developing, maintaining and motivating the workforce. As such the Directorate is committed to ensuring that, where possible, all employees receive a PPDR and have right to know exactly how they are doing in their jobs and how their role relates to the overall objectives and vision of the Council As part of our workforce planning as well supporting local citizens that are not currently engaged in Employment, Training or Education we will continue to look to offer work experience, trainee and apprenticeship positions. Over the past year we have offered 70 placements in CMS, Benefit Trainees; as well as 3 volunteers a month in the Advice Hub. Additionally, through the Department of Work and Pensions Project there was a successful intake of 24 workplace experience placements; of which 7 have secured positions within C2C through Cardiff Works. The Welsh language must be a key element in the delivery of all our services. We recognise our duty to foster the growth and use of the language within Council services as well as promoting the use of the Welsh language in the community. Welsh speakers are currently under-represented in the workforce and this is something we want to address so that young people in Cardiff choose to work for the Council as it s seen to be more supportive of the language and increasingly seen as a bilingual organisation. This in turn will help us deliver improved bilingual services to our citizens. 11

18 Finance Key Context & Challenges We have undertaken a programme of change with our controllable budget to provide more opportunities for people to use our services in a more cost-effective way; as well as proactively reacting to specific funding changes. These include: Budgets Expenditure '000 Budget 2014/15 Income,000 Net '000 Director and Business Support 442 (245) 197 Housing and Communities 215,071 (179,527) 35,544 Customer Services 23,472 (16,796) 6,676 Housing Revenue Account 66,202 (66,202) 0 Total 305,187 (262,770) 42, Co-Delivering services through Hubs and reinvesting resources in new or retrofitted fit-for-purpose buildings. This will also include further alignment of strategic programmes such as Families First, Communities First, Flying Start and Adult Community Learning. 2. Undertaking a One Council Approach to customer services by giving everyone easy access to services using the methods they prefer at times that suit them. Creating simpler and more efficient services reduces the cost of delivery and forms the basis of our new Customer Management Strategy. 3. We will develop a Gateway for Independent Living. Effectively integrating a number of existing services will improve the quality of services, deliver improved outcomes for residents and reduce pressure on more cost-intensive adult and heath care service. 4. Supporting Regional Collaboration through the Joint Local Service Board and Regional Collaboration Programme Board. 5. Undertaking joint commissioning by aligning funding steams and focussing on need and delivery of outcomes. 6. Adapting to changes to funding by running run 2 separate Adult Community Learning programmes one income generated (Learning for Leisure) and one grant-funded (Learning for Work). 7. Ensuring that best value is achieved via the reduced allocation of money available through the Supporting People Programme. 8. Working with the Welsh Government on potential HRA Subsidy System orm to establish an agreement, supplemented by a robust financial business case ensuring affordability to continue our strategy to build new Council housing. 12

19 Action Plan and Performance Measures Part 1 Corporate Plan and Cardiff Partnership Priorities Action Link to Medium Term Financial Strategy Partners Directorate/Service Commitments No CH&NR1 Develop sustainable communities and identify housing need across the city, which includes appointing the delivery partner for the new Housing Partnering Scheme, improving the Council stock and regenerating local neighbourhoods. Capital HRA and General Fund investment Housing Partnership Project deliver partner, Tenants / Tenant Federation, Officer Milestones Responsible Q1 - Draft the strategy for identifying housing need across the city Renew options for Gypsy Sites. Performance Measures / Evidence Councillor Responsible Undertake a comprehensive review of housing need across the city including provision for the elderly, veterans and Gypsies & Travellers. Jane Thomas Q2 - Carry out a full housing need assessment Q3 - Complete the development of a vulnerable persons housing strategy in partnership with adult services work with Planning and Welsh Government to agree potential sites for meeting need. The completion of the full housing need assessment, the development of a vulnerable persons housing strategy. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Q4 - Embed policies & strategy within planning policy Q1 - Complete PQQ stage of procurement for (HPP) Commence delivery of the Housing Partnering Scheme and investigate other opportunities for Housing Development Jane Thomas Q2 - Complete design principles, layouts & planning for first phase sites (Dumballs Road) Q3 - Complete Competitive Dialogue process & recommend development partner/s (HPP) The commencement of Phase 1 on schedule and the involvement of Partners. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Q4 - Commence with Phase 1 (HPP) 13

20 Improve heat efficiency and reduce damp and condensation in Council Dwellings ( Tenant priority) Jane Thomas Q1 - Review best practice in reduction of damp/condensation from other local authorities and previous pilots. Devise Advice leaflet for tenants on damp and condensation and help available with fuel costs. Review issues with downpipes and guttering and develop appropriate programme of works. Develop overcladding proposals for 40 poorly insulated blocks of flats. Develop roofing programme to renew roofs for 140 of highest priority properties Q2 - Develop a damp/condensation action plan, including a range of methods to reduce issues with damp condensation with methods of measuring success. Review results of pilot BISF modernisation and develop proposals for further development. Q3 - Implement damp/condensation action plan, fully recording outcomes. Agree specification/costs for further BSIF development including funding options for including owner occupiers in the scheme. HANR 03 (PI) The percentage of tenants from the annual survey who are satisfied with (b) Condition of property. Completion of advice leaflet for tenants. Overcladding for 40 blocks of flats. Replacement of 140 roofs with full insulation, Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Q4 - Report on outcomes of damp/condensation action plan. Agree roll out plan for BSIF project. Delivery overcladding for 40 poorly insulated blocks of flats. Upgrade 750 boilers to grade F and G rated energy efficiency. Replace 140 roofs ensuring these are fully insulated. Upgrade of 750 boilers to grade F and G rated energy efficiency. 14

21 Q1- Develop a strategy for improving the security of Council Dwellings including the upgrading of communal door entry systems to blocks of flats and improving defensible space by renewing fencing based on identified need Increase the security and safety of Council Dwellings (Tenant priority) Jane Thomas Q2 - Develop an Improving the Security of Your Home leaflet in consultation with the S.W. Police. Include in Tenants Times. Q3 - Improve 10 courtyards in line with safer by design principles. Q4 - Deliver a minimum of 20 upgraded door entry systems. Deliver a defensible space / fencing programme making best use of the resource available. Upgrade the flooring in the communal areas of 75 blocks of flats to reduce slipping hazard and improve the appearance of the blocks. Deliver major estate regeneration works in Trowbridge, Trenchard Drive and Hodges Square improving tenants quality of life by designing out crime and improving community space. Q1 - Commencement of Beechley Drive Upper Shops Redevelopment Scheme Q2 - Agree Action Plan for Clare Road / Penarth Road District Centre and launch grant scheme to improve business premises Q3 - Agree Delivery Plan for Maelfa Redevelopment Scheme and submit a detailed planning application. Q4 - Completion of Neighbourhood Renewal Scheme projects at Clarendon Road, Ann Street, Pethybridge Road and Bedford Street. HANR 03 (PI) The percentage of tenants from the annual survey who are satisfied with (b) Condition of property. 20 upgraded door entry systems. upgrades to the flooring in 75 blocks of flats. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Regenerating local neighbourhoods Jane Thomas ID8 (PI) The percentage satisfaction with completed Neighbourhood Regeneration Schemes. Progressing all schemes as planned Councillor Peter Bradbury, Cabinet Member for Community Development, Cooperatives & Social Enterprise 15

22 Action Link to Medium Term Financial Strategy Partners No Implement the Solar Panel Pilot for 100 Council-owned properties and review the business case for expansion. CH&NR2 HRA Capital Funding. Delivery contractor, tenants federation. Directorate/Service Commitments Officer Responsible Milestones Performance Measures / Evidence Councillor Responsible Install 100 solar panels in Council properties Jane Thomas Q1 - Agree installation programme and complete consultation with residents Q2 - Undertake all necessary enabling work with western Power & appoint contractor Q3 - Agree monitoring regime The completion of 100 installations within the year. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Q4 - Complete 100 installations 16

23 Action Link to Medium Term Financial Strategy Partners No CH&NR3 Implement a One Council Approach to customer management, improving customer services and driving down costs. This includes developing the Neighbourhood Librarian Service, implementing the Allocations Policy, introducing a new Tenant Participation Policy, developing a Gateway for Independent Living and establishing a new Customer Relationship Management System. Welsh Government Intermediate Health Care fund. Vale of Glamorgan Council, other Council services ( e.g. Adult Services), Cardiff & Vale UHB, tenants / tenants federation. Directorate/Service Commitments Officer Responsible Milestones Performance Measures / Evidence Councillor Responsible One Council Approach to customer management Isabelle Bignall Q1 - Website Launch. Action plan creation for Web development. Transfer of web analytics to business support function. Evaluation of performance of new web and customer usage, initial trend analysis. Q2 - Evaluation of performance of new web and customer usage, trend analysis. Q3 - Consolidate web position; identify quick wins for channel shift which are not reliant on SAP CRM. National league position of Council Website and customer usage Customer Satisfaction levels Deputy Leader, Councillor Ralph Cook, Cabinet Member for Citizen & Community Engagement and Democracy Q4 - Procurement for Web/CRM Integrated functionality. Q1- Develop Neighbourhood Librarian Service Vision Neighbourhood Librarian Service Isabelle Bignall Q2 - Complete the Job Evaluation and role profiling process Q3 - Undertake recruitment process for available NDL positions and complete comprehensive induction programme for staff Q4 - Drive through delivery of community based services at the point of delivery through the NDL service Neighbourhood Librarians recruited and delivery of the community based service as planned. Councillor Peter Bradbury, Cabinet Member for Community Development, Cooperatives & Social Enterprise 17

24 Implement the Allocations Policy and review waiting list and lettings processes to improve service delivery. Jane Thomas Q1 - Develop action plan for implementing the new Allocations policy including changes to the computer system Review existing waiting list, allocation and letting process processes and develop proposals for change Establish a working group with RSLs regarding the changes required to waiting list / allocation processes with a view to bringing processes and policies in line. Q2 - Identify training needs for all staff on the allocation policy including RSL staff. Carry out training to all including briefing sessions on changes to policies and train on systems as required. Brief customers on changes to allocations procedure and ensure all correspondence and web site is up dated accordingly with any changes as they are introduced. Q3 - Development and implement a quality and checking procedure to ensure new policies have been implemented correctly and consistently by all staff. Q4 - Review the implementation of the allocations policy following quality checking. Review findings and make recommendations for any improvement to process. The establishment of a working group to look at waiting list and allocation processes, the training of staff on the allocation policy, the implementation of the allocations policy. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing 18

25 Improve Tenant Involvement and Feedback Jane Thomas Q1 - Develop a new Tenants Resource Centre in Marland House Develop a programme of training and a calendar of events to engage with all tenants and leaseholders. Launch the tenants website. Review the way that tenant satisfaction / feedback is measured and how his is used to inform service improvement and bring forward proposals for change. Q2 - Develop special interest groups for services and hold the first meetings. Review the way that complaints are dealt with and bring forward proposals for improvement (tenant priority) Q3 - Develop Tenants and Residents Associations to enable them to take a more active part in the Neighbourhood Management process, working to improve Communities in Cardiff Q4 - Review the changes Tenant Involvement and Feedback and report on outcomes. The development of a new Tenants Resource Centre, the launch of the tenants website, the engagement of Tenants and Residents Associations with the Neighbourhood Management process. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Developing a Gateway for Independent Living Review and improve the way that Council tenant telephone enquiries are dealt with to provide easier access and avoid double handling. (tenants priority) Jane Thomas Jane Thomas Q1 - Develop proposals for a range of initiatives to support Independent Living in partnership with Health, Health & Social Care and 3 rd Sector Establish Project team and project plans to take forward the changes. Q2 - Introduce Independent Living Gateway Service and promote services to a range of stakeholders Q3 - Investigate and review the current use of Sheltered Accommodation and develop proposals for a new Allocations policy for elderly accommodation. Q4 - Review and report on effectiveness of the Independent Living Project, findings of which to inform future service improvement. Q1 - Carry out a review of the way that council tenant telephone enquiries are dealt with including whether more calls could be passed to C2C. Q2 - Review findings and make proposals for change to tenant telephone enquiries. Q3 - Implement new arrangements for dealing with tenant phone calls, fully advertising new arrangements Q4 - Review and monitor changes to tenant telephone enquiries The establishment of a project team to take forward Independent Living changes, the introduction of the Independent Living Gateway Service. The completion of a review into Council Tenant telephone enquiries and implementation of the changes proposed by the review. Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing Councillor Susan Elsmore, Cabinet Member for Health, Housing & Wellbeing 19

26 Establishing a new Customer Relationship Management System. Continue to support people through the welfare reform changes Isabelle Bignall Jane Thomas Q1 - Sign off of CRM Business Case. Release of SOW to technology Partner for the detail design and implementation of SAP CRM into the Contact Centre with a planned live delivery of Jan Q2 -CRM Detailed Design and Build work to begin. Analysis of Form solutions to support online transactions. Q3 - Delivery of SAP CRM for testing and Live implementation in C2C, HUBs, CAS and Back office teams working as proof of Concept (Waste). Q4 - Translation of CRM Roadmap to initiate wider Directorate deployment Q1 - Report on effectiveness of Advice Hub services and develop proposals to build on this success. Fully implement digital inclusion and Into Work Advice sessions in the Advice Hub and at outreach sessions across the city, developing a new range of indicators to report on the effectiveness of the service. Review DHP policy to reflect new budget levels Q2 - Commence tenant profiling to identify support needed in transition to Universal Credit. Review successes of rehousing arrangements for under occupied tenants and identify any improvements. Q3 - Implement new Advice Contract ensuring there is a seamless transition to the new arrangements Q4 - Monitor new legislation and caselaw to identify its impact on those affected by welfare reform The implementation of SAP CRM into the contact centre and the translation of the CRM roadmap to initiate wider Directorate deployment. The full implementation of digital inclusion and into work advice sessions in the advice hub, reporting on the new range of indicators developed in Q1, the implementation of the new advice contract. Deputy Leader, Councillor Ralph Cook, Cabinet Member for Citizen & Community Engagement and Democracy Councillor Susan Elsmore Cabinet Member for Health, Housing & Wellbeing 20

27 Action Link to Medium Term Financial Strategy Partners No Develop formal collaboration arrangements with the Vale of Glamorgan Council. CH&NR4 Regional Collaboration Fund, Local Service Board Development Fund. City of Cardiff Council, Vale of Glamorgan Council, Cardiff & Vale UHB, South Wales Police, Cardiff 3 rd Sector Council, South Wales Fire & Rescue Service, Wales Probation Trust, Welsh Government. Directorate/Service Commitments Officer Responsible Milestones Performance Measures / Evidence Councillor Responsible Establish a new Joint Local Service Board with Vale of Glamorgan Rachel Jones Q1 - Agree to establishment of Joint LSB through partner formal decision making processes Q2 - Develop Work Programme for the Joint LSB Q3 - Implement Work Programme and Review of Delivery Mechanisms Q4 - Implement Work Programme and Review of Delivery Mechanisms Cabinet Report/Work Programme Leader, Councillor Phil Bale, Cabinet Member for Economic Development & Partnerships Q1 - Implement RCF projects in relation to Integrated health & social care, regulatory services, Cyd Cymru, Sexual Assault erral Centre and Alcohol Treatment Centre Continue delivery of the Regional Collaboration Fund through the Regional Collaboration Programme Board Rachel Jones Q2 - Implement RCF projects in relation to Integrated health & social care, regulatory services, Cyd Cymru, Sexual Assault erral Centre and Alcohol Treatment Centre Q3 - Implement RCF projects in relation to Integrated health & social care, regulatory services, Cyd Cymru, Sexual Assault erral Centre and Alcohol Treatment Centre Financial and Performance monitoring reports submitted to WG Councillor Peter Bradbury, Cabinet Member for Community Development, Cooperatives & Social Enterprise Q4 - Implement RCF projects in relation to Integrated health & social care, regulatory services, Cyd Cymru, Sexual Assault erral Centre and Alcohol Treatment Centre 21

28 Q1. Liaise with Vale of Glamorgan to establish a working group to identify dual subject areas of training and development. Explore the potential to establish collaborative training arrangements with the Vale of Glamorgan Jane Thomas Q2. Establish procedures/policies/ training materials and expertise and availability of staff which could be used to take the collaboration forward. Q3. Begin reviewing areas which could be collaborated on using resources and materials. Number of joint training courses planned for 2014/15 Councillor Graham Hinchey, Cabinet Member for Corporate Services & Performance Q4. Evaluate and report on progress to date 22