Decisions

Part A - Portfolio Progress and Performance

Tim Whelan, Director of Service Delivery, introduced the report. During discussion the following points were highlighted:

·       Recruitment was an issue across all sector. Changes had been made to working patterns with more flexibility to encourage interest from as diverse a range of applicants as possible. Relevant courses were in place with links to local colleges in order to invest in new staff

·       The highlighting of fly-tipping as an issue in the Devonshire ward reflected the transient nature of the population and that the area included a number a unadopted ally-ways in between properties. Safer Streets funding had been used to gate some of the ally-ways and prohibit access. Proactive ‘overt’ cameras were also being used.

·       The increase in home DIY during lockdown periods had contributed to the number of fly-tip incidents and the type of materials left. Part of the work in reducing the number od incidents and the volume of fly-tipping was around educating residents and encouraging ownership of the areas affected.

·       The contact-centre call responses data also included the length of time that customers waited for a response and the wait-time had improved significantly between quarters 2 and 3. A number of staff were undergoing training and as a result of the nature of the calls received had become more complex, and involving multiple issues. The standard email response time was 10 working days. However, emails were currently being responded to within 3 working days. Technology was being looked at that would allow signposting via text to dedicated, self-serve web pages. The Council’s website was under review and part of the work would be to provide more accurate signposting and responses to a broad range of enquiries. Reports were produced that identified and allowed analysis of the types of calls being received.

·       The target for the inspection of licensable houses of multiple occupancy (HMO’s) was cumulative and details of the licenses were published on the Council’s website. Details of high-risk HMO’s could be made available separately.

·       The contract for with Mears was 7 seven years old and due for renewal in 2023. An action plan had been provided to drive the performance of the service and weekly meetings were being held with the company directors. The moving of the hosing repair calls back in-house was being looked at as part of a broader look at a different model for providing the service to residents. The final recommendations would form a report to the Cabinet.

·       The majority of discretionary housing payments (DHP’s) were used for vulnerable tenants in the private housing sector who potentially faced the threat of homelessness. Funds were still available and the Council’s own tenants were being focused on for providing support. Software had been used to identify the most at-risk tenants and as a result, the rent arrears level had been reduced.

·       An action plan was in place to target recruitment including school visits and recruitment days. Apprenticeships were being offered also. Plans were in place to attract people from different backgrounds and specialist recruitment websites were being used. The focus was on applicants having the right attitude and behaviours as well as the relevant skill sets.

·       An action plan was being worked on for recycling and the 2021 Environment Act would impact on potential changes such as the suggestion for food waste collection and a free garden waste service. A significant amount of communications was available on the Council’s website on recycling best practice. Communication was a key area for supporting improvements in recycling levels.

·       Sickness levels in the Waste Service was historically higher than office based services. Additionally, staff had been operating in ‘bubbles’ and there was a direct impact if staff contracted Covid. There was an emphasis on working closely with operatives in the Waste Service to identify areas where injuries and illness levels could be reduced.

Part B - Financial Performance

Homira Javadi, Chief Finance Officer and Ola Owolabi, Deputy Chief Finance Officer, presented the report. During discussion the following points were highlighted:

·       The Budget assessment focused on the key areas that had been affected post-Covid which included Regeneration and Planning. Plans were in place to look at areas with a significant variance.

·       The Council’s Capital Programme was funded through borrowing and there was an obligation to ensure that any commitment could be justified. A significant reduction in income had reduced net expenditure and impacted overall on the Budget. The income headline had also been affected by changes to the categorisation of services. A number of savings form the 2019 Budget had been delayed and consolidated into the Recovery and Reset savings target. The figures in the report were intended to provide a high-level overview of the Budget. A more detailed, line-by-line analysis could be provided.

·       It was noted that all investment and expenditure decisions by the Council had an additional consideration of the Council’s carbon footprint and the commitment to its 2030 Carbon-Neutral programme.

Resolved to note the report.