(Public Pack)Agenda Document for Audit and Financial

Town Hall, St. Helens, Merseyside, WA10 1HP

Telephone: (01744) 676109 (Andy Roscoe)

AgendaAUDIT AND FINANCIAL MONITORING OVERVIEW AND

SCRUTINY PANEL

PUBLIC MEETINGS ARE AUDIO RECORDED

Date: Wednesday, 8 November 2017 Time: 10.00 am Venue: Room 10

Membership

Lab 7 Councillors Charlton, Clarke, Deakin, Fletcher (Chairman), Gill, Pritchard and Wiseman

LD 1 Councillor Pearl

Item Title Page

1. Apologies for Absence

2. Minutes of the meeting held on 6 September 2017 3

3. Declarations of Interests from Members

4. Corporate Financial Report (Reported to Cabinet on 25 October 2017) 9

5. Budget and Performance Monitoring Report August 2017 (Reported to Cabinet on 25 October 2017)

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6. Exclusion of the Public

Recommended that the public be excluded from the meeting during consideration of the following items for the reasons stated:

Items Reason

7-10 Exempt information concerning the financial or business affairs of any particular person (Para 3 of Schedule 12a)

7. Case Recording - Update 95

8. Internal Audit Reports 101

Item Title Page

9. Audit of Schools 133

10. Follow Up To Agreed Actions Resulting From Internal Audit Reports 139

AUDIT AND FINANCIAL MONITORING OVERVIEW AND SCRUTINY PANEL

At a meeting of this Panel held on6 September 2017

(Present) Councillor Fletcher (Chairman)Councillors Charlton, Deakin, Pritchard and Wiseman

(Not Present) Councillors Clarke, Gill and Pearl

-------10 APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Clarke, Gill and Pearl.

11 MINUTES OF THE MEETING HELD ON 21 JUNE 2017

* Resolved that the Minutes of the meeting held on 21 June 2017, be approved and signed.

12 DECLARATIONS OF INTERESTS FROM MEMBERS

No Declarations of Interest from Members were made.

Councillor Wiseman here entered the meeting.

13 BUDGET AND PERFORMANCE MONITORING REPORT JUNE 2017 (Reported to Cabinet on 23 August 2017)

A report was presented to the Panel by the Business Support Manager (Corporate Services) which had been submitted to a meeting of Cabinet on 23 August 2017 on the Budget and Performance Monitoring relating to the period to 30 June 2017.

The report provided regular monitoring of both budgetary and performance information in order to ensure the delivery of efficient, effective and value for money services that met the needs and expectations of the customers and communities that the Council served.

The report also provided an analysis of budget and performance for each of the Council’s Portfolios and on the overview of the budgetary position covering revenue and capital budgets along with key actions being taken to ensure Portfolios remained within allocated cash limits. The performance section commented on significant issues around the delivery of services, the position of the Council’s performance measures and action required to address any identified concerns in relation to performance or service delivery.

Members raised questions with regards to children in care health assessment targets, the figures reported on the percentage of former care leavers aged 19-21 in employment, education or training, the long term empty property figures and strategy, the continued operation of the Golf Course and Driving Range and the reported figures regarding the percentage of household waste sent for recycling against set targets. These were answered at the meeting.

The Chairman referred to the Performance Indicators for Public Health and Libraries and Leisure’s Services that had been circulated to the Panel after publication of the agenda.

Councillor Murphy, Cabinet Member for Libraries and Leisure and Councillor Neal,

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Cabinet Member for Public Health were present at the meeting to answer questions from Members in relation to the reported Performance Indicators for their respective Portfolios. * Resolved that:

(1) the report be noted;

(2) the following information be provided to the Panel:

a. an updated figure on the percentage of children in care having had a health assessment in the previous 12 months; and

b. the three young people omitted from the percentage of care leavers aged 19-21 in employment, education or training figures;

(3) an update report on the long term future of the Golf Course and Driving Range be brought to the next meeting of this Panel with a final outcome report being brought to the meeting of this Panel scheduled for 24 January 2018;

(4) an update report be provided regarding interim arrangements for access to central library services; and

(5) a report be provided to the Panel on the process regarding the criteria for and assessment of the provision of ‘essential services’ within the Council.

Councillors Murphy and Neal here left the meeting.

14 CORPORATE FINANCIAL REPORT (Reported to Cabinet on 19 July 2017)

A report was submitted and outlined by the Business Support Manager (Corporate Services) which had been presented to a meeting of the Cabinet held on 19 July 2017. The purpose of the report was to seek Cabinet’s recommendations to Council to:-

(i) approve the latest Capital Programme as shown at Annex A;

(ii) approve the revised General Fund Budget for 2017/18 as detailed in Section 2;

(iii) note the latest Financial Risks, Reserves and Balances position;

(iv) note the Treasury Management Position Statement; and

(v) note the Corporate Risks Statement.

* Resolved that:

(1) the report be noted;

(2) the Business Support Manager (Corporate Services) to provide training for the Panel prior to the next meeting in November; and

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(3) an update report be provided to the Panel regarding future Equal Value claims.

15 GRANT THORNTON - AUDIT FINDINGS REPORT AND AUDITOR OPINION (YEAR ENDED 31 MARCH 2017)

The terms of reference for the Panel required it to consider internal and external reports and to receive relevant reports in order to review and scrutinize the financial performance of the Council.

The Panel considered the Council’s draft 2016-17 Statement of Accounts at it’s meeting held on 21 June 2017 and were advised of the processes relating to the audit of that Statement and the opportunity for Local Government Electors via their public inspection rights.

The audit had been conducted and the Audit and Governance Committee considered Grant Thornton’s Audit Findings Report at its meeting held on 7 August 2017.

Grant Thornton subsequently issued their Independent Auditor’s Report (Auditor Opinion) to the Members of the Council on 15 August 2017.

Copies of Grant Thornton’s Audit Findings Report and their Independent Auditor’s Report (Auditor Opinion) were provided at Appendix A and B to the report.

* Resolved that the report be noted.

16 EXCLUSION OF THE PUBLIC

* Resolved that the public be excluded from the meeting during consideration of the following item for the reason stated:

Minutes Reason (Under the Local Government Act 1972)

17 & 18 Exempt information relating to the financial or business affairs of any particular person (Para 3 of Schedule 12A)

17 ADOPTION - UPDATE

At a meeting of this Panel held on 26 April 2017 Members considered the Adoption internal audit and action plan and resolved that that progress towards the implementation of agreed actions be presented to a future meeting.

The Assistant Director, Children’s Social Work Support, was present at the meeting to provide an update on the implementation of the outstanding recommendations within the Adoption internal action plan.

The Panel was informed that most of the agreed actions following the audit review had been implemented, and of the strategies that had been put into place in order to address the key issues that had been identified in the review.

The significant progress made was noted and congratulated by the Panel.

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* Resolved that:

(1) the report be noted; and

(2) the adoption team be thanked for their work in addressing the recommendations.

18 INTERNAL AUDIT REPORTS

A report was submitted and outlined by the Audit Manager which informed Members of recent Internal Audit Reviews undertaken.

Attached at Appendices 1 to 13 were Executive Summaries and agreed actions in regard to:

Appendix 1 – Decision Making;Appendix 2 – Social Media; Appendix 3 – Careline;Appendix 4 – Catering;Appendix 5 – Additional Needs; Appendix 6 – Case Recording (Quality Assurance); Appendix 7 – Housing Options;Appendix 8 – Leaving Care;Appendix 9 – LSCB Follow Up; Appendix 10 – Occupational Therapy;Appendix 11 – Council Tax;Appendix 12 – Business Rates; andAppendix 13 – Software Licence Management

The overall Audit Opinion of Substantial assurance was welcomed by the Panel in respect of the reviews for Social Media, Careline, Catering, Additional Needs, Housing Options, LSCB Follow Up, Occupational Therapy and Software Licence Management respectively.

The overall Audit Opinion of High Assurance was also welcomed in respect of reviews for Council Tax and Business Rates respectively.

However, concerns were raised over three reports where Audit Opinion was that of Limited Assurance. These reports related to Decision Making (Corporate Services), Case Recording Quality Assurance and Leaving Care (People’s Services).

The Head of Governance and City Region Liaison was in attendance to inform the Panel of progress in respect of Decision Making. The Panel was pleased to note that a number of the review recommendations had been, or were due to be completed within agreed timescales, with assurance that all recommendations would be complete by the end of September 2017.

The Panel raised questions, which were answered at the meeting, in relation to Elected Members training on Decision Making systems.

The Senior Assistant Director, Social Work and Community and Assistant Director Community Services explained progress made thus far towards the recommendations arising from the two People’s Services review reports. The Panel was assured that the key issues that had been identified were being addressed through of a number of appropriate actions.

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* Resolved that:

(1) the report be noted; and

(2) an update of the Case Recording Action Plan, and progress towards the implementation of agreed actions, including Supervision Policy, be produced and presented to the next meeting of this Panel.

-oOo-

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St Helens Council

Audit & Financial Monitoring Overview and Scrutiny Panel8 November 2017

CORPORATE FINANCIAL REPORT

1. Purpose

The attached Corporate Financial Report was considered by the Cabinet at its meeting on 25th October 2017.

Its purpose was to seek Cabinet’s recommendation to Council to:





(v) approve the revised Treasury Limits and Prudential Indicators as detailed in Annex 1 to Section 4.

2. Recommendation

That the report be noted and Members identify any appropriate issues within the remit of the Panel that they wish to further discuss or consider.

Ian RobertsDeputy Chief Executive and Strategic Director of Corporate Services

The contact officer for this report is Wayne Traynor, Assistant Treasurer (Accountancy & Financial Management), Finance Division, Town Hall, telephone (01744) 673230.

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Cabinet 25 October 2017

CORPORATE FINANCIAL REPORT

1.0 INTRODUCTION

1.1 This report reviews and updates Members on the latest financial position of the Council for the current financial year 2017/18. The Corporate Financial Report is produced quarterly and this report provides an updated position for the 2nd quarter.

2.0 REPORT STRUCTURE

2.1 The main elements of the report are contained in the attached commentary on the Council's Financial Position.

Section Content

1 Capital Programme 2017/18 to 2019/202 Revenue Budget 2017/183 Risks, Reserves and Balances 4 Treasury Management Position Statement

3.0 RECOMMENDATIONS

3.1 It is recommended that Cabinet recommends Council to:-





(v) approve the revised Treasury Limits and Prudential Indicators as detailed in Annex 1 to Section 4.

Ian Roberts, Deputy Chief Executive and Strategic Director of Corporate Services.

The Contact Officer for this report is Mr. I. Roberts, Corporate Services Department, Town Hall, St. Helens, WA10 1HP. Telephone 01744 673201.

Wards AffectedAll

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COMMENTARY ON THE COUNCIL'S FINANCIAL POSITION

SECTION 1: CAPITAL PROGRAMME 2017/18 to 2019/20

1.1 The table below represents a summary of the Council’s current 3-year capital programme. The detailed programme is provided at Annex A.

2017/18£000

2018/19£000

2019/200£000

PORTFOLIO SPENDING:Children, Families & Young People & Education 6,921 7,381 3,008Adult Social Care & Health 448 0 0Community Safety (including Housing Services) 2,563 2,708 2,376Green, Smart & Sustainable Borough 11,844 17,092 5,081Growth (including Planning) 1,169 20 20Libraries & Leisure 715 0 0Corporate Services 516 0 0

24,176 27,201 10,485FINANCED BY:

Grants and Other Contributions 18,387 20,974 9,765Capital Receipts 575 0 20Revenue Contribution 1,131 840 0Unsupported Borrowing 4,083 5,387 700

24,176 27,201 10,485

1.2 A summary of the main variations to the programme during the quarter is contained in the following tables:

Table 1

NEW CAPITAL SCHEMES

DETAILS FUNDED BY

Sustainable Transport Enhancement Package Year 3 to 6

The previous Corporate Financial Report presented to Cabinet on 19th July 2017 (section 1.5), outlined the award of a £4.2m capital grant, from the Local Growth STEP fund by Liverpool City Region Combined Authority. The purpose of which is to undertake sustainable transport schemes in the borough for STEP Years 3 to 6 (2017/18 to 2020/21). Three Schemes have been identified;

Haydock Industrial Estate Access; St Helens Active Travel East; and A58 Improvements.

In addition Section 106 funding and developer contributions will be made available to deliver the above schemes. This additional funding is in part match funding, and at this stage the capital programme has been updated to reflect only the capital grant funding.

£4,200k Grant Funding,2017/18 to 2020/21.

Land Acquisition at Borough Road

Land acquisition as detailed in the report presented to Cabinet on 23rd August 2017.

£505k Capital Receipts.12

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NEW CAPITAL SCHEMES

DETAILS FUNDED BY

A49 to M6 Junction 22 Link Road

Design and Development of the A49 to M6 Junction 22 Link Road as detailed in the Cabinet report of 23rd August 2017. Funding has been identified from the Growth Reserve (see section 2.2.2) until such a point that the Single Investment Fund bid is approved by the Liverpool City Region Combined Authority.

£1,590k Revenue Contribution.

Table 2

EXISTING SCHEMES Slippage

DETAILS FUNDED BY

Haydock High Rewire,Sutton Manor Reroof,Lansbury Bridge Roof Repairs, and Grange Valley Roof Repair

Total resources of £610k across the four schemes have been rephased into 2018/19 to reflect the current delivery timetable for the scheme and to minimise disruption during term time.

£610k Grant Funding.

Penkford Roof & Windows The two schemes have been deferred and total resources of £475k have been rephased into 2018/19 following confirmation from the Education Funding Agency (EFA) that approval has been given for limited refurbishment works under the Priority Schools Building Programme Phase 2. An options appraisal exercise will be undertaken with a view to delivering a scheme that maximises the benefits achievable from utilising both EFA and Council resources.


Ashurst Primary Roof Repairs and Remodel

Resources of £910k across the two schemes have been rephased into 2018/19 whilst alternative models of delivery are evaluated.


Longton Lane Windows Cladding and General Conditions

Resources of £250k across the two schemes have been rephased into 2018/19 pending the outcome of an options appraisal exercise (see 1.3).


Unallocated School Condition Funding

Rephasing of £311k Grant Funding into 2018/19 and return unutilised funding of £27k from schemes completed in 2017/18.


Basic Need Unallocated Rephasing of £1,242k Grant funding into 2018/19 to reflect current commitments.

£1,242k Grant Funding.

St Helens Linkway and Inner Ring Road Phase 4

Junction Lane Bridge

Town Centre (Atlas Street)

Resources have been re-profiled into 2018/19, due to land related issues which are unlikely to be resolved during 2017/18.

£130k Unsupported Borrowing.

£93k Unsupported Borrowing.

£82k Unsupported Borrowing

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EXISTING SCHEMES Slippage

DETAILS FUNDED BY

Street Lighting, Invest to Save Phase 2

Resources of £1,300k have been re-profiled into 2018/19 to reflect the timing of the tender for the next phase of the programme.

£1,300k Unsupported Borrowing.

Windle Island Junction Development

Resources of £200k have been re-profiled into 2018/19 to allow for statutory undertakings to be completed and to reflect the scheduled programme of works.


1.3 Delegated Executive Decision 0033 2017/18 approved the expansion of pupil admission numbers at Longton Lane Primary School from September 2018. The Department are looking at the options for the scheme and two existing schemes at the school have been re-phased pending the outcome of the options appraisal. The fully redesigned scheme will be included in the capital programme when the options for the scheme have been evaluated.

1.4 The previous Corporate Finance Report detailed the Council’s intention to commence negotiations in relation to the acquisition of strategic investments to support the Council’s Growth Strategy, as approved by Cabinet on the 26th October 2016. At the time of drafting this report negotiations for the acquisition of a strategic investment continue, and on completion will be incorporated into the capital programme.

SECTION 2 : REVENUE BUDGET 2017/18

2.1 The current year’s Revised Estimate is shown overleaf and has been updated to take account of changes during the quarter, including the effect of those issues contained as follows in Section 2.2.

A more detailed analysis of the gross expenditure and income for each service area within each portfolio is provided at Annex B, whilst Annex C provides a summary of the movements in cash limits when compared to the Corporate Financial Report presented to Cabinet on 19th July 2017, and approved by Council on 6th September 2017.

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EXPENDITURE

£000

INCOME

£000

REVISED ESTIMATE

£000Corporate Services 22,747 -17,417 5,330Leader’s 1,793 -573 1,220Liverpool City Region Engagement 0 0 0Total Corporate Services Directorate 24,540 -17,990 6,550Children, Families & Young People & Education 174,431 -131,348 43,083Adult Social Care & Health 80,326 -37,424 42,902Community Safety (including Housing Services) 73,217 -65,607 7,610Public Health & Well-Being 19,049 -18,166 883Total People’s Services Directorate: 347,023 -252,545 94,478Green, Smart & Sustainable Borough 50,404 -30,854 19,550Growth (including Planning) 15,337 -14,735 602Libraries & Leisure 8,305 -4,333 3,972Total Environmental & Trading Services Directorate:

74,046 -49,922 24,124

TOTAL DIRECTORATE BUDGETS 125,152Levies 20,192Investment Interest -666Servicing of Debt 10,514Restructure Costs 1,977Capital Charges -15,664Contribution to (+) /from (-) Earmarked Balances -19,099Pension Fixed Cost Element (Excluding Schools)

18,886

New Homes Bonus -3,309Section 31 Grants -3,104PFI (Interest) Grant -2,417Collection Fund Surplus -1,060Formula ‘Top Up’ -20,555Retained Business Rates -44,582Council Tax -66,077NET POSITION 2017/18 188

Balances Brought Forward -14,885

BALANCES CARRIED FORWARD -14,697

2.2 PORTFOLIO BUDGETS

2.2.1 There have been changes in Portfolio budgets in the period and the narrative below provides additional detail of these variations. The changes result from a number of factors including:

(i) The effects of Delegated Executive/Administrative Decisions approved in the period which include the use of balances (section 2.2.2);

(ii) The effect of (neutral) technical and accounting changes; and

(iii) The effect of changes in grant and other resource funding.

Any changes arising from low-level virements under delegated authority or technical and accounting changes have not been highlighted below, but are reflected in the statements included at Annex B & C.

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Utilisation of Balances

2.2.2 The following table details decisions or proposals to utilise Earmarked Balances made during the period.

PORTFOLIO DETAILS 2017/18CASH LIMIT

CHANGE £000Children, Families & Young People & Education

Extensions to the temporary contracts for Special Educational Needs Casework Managers to ensure Government deadlines are achieved. Funding of £19k has been identified from the Children’s Services Reserve, as detailed in Administrative Decision PEOP000402.

+19

Children, Families & Young People & Education

Cabinet on 13th September 2017 approved funding of £5m from the Children’s Services Reserve for three years to support the Children’s Looked After Budget. Funding has been profiled, £2m for the first two years, 2017/18 and 2018/19, and £1m in the final year 2019/20.

+2,000


Extension to the Special Educational Needs and Disability (SEND) Mediation Dispute Service for a period of two years at cost of £5k per annum from the Children’s Services Reserve, as detailed in Administrative Decision PEOP000407.

+5


Funding of £40k has been approved from the Children’s Services Reserve to support the Edge of Care Services, as detailed in Administrative Decision PEOP000338. The funding has been profiled across three years to 2019/20.

+13


Transfer of funding to the Children’s Services Reserve in respect of previously allocated funding (PEOP000056 and CYPS001925), which is not required.

-44

Green, Smart & Sustainable Borough

Funding from the Transformation Reserve of £68k to undertake a feasibility and options appraisal at Hardshaw Brook Depot, as detailed in Administrative Decision ENVP000409.

+68

Green, Smart & Sustainable Borough

Funding from the Growth Reserve of £1,590k to design and develop a scheme adjacent to Junction 22, M6 Motorway. The funding will allow the scheme to be developed to Pre-Construction stage, and will support the Liverpool City Region Combined Authority, Single Investment Fund bid. A report presented to Cabinet on 23rd August 2017 provides further details. The funding will be profiled across two years 2017/18 and 2018/19.

+750k

Growth (including Planning)

Funding from the Growth Reserve of £10k as detailed in Administrative Decision ENVP000488, to support the development of a Liverpool City Region Visitor Management Strategy to promote inward investment.

+10

Growth (including Planning)

Funding from the Growth Reserve of £14k to undertake a study of Junction 23, M6 Motorway to identify capacity improvements at the junction, as detailed in the report presented to Cabinet on19th July 2017.

+14

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External Resources

2.2.3 During the period, the Council has received confirmation of funding from the Department for Education in respect of the Dedicated Schools Grant, Pupil Premium Grant, 6th Form Funding and Universal Free School Meals Grant.

Other funding resources notified during the period for 2017/18 are detailed below. A de-minimus level of £50k has been set for the purpose of this report.

The Council has been awarded £86k from the Heritage Lottery Fund to undertake a Local Heritage project and will also allow the town to commemorate the 150th Anniversary year of St Helens, as detailed in Delegated Executive Decision 0038 2017/18.

The Council has accepted funding of £50k from Curious Minds for the delivery of the Local Cultural Education Partnership. The funding is available to March 2019 as detailed in Delegated Executive Decision 0034 2017/18. The funding is dependent upon the Council providing match funding of £50k.

The Council has accepted Single Investment Funding from the Liverpool City Region Combined Authority of £248k towards the M6, Junction 23 Study. In addition, funding from Highways England of £14k and the Growth Reserve of £14k has been made available for the scheme, as detailed in the Cabinet Report of 19th July 2017.

As detailed in the previous Corporate Financial Report the Government, as part of the Spring Budget, announced improved Better Care Funding (iBCF), which equated to £4.48m. The report presented to Cabinet on 23rd August 2017 approved the utilisation of the funding and the revised budget for Adult Social Care and Health reflects the use of iBCF.

Budget Virements seeking Council Approval

2.2.4 The following virements in excess of £100k require Council approval during the period:

(i) Children, Families and Young People and Education Portfolio, net realignment of budgets In respect of the restructure of Social Care as outlined in Delegated Executive Decision 0155 2016/17.

Early Years +£226k Commissioning and Social Work (£570k) Family Support Services +£344k

(ii) Adult Social Care and Health Portfolio, net realignment of respite, domiciliary care and direct payments budgets, as reflected in Budget and Performance Reports.

Physical Support (£80k) Support with Memory and Cognition +£390k Learning Disability Support (£370k) Mental Health Support +£60k

2.3 NON PORTFOLIO BUDGETS

2.3.1 There are no issues to report this quarter. 17

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2.4 OTHER ISSUES

2.4.1 In July 2017, it was announced that the schools and high needs national funding formula would be supported by additional funding of £1.3 billion by 2019/20. This funding is received as the ring-fenced Dedicated Schools Grant (DSG). Indications are that the Department for Education will be required to find this from within its existing resources and therefore it is not clear whether there will be reductions in other areas that may affect schools / local authorities. On 14th September 2017, it was announced that a national funding formula will be used to calculate funding at the local authority level from 2018/19 but authorities will continue to use their local school funding formula to calculate individual school budgets for 2018/19 and 2019/20.

The increase in the level of DSG nationally will result in additional funding at an individual school level, although actual increases will vary between schools and will only be known in early 2018. The Council also anticipates that it will see a small increase in the element of DSG used to fund costs in respect of pupils with additional needs. However in common with most other local authorities, St Helens faces increasing financial pressures in respect of this pupil cohort.

SECTION 3: RISKS, RESERVES AND BALANCES

3.1 The current position in terms of the Council’s reserves and balances is detailed below.

Usable Capital Receipts

3.2 Usable Capital Receipts are generated from the sale of surplus Council assets, the repayment of loans and a proportion of receipts from former Helena Housing under the “Right to Buy” initiative. These are generally available to support capital investment (in accordance with certain principles governing such use) or to invest. The current position in terms of available capital receipts is as follows:

£000Available Capital Receipts b/fwd at 1 April 2017 28,976

Receipts generated in year to date:- Preserved Right to Buy Receipts - Sale of Council Assets

406280

Required to fund Capital Programme 2017/18 to 2019/20 * 595

Available Balance (after taking commitments into account) 29,067

* This figure excludes any future contribution from capital receipts towards Single Investment Fund bid schemes, which are subject to approval by the Liverpool City Region Combined Authority, as referenced in the July 2017 Corporate Financial Report (section 1.3)

General Balances

3.3 General Balances are held to protect the Council’s financial position from unforeseen events; their level represents a prudent amount based on an ongoing risk assessment. The estimated balances position at 31 March 2018 is £14.7m as detailed in section 2.1.

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Schools Balances

3.4 Governors hold Schools Balances under delegated scheme arrangements. These can only be spent on Education services. School Balances are estimated to be £9.0m at the end of the current financial year. The projected position reflects schools’ current spending plans for the financial year, as approved by the individual governing body.

Earmarked Balances

3.5 These reserves are set aside and designated for specific purposes, with different processes governing their utilisation. The position in relation to Earmarked Balances is highlighted in the following table:

Balance at 1.4.17

£000

To be set aside

2017/18

£000

To be utilised 2017/18

£000

Balance at 31.3.18

£000Transformation Reserve * 21,954 - -15,631 6,323Growth Reserve 3,619 - -1,981 1,638Children’s Services Reserve ** 8,689 - -3,814 4,875Essential Equipment Replacement Fund

2,573 - -135 2,438

Councillor Improvement Fund 439 - -350 89Insurance Fund 4,993 - - 4,993Waste Management Development Fund

3,697 - -172 3,525

Inflation Reserve - 1,000 1,000Business Rates Pilot Reserve - 1,584 1,584TOTAL 45,964 2,584 -22,083 26,465

* Includes payment of £14.078m to Merseyside Pension Fund in relation to Pensions Fixed Sum 2017/18, which is to be

returned to the Transformation Reserve during 2018/19 and 2019/20.

** Balance at 31.03.18 assumes that a further £400k ring-fenced for Children’s Services and Departmental Priorities, per Cabinet Report 25th May 2016, will be drawn down during the year.

3.6 The following table details the earmarked reserve commitments to 2020/21.

Financial Year Estimated Balance at

1 April£000

To be set aside

£000

To be utilised in year

£000

Estimated Balance at 31

March£000

2017/18 45,964 2,584 -22,083 26,4652018/19 26,465 11,271 -5,371 32,3652019/20 32,365 11,541 -1,475 42,431

The above is further analysed in Annex D.

Financial Risks

3.9 The Council faced significant liabilities from the ongoing equal pay and equal value claims. Members have been updated on the position in regard to settlement of these claims in a series of Corporate Finance Reports presented to Cabinet. Without prejudice discussions have continued with the claimants' trade unions' legal advisors and the Remedy Hearing for all claims remains stayed, pending the outcome of these without prejudice discussions

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The claimants representatives indicated acceptance of the Memorandum of Understanding (MOU) on the 30th May 2017, which provided the basis of the settlements offered, and the Council offers were provided to them by the agreed deadline.

These offers were issued and the Council began to receive individually signed COT3 agreements to accept the offers made from 21st June 2017. As at 2nd October 2017 the Council had settled 91% of the claims lodged.

The Court of Appeal hearing scheduled for 24/25 May 2016 to resolve the catering COT 3 claims was stayed on a number of occasions pending ongoing settlement discussions. The Council has recently withdrawn the appeal given the significant progress in reaching agreement on individual settlements.

3.10 The Council continues to face potential liabilities emanating from the insolvency of Municipal Mutual Insurance (MMI), as scheme administrators continue to review the level of levy needed to achieve a solvent run off of the company. At this juncture, there is nothing further for Members to note but updates will be provided as details become available which will be reported via the Corporate Financial Report.

3.11 The uncertainties around backdated business rates appeals and the matter of NHS Trusts seeking mandatory charitable relief based on their ‘legal status’ still exist. Previous Corporate Financial reports updated Members on the position, and at this time, there is no further advice from the Local Government Association (LGA), or Counsel acting on behalf of the LGA on this matter. Members will be updated on developments in future Corporate Financial Reports. However, should NHS Trusts, who have appealed, be successful and mandatory charitable relief is granted, the cost to the Council to 31st March 2018, under the terms of the current retention scheme could be £4.53m.

SECTION 4: TREASURY MANAGEMENT POSITION STATEMENT

4.1 BACKGROUND

4.1.1 The Chartered Institute of Public Finance and Accountancy’s (CIPFA) Code of Practice on Treasury Management (revised 2011) was adopted by Council on 29th February 2012.

The primary requirements of the Code are as follows:

Creation and maintenance of a Treasury Management Policy Statement which sets out the policies and objectives of the Council’s treasury management activities;

Creation and maintenance of Treasury Management Practices which set out the manner in which the Council will seek to achieve those policies and objectives;

Consideration of an Annual Treasury Management Strategy Statement - including the Annual Investment Strategy and Minimum Revenue Provision Policy - for the year ahead, an Interim Review Report and an Annual Report (outturn report) covering activities during the previous year;

Delegation by the Council of responsibilities for implementing and monitoring Treasury Management policies and practices and for the execution and administration of Treasury Management decisions; and

Delegation by the Council for the role of scrutiny of the Treasury Management Strategy and Policies to a specific named body. For this Council the delegated body is the Audit and Governance Committee.

4.1.2 This report has been prepared in compliance with CIPFA’s Code of Practice on Treasury Management, and covers the following:

An update on Interest Rates and prospects for future Interest Rates;20

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A review of the Treasury Management Strategy Statement and Annual Investment Strategy and update on the current investment and borrowing portfolios;

A review of any debt rescheduling undertaken and any possible opportunities during 2017/18;

An update on other issues affecting Treasury Management; and

A review of compliance with Treasury Limits and Prudential Indicators for 2017/18 and forward Treasury Limits and Prudential Indicators for 2018/19 and 2019/20.

4.2 INTEREST RATE FORECASTS

4.2.1 The Council's appointed treasury advisor, Capita Asset Services, has provided the following forecast:

(The table also includes comparative forecasts from Capital Economics).

4.2.2 The current forecasts being provided by Capita Asset Services suggest that the Bank Rate will remain at its current rate of 0.25% through 2018 and into early 2019, with a modest increase in March 2019. However, it must be noted that the majority of members of the Monetary Policy Committee, at its last meeting on 14 September, said that they would be voting for an increase in Bank Rate “over the coming months”.

4.2.3 At the time of writing the initial Treasury Management Strategy it was envisaged that interest rates would stay at 0.25% until the early part of 2019 and would then rise gradually, reaching 0.75% by March 2019.

4.2.4 There has been little change between the forecast within the Treasury Management Strategy and those in the table above, but there is a great deal of uncertainty about the timing and speed of any changes in bank rate which are a direct result of the uncertainty that the vote to leave the EU has created.

4.2.5 After strong economic growth in 2016, growth in 2017 has been disappointingly weak. This is predominantly due to the sharp increase in inflation, caused by the devaluation of sterling after the Brexit vote. The Bank of England expected inflation to peak at just under 3% in 2017, before falling back to its target rate of 2% in two years time. Inflation actually came in at 2.9% in August and so the Bank has revised its forecast to a peak of over 3%.

4.2.6 Whilst the long run trend is for gilt yields and PWLB rates to increase, albeit gently, an eventual world economic recovery may also see investors switching from bonds to equities. However, there have been exceptional levels of volatility in financial markets which have caused significant swings in PWLB rates.

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4.2.7 The above forecasts for PWLB rates are based upon the PWLB certainty rate, which was introduced in November 2012; this rate reduces PWLB borrowing by 0.20% for most local authorities, including St Helens.

4.3 TREASURY MANAGEMENT STRATEGY AND ANNUAL INVESTMENT STRATEGY UPDATE

4.3.1 Investments

The Treasury Management Strategy Statement for 2017/18 was previously considered by Cabinet on 22 February 2017, approved by Council on 1 March 2017 and endorsed by Audit and Governance Committee on 22 March 2017. The Council’s Annual Investment Strategy, which is incorporated in the Treasury Management Strategy Statement, outlines the Council’s investment priorities as the security of capital and liquidity of investments.

The Council aims to achieve the optimum return (yield) on its investments commensurate with the proper levels of security and liquidity and having properly assessed all inherent risks as detailed in its Treasury Management Practices (TMP’s).

A breakdown of the Council’s investment portfolio is provided to Cabinet and Council as part of each Corporate Financial Report. The Council held £90.385m of investments at 30 September 2017 (£108.985m at 31 March 2017) and the following table provides details of the investment returns achieved thus far during 2017/18.

At the mid-point in the year, cash holdings have decreased from the balances held at the end of 2016/17. This is predominantly a consequence of payments that have been made in relation to the equal value pay claim settlement and the payment to Merseyside Pension Fund in relation to the Pensions Fixed Sum 2017/18.

Despite the continued limitations on the availability of high quality counterparties, the Council's investments have continued to outperform the benchmark returns as detailed below. Whilst the Council has continued to maintain a good level of return whilst seeking to ensure a high level of creditworthiness amongst its counterparties, the investment environment remains subdued and, therefore, it is envisaged that investment returns will remain low for some time.

The pie chart overleaf details the split of the Council’s investment by type and the credit rating assigned to the different groups of Counterparties.

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4.3.2 Council's Investment Strategy and Counterparty Criteria

The investment strategy approved in the Treasury Management Strategy Statement is currently being adhered to and forming the basis upon which Officers have operated thus far and will continue to do so throughout the remainder of the year. The counterparty criteria, which practically forms the basis on which Officers make decisions regarding those institutions with whom the Council will deal, is subject to constant review during the year and through delegation to the Deputy Chief Executive & Strategic Director of Corporate Services, this can be amended by way of Admin Decision.

In late September, the rating agency Moody’s, downgraded the UK’s sovereign rating, as Brexit pressured the country’s economic strength and the country’s debt levels rose. This followed a downgrade by Fitch, the rating agency whose ratings are used by the Council as the basis on which to determine the institutions with whom it may invest, in July 2016. The changes implemented by Fitch came on the back of the referendum vote to leave the EU and saw them marginally downgrade the UK’s sovereign rating, from AA+ to AA. This has been reported previously to Cabinet, at its meeting on 20 July 2016, and adjustments to the Council’s counterparty criteria were made through delegation to the Deputy Chief Executive & Strategic Director of Corporate Services.

.

4.3.3 Borrowing

The strategy of financing capital expenditure by running down cash balances (i.e. in lieu of new borrowing) was formulated predominantly to minimise credit risks associated with holding investments in these times of uncertainty and to protect the Council’s budgetary position against diminishing investment returns. That rationale still holds good and in that context, it is considered that the Borrowing Strategy approved is still fit for purpose.

The Council has outstanding debt of £73.347m, the chart below shows the maturity profile of the loan portfolio as at 30 September 2017.

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In accordance with the revised Prudential Code, the maturity of borrowing should be determined by reference to the earliest date on which the lender can require payment. If the lender does have the right to increase the interest rate payable (as is the case with a Market Loan (LOBO – Lender Option Borrower Option loan)), then this should be treated as a right to require payment. Due to this guidance the maturity dates of the Council’s LOBO loans have been profiled as the next call date for each. This has made the Council’s position look much more short-term when all of these loans have maturity dates of 35+ years. In the current interest climate and in light of recent experience whereby lenders have not sought to increase rates at call dates, it is unlikely that these loans will be called imminently.

In the current economic climate and with the current structure of PWLB interest rates there have been no viable opportunities to restructure debt in 2017/18.

The Council is increasingly likely to secure additional borrowing in the near future relating to funding of the purchase of the strategic investment referenced in section 1.4. Timing of such activity is sensitive to prevailing interest rates and forecast movements in those rates, which will be closely monitored in consultation with the Council’s appointed advisors.

4.4 TREASURY LIMITS AND PRUDENTIAL INDICATORS

4.4.1 It is a statutory duty under Section 3 of the Local Government Act 2003 and supporting Regulations for the Council to determine and keep under review how much it can afford to borrow. The amount so determined is termed the "Affordable Borrowing Limit". The Council’s approved Treasury Limits and Prudential Indicators (affordability limits) were outlined in the approved Treasury Management Strategy Statement.

4.4.2 The Treasury Limits and Prudential Indicators, as well as the Annual Revenue Provision Policy, were revised in May 2017 and approved by Council on 17 May 2017. The indicators are reviewed periodically to ensure that they are appropriate to, and commensurate with, the activity of the Council. The Annual Revenue Provision Policy was revised so that provision for schemes of a regeneration and/or infrastructure nature are charged to the revenue account using the Asset Life Method: Annuity Approach, which represents a more prudent and affordable option for the Council for schemes of this nature.

4.4.3 During the financial year to date the Council has operated within the Treasury Limits and Prudential Indicators set out in the Council’s Treasury Management Strategy Statement and in compliance with the Council's Treasury Management Practices. A copy of the latest Treasury Limits and Prudential Indicators are attached at Annex 1. Such revisions predominantly arise due to changes in the Council’s approved capital programme.

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4.5 OTHER ISSUES

MiFID II

4.5.1 The Markets in Financial Instruments Directive (MiFID) is the EU framework of legislation for the organised trading of financial instruments. It was applied in the UK from November 2007 but is now being revised to improve the functioning of financial markets following the financial crisis and to strengthen investor protection. The changes will take place from 3 January 2018 and are known as MiFID II.

4.5.2 The impact of MiFID II on Local Authorities is that the default categorisation of Local Authorities is changing from a per se professional client to a retail client. This will mean that some funds, products, instruments and even some entire entities may no longer be available for the Council to deal with. However, the authority has the option to “Elect Up” with each of the financial institutions so it can continue to carry out business as usual.

4.5.3 The Council will need submit a request to each financial institution that they consider us to be a Professional Client; to do this the Council must satisfy some Quantitative and Qualitative tests to demonstrate that it is appropriately knowledgeable and that it can make its own investment decisions and understand the risks involved.

4.5.4 The Quantitative tests are as follows: The size of the financial instrument portfolio is greater than £10 million; The Council has carried out transactions on the relevant market at an average frequency

of 10 per quarter over the previous four quarters; and The Council’s Treasury Team has worked in the financial sector for at least one year in a

professional position.

4.5.5 The Qualitative tests are a subjective assessment made by each financial institution to determine whether the Council has an adequate level of knowledge, experience and expertise to undertake the relevant activity. This will involve looking at details of the individuals in the Treasury team, including the role they carry out, how long they have been involved in the financial markets, the percentage of time spent on Treasury, relevant qualifications and training attended. Data will also be required about the way in which decisions are made, including the role of external advisors and governance frameworks.

4.5.6 Through completing the necessary returns, either via CIPFA’s Public Sector Link or direct returns to financial institutions, the Council hopes to demonstrate that it can be elected up to Professional Client status and continue to trade in exactly the same way it has done previously, with the same range of products available.

Revised CIPFA Codes

4.5.7 CIPFA is currently conducting an exercise to consult local authorities on revising the Treasury Management Code and Cross Sectoral Guidance Notes, and the Prudential Code. CIPFA is aiming to issue the revised code during November 2017.

4.5.8 A particular focus of this exercise is how to deal with local authority investments which are not treasury type investments e.g. by investing in purchasing property in order to generate income for the authority at a much higher level than can be attained by treasury investments. One recommendation is that local authorities should produce a new report to Members to give a high level summary of the overall capital strategy and to enable Members to see how the cash resources of the authority have been apportioned between treasury and non treasury investments. Officers are monitoring developments and will report to Members when the new codes have been agreed and issued and the likely impact on the authority.

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4.6 SUMMARY

4.6.1 The review of the Treasury Management position identifies that: -

The UK economy faces a number of challenges, risks and uncertainties post the exit from the European Union, not least with regard to the impact on growth and interest rates;

Interest rates are likely to remain low;

The forecast investment returns for 2017/18 consistently out-perform the accepted benchmark investment returns;

Additional borrowing to fund strategic capital investment will be exercised with caution;

The original Treasury Management Strategy is still fit for purpose; and

Issues around MiFID II and the revised CIPFA codes may have future impact upon the Authority.

Annex

1 Treasury Limits and Prudential Indicators 2017/18 - 2019/20

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Annex 1

Treasury Limits and Prudential Indicators 2017/18 - 2019/20

2017/18Estimates

2018/19Estimates

2019/20Estimates

1(i)

Proposed capital expenditure that the Council plans to commit to during the forthcoming and subsequent two financial years.

Capital Expenditure (£m)

24.176 27.201 10.485

1(ii)

Additional in-year financing/(borrowing) requirement for capital expenditure.

In Year Capital Financing Requirement (CFR) (£m)

1.730 2.800 (2.158)

2

The CFR is an aggregation of historic and cumulative capital expenditure, which has yet been paid for by either revenue or capital resources.

Capital Financing Requirement as at 31 March (£m)

150.317 153.116 150.959

3

The “net borrowing” position represents the net of the Authority’s gross external borrowing and investments sums held.

Net Borrowing Requirement:

External Borrowing (£m)

Investments Held (£m)

Net Requirement (£m)

73.349

(100.385)

27.036

73.345

(105.000)

31.655

73.341

(110.000)

33.659

4

Identifies the impact and trend of the revenue costs of capital financing decisions will have on the General Fund Budget over time.

Ratio of financing cost to net revenue stream

6.81% 6.86% 6.89%

5

The Council’s Budget Strategy, as a general principle is that no unsupported borrowing should be undertaken as a means of financing capital expenditure plans.

Incremental impact of capital investment decisions (increase in Council Tax Band D equivalent)

NIL NIL NIL

6

This represents an absolute limit of borrowing at any one point in time. It

Authorised Limit for External Debt (£m)

151.053 150.974 151.01827

4

reflects the level of external debt, which, while not desired, could be afforded in the short term, but is not sustainable in the longer term.

7

This is the limit beyond which external debt is not normally expected to exceed.

Operational Limit for External Debt (£m)

139.298 138.877 138.279

Upper Limit for Fixed Interest Rate Exposure

100% 100% 100%

8

These limits seek to ensure that the authority does not expose itself to an inappropriate level of interest rate risk, and has a suitable proportion of debt.

Upper Limit for Variable Interest Rate Exposure

50% 50% 50%

9

This limit seeks to ensure liquidity and reduce the likelihood of any inherent or associated risk.

Upper Limit for Sums Invested over 364 Days

60% 60% 60%

10

This indicator is used to highlight where an authority may be borrowing in advance of need

Gross Debt and the CFR(£m)

53.073 56.385 54.884

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CAPITAL MONITORING ANNEX A

Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance£000's £000's £000's £000's £000's £000's £000's £000's £000's

School Condition Funding 191 137 -54 0 0 0 1,500 1,500 0School Condition Funding - UNALLOCATED 774 490 -284 1500 1,811 311 0 0 0Haydock High Front elevation 1 0 -1 0 0 0 0 0 0Haydock High Rewire 331 231 -100 0 100 100 0 0 0Allanson Street Window replacement 9 0 -9 0 0 0 0 0 0Eccleston Lane Ends - DDA works 259 259 0 0 0 0 0 0 0Legh Vale DDA 10 10 0 0 0 0 0 0 0Rainford Brook Lodge Window Replacement 24 24 0 0 0 0 0 0 0Queens Park CE / URC - Remodel Foundation Stage Acomodation 50 50 0 0 0 0 0 0 0Longton Lane - Windows/Cladding 330 280 -50 0 50 50 0 0 0The District - Safeguarding/DDA Works 0 0 0 100 100 0 0 0 0Rainford CE - Windows 18 18 0 0 0 0 0 0 0Rainhill High - Roof 3 0 -3 0 0 0 0 0 0Penkford Roof 300 0 -300 0 290 290 0 0 0Penkford Windows 195 0 -195 0 185 185 0 0 0Eccleston Lane End Rewire 7 0 -7 0 0 0 0 0 0Sutton Manor - Reroof 100 0 -100 0 100 100 0 0 0Basic Need - UNALLOCATED 2242 1,000 -1,242 1016 2,258 1,242 1,041 1,041 0Basic Need - Grange Valley 450 450 0 0 0 0 0 0 0Basic Need - Longton Lane 50 50 0 0 0 0 0 0 0Haydock English Martyrs 31 31 0 0 0 0 0 0 0Ashurst Primary Remodel Works 660 0 -660 0 660 660 0 0 0Broadoak Community Primary School - Extension 68 68 0 0 0 0 0 0 0Lansbury Bridge - New MLD provision 522 522 0 0 0 0 0 0 0Wargrave Primary - Extension 379 379 0 0 0 0 0 0 0School Devolved Formula Capital 415 404 -11 500 500 0 300 300 0Harnessing Technology 73 73 0 0 0 0 0 0 0Early Education for 2 year olds 286 286 0 0 0 0 0 0 0Willow Tree Remodel 53 83 30 0 0 0 0 0 0Robins Lane Remodel 66 66 0 0 0 0 0 0 0Robins Lane Windows & Roof 5 0 -5 0 0 0 0 0 0Ashurst Roof Repairs 250 0 -250 0 250 250 0 0 0Eccleston Lane Ends Roof Repairs 111 111 0 0 0 0 0 0 0Broad Oak Windows, Roof and Brickwork 7 0 -7 0 0 0 0 0 0Merton Bank Windows 2 0 -2 0 0 0 0 0 0Haydock High DDA Repairs 0 0 0 100 100 0 0 0 0Haydock High ROSLA Block 0 0 0 150 150 0 0 0 0Lansbury Bridge Roof Repairs 260 0 -260 0 260 260 0 0 0Basic Need Sutton Oak CE Primary Extension 250 250 0 0 0 0 0 0 0Grange Valley Roof Repair 150 0 -150 0 150 150 0 0 0Legh Vale Roof Replacement 20 20 0 0 0 0 0 0 0Oakdene Roof Replacment 100 100 0 0 0 0 0 0 0Launchpad Roof Renewal 0 0 0 100 100 0 0 0 0Pupil Referral Unit Condition and Suitability 150 150 0 0 0 0 0 0 0Carr Mill Windows Window Replacement 21 21 0 0 0 0 0 0 0Free Early Educational Entitlement (FEEE) 457 457 0 0 0 0 0 0 0Free Early Educational Entitlement (FEEE) - Rainhill Nursery 136 136 0 0 0 0 0 0 0SEND Special Provison Fund - Unallocated 0 0 0 167 167 0 167 167 0Sutton Oak Primary Health & Safety 74 74 0 0 0 0 0 0 0Legh Vale Primary Window Replacement 60 110 50 0 0 0 0 0 0Merton Bank Primary Window Replacement 35 37 2 0 0 0 0 0 0Robins Lane Primary Window Replacement 100 105 5 0 0 0 0 0 0Sutton Manor Primary Window Replacement 50 54 4 0 0 0 0 0 0The District Primary Window Replacement 100 100 0 0 0 0 0 0 0Legh Vale Primary Roofing Repairs 60 60 0 0 0 0 0 0 0Longton Lane Primary, General Conditions 250 100 -150 0 150 150 0 0 0Garswood Primary, Equality Act Compliance 35 35 0 0 0 0 0 0 0Allanson Street Damproofing 0 44 44 0 0 0 0 0 0Queens Park CE / URC -Health & Safety Works 0 26 26 0 0 0 0 0 0Penkford Condition & Suitability 0 20 20 0 0 0 0 0 0

TOTAL 10,580 6,921 -3,659 3,633 7,381 3,748 3,008 3,008 0

CAPITAL PROGRAMME 2017/18 TO 2019/20

CHILDREN,FAMILIES & YOUNG PEOPLE & EDUCATION2017/18 2018/19 2019/20

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Brookfield Resource Centre 268 268 0 0 0 0 0 0 0Intergrated Activity 20 20 0 0 0 0 0 0 0Supported Living Development 160 160 0 0 0 0 0 0 0

TOTAL 448 448 0 0 0 0 0 0 0


0General Fund Housing (Housing Assistance) 65 65 0 65 65 0 0 0 0Housing Clearance and Enforcement 50 50 0 50 50 0 0 0 0Disabled Facilities Grants and Adaptations 2,166 2,168 2 2,443 2,443 0 2,376 2,376 0Insulation Measures and Fuel Poverty 236 237 1 150 150 0 0 0 0Alley Gates - Extended Scheme 20 20 0 0 0 0 0 0 0Extension of CCTV 23 23 0 0 0 0 0 0 0

TOTAL 2,560 2,563 3 2,708 2,708 0 2,376 2,376 0

ADULT SOCIAL CARE & HEALTH2019/20

2019/20COMMUNITY SAFETY (INCUDING HOUSING SERVICES)

2017/18 2018/19

2017/18 2018/19

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Vehicle Replacement Programme 850 850 0 700 700 0 700 700 0Modifications to Recycling Vehicles 153 153 0 0 0 0 0 0 0Air Quality Monitoring 7 7 0 0 0 0 0 0 0Victoria Park- Heritage Lottery Fund 46 46 0 0 0 0 0 0 0Section 106 Arrangements 56 56 0 0 0 0 0 0 0Taylor Park Play Area (S.106) 11 11 0 0 0 0 0 0 0Ruskin Drive Sports Ground 610 610 0 0 0 0 0 0 0Peasley Cross Lane Bridge-Install Vehicle Barriers 34 34 0 0 0 0 0 0 0Sankey Catchment 19 19 0 0 0 0 0 0 0Local Transport Plan: 11 11 0 2,029 2,029 0 2,731 2,731 0Bridge Strengthening & Maintenance 649 419 -230 0 0 0 0 0 0Pasture Lane Bridge 0 230 230 0 0 0 0 0 0Carriageway Maintenance 1,574 1,574 0 0 0 0 0 0 0Additional Highway Maintenace (Pothole Funding) 186 186 0 0 0 0 0 0 0St. Helens Linkway & Inner Ring Road Phase 4 130 0 -130 0 130 130 0 0 0Junction Lane Bridge 93 0 -93 0 93 93 0 0 0Town Centre (Atlas Street) 82 0 -82 0 82 82 0 0 0Section 106 Arrangements 103 103 0 0 0 0 0 0 0Street Lighting - Invest To Save Phase 2 2,316 1,016 -1,300 0 1,300 1,300 0 0 0Street Lighting 250 250 0 0 0 0 0 0 0Accessibility Improvements Supporting Regeneration 30 30 0 0 0 0 0 0 0Walking (Pedestrian Measures) 30 30 0 0 0 0 0 0 0Accident Investigation & Prevention (AIP) 30 30 0 0 0 0 0 0 0Traffic Calming & Restraint 20 20 0 0 0 0 0 0 0Traffic Management & Signing 50 50 0 0 0 0 0 0 0Urban Traffic Control 70 70 0 0 0 0 0 0 0Safer Routes to School 20 20 0 0 0 0 0 0 0Better Bus Fund 969 969 0 209 209 0 0 0 0

Sustainable Transport Enhancement Package (STEP) Year 1 -3 335 418 83 0 0 0 0 0 0Haydock Industrial Estate Access (STEP) Year 3-6 0 856 856 0 2,000 2,000 0 0 0St Helens Active Travel East (STEP) Year 3-6 0 305 305 0 700 700 0 0 0Windle Island Junction Development 1,500 1,300 -200 5,509 5,709 200 0 0 0A570 St Helens Linkway 531 531 0 3,300 3,300 0 1,650 1,650 0A58/A580/A572 Transport Connectivity (NPIF) 890 890 0 0 0 0 0 0 0A49 to M6 Junction 22 Link Road 0 750 750 0 840 840 0 0 0

TOTAL 11,655 11,844 189 11,747 17,092 5,345 5,081 5,081 0


Ground Conditions Survey 45 45 0 20 20 0 20 20 0Bus Stop Langtree Park 10 10 0 0 0 0 0 0 0Gypsy and Traveller Sites 140 140 0 0 0 0 0 0 0WestPoint 350 350 0 0 0 0 0 0 0Acquisition of the Liverpool Arms 39 54 15 0 0 0 0 0 0Urban Skatepark 65 65 0 0 0 0 0 0 0Land at Borough Road 0 505 505 0 0 0 0 0 0

TOTAL 649 1,169 520 20 20 0 20 20 0


Libraries ICT Refresh 53 53 0 0 0 0 0 0 0Refurbishment of Selwyn Jones Sports Centre & Equipment 647 647 0 0 0 0 0 0 0Queens Park Recreation Ground 15 15 0 0 0 0 0 0 0

TOTAL 715 715 0 0 0 0 0 0 0


LIBRARIES & LESIURE2017/18 2018/19 2019/20

2019/20CORPORATE SERVICES

2017/18 2018/19

2019/20

2019/202017/18 2018/19

GREEN,SMART & SUSTAINABLE BOROUGH2017/18 2018/19

GROWTH (INCLUDING PLANNING)

31

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IP Telephony 11 11 0 0 0 0 0 0 0Contact Centre 113 113 0 0 0 0 0 0 0MFD Replacement 347 347 0 0 0 0 0 0 0Data Centre Infrastructure Refresh 45 45 0 0 0 0 0 0 0

TOTAL 516 516 0 0 0 0 0 0 0

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CAPITAL PROGRAMME SUMMARY 2017/18 - 2019/20 ANNEX A

Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance

£000's £000's £000's £000's £000's £000's £000's £000's £000's

Children, Families & Young People & Education 10,580 6,921 -3,659 3,633 7,381 3,748 3,008 3,008 0Adult Social Care & Health 448 448 0 0 0 0 0 0 0Community Safety (including Housing Services) 2,560 2,563 3 2,708 2,708 0 2,376 2,376 0Green Smart & Sustainable Borough 11,670 11,844 174 11,747 17,092 5,345 5,081 5,081 0Growth (including Planning ) 649 1,169 520 20 20 0 20 20 0Libaries & Leisure 700 715 15 0 0 0 0 0Corporate Services 516 516 0 0 0 0 0 0 0

TOTAL 27,123 24,176 -2,947 18,108 27,201 9,093 10,485 10,485 0

Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance Quarter 1 17/18 Quarter 2 17/18 Variance

£000's £000's £000's £000's £000's £000's £000's £000's £000's

Unsupported Borrowing ok 5,658 4,083 -1,575 ok 3,782 5,387 1,605 700 700 0Grant ok 15,729 13,028 -2,701 ok 8,805 15,453 6,648 8,115 8,115 0Other ok 5,359 5,359 0 ok 5,521 5,521 0 1,650 1,650 0Capital Receipts ok 100 575 475 ok 0 0 0 20 20 0Revenue Contribution ok 277 1,131 854 0 840 840 0 0 0

TOTAL 27,123 24,176 -2,947 18,108 27,201 9,093 10,485 10,485 0

2019/20

2019/20

Portfolio

Source of Funding

2017/18 2018/19

2017/18 2018/19

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CORPORATE SERVICES QTR 2 Annex B

Expenditure Income RevisedEstimate

2017/18 2017/18 2017/18£000 £000 £000

CORPORATE AND DEMOCRATIC COREDEMOCRATIC REPRESENTATION AND MANAGEMENT 1,501 0 1,501

CENTRAL SERVICES TO THE PUBLIC:CORONERS COURT SERVICES 220 0 220COST OF COLLECTION - LOCAL TAXATION 1,989 -871 1,118REGISTRAR OF BIRTHS DEATHS AND MARRIAGES 250 -149 101EMERGENCY PLANNING 65 0 65LOCAL WELFARE ASSISTANCE SCHEMES 411 0 411ELECTIONS 726 -345 381GRANTS AND DONATIONS 162 -70 92

NON DISTRIBUTED COSTS 1,441 0 1,441

MANAGEMENT AND SUPPORT SERVICES - FINANCE & IT 10,775 -10,775 0

MANAGEMENT AND SUPPORT SERVICES - HUMAN RESOURCES 2,855 -2,855 0

MANAGEMENT AND SUPPORT SERVICES - LEGAL & ADMIN 1,220 -1,220 0

MANAGEMENT AND SUPPORT SERVICES - GOVERNANCE 1,003 -1,003 0

MANAGEMENT AND SUPPORT SERVICES - OTHER 129 -129 0

Net Expenditure 22,747 -17,417 5,330

SERVICE AREA

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LEADERS QTR 2


2017/18 2017/18 2017/18£000 £000 £000

CORPORATE MANAGEMENT 1,220 0 1,220

PRESS AND PUBLIC AFFAIRS 499 -499 0

VISION & CHANGE TEAM 74 -74 0

Net Expenditure 1,793 -573 1,220

SERVICE AREA

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CHILDREN, FAMILIES , YOUNG PEOPLE & EDUCATION QTR 2


2017/18 2017/18 2017/18£000 £000 £000

EARLY YEARS - NURSERY 9,517 -7,202 2,315

PRIMARY SCHOOLS 71,242 -67,919 3,323

SECONDARY SCHOOLS 35,417 -31,777 3,640

SPECIAL SCHOOLS 9,031 -8,246 785

OTHER SERVICES TO YOUNG PEOPLE - LIFELONG LEARNING 1,368 -1,368 0

OTHER STRATEGIC FUNCTIONS 15,271 -11,090 4,181

SERVICE STRATEGY 260 -23 237

COMMISSIONING AND SOCIAL WORK 7,639 -642 6,997

CHILDREN LOOKED AFTER16,151 -548 15,603

FAMILY SUPPORT SERVICES 2,145 -254 1,891

YOUTH JUSTICE 969 -448 521

CHILDREN AND YOUNG PEOPLE'S SAFETY 1,493 -146 1,347

OTHER CHILDRENS AND FAMILES SERVICES 2,243 0 2,243

MANAGEMENT & SUPPORT SERVICE COSTS 1,685 -1,685 0

Net Expenditure 174,431 -131,348 43,083

SERVICE AREA

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ADULT SOCIAL CARE & HEALTH QTR 2


2017/18 2017/18 2017/18£000 £000 £000

PHYSICAL SUPPORT25,814 -13,546 12,268

SENSORY SUPPORT 1,090 -206 884

SUPPORT WITH MEMORY AND COGNITION 11,829 -4,858 6,971

LEARNING DISABILITY SUPPORT 22,780 -7,867 14,913

MENTAL HEALTH SUPPORT 3,222 -680 2,542

SOCIAL SUPPORT -DRUGS AND ALCOHOL SERVICES 15 0 15

SUPPORT FOR CARERS 1,070 -1,048 22

ASSISTIVE EQUIPMENT AND TECHNOLOGY 2,102 -1,547 555

ASSESSMENT AND CARE MANAGEMENT 7,187 -2,455 4,732

TRANSPORT 856 -856 0

COMMISSIONING AND SERVICE DELIVERY 4,361 -4,361 0

Net Expenditure 80,326 -37,424 42,902

SERVICE AREA

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COMMUNITY SAFETY (INCLUDING HOUSING SERVICES) QTR 2


2017/18 2017/18 2017/18£000 £000 £000

RECREATION AND SPORTCOMMUNITY CENTRES 39 0 39

HOUSING SERVICESHOUSING STRATEGY 279 -8 271HOUSING ADVICE 288 0 288HOUSING ADVANCES 21 -1 20HOMELESSNESS 234 -98 136HOUSING BENEFIT ADMINISTRATION 63,440 -63,753 -313PRIVATE SECTOR HOUSING RENEWAL 1,535 -1,111 424OTHER COUNCIL PROPERTY 68 -93 -25SUPPORTING PEOPLE 5,910 -50 5,860ENABLING 160 -52 108

ENVIRONMENTAL SERVICESCOMMUNITY SAFETY (CRIME REDUCTION) 705 -201 504COMMUNITY SAFETY (CCTV) 224 0 224

PLANNING AND DEVELOPMENT SERVICESCOMMUNITY DEVELOPMENT 74 0 74

MANAGEMENT AND SUPPORT SERVICES - MANAGEMENT 240 -240 0

Net Expenditure 73,217 -65,607 7,610

SERVICE AREA

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PUBLIC HEALTH & WELL BEING QTR 2


2017/18 2017/18 2017/18£000 £000 £000

SERVICE TO YOUNG PEOPLE & COMMUNITY LEARNERSOTHER SEVICES TO YOUNG PEOPLE - EARLY YEARS 730 -210 520

OTHER STRATEGIC FUNCTIONSMUSIC SERVICE 471 -471 0

SEXUAL HEALTHSTI TESTING AND TREATMENT 757 0 757CONTRACEPTION 54 0 54ADVICE, PREVENTION & PROMOTION 1,347 0 1,347

PRIMARY CARE 296 0 296

PUBLIC HEALTH ADVICE 600 0 600

OBESITYADULT OBESITY 726 0 726CHILD OBESITY 418 0 418

PHYSICAL ACTIVITYPHYSICAL ACTIVITY FOR ADULTS 853 -59 794PHYSICAL ACTIVITY FOR CHILDREN 37 0 37

SUBSTANCE MISUSEDRUG MISUSE - ADULTS 2,427 0 2,427SUBSTANCE MISUSE - YOUTH 269 0 269ALCOHOL MISUSE - ADULTS 300 0 300

SMOKING & TOBACCOSTOP SMOKING SERVICES & INTERVENTIONS 773 0 773

CHILDREN 5-19 PUBLIC HEALTH PROGRAMMESHEALTHY CHILD PROGRAMME 4,708 -22 4,686

MISCELLANEOUS PUBLIC HEALTH SERVICESDENTAL PUBLIC HEALTH 114 114NUTRITION INITIATIVES 139 -5 134HEALTH AT WORK 44 44ACCIDENT PREVENTION PROGRAMME 208 -100 108PUBLIC MENTAL HEALTH 213 -19 194GENERAL PREVENTION 174 -78 96OTHER PUBLIC HEALTH SERVICES 611 0 611

MANAGEMENT AND SUPPORT SERVICESDIRECTORATE 561 -561 0COMMISSIONING 1,605 -1,605 0COLLABORATIVE COMMISSIONING 67 -67 0

PUBLIC HEALTH GRANTPUBLIC HEALTH GRANT 0 -14,785 -14,785

CULTURE AND HERITAGEARTS DEVELOPMENT AND SUPPORT 322 -184 138HERITAGE 225 0 225

Net Expenditure 19,049 -18,166 883

SERVICE AREA

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GREEN SMART & SUSTAINABLE BOROUGH QTR 2


2017/18 2017/18 2017/18£000 £000 £000

HIGHWAYS AND TRANSPORT SERVICESPARKING SERVICES 1,412 -1,700 -288

ENVIRONMENTAL SERVICESCEMETERIES 721 -581 140CREMATORIUM 710 -1,633 -923TRADING STANDARDS 457 -21 436ENVIRONMENTAL HEALTH 1,403 -382 1,021PUBLIC CONVENIENCES 29 0 29WASTE COLLECTION 1,706 -245 1,461RECYCLING 4,275 -2,448 1,827STREET CLEANSING 1,973 -164 1,809LICENCING 360 -492 -132TRADE WASTE 213 -385 -172COUNCILLOR IMPROVEMENT FUND 801 0 801

HIGHWAYS ROADS AND TRANSPORT SERVICESSTRUCTURAL MAINTENANCE 2,366 -668 1,698CONSTRUCTION PROJECTS CAPITAL CHARGES 4,911 0 4,911ENVIRONMENTAL SAFETY & ROUTINE MAINTENANCE 3,478 -1,209 2,269STREET LIGHTING 1,949 -158 1,791WINTER SERVICE 378 -73 305TRAFFIC MANAGEMENT AND ROAD SAFETY 752 -179 573

CULTURAL AND RELATED SERVICESPARKS AND OPEN SPACE MANAGEMENT 2,368 -69 2,299RANGER SERVICE 279 -2 277ALLOTMENTS 107 -31 76

MANAGEMENT AND SUPPORT SERVICES 2,029 -2,029 0

DIRECT SERVICES 17,677 -18,270 -593

CENTRAL SERVICES TO THE PUBLICLOCAL LAND CHARGES 50 -115 -65

Net Expenditure 50,404 -30,854 19,550

SERVICE AREA

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GROWTH (INCLUDING PLANNING) QTR 2


2017/18 2017/18 2017/18£000 £000 £000

CULTURE AND HERITAGETOURISM & EVENTS 368 -70 298

PLANNING AND DEVELOPMENT SERVICESBUILDING CONTROL 490 -313 177DEVELOPMENT CONTROL 994 -894 100PLANNING POLICY 554 0 554ECONOMIC DEVELOPMENT 3,820 -2,885 935MARKET UNDERTAKINGS 692 -743 -51PREMISES DEVELOPMENT 1,218 -3,114 -1,896

HIGHWAYS AND TRANSPORT SERVICESTRANSPORT PLANNING POLICY AND STRATEGY 766 -281 485

MANAGEMENT AND SUPPORT SERVICESMANAGEMENT 252 -252 0PROPERTYSERVICES 365 -365 0BUILDING SUPPORT 5,818 -5,818 0

Net Expenditure 15,337 -14,735 602

SERVICE AREA

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LIBRARIES AND LEISURE QTR 2

Expenditure Income Revised

Estimate

2017/18 2017/18 2017/18

£000 £000 £000

RECREATION AND SPORT

SPORTS DEVELOPMENT 446 -344 102

INDOOR SPORTS AND RECREATION FACILITIES 3,910 -2,711 1,199

GOLF COURSE 397 -397 0

OUTDOOR SPORTS AND RECREATION FACILITIES 246 -107 139

SERVICE TO YOUNG PEOPLE & COMMUNITY LEARNERS

ADULT AND COMMUNITY LEARNING 510 -507 3

CULTURE AND HERITAGE 0

ARCHIVING 229 -68 161

0

LIBRARY SERVICE 0

LIBRARY BUILDINGS 2,534 -199 2,335

MOBILE AND HOUSEBOUND LIBRARY SERVICE 33 0 33

0

Net Expenditure 8,305 -4,333 3,972

SERVICE AREA

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Cash Limit Movements 2017/18 ANNEX C

REVISED Use ofEarmarkedReserves

Capital ChargesAdjustments

Technical andRecharge

Adjustments

REVISEDESTIMATE ESTIMATE

Jul-17 2.2.2 Oct-17

£000 £000 £000 £000 £000Corporate Services 5,350 155 -175 5,330

Leader's 1,206 14 1,220

Liverpool City Region Engagement 0 0

Total Corporate Services Directorate 6,556 0 155 -161 6,550

Children, Families & Young People & Education 41,360 1,993 -325 55 43,083

Adult Social Care & Health 42,876 -3 29 42,902

Community Safey (including Housing Services) 7,609 1 7,610

Public Health & Well-Being 883 883

Total People's Services Directorate 92,728 1,993 -327 84 94,478

Green, Smart & Sustainable Borough 18,565 818 126 41 19,550

Growth (including Planning) 608 24 -52 22 602

Libraries & Leisure 4,019 -61 14 3,972

Total Environmental & Trading Services Directorate 23,192 842 13 77 24,124

TOTAL DEPARTMENTAL BUDGETS 122,476 2,835 -159 0 125,152

Levies and Precepts 20,192 20,192

Investment Interest -666 -666

Servicing of Debt 10,514 10,514

Restructure Costs 1,977 1,977

Capital Charges -15,823 159 -15,664

Contribution to (+) /from (-) Earmarked Balances -16,264 -2,835 -19,099

Pension Fixed Cost Element (Excluding Schools) 18,886 18,886

New Homes Bonus -3,309 -3,309

Section 31 Grants -3,104 -3,104

PFI (Interest) Grant -2,417 -2,417

Collection Fund Surplus -1,060 -1,060

Formula ‘Top Up’ -20,555 -20,555

Retained Business Rates -44,582 -44,582

Council Tax -66,077 -66,077

188 0 0 0 188

BALANCES BROUGHT FORWARD -14,885 -14,885

BALANCES CARRIED FORWARD -14,697 0 0 0 -14,697

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EARMARKED BALANCES 2017/18 TO 2019/20 ANNEX D

Balance 31.03.17 To From Balance 31.03.18 To From Balance 31.03.19 To From Balance 31.03.20£000 £000 £000 £000 £000 £000 £000 £000 £000 £000

Transformation Reserve * 21,954 ‐15,631 6,323 7,687 ‐835 13,175 7,957 ‐396 20,736

Growth Reserve 3,619 ‐1,981 1,638 ‐924 714 ‐64 650

Children's Services Reserve 8,689 ‐3,814 4,875 ‐3,612 1,263 ‐1,015 248

Essential Equipment Fund 2,573 ‐135 2,438 2,438 2,438

Councilor Improvement Fund 439 ‐350 89 89 89

Insurance 4,994 0 4,994 4,994 4,994

Waste Management Fund 3,697 ‐172 3,525 3,525 3,525

Inflationary Reserve ** 0 1,000 1,000 2,000 3,000 2,000 5,000

Business Rates Pilot Reserve ** 0 1,584 1,584 1,584 3,168 1,584 4,752

TOTAL 45,964 2,584 ‐22,083 26,465 11,271 ‐5,371 32,365 11,541 ‐1,475 42,431

* Transfers to the Reserve reflect funding to be returned to the reserve from the CCG and Pensions Fixed Sum Repayments ** Earmarking of Funds as detailed in The Revenue and Capital Budget 2017/18 Report presented to Cabinet on 22nd Feburary 2017.

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St Helens Council

Audit & Financial Monitoring Overview and Scrutiny Panel8 November 2017

BUDGET AND PERFORMANCE MONITORING REPORT

1. Purpose

The attached reports, with Performance data relating to the period to 31st August 2017, were considered by the Cabinet at its meeting on 25th October 2017.

2. Recommendation

That the report be noted and Members identify any appropriate issues within the remit of the Panel that they wish to further discuss or consider.

Ian RobertsDeputy Chief Executive and Strategic Director of Corporate Services

The contact officer for this report is Wayne Traynor, Assistant Treasurer (Accountancy and Financial Management), Finance Division, Town Hall, telephone (01744) 673230.

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Cabinet25 October 2017

KEY DECISIONNo

DATE FIRST PUBLISHED

BUDGET AND PERFORMANCE MONITORING REPORT AUGUST 2017

WARDS AFFECTED

All

EXEMPT/CONFIDENTIAL ITEM

NO

1. PROPOSED DECISION

1.1 That Cabinet notes the financial and performance positions of the respectivePortfolios.

2. RATIONALE FOR THE DECISION

2.1 The Council is committed to the regular monitoring of both budgetary and performance information in order to ensure the delivery of efficient, effective and value for money services that meet the needs and expectations of the customers and communities that it serves.

2.2 The August monthly Budget and Performance Monitoring Report provides an analysis of budget and performance for each of the Council’s Portfolios. The purpose of the report is to provide Cabinet Members with an overview of the budgetary position covering revenue and capital budgets along with key action being taken to ensure Portfolios remain within allocated cash limits. The performance section comments on significant issues around the delivery of services, the position of the Council’s performance measures, and action required to address any identified concerns in relation to performance or service delivery.

3. FACTS SUPPORTING THE PROPOSED DECISION

3.1 The report aims to provide Members with a strategic overview of the Portfolio positions, which attempts to portray a rounded picture of the relationship between budget, service delivery and performance. Detailed performance indicator tables have been removed from the report and replaced by a summary assessment of key issues covering service delivery, performance measures, achievements, challenges and required action.

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3.2 Detailed performance indicator information can be found on the Council’s Performance Indicator database and the Council’s website, which continues to publish detailed PI data in line with the principles of transparency.

4. IMPLICATIONS / RELEVANCE TO MEETING SAVINGS TARGET / PLANNING FOR 2020

4.1 Managing and monitoring of both budgets and performance is critical to achieving savings targets / planning for 2020.

5. RISKS

5.1 Risks Associated with the Proposed Decision

The risks are that failure to regularly and adequately evaluate the budgetary and performance positions of the Council’s Portfolios could result in significant financial and reputational loss to the Authority.

5.2 Should this Risk be added to the Corporate Risk Register?

No

6 OTHER IMPLICATIONS

Legal - None

Financial - The financial implications are implicit within the budget sections of the report

Human Resources – None

Land and Property (Asset) – None

Anti-Poverty - The implications are a number of key performance indicators set targets for and measure outcomes in relation to the anti-poverty agenda.

Effects on existing Council Policy - The implications are the performance of key PIs will be taken account when reviewing existing Council policy

Effects on other Council Activities – None

Human Rights – None

Equalities - A number of key performance indicators set targets for and measure outcomes for equalities issues

Asset Management - None

Health - The implications are a number of key performance indicators set targets for and measure outcomes for health.

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7 PREVIOUS APPROVAL/CONSULTATION

None

8 ALTERNATIVE OPTIONS AND IMPLICATIONS THEREOF

None

9 APPENDICES

None

Ian Roberts,Deputy Chief Executive / Strategic Director Corporate Services

The Contact Officer for this report is Ian Roberts, Corporate Services Department, Town Hall, St. Helens, WA10 1HP, Telephone: 01744 673201

BACKGROUND PAPERS

The following list of documents was used to complete this report and they are available for public inspection for four years from the date of the meeting, from the Contact Officer named above:

Budget working papers

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Adult Social Care & Health, Children, Families and Young People and Education,Community Safety (incl. Housing Services), and Public Health and Wellbeing Portfolios – August 2017

Budget Monitoring Reports

1. Budgetary Issues

RevenueAdult Social Care & HealthThe Portfolio is carefully monitoring its spending across all services. As at the end of August 2017 the Portfolio is currently projecting a pressure on the budget for 2017/2018 and as such is undertaking a number of key actions to manage the budget with the aim of producing a balanced budget position for 2017/2018.

Budget pressures are forecast for 2017/2018 due to increasing demand and costs for social care packages reflecting the complexity of the packages provided. This is in line with national and local demographic and demand projections.

In order to address variations the Portfolio will seek, where appropriate, to progress virements through the Corporate Finance Reporting process.

The Portfolio has benefitted from additional funding in 2017/2018 from both the Social Care Support Grant of £967,000 which is for 2017/2018 only and the first year of the additional Council Tax precept which is available in 2017/2018 and 2018/2019 and equates to £629,000 in 2017/2018.

The Improved Better Care Fund (iBCF) of £824k announced as part of the settlement has been built into the Portfolio’s budgets as part of the Council’s base funding via the Revenue Support Grant.

The further iBCF announced as part of the Spring Budget equates to £4.480m for 2017/2018 and is included in the BCF total for 2017/2018. This will be received as a grant and, according to Government guidance, is to be spent on Adult Social Care, therefore to alleviate the pressures outlined below.

The utilisation of the iBCF has now been formally approved via a report to Cabinet on the 23rd of August 2017 and via the People’s Board. Agreed spend is in the areas of Meeting Social Care Need, Stabilising the Care Market and Reducing Pressures in the NHS in line both with the specific iBCF grant determination and the BCF national conditions. As well as alleviating existing demand pressures, iBCF spend also includes additional investment of £523k in helping people home from A&E and increased capacity for Reablement and Care Management reviews.

The iBCF announced in the Spring Budget reduces for both 2018/2019 and 2019/2020, however, this is mitigated by increases in the original iBCF announced as part of the settlement.

The current financial forecast reflects increases in the national living wage across a range of service provision implemented from 1st April 2016 for which the Portfolio received pass ported funding in order to meet the estimated costs.

The report reflects on-going reclassification of service users with dementia and identifies these service users within the Support with Memory and Cognition service area.

Physical Support – Frail Elderly Over 65 Within the frail elderly population the Portfolio continues to review activity within both Residential and Nursing and Community based placements on a monthly basis, and to reflect activity changes, where applicable, with approved virements.

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Costs associated with permanent nursing placements are projected to be greater than budgeted expectations reflecting an increasing trend over the past few months. Pressures are also apparent in long term residential placements. The Portfolio will continue to monitor this budgetary position. However, evidence does suggest the length of stay for residents once admitted has increased, possibly as a result of medical/care advances, and a consequent reduction in leavers from the service over a long period of time.

Demand continues to rise for domiciliary care packages particularly for the frail elderly. This is due to a number of factors, including the demographics of the service user group, an increase in referrals due to more timely hospital discharges and an increase in complex care packages resulting in more intensive resource requirements to meet care needs. The projected costs in this area also reflect the results of the recent tender exercise and resultant price increase.

Across all areas the Portfolio is projecting a pressure of £672,000 in relation to services for the frail elderly.

Physical Support (Aged 18-64) and Sensory SupportWithin residential and nursing care, and supported living placements there are forecast over spends due to an increase in the number of packages since the budget was set. This is offset by a projected underspend within direct payments for this client group.

The Portfolio is projecting an overall underspend of £27,000 within this service area.

Support with Memory and Cognition (Dementia)This reflects those service users of all ages whose primary reason for support is due to dementia related needs.

Underlying pressures continue to exist for this growing cohort of service users and these are reflected in increases for residential and nursing placements arising from vulnerable people presenting with dementia. There are budget pressures in relation to additional costs associated with the increased support required for service users with dementia.

There is a small forecast budget pressure within community based settings reflecting an increase in demand for these services. The Portfolio will continue to monitor this service area closely and reflect any changes in activity within future reports.

Across all service areas the Portfolio is projecting a current over spend of £584,000.

Support for People with Learning DisabilitiesWithin services for people with learning disabilities there are significant budget pressures across residential and nursing placements and supported living the increasing number of people receiving services with complex social care needs, the increasing longevity of people with severe learning disabilities, and the complex packages required to support them. In 2017/2018 the department will manage 19 additional young people transferring to Adult Services from Children’s Services equating to a minimum additional cost of £246,000 (full year effect). Included in the current projection, there is also £68,000 which relates to 2 packages which have entered services due to carer breakdown.

Across all services a number of packages have, following care management review and in line with council decision making processes, been increased to reflect the complex and increasing needs of these service users including, in some cases, the provision of one to one and night support.

Following legal challenge and a recent ombudsman ruling it has been determined that sleep-ins within supported living services should be included in the calculation of national living wage. To this end, a proposal has been put forward to providers which would result in an additional annual

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cost liability of circa £200k. This has been built into the projection for 2017/2018.

In light of the uncertainty surrounding the contribution from service users previously in receipt of a S64 grant payment a revision has been made in respect of the expected income from this cohort of service users for 2017/18.

Across all service areas the Portfolio is reporting a pressure of £425,000.

Support for People with MH Needs and Substance Misuse SupportFor people with mental health needs there are budget pressures across all services. There has been a particular increase in nursing care packages since budget setting reflecting the increasing needs of this group of service users.

Across all service areas the Portfolio is reporting a pressure of £296,000.

Assessment & Care Management Forecast efficiencies are expected in this service area. This is predominantly as a result of carrying a number of vacant posts within this division. Staffing costs relating to the assessment following a change in law in respect of Deprivation of Liberty Safeguards (DoLs) are built into baseline budgets.

A net staffing efficiency is forecast in Care Management equating to £142,000.

A small net under spend is forecast in Care Management non-staffing. At this stage of the year no variance is expected in relation to increasing resource requirements to meet the change in law in respect of Deprivation of Liberty Safeguards (DoLS). This brought a significant increase in costs of independent medical assessments and may bring further increases in costs arising from legal challenge and subsequent Court of Protection cases. The Portfolio will continue to monitor this spend carefully in light of the evolving legal framework and associated guidance.

A non-staffing net under spend is forecast and equates to £14,000.

Commissioning & Service Delivery (Including Information and Early Intervention, Assistive Technology & Equipment and Services for Carers)

There is an underspend forecast in this area relating to both staffing and supplies and services of £79,000.

Community ServicesCost pressures exist within in-house services, primarily Supported Living. This is mainly due to recent reviews of CHC packages which transferred funding responsibility for some packages to the Authority and increasing demand and the complex nature of care packages. These are partly offset by efficiencies within other in-house services.

The Portfolio set up a working group late in 2016/2017 to review care packages within the in-house Supported Living service. Good progress has been made via phase one of the review through reviews of care packages, accommodation and staffing establishment. Further, similar, work is planned during phases two and three which will further reduce the in-year pressure. The Portfolio will continue the review of the service structure and analyse the staffing costs on a monthly basis.

The overall forecast for Community Services equates to a net pressure of £646,000.

In line with the Budget Strategy and the proposals outlined as part of the Portfolio approach to achieve efficiency savings, one off capital costs associated with severance payments are expected in 2017/2018.

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Children, Families and Young People and EducationThe Portfolio continues to actively monitor and review expenditure and demand pressures across all service areas with the aim of delivering a balanced budget in 2017/18. The main variations that have been identified to date are detailed below.

Looked After ChildrenThe number of children looked after as at the end of August 2017 was 438, which represents a significant financial pressure for the Portfolio:

£3.566m in respect of fostering, residential and other associated costs for looked after children; and

£220k in relation to family support packages that are put in place to reduce the likelihood of children and young people being brought into care. Support packages are targeted towards those families that are considered to be at risk and if successful, they avoid the need to incur significant residential or foster care agency costs; particularly as such cases often involve sibling groups.

The Portfolio presented a Looked After Children Action Plan to Cabinet on 13th September which sets out in detail the actions that have commenced to safely reduce the number of looked after children. The keys aspects are:

preventative services to reduce the need to bring children into care;

processes to allow for the safe and timely discharge of children from care;

reducing the incidence of placement breakdown, as breakdowns often result in a more expensive care placement; and

the development of alternative care options, for example, by increasing in-house foster care capacity, to reduce reliance on more expensive care arrangements.

The plan sets out key actions that are currently being undertaken in respect of the above in addition to the wider actions being undertaken by the Portfolio to improve outcomes for children.

Whilst there is a focus on safely reducing the number of children who are looked after, it should be noted that there is not always a direct relationship between reducing the numbers who are looked after and reducing the pressures on the budget. For example, a child may cease to become looked after as a result of the Council obtaining a Special Guardianship Order; however the Council will still retain a financial commitment to the child in these circumstances until they are eighteen.

The Council’s Revenue and Capital Budget 2017/20 identified the need to earmark additional financial investment to support the delivery of a revised strategy to address the high numbers of looked after children in the medium term. On 22nd February 2017, Cabinet approved £5m to be earmarked within the Children’s Services Reserve for this purpose. On 13th September 2017, Cabinet approved the use of £2m of this investment in 2017/18 to support the Portfolio with delivering the measures outlined in the aforementioned Action Plan.

Leaving Care ServicesThe profile of young people receiving support indicates that there will be a budget pressure in the current financial year. Expenditure on leaving care services can be particularly volatile. Demand and subsequently cost of services is influenced by the level of discharge from care and the complexity of the needs of the young person requiring support. The Portfolio will undertake a review of the effectiveness of semi-independent placements and potentially greater use of the supported housing market.

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a pressure of £822k is forecast based on the profile of young people who are expected to leave care and the requirements of individual care plans.

Children with DisabilitiesDirect Payments in support of families caring for disabled children is a financial pressure for the Portfolio. The level of financial support provided is determined according to an individual assessment of need and the budget pressure partly reflects an increasing complexity of need.

a pressure of £50k is currently projected in relation to Direct Payments.

Children’s CentresIt is forecast that there will be an underspend in the current financial year arising from employee slippage, which in part arises from action taken to limit non-social worker recruitment in this service area.

an underspend of £158k, an increase of £48k from the position previously reported, is projected as a result of the factors detailed above.

Home to School TransportBased on the current profile of service users, there is a forecast budget pressure in respect of transport arrangements for eligible pupils and post 16 students with special educational needs and disabilities. A number of young people require specialist out of borough provision, often requiring a significant level of travel support.

a pressure of £520k is forecast in relation to home to school / college transport requirements based on the current profile of service users.

Other ServicesTo date, there is a projected underspend of £88k from other services across the Portfolio, including an underspend against budget provision for residual pension liabilities, which is additional to the savings detailed elsewhere in this report. This is an increase of £62k from the position previously reported.

Community Safety (incl. Housing Services)The Portfolio continues to monitor and review expenditure across all service areas in order to deliver a balanced budget.

An efficiency of £120k has been identified within the Supporting People Service in the current financial year. This is based upon current service demand and the negotiated contract values that have been agreed as part of the ongoing efficiency review of Supporting People.

Some minor variations are forecast in respect of staffing and non-staffing budgets across the Portfolio. However these do not result in any material pressures.

Public Health and WellbeingThe Portfolio is currently monitoring its spend across all services and trends are already being identified.

The Public Health element of the Portfolio is currently projecting an under-spend for 2017/2018. The projected position for the Wellbeing element of the Portfolio is that spend will be in line with the cash limit. Variations by each element are detailed below.

Funding for Public Health services is via a Public Health Grant allocation. The grant allocation for 2017/2018 is £14.638 million. The funding is still currently ring-fenced. The value in 2017/2018 represents a reduction of £370,000 from the 2016/2017 value.

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Future spending priorities in Public Health are intrinsically linked to the overall objectives of the Public Health grant.

The Public Health element of the Portfolio is reporting the following variations at this early stage of the financial year.

Sexual Health An underspend is projected in this area due to anticipated staff vacancies throughout the

year although contract activity offsets this resulting in a projected overspend of £40,000.

NHS Health Checks Contracted activity is expected to result in an underspend of around £32,000 in line with

previous years.

Obesity Staff slippage offset by a small pressure on supplies and services is projected to result in

an underspend of £61,000 for the year.

Physical Activity Contracted activity is expected to result in an underspend of around £36,000 in line with

previous years.

Substance Misuse There is anticipated to be a small underspend of £12,000 on agency staffing and

contract provision in this area.

Smoking and Tobacco As a result of the way the contract is now delivered, there is expected to be around a

£21,000 underspend in his area.

Children 0-19 Public Health Programmes There is an anticipated underspend on the Child and Adolescent Mental Health contract

relating to the Healthy Child Programme of £15,000.

Miscellaneous services There is a combined anticipated overspend in other services funded from the public

health grant of £8,000 mainly within dental health promotion.

Commissioning & Directorate Staffing efficiencies are now forecast in this service area equating to £89,000, for the

year. This is due to the reconfiguration of a commissioning management post and vacancies which have arisen and which will not be filled for the full year.

Healthy Living Service There are on-going vacancies within the Healthy Living Service which it is anticipated will

create slippage in the current year of £6,000.

As the financial year progresses the Portfolio will identify variations to those commitments for services funded by a tariff (activity) basis and will continue to measure the impact of this in future years. There are a number of services for which activity is a key driver including the NHS Health Check Programme. Where scheduled bills have been received, the Portfolio will monitor activity on an on-going basis and consider the impact on the forecast financial position.

Following closedown of accounts in 2016/2017, the Portfolio brought forward balances of £750,000, circa 5% of the original allocation. This level of carry forward is consistent with

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historical values and is in line with nationally accepted practice following on from the original guidance. The Portfolio will consider this funding in 2017/2018 and any funds to be committed will be considered by the Portfolio for future utilisation using the same principles for 2017/2018 funding and committed via formal approval and decision making processes.

Any appropriate variations will be addressed through the utilisation of virements via the Corporate Finance Reporting process.

The Portfolio continues to review services with a view to seeking better outcomes for people and value for money in 2017/2018.

The Public Health budget is given via grant and carries conditions about how it can be used. However this ‘ring fence’ does not prevent the budget being used in an integrated way with other Local Authority budgets or pooled with CCG budgets to improve health outcomes for local people, as long as the core conditions within the grant are met.

Other Well Being ServicesThe Public Health and Wellbeing Portfolio also incorporates a range of services that aim to improve the wellbeing of the local population, and these include Culture and Arts, Youth Service and the World of Glass.

There current projection is an under-spend of around £35,000 in the Youth Service which reflects a combination of staff slippage and an overachievement of income on activity based work.

Capital

Adult Social Care & HealthThe Portfolio has identified proposals for 2017/2018 and these are reflected in the latest Corporate Finance Report. The Portfolio will monitor the capital programme in particular the refurbishment at Brookfield Resource Centre which is due to be completed in 2017/2018.

The long standing Community Capacity Grant was subsumed into the Disabled Facilities Grant (DFG) in 2016/2017.

Therefore the Portfolio will consider the use of the DFG for wider strategic capital projects in line with the grant determination.

Children, Families and Young People and EducationThe Capital Programme has been updated as part of the Corporate Financial Report for the second quarter to reflect new schemes and revisions to existing schemes, the most significant variations being:

the planned roofing schemes at Sutton Manor (£100k); Lansbury Bridge (£260k) and Grange Valley (£150k) together with part of the rewiring scheme at Haydock High (£100k) have been re-phased from 2017/18 to 2018/19 to reflect the current delivery timetable for the schemes that minimises disruption to the school during term time;

School Condition (£311k) and Basic Need (£1.242m) capital resources have been re-profiled from 2017/18 to 2018/19 to reflect current planned schemes / commitments and spending priorities;

following Delegated Executive Decision 0033 2017/18 which approved the permanent expansion of Longton Lane Primary School, resources in respect of the planned windows / cladding (£50k) and general condition (£150k) schemes have been re-phased pending the outcome of an option appraisal process for the required works;

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the optimal solution to deliver the remodelling (£660k) / roofing (£250k) schemes at Ashurst Primary is currently being evaluated and resources have been re-profiled from 2017/18 to 2018/19 accordingly; and

the planned roof (£290k) and window (£185k) schemes at Penkford have been deferred following confirmation from the Education Funding Agency (EFA) that they have approved limited refurbishment works under the Priority Schools Building Programme Phase 2. An option appraisal exercise will be undertaken with a view to delivering a scheme that maximises the benefits achievable from utilising both EFA and Council resources. Funding has been re-phased from 2017/18 to 2018/19.

Community Safety (incl. Housing Services)There have been no significant changes to the Capital Programme since the last report.

Public Health and WellbeingAny fully funded capital proposals will be requested through established council decision making processes.

2. Key ActionsAdult Social Care & HealthIn light of the significant efficiency savings required in future years, and the current in-year pressure, where any savings can be identified in-year the Portfolio will take them as a way of addressing the current forecast pressure.

The Portfolio will seek to use additional funding identified by the government to support adult social care in order to manage service pressures. Where funding is currently non-recurrent the Portfolio will analyse and maximise the funding whilst seeking alternative strategies with relevant partners where applicable.

The Portfolio is implementing a range of initiatives, for 2017/2018, in line with the objectives of the Better Care Fund (BCF) for which the level of funding available for St Helens is £22.310 million. In conjunction with health partners, the BCF plan has been submitted in line with the guidance and deadlines and formal feedback is expected in the coming weeks. The plan has been approved by the People’s Board.

The additional funding from the iBCF will be utilised in the areas of Meeting Social Care Need, Stabilising the Care Market and Reducing Pressures in the NHS in line both with the specific iBCF grant determination and the BCF national conditions. As well as alleviating existing demand pressures, iBCF spend also includes additional investment in helping people home from A&E and increased capacity for Reablement and Care Management reviews.

In order to manage budget pressures the Portfolio is implementing a number of management actions and, in line with other portfolios, a freeze on all vacant posts subject to service priorities.

The Portfolio continues to review Social Care Packages to ensure value for money is being achieved and service user eligible needs are being met. This is undertaken in partnership with providers and other portfolios/partners where applicable.

The Portfolio continues to review the level of authorisation for care packages to ensure rigour and scrutiny.

Following on from a process introduced in 2016/17, care packages, across all teams and regardless of cost, will continue to be scrutinised and authorised by the Service Manager and all new packages will be recorded at panel meetings.

The Council continues the pooled budget arrangement for the provision of Continuing Health

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Care, Funded Nursing Care and jointly funded packages with St. Helens CCG. The pooled budget is hosted by the council.

This report should be taken within the context of the developing Local Care System (LCS) which is borough wide and encompasses all public sector organisations. The aim of the LCS is to identify where organisations can work together to provide care services more efficiently and more effectively for the people of St Helens.

The Portfolio has committed resources to the LCS which was approved as part of the Council’s decision making process and it is anticipated that the work of the LCS will impact positively on the Portfolio.

Children, Families and Young People and EducationBudgets are closely monitored and reviewed to ensure potential pressures are identified at the earliest opportunity. Areas where efficiencies can be achieved are scrutinised with prompt implementation of appropriate actions. Subject to the needs of the service, the Portfolio will not appoint to vacant posts. These actions will help to both alleviate the budget pressures detailed above and contribute towards successfully delivering future years’ savings targets.

Community Safety (incl. Housing Services)Although the forecast position for the Portfolio is a balanced budget, Managers are reminded of the need to work within specified cash limits.Public Health and WellbeingAny utilisation of funding will take into consideration local health and wellbeing need as identified in the Joint Strategic Needs Assessment.

The allocation of Public Health Grant has been finalised in 2017/2018. However this allocation needs to be considered in light of future years savings requirements. Utilisation will be in accordance with Public Health requirements to meet the criteria laid down in the government guidance.

The Portfolio, in conjunction with Council colleagues, will progress a number of decisions in order to ensure contracts are fit for purpose focussing specifically on those contractual agreements due to come to an end in 2017/2018.

In order to manage any budget pressures in Wellbeing service areas, the Portfolio has implemented a number of management actions in order to address the situation.

The Portfolio will also assure its role within corporate processes and systems focussing on transparency requirements and late payments.

3. Budget Strategy

Adult Social Care & HealthThe Portfolio has developed a Budget Strategy which addresses the challenging financial climate, the increasing demand for complex adult social care packages and the council wide strategic approach to managing challenges to 2020. It continues the focus on reviewing services and ensuring efficiencies are achieved. The Council is working closely with partners to manage the difficult financial situation and minimise risk to services.

Children, Families and Young People and EducationThe three year Budget Strategy for 2017/18 – 2019/20 sets out the key actions pursued in managing the financial pressures associated with the Portfolio.

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The Portfolio continues to evaluate potential options to deliver additional efficiencies over the period 2017/18 – 2019/20 that accord with the priorities of the Portfolio and are in keeping with the 2020 vision for the Authority.

Community Safety (incl. Housing Services)The three year Budget Strategy for 2017/18 to 2019/20 set out the key actions required to achieve the cash limit set. The Portfolio will continue to take an active role in identifying potential saving areas, including service reviews, to meet future year’s targets and address inherent pressures that the Portfolio faces.

Public Health and WellbeingPlans for future spending will focus on ensuring the Portfolio provides services that bring positive outcomes and ensures that services meet the needs of the population. The Budget Strategy for the Portfolio will be produced in the context of the Public Health Outcomes Framework. The outcomes framework is focused on increasing healthy life expectancy and reducing inequalities in health.

The actual funding allocation for 2018/2019 is yet to be announced but national indications are that Public Health funding may be reduced by 2.6% and, based upon this, it is estimated St Helens would lose circa £374,000 of funding. Should such a reduction in grant funding occur, appropriate efficiencies will be identified to ensure spend is within the allocation.

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Adult Social Care & Health, Children, Families and Young People and Education, Community Safety (incl. Housing Services), and Public Health and Wellbeing Portfolios – August 2017

Performance Monitoring Reports

1. Portfolio Key Issues

Adult Social Care & HealthThe key priority for the Portfolio during 2017/18 is the move towards St Helens Cares.

This is a programme of change with the purpose of working collaboratively with partners to ensure the sustainability of Health and Care services within St Helens to meet the long-term needs of the population. This provides scope for greater integration in terms of service delivery whilst promoting independence to address health and care needs at a time of increased demand and budget pressure.

A further key priority from the North West region Association of Directors of Adult Social Services (ADASS) is the area of market sustainability. This is clearly linked to the development of St. Helens Cares.

Children, Families and Young People and EducationThe key issues for the Portfolio during 2017/18 are to provide a continued focus on delivering and implementing the revised approach for children’s social care and the model of school provision that were endorsed by the Cabinet in the May 2016 report, ‘Revised Approach to Children’s Services and Departmental Priorities.’ This report set out the following priorities:

- Improving the management of social care referrals through a single point of access;- Improving social work practice;- Implementing and delivering an Edge of Care Service;- Further developing the Level 2/Early Help offer with partners;- Remodelling the approach to safeguarding including a review of the Children’s

Safeguarding Unit;- Responding effectively to the growing Special Educational Needs demand;- Developing a partnership model for St Helens schools;- Improving Key Stage 2 and Key Stage 4 outcomes;- Delivering the Budget Strategy to ensure that services are sustainable in the future, and

that the significant challenges around the looked after children budget are addressed.

There are early indications of improvement in performance in accordance with the aims of the approach approved in May 2016 including:

- an overall reduction in the number of cases open to Children’s Social Care;- a reduction in the number of initial enquiries proceeding to social work assessment;- a reduction in the number of children considered as ‘children in need’;- a reduction in the number of children subject to Child Protection Plans; and- an increase in the number of cases progressing to Early Help.

Careful monitoring will take place to ensure that these early indications of positive performance in tackling some of the key demand pressures identified previously are maintained whilst continuing to effectively safeguard the welfare of children.

In the longer term, the restructure and other initiatives that have been introduced should have a positive impact on the number of children who are looked after. However, numbers of looked after children are still high and remain significantly above both national and regional averages resulting in a continuing financial and resource pressure for the Portfolio.

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To tackle this issue in a consistent and co-ordinated way, a report was approved by Cabinet on 13 September, ‘Looked After Children Budget Action Plan’, ‘which supports the Children’s Social Care Strategy. This high level plan has been developed to identify the action that will be taken to address the prevent issues. The report also identified a number of savings options that will be considered by the Department to help manage the financial pressures and also agreed the transfer of £5m from the Children’s Service reserves over a three year period 2017/2020 to assist the People’s Services Department to manage the financial pressures associated with the number of children looked after.

The review of the Corporate Parenting Forum is coming to a conclusion. Work has taken place with children looked after to determine how the Corporate Parenting Forum can be made more meaningful for the children themselves. Following this work, the Forum is likely to be relaunched later this year.

Community Safety (incl. Housing Services)A number of key work streams remain ongoing. The first meeting of the PREVENT Board is scheduled for 26 October 2017. The introduction of the Homelessness Reduction Act from 1 April 2018 is likely to place additional significant requirements on the Housing Options and Advice Service. Although the Government has indicated that additional funding will be provided, individual local authority allocations have yet to be confirmed. Work is in progress to identify the potential staffing resource implications arising from the new homelessness legislation. A multi-agency approach to the Department for Communities and Local Government (DCLG) directives following on from the Grenfell Tower Tragedy continues to be ongoing. Compliance in accordance with DCLG guidelines has been subject to review by the Safer Communities Overview and Scrutiny Panel on two occasions and a further multi-agency meeting to consider recent DCLG directives will take place on the 9 October 2017. Finally, Safe Lives have delivered a series of multi-agency focus groups to inform the production of the Domestic Abuse Strategy which will be completed later in October.

Public Health and Wellbeing

The main Public Health and Wellbeing Portfolio issues since last reporting include work to improve flu readiness and to reduce injuries due to falls.

2. Performance Indicator Summary

Adult Social Care & HealthThe performance at the end of August 2017 has 10 of the 15 indicators reported on the Monthly Management Information Bulletin (MMIB) performing better than the set monthly target.

The 10 indicators that are reported as performing above target are:

Percentage of adults aged 18-69 with learning disabilities known to ASCH in settled accommodation at the time of their most recent assessment, formal review or other MDT planning meeting.

Number of carers receiving self-directed support in the year to 31st March as a percentage of clients receiving community based services and carers received specific services aged 18 or over.

Number of older people aged 65 or over admitted on a permanent basis in the year to a residential or nursing care setting per 100,000 population aged 65 or over.

Delayed transfers of care from hospital, which are attributable to Adult Social Care (number of delayed days per 100,00 population aged 18 and over.

Percentage of initial strategy discussions undertaken within 1 working day of an adult 65

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safeguarding alert being made to the contact centre.

Percentage of visits to an adult safeguarding victim undertaken within 2 working days of the initial strategy discussion unless requested otherwise by service user or family.

Percentage of adults aged 18-64 with learning disabilities in paid employment.

All delayed transfer of care (number of delayed days per 100,00 population aged 18 and over).

Percentage of the number of Safeguarding Enquiries which progress to a Strategy Meeting closed within 90 days of the Safeguarding Concern being received electronically from the Contact centre.

Percentage of the number of safeguarding enquiries that do not progress to a Strategy Meeting closed within 30 days of the Safeguarding concern being received electronically from the Contact Centre.

The 5 indicators performing below the monthly target are:

Number of Adults, receiving self-directed support in the year to 31st March as a percentage of clients accessing long-term community support

Out of 2759 clients known to long term services a total of 2364 have been through the Self Directed Support (SDS) process giving an outturn of 85.7%. This is below target and relates to people in receipt of long term community services having an indicative budget identified for their assessed support needs. Current benchmarking information from the North West has the average for this indicator as 85.3% at the end of Quarter 1.

Number of adults receiving direct payments as a percentage of clients receiving long term community-based services.

Out of 2759 clients a total of 564 are in receipt of a Direct Payment giving an outturn of 20.5%. During the past month there has been an increase of 7 in the numbers accessing a Direct Payment whilst there has been an increase of around 40 people in receipt of long term services. Although below target there has not been a further decline in outturn during the past month.

Number of carers receiving direct payments as a percentage of carers receiving carer’s specific services.

Out of a total of 1212 carers there are 1071 in receipt of a Direct Payment giving an outturn of 88.4%, which is marginally below the target set. However current benchmarking in the North West has the average as 72.6% for this indicator at the end of Quarter 1.

Percentage of older people discharged from hospital to their own home or to a residential or nursing home or extra care housing bed for rehabilitation who are still at their place of residence 91 days after discharge.

As at the end of August, a cumulative total of 149 out of 170 individuals remain at home at the 91 day point having had a reablement service following their discharge from hospital. This gives an overall outturn of 87.6%. Of the 21 people not at home, 8 had passed away, 9 were in hospital and 4 in a residential/nursing placement. Although below the challenging target set there had been an improvement over previous months i.e. for the month of June is was 93.5% and in May it was 93.5% compared to 87.5% in April. However the month of July saw 7 individuals not at home out of a total of 35 using the service and August saw a further 6 individuals not at home out of a total of 41 using the service, this indicates there can be fluctuations in performance for this indicator. Current benchmarking in the North West had the

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average at 80.8% at Quarter 1 with ST Helens being the 4th best performing authority.

Number of adults aged 18-64 admitted on a permanent basis in the year to residential or nursing care per 100,00 population.

As of the end of August there are now 6 recorded admission within the 18-64 age category, marginally higher than target. The total of individuals recorded as being admitted during a given month may change as it is a live database and when a final decision is made it can be backdated. It should be noted that as the indicator is linked to a small number of admissions during the year, there can be relatively significant changes from one month to the next. This has been the situation in August as there were 2 admissions which takes the outturn slightly above the target admission rate of 1 per month. Benchmarking in the North West has St Helens as better than average for this indicator at the end of Quarter 1,

Children, Families and Young People and EducationThere are 50 key performance measures that fall within the Portfolio. Of these, 18 performance indicators with targets set had new data available to report in August, with 9 (50%) showing as meeting or better than target.

PIs that are on or better than target at the end of August include: Rate of children in need per 10,000 0-17 population. Percentage of schools with ‘Outstanding’ or ‘Good’ Ofsted inspection ratings (Primary). Percentage of schools with ‘Outstanding’ or ‘Good’ Ofsted inspection ratings (Special). Rate of s47s per 10,000 population (cumulative) Percentage of young people academic age 16-17 not in education, employment or training

and not known combined Percentage of children looked after with three or more placements during the year. Percentage of re-referrals to children’s social care within 12 months of the previous referral. Percentage of pupils at the end of Key Stage 4 achieving the English Baccalaureate

(EBacc). The percentage point gap between disadvantaged pupils and their peers in reading, writing

and maths at Key Stage 2.

Action to improve performance in areas where performance was below target is highlighted below.

The number of looked after children population was 438 at the end of August. This number equates to 120.7 looked after children per 10,000 population (aged 0-17) which remains above the target of 114 and comparator regional and national averages. Work continues to deliver a service that will safely reduce the number of children entering care and increase the number leaving care through adoptions, discharge of Care Orders at home and Special Guardianship Orders. The restructure of Children’s Social Care has commenced and will deliver enhanced early intervention and edge of care service.

The percentage of children becoming the subject of a Child Protection (CP) Plan for a second or subsequent time within two years of the end of the last plan has increased to 7.3%. This relates to 5 children who have returned to a CP Plan for a second or subsequent time out of a total of 68 children becoming subject of CP Plan. The reasons for all 5 children who have returned to a CP Plan could not have been foreseen at the time that the previous plan was ended, and include an injury to one child in a sibling group of 2, deterioration in mother’s mental health in another sibling group of 2, and a re-registration due to a child returning to live with her mother.

81% of single assessments for children’s social care were completed within timescale at the end of August, which is below the regional and national performance and local target of 83%. The service was restructured in May 2017 which made changes at the front door which will continue to be developed throughout the year and will include increased multi agency input with the intention of improving the screening of contacts at the early stages of the enquiry. There is no

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longer a duty team and all referrals will go directly to the 4 Assessment teams which will provide a more consistent approach to families, although the impact of the restructure in terms of timeliness of completion of assessments will take time to become more established.

At the end of August, 212 (64%) of 332 looked after children had a health assessment in the previous 12 months, against a target of 97%. Work is being undertaken to ensure that the ICS computer system is kept up to date to reflect health assessments that have taken place. A monthly Children’s Social Care/ Health meeting is now taking place which will monitor and address performance issues in this area.

For the period April to the end of August 2017, 23.8% of looked after children who ceased to be looked after were adopted, against a target of 25%. This equates to 10 adoptions in 2017/18. There are currently nine children placed for adoption and a further 4 children who are about to be matched with their adopters. As a result the proportion of children leaving care through adoption is likely to continue to increase over the coming months.

The percentage of former care leavers aged 19-21 in employment, education or training was 36% at the end of August which was below the target of 55%. 8 of the 22 young people with whom the Authority was in touch were in Employment, Education or Training. The main reasons for young former care leavers not being in employment, education or training was due to ill health (most commonly anxiety and depression) and caring responsibilities for their own young children. All care leavers have a Personal Advisor who will encourage them to engage in education, training and employment and link them in with relevant agencies such as Connexions and St.Helens Chamber.

At the end of August a total of six state funded secondary schools (Cowley, Hope Academy, Rainford, Rainhill, St.Augustine of Canterbury & St.Cuthbert’s), following their most recent inspection, were judged to be good by Ofsted - this represents 67% of all secondary schools in St Helens, against a target of 77% (and national average of 78%). Haydock High was inspected by Ofsted in late March 2017 and was judged by Ofsted to “require improvement” having previously been rated as “Good”. De La Salle has been recently inspected, but the inspection report is not yet available. The Local Authority is working with schools not yet graded good across the borough to assist in improving outcomes at those providers.

The average grade attained per pupil in St.Helens across 8 subjects at KS4 (GCSE Attainment 8) was 44.6 in 2017. GCSE English language, English literature and mathematics are the first subjects to adopt the new 9-1 grading system and more challenging qualification. It is important to note therefore that comparisons with previous years are not valid, but comparable national data for 2017 will only become available in the near future. Target setting for this new PI was difficult and based on the previous GCSE grading system.

Provisional 2016/17 academic year performance in St.Helens shows that 19% of pupils with Special Educational Needs educated at a state funded St Helen school, pupils supported with an Education, Health and Care (EHC) Plan (or statement) and those pupils receiving SEN Support, achieved the expected standard in Reading, Writing & Mathematics (RWM) at the end of Key Stage 2 (KS2), an increase of 1% when compared to the performance reported by SEN pupils educated in St Helens in the previous 2015/16 academic year. However, the percentage of non-SEN pupils educated in St Helens achieving the expected standard in RWM at the end of KS2 has increased significantly by 5% compared to the previous year. As such the attainment gap in 2016/2017 between SEN and non-SEN pupils in St Helens, essentially the difference in performance between the two groups, has widened from 45% in 2015/16 to 50% in 2016/17 and as such the local target (44%) has not been achieved. Unfortunately, no national data for 2016/17 is currently available to benchmark performance.

The percentage of pupils at the end of Key Stage 4 attaining the pass threshold Grade 5 or above in English and Maths was 38%. A new GCSE Grade 4 is broadly equivalent to a low / medium Grade C, the new standard for a Level 2 qualification. No targets were set for this PI as

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there was no previous data against which to benchmark. Comparative data will be released in the coming weeks.

Community Safety (incl. Housing Services)Of the performance indicators that were reported in August, the following were on or better than target:

the percentage rate in repeat victims for these domestic violence cases being managed by the Multi-Agency Risk Assessment Conference (MARAC);

the number of private sector vacant dwellings that are returned into occupation or demolished as a direct result of action by the Local Authority;

the number of hate crimes; and

the number of incidents of anti-social behaviour.

Performance against the following indicators was not met:

The number of repeat victims of domestic abuse presenting on three or more occasions: A total of 30 repeat victims of domestic abuse have been identified between April and August, which is an increase of 9 compared to the previous month. As in previous months analysis has shown that the majority of incidents reported relate to breach of existing orders, with such orders put in place for the protection of victims. Negatively, the orders have been breached but it is positive that the victims of domestic abuse have the confidence to report these incidents, therefore enabling agencies to provide victims with the necessary protection. The multi-agency focus groups delivered by Safe Lives as part of the development of the new domestic abuse strategy will give consideration to this area.

A total of 102 hate crimes have been reported in the year to date, which has not met target (125 crimes) and is 13 fewer than in the same period last year. However, Merseyside Police report that the repeat victims of crime have been recorded and St Helens continues to maintain the highest hate crime detection rate on Merseyside. Further opportunities will be explored to raise awareness of hate crime.


There was only one updated performance indicator in the Public Health and Wellbeing Portfolio in August.

There have been 10,325 attendances at youth and play provision at the end of August, which is significantly better than the target of 6,600. This is a slight increase on July, due to additional provision during the school holidays.

In nationally released data, teenage conception rates have seen a reduction for Quarter 1 (2016/17) in the latest data released for the borough. The quarterly rate of 18.1 per 1,000 is the lowest figure to date, 3rd lowest on Merseyside and below the national average. In terms of numbers, there were 13 teenage conceptions in the quarter 1 (Apr-Jun 2016). This is a decrease from 19 teenage conceptions in the previous quarter. In the same period in 2014 the figure was 37.

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3. Service Delivery

Adult Social Care & Health

Integrated Commissioning

End of Life RespiteReviews have commenced on End of Life Respite services, Crossroads Care North West and Marie Curie. This will determine value for money, the need and allocation of services and identify options for commissioning intentions from April 2018.

Community Equipment StoreA review of community equipment store is underway. This service sources and delivers both simple living aids and complex equipment for health and social care. The provider also recycles by cleaning and disinfecting equipment and maintains some equipment such as specialist beds and hoists.

Information, Advice and AdvocacyTwo new services, the St Helens Information and Advice Service (delivered by St Helens Third Sector Consortium) and St Helens Advocacy Hub (delivered by N-Compass) became operational from 1 April 2017. A joint launch event is to be held on 13 September 2017.

Autism Day CareA new autism day care service is being mobilised for adults with complex autism. There have been delays with the provider due to issues relating to the venue but should be resolved to facilitate service provision to initiate early autumn. Out of Hospital new model of care: Specialist NursingCommunity cardiac service is being recommissioned and will place on CHEST as an opportunity for a provider in September. This will be a combined cardiac rehabilitation and heart failure service to have closer links with the hospital consultants with improved access times. A consultation is currently taking place with patients and general practice to seek their views on current service provision.

Community respiratory services are being redesigned with the existing providers to form a combined service for pulmonary rehabilitation, COPD rapid response / early discharge and oxygen clinics. The single service will provide a simpler pathway for patients and closer links with the hospital respiratory consultants.

Community Frailty ServiceA frailty crisis can result in rapid decline of functional ability for older people, who often require urgent care and increased support. This often means a visit to A&E, which is often not the best place to care for frail and older people, and often leads to increased risk of admission. To address this, a community frailty service is being developed which will provide reactive and proactive care preventing crisis and avoiding hospital attendance where possible. The service will be for all patients both in their own homes and residential and nursing care and will start on December 1st. Referrals will come from GP’s and community matrons and will go through IASH and geriatricians, specialist nurses and therapist will form the multi-disciplinary team supporting older frail people in the community.

Better Care FundThe CCG plans and schemes that are to be included in the Better Care Fund submission to NHS England are being prepared for early September. Evidence relating to local plans to reduce Delayed Transfers of Care form a significant part of the submission required.

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Respite ReviewA review is underway of the respite offer for both children and adults. The contract for Thyme Lodge expires Oct 2018, the offer requires amending in terms of a streamlined service for children’s transition, cost effectiveness and to examine whether the respite provision should be used for crisis care as this often displaces planned respite.

Integrated Access St. Helens (IASH) The Integrated Discharge Team at Whiston hospital continues to work closely with partner agencies in the safe and timely discharge of patients. A review of the Intermediate Care staff within the team is underway and will consider the need and allocation of this service within IASH.

The social care team based in the accident and emergency department have reviewed their Escalation Management System parameters, which provides a twice daily overview of pressures and capacity within the team which feeds into a mid-Mersey region system.

Knowsley local authority has now withdrawn from the teams within A&E and IDT and now manage their own patients.

The transport service continues to work collaboratively within the People's department and across the hospital and community services.

We are now approaching the end of the major refurbishment and plans are in place for the staff structure to deliver 24 intermediate care beds in the community. This is for people that no longer require skilled nursing input above the level that can be provided by the community intermediate care team, but do require an ongoing period of recuperation or rehabilitation, which is not necessarily a social care need, and whose care needs and/or personal circumstances mean that they cannot yet be supported at home. The transitional tenancies at Parr Mount Court and Heald Farm Court are being utilised as part of the intermediate care provision within the community.

IASH Transport – Included in the specialised transport services review being undertaken with the Liverpool City Region Executive Officers to explore feasibility studies for shared services and new delivery models as part of a Liverpool City Region (LCR) transformation programme.

IASH A&E Working Together with Community NursesOutline of a new service: The Community nurse group will work on a rota basis into A&E and Observation areas on a daily basis covering Monday to Friday

The Community nurses will be present in A&E and Observation areas for a 2hr timeslot between 10am-12pm;

The service will be piloted for 3 months and then the impact will be reviewed

The start date for the service will be 4th September 2017;

IASH Community Assessment TeamIASH are continuing to move towards providing a Single Point of Access for all social care & health referrals in St Helens and working with the wider St Helens Cares agenda.

It is also anticipated that IASH Reablement will be able to co-locate with the rest of the IASH Community Team by the end of this year.

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On an operational level - the two elements of this service, Access and Reablement, continue to work with partner organisations to look at new ways of covering the whole range of IASH services.

These include:

Implementation of the new regional EMS parameters (Escalation Management System which gives an overview of pressures and capacity across Hospital and Community services in the mid-Mersey region.

Work has commenced on an Osteoporosis screening process for the community in conjunction with GP’s/Healthy Living and the Falls Teams.

Continued joint initiative with the Affordable Warmth Team to avoid winter deaths this remit is planned to expand to include pre-payment meters and young families this year.

IASH are contributing to an exciting joint CCG/Council/NWAS initiative in the form of the Frailty Response Car with the intention of avoiding hospital admissions. This service has just expanded to cover a 12 hour day.

The Mental Health Duty screening function has transferred to the Integrated Access Team on a permanent basis and a permanent worker recruited.

A joint initiative with the Health Living Team is underway to facilitate diary management appointments to give service users who have fallen the option to enter their program either before or after a Reablement intervention or a stay at Brookfield.

The remaining All Age Disability Team appointments will also be managed via IASH. To include service users with a Learning Disability and Mental Health.

Confirmation received following Council Cabinet that IASH will be jointly relocated to Nightingale House later on in the year.

Children, Families and Young People and Education

Receipt and Management of ReferralsRevised arrangements for monitoring and receiving referrals through a single pathway into children’s social care were introduced from 15 May with the implementation of the new structure. Over time the intention is to further develop the service and move away from the previous approach of single assessment by one agency and to bring more partners into the single point of access so that assessments are genuinely multi-agency. This will improve outcomes for children and families in the borough.

Further developments envisaged for this service over the coming months are to increase the number of partners and organisations working at the Front Door and from October to work with Safe Lives to improve the approach to tackling domestic abuse. St Helens is one of only seven local authorities which have been selected to pilot the approach developed by Safe Lives. Early indications, as the new arrangements become embedded, are that service requests are becoming more appropriately referred to the services required. This is leading to a reduction in numbers referred to statutory children’s services and an increase in referrals to Early Help.

Social Work PracticeThe Portfolio has been successful in its bid to secure DfE Social Care Innovation Programme Funding to develop a Pause Programme in partnership with PAUSE UK. Funding has been provided to develop a service and recruitment to a specialist PAUSE service has been completed. The impact of the service will be monitored and managed through a multi-agency PAUSE Partnership Board. It is intended that the programme will start in October. The aim of

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the programme is to reduce the number of children taken into care from women who have repeat pregnancies through a targeted intervention programme. Over time this will impact on the number of children who become looked after.

Level 2 NeedWork continues on developing a Borough wide Level 2 service that will intervene with children and families at an earlier stage than the current process.

The team will continue to work closely in relation to a range of community and preventative services provided by other agencies and partners, including the police. A working group has been established and the aim is to develop community hubs/ centres of excellence for key priority areas. Numbers referred to Early Help continue to increase.

Edge of Care ServiceA new Edge of Care Service will work intensively with families and young people who may require intensive support in order to avoid the need of the individual to be looked after and to prevent placement breakdown.

Recruitment to the service is in progress and a team manager has been appointed.

A bid for funding has been submitted through a social impact bond to deliver a multi systemic treatment programme, aimed at preventing young people from entering care. The Department has been advised that the submitted bid has progressed to Phase II of the bid submission process. Additional funding has been made available from the DfE Innovation Fund to support the Department in developing its bid. To support the delivery of effective Edge of Care services, the Portfolio will also be working with Safe Families to provide support for up to 35 families during the year where there is a need to intervene to prevent children becoming looked after.

Safeguarding UnitProposals to remodel the Children’s Safeguarding Unit have been approved to increase capacity and ensure the coordination, consistency and effectiveness of safeguarding practice. The newly created post of Head of Children’s Safeguarding has been appointed and the new post-holder will start at the beginning of December whilst the recruitment of a safeguarding co-ordinator is still in progress. These roles will provide advice and guidance to professionals on how to effectively respond to safeguarding concerns and support the wider partnership with the management of risk. They will help develop a consistent understanding and application of service thresholds across all partners and support all agencies to be confident in management concerns at the point they arise. Proposals continue to be developed to address the risk of Child Sexual Exploitation and Child Exploitation and these will be presented for consideration later in the year.

A new independent chair of the Local Safeguarding Children’s Board, Steve Atkinson has taken up post and is developing a number of proposals to strengthen the focus of the LSCB. This includes a review of the current LSCB structure. Draft restructure proposals were presented to the Board in September for consultation. A final decision will be made by the Board at its meeting in December with a view to the revised arrangements being in place from 1 April 2018.

Frontline InitiativeChildren’s Social Care entered into a Partnership Agreement with the Frontline Social Work Programme in December 2016 to provide up to 8 graduates to train as social workers. Frontline is a Department for Education (DfE) two year regional teaching and training programme aimed at attracting and developing new or recent graduates from other academic disciplines into social work and developing high potential individuals into outstanding practitioners. The programme consists of a one year continuous Practice Learning Experience with the Council followed by an Assessed and Supported Year in Employment for 12 months. The first year costs of employing the recruited graduates are met by the DfE. The Frontline programme will complement other

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initiatives Children’s Services have in place to recruit and retain children’s social workers. The Frontline Programme will start in September.

In addition to the changes affecting Children’s Social Work, the Portfolio’s approach to schools will be developed around the following key areas:-

Development of a model(s) of partnership for the St Helens family of SchoolsCabinet approved a paper on the development of two Learning Partnership Boards (one for the primary phase, another for the secondary) in May 2016. Their core aim is to enable Elected Members and schools to maintain an overview on educational outcomes, issues & opportunities in St.Helens. The first meetings will take place in November 2017, and possible agenda topics are under discussion, and could include boys’ performance, and closing the achievement gaps between disadvantaged students and their peers.

Special Educational Needs and DisabilityA comprehensive overview of performance, challenges, service issues and developments was presented and discussed at the Children's Improvement Board on 22nd September 2017.

Free Early Education EntitlementThe new 30 hours funded childcare for working parents was implemented from the 1st September. St.Helens Council has validated the second highest proportion of eligibility codes issued by HMRC in the country, with 763 of 880 codes (87%) on 21st September having been validated. Only the City of London had a higher percentage in the country, with 14 codes validated out of 16 (88%). The excellent performance in St.Helens to maximise uptake, reflects the work undertaken by the FEEE team to get new processes and systems in place in partnership with schools, private nurseries and childminders for the launch of this new initiative.

Community Safety (incl. Housing Services)

Community Safety and Youth Justice ServiceThe Community Safety Partnership and Public Health continue to work in partnership with Change Grow Live (CGL) the commissioned Drug and Alcohol Treatment provider to reduce the number of discarded needles linked to drug abuse which has been reported in a number of locations around the town centre. A local needle exchange programme has been developed delivering a number of innovative ideas aimed to resolve the problem.

An implementation date of 15 January 2018 has been set for the introduction of the centralised Youth Court. The Court will be based in Liverpool and resourced by staff from all Merseyside Youth Justice Services.

Following on from the Youth Justice Service obtaining the Quality Kite Mark from the Restorative Justice Council colleagues from the London Borough of Islington Youth Offending Team have visited St Helens to meet with our staff and obtain information and advice to improve their service. The visit enabled them to obtain practical insight into the way in which St Helens Youth Justice Service incorporate Restorative practice into all elements of service delivery.

Safe Lives, the organisation commissioned to deliver the multi-agency domestic abuse strategy have completed the face to face focus groups with key staff across all agencies. The feedback following this has been extremely positive and the first draft of the completed strategy is now due to be released.

A Domestic Homicide Review is underway to consider the circumstances of the case following a fatal domestic stabbing incident that occurred in December 2016. Although the alleged perpetrator was subsequently found not guilty, the circumstances of the incident still meet the Home Office guidance on the need to conduct a domestic homicide review. The review is in its early stages and updates will be provided as the review develops.

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Housing Options and Advice ServiceJoint work continues between the Council and a range of homelessness service providers across a number of thematic areas including effective move on, provision of sustainable move on accommodation and assessment of needs.

St Helens Council Officers continue to work with relevant partners to respond to the concerns identified about the extent of rough sleeping in the borough. Regular walkabouts of the town centre take place to continually assess levels of rough sleeping, carried out by the Council’s Housing Strategy Officer, the Hope Centre and officers from the Council’s Community Safety Team. Currently, the frequency of begging appears to have reduced, although it does present a continuous problem, particularly around the night time economy. The issue of street begging and homelessness are inextricably linked, and it is a challenge to differentiate between the two. Many of the people engaged in these activities are highly vulnerable and are either homeless or at risk of homelessness and often have drug and alcohol dependency with associated mental health difficulties. To respond to the needs of this vulnerable group St Helens are part of the Liverpool City Region Multiple and Complex Needs Project. This delivers an intensive support service through the deployment of a St Helens based outreach worker, supported by other agencies, to engage this vulnerable group in the support services they need to access professional support.

Private Sector Housing Initiatives

Grenfell Tower Following the tragic tower block fire at Grenfell in June 2017, St Helens Council and Merseyside Fire Service have undertaken a proactive programme of inspecting five high rise residential buildings in St Helens Borough. This initially determined whether any buildings were over 18m in height with aluminium composite material (ACM) panelling. Initial information from Department for Communities & Local Government is there are none with such panelling in St Helens. The inspection programme has however continued to look at the fire safety and management standards in the blocks which are both owned by both social and private sector landlords. An on-going Government review will have implications in the longer term.

St Helens CaresWork to embed an integrated health and social care response including housing continues to advance with the Council's Occupational Therapy Services piloting an 'agile' model of delivery to increase the volume of referrals for assessment responded to and reduce wait times to improve the service to the disabled persons and to prevent additional costs to the wider health economy.

Housing & Planning Act 2016 New housing provisions were introduced in April 2017 in relation to rogue landlords. The Councils' Housing Enforcement Policy has been reviewed and a revised Policy approved by Cabinet in August 2017. This was also taken into account by the Scrutiny Panel Review into Anti-Social Behaviour in the Private Rented Sector completed earlier in 2017. The Council can now use civil penalties as an alternative to prosecuting for housing offences to speed up proceedings and can also utilise Rent Repayment Orders where landlords have breached legal duties.

The Local Authority can now access landlord data held by the three government approved Tenancy Deposit Protection schemes in order to further its objectives to improve standards in the private rented sector. The proposal to ban letting agent fees was contained within the Queen's speech. Housing Services will maximise the use and awareness of these new powers as part of its housing enforcement to raise standards within the private rented sector.

St Helens Winter Warmth Project and Pre-payment Energy Meters Planning is in place for issue of 6,000 winter warmth packs as in previous years with delivery by the various partners and agencies with increased emphasis on reaching the working poor and families with children, as well as older people where there is an increased risk of excess winter

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deaths. This and use of pre-payment energy meters will be key actions for the Fuel Poverty Focus Group for 2017/18.

Empty Properties and Housing Standards At the end of August, 44 empty properties had been returned to use as a result of activity by the Private Sector Housing Team. 184 occupied properties (including where requests for service had been received from tenants of rented properties) were brought up to the minimum standard as a result of action by the Housing Standards team over the same period.


Alcohol An initial meeting has taken place with reps from the Alcohol Liaison Service and CGL to consider different approaches to reducing alcohol related conveyance to hospital and potential subsequent admission. The intention is for this group to expand to ensure a wide multi agency approach and to meet on a 2-3 weekly basis to put new actions in place and quickly assess to see if it is working. Some actions include - develop robust pathways with routes for all levels of risk (low / medium / high); develop robust discharge pathways ensuring links to IASH (both at the hospital and in the community) where appropriate; honorary agreements in place for outreach workers at hospital to access data and gain access to appropriate hospital wards etc.; broaden the community & volunteer (CGL) support offer at the hospital.

FluPreparations are in place for the local flu programme 2017/18 in St Helens. A multiagency Flu Action Plan led and co-ordinated by Public Health has been developed to ensure the flu vaccine is available to all eligible populations, in particular at risk groups and that the flu vaccine is widely promoted across the borough.

This year additional groups have been identified as being eligible to receive a flu vaccination. Morbidly obese patients (BMI 40 and above) have been included as a new clinical at risk group and will be offered the flu vaccination by their GP and the children’s programme has been extended to include 2-3 year olds and now primary school children in reception and years 1-4. Work is planned to engage children and to promote uptake in early year’s settings as the uptake was particularly low among 2-3 year olds last year in St Helens

A key focus of the flu campaign across Cheshire and Merseyside this year, as supported by NHS England is the vaccination of care home residents and care home staff due to a number of flu outbreaks within care homes last year. Key actions to promote the flu vaccination in these settings within St Helens include developing promotional material to be displayed in all care homes, engaging staff through care home meetings and promoting and encouraging vaccine uptake in direct letters to care home managers.

DrugsAn action plan has been developed to address the issue of drug littering. This was discussed at Scrutiny on 19th Sept and further updates will be provided. Again a multi-agency approach to the issue will be taken and actions include - development of monitoring and mapping mechanisms; training for staff delivering the needle exchange service and supervised consumption; widen providers of needle exchange to make more accessible; work with service users to develop a peer support approach to encourage positive behaviour with respect to being responsible with waste; strategic placement of sharps bins in high risk areas; promotion of council app for reporting any litter.

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4. Key Priorities / Actions to Improve Performance

Adult Social Care & HealthThe key priorities for the department are: -

Deliver on the priorities which will deliver the agreed efficiency savings whilst prioritizing the eligible needs of service users.

Develop more integrated services with Health and statutory partners

Continue to work with independent sector providers to continue to ensure sufficient capacity of high quality, affordable Adult Social Care.

Children, Families and Young People and Education

Restructuring the Safeguarding Unit in response to the recommendations of the Wood Review into the future of Children’s Safeguarding Boards which as reported above is well underway. Proposals on this will be presented to the LSCB in September for consideration. Final ratification is expected in December 2017.

Recruit and retain social workers.

Develop a coordinated, high quality, SEND offer.

Continue to support schools that have Ofsted judgements of ‘Require Improvement/ Inadequate’. The LA continues to offer challenge and guidance to schools that are not yet good – actions include reviews of the quality of education in RI schools, which report on progress and make recommendations for further action – the latter are then robustly followed up in later reviews. Other targeted work includes CPD for middle leaders in such schools (the Brave Leaders initiative) and advice on the construction of documentation. This work contributes to improved academic and inspection outcomes. Currently, 95% of our primary school pupils are being educated in good or better schools; 68% at secondary level; and 100% at special schools.

Review the Early Help and Neglect Strategies.

Commission a revised Domestic Abuse Strategy. It is intended that a draft Domestic Abuse Strategy will be ready by the end of September.

Review and amend the current Corporate Parenting and Looked After Children’s Strategy and introduce revised arrangements for the Corporate Parenting Forum.

Deliver the Budget Strategy to address the financial pressures facing the Portfolio, including the delivery of the actions agreed by Cabinet on 13 September following consideration of the ‘Looked After Children Budget Action Plan’.

Community Safety (incl. Housing Services)Priorities for action over the next quarter will be:

Work on the Domestic Abuse Strategy will be completed by October 2017.

The PREVENT Strategy will be completed and operational by October 2017.

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St Helens CaresWork on the St Helens Cares prevention and early prevention work-stream and business intelligence function continues.

Breastfeeding 61 Infant feeding workshops (Baby Cafes) have been held and 94 people receiving advice

on Introducing Solid Foods information with 87 of these waiting until 6 months to introduce solid foods.

A new infant feeding Facebook page has been launched and has been well received. Additional infant feeding volunteers have been recruited and a What's App group is being established between the volunteers and local women to provide more informal communications and peer support.

A scrutiny review of infant feeding has taken place and an action plan developed. This will strengthen the communications and action across the whole council to support women's choices in feeding their babies.

Health Checks & Circulatory Disease So far in 2017/18, 3006 people have been invited to have a check and 2099 checks have been completed (Apr - mid Sept) in comparison to 3211 invited and 1785 completed by the end of Q2 in 16/17. The Public Health Nurse Facilitator is now in post and, after a period of "settling in" is now engaging with practices to support them to undertake more Health Checks. A targeted approach is being taken to support those with historic poor performance as well as those with high volumes of eligible patients. The PH Nurse will work intensively with these practices, spending time on site driving up innovation and quality.

September 18th – 24th is Know Your Numbers Week 2017 and Public Health is leading on a local approach to supporting local people to undertake a blood pressure screening. Up to 10 organisations have been attended a brief blood pressure training session and received a blood pressure monitor and resources to enable them to facilitate blood pressure screening from their settings, respectively offering this facility to staff, service users and general public. This project will serve as a pilot to being able to offer the local population a range of weekly drop in sessions to Know Their Numbers.

Two Health Kiosks have also been successfully procured. One unit is to be placed in carefully selected local business each month, starting with the Co-op distribution centre. The other kiosk will be deployed in the town centre smokefree hub for general access.

A working group is being set up that will look at how to engage with individuals who are poorly managing their conditions including - hypertensives with high BP; diabetics with elevated HbA1c. An intensive intervention will be offered exclusively to these patients to help them improve their measures which in turn would reduce their risk of associated complications. This project group is being pulled together in Sept 2017.

Falls Prevention The new Falls Strategic Steering Group, set up at the start of summer currently meets on a monthly basis to progress actions associated with preventing falls and reducing potential injury and subsequent conveyance and admissions to hospital. For a number of years now there has been a reduction in the number of persons presenting and being admitted at St. Helens and Knowsley Hospital for falls related injuries. This trend is now also starting to be observed for persons presenting with falls injuries to all providers (which includes out of area hospitals). This is being achieved due to a range of initiatives seen over the last 3 years as part of the local Falls Strategy 2014-2017 and now, a number of projects from the refreshed strategy/action plan will also contribute to this:

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Falls Prevention Car - Initially commissioned from 5th Dec 2016 for a 5 month pilot, 10 months on the project is still continuing. At last data submission (end of July, after 34 weeks) 437 incidents had been responded to. Of these 142 had to be conveyed to hospital with 295 remaining home, a conveyance rate of 33%. It is estimated that a minimum of 142 admissions may have been avoided. The hours of the service have now been extended from 8am - 4pm to 7am - 7pm, which has been chosen as this period represents the peak time for falls.

Balance 4 Life Assessments - This project is case finding individuals who have dementia, on more than 5 medications, who live at home and who have yet to report a fall to offer them a holistic assessment to identify needs early and put systems in place to reduce their risk of future falls.

Healthy Living Team & IASH Project - Taking evidence based practice around home based strength and balance exercises for persons at risk of falling with poor mobility and offering this to persons being supported through IASH. The Healthy Living Team provide 2 home sessions per week for a minimum of 6 weeks to try and support the individual to become more mobile and independent. Anecdotal feedback reports some significant improvements in participants function and independence.

Osteoporosis screening – Following staff training, 544 people had been screened by the end of August with 5% identified as high risk and 25% at moderate risk and all subsequently referred to general practice for follow up. 70% where identified as being low risk and given lifestyle advice to help them to remain low risk.

Care Home Charter - A standard of good practice in reducing risk of falls and improving wellbeing has been developed. Homes will be scored as either not meeting the standard or a Gold / Platinum standard home.

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Green Smart and Sustainable Borough, Growth (incl. Planning) and Libraries and Leisure Portfolios– August 2017.Budget Monitoring Reports 1. Budgetary Issues

Revenue

Green Smart and Sustainable

The Portfolio continues to monitor its expenditure across all service areas. At this point in the year, the Portfolio is currently projecting a pressure on the budget for 2017/18. A number of key actions are being taken to manage the budget with the aim of producing a balanced budget for 2017/18.

Waste Collection and RecyclingIncome from the sale of recyclables has reduced with a reduction in the price per tonne for plastics and cans. Based on current rates a potential shortfall of £145,000 is anticipated. The sale price is quite volatile and can vary on a monthly basis.

Additional staff costs are currently being incurred on recycling and waste collection with a budget pressure of £200,000 forecast. However this is offset by additional income from green waste charges and after taking account of a reduction in recycling credits there is a budget saving of £226,000. Savings have also been made on Trade Waste and Green Waste tipping fees of £31,000. Overall there is a net budget pressure of £88,000 on the service.

Car ParkingIn August 2010 a decision was taken at Cabinet to introduce ‘free after 3pm’ parking on the 3 main town centre car parks. A further report in July 2014 approved free Saturday parking to encourage people to shop in St. Helens and to support the retail and service sector. The shortfall in parking income was met from the Service Modernisation Fund (£36,000 and £250,000 respectively). The remaining funding £75,000 was fully utilised during 2016/17 however there was still a shortfall in income against budget of £66,000 in year.

Revised parking charges were introduced from May 2017 ceasing the ‘free after 3pm’ and introducing a charge on Saturdays (50p for up to 2 hours and £1.00 for over 2 hours) which is still a concession on weekday rates. Free Sunday parking has remained but other charges have been increased to achieve savings targets. A budget pressure for 2017/18 is anticipated of £125,000.

Efficiency Savings /Other The Portfolio is currently anticipating a shortfall (£153,000) on savings intended for 2017/18 as some of the proposals are currently out to consultation and the processes are taking longer than anticipated. A number of savings are reliant on income generation and these will be closely monitored throughout the year.

Other variations include employee slippage above target of £146,000, additional income from the Grounds Maintenance Service and savings on fuel have generated a further £67,000.

Councillor Improvement FundThe budget allocation in 2017/18 for Councillor Improvement Fund schemes is £450,000, plus £438,683 carried forward from 2016/17 (Total £888,683). Of this, schemes totalling £145,464 were committed as at 31 March 2017 with schemes approved to date in 2017/18 of £150,000. This leaves approximately £593,000 currently available for schemes this year.

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Growth (incl Planning)

The Growth Portfolio has identified a number of potential budget pressure areas, for the current year. The budget variations for the year to date are set out below.

Development ControlActivity levels within Development Control can vary greatly from one month to the next. Current numbers of applications are in line with the monthly number needed to meet the budgeted income target for small fees. However, planning income is impacted upon significantly by large planning schemes and the number of larger schemes that are progressed will have a material effect on the fee income at year end. Income will be closely monitored during the year.

Town Centre Rental IncomeAs reported in previous years, the Council has a rental sharing agreement with the landlords of the two main shopping centres. As vacancy rates increase within the Town Centre, so the amount of rental income generated reduces and the Council’s share reduces by a proportional amount. This shortfall has been further impacted, in some instances by reduced rentals negotiated by the landlords, to manage retailers through difficulties and in order to attract new tenants to vacant units.

Based on the budget pressure last financial year a shortfall of £390,000 is anticipated. This pressure will be exacerbated, or alleviated, by any further changes to occupancy levels and rental agreements within the shopping centres.

Estates and MarketsA budget pressure exists for Markets, mainly due to a shortfall in income. This is projected at £78,000 based on last year’s outturn variation. Occupancy levels are currently similar to last year and income will be closely monitored.

Efficiency Savings / OtherThe Portfolio has been successful in implementing some efficiency savings at an earlier stage than originally intended, which has generated savings this year of £75,000 to offset some of the budget pressures identified above.

Other variations in employee slippage have generated a small net saving of £5,000.

Libraries & Leisure

LibrariesThere is currently a budget pressure on Libraries mainly arising from a projected shortfall on income from fines. Based on last year’s outturn a pressure of £48,000 is anticipated. Officers are working to identify any areas where expenditure can be reduced to offset this shortfall.

LeisureThe Golf Course and Driving Range have struggled to meet the income target for a few years despite a number of initiatives implemented, in an attempt to reverse the decline in visitor numbers. Work is currently ongoing to explore opportunities for alternative provision. However, currently the income generated is broadly in line with last year and a potential shortfall of £266,000 is anticipated if the current operation continues for the remainder of the year.

Efficiency Savings / OtherThere is currently a projected shortfall on efficiency savings (£38,000) identified for 2017/18 as officers are currently consulting on options for a review of staffing in Recreation and options in relation to the future of the service at the Golf Course and Driving Range.

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Capital

Green Smart and SustainableA report on the Sustainable Transport Enhancement Package (STEP) schemes for Years 3 to 6 was approved at Cabinet in July 2017. The STEP programme has been designed to support the economic growth of the region and maximise the benefits for residents, visitors and businesses. Local Growth Funding of £4.2m has been secured over the period for schemes in St. Helens; this has been incorporated into the Capital Programme.

The Street Lighting Invest to Save programme is taking longer than envisaged and £1.3m has been re-phased into 2018/19. Problems have been encountered with the delivery of over 400 luminaires that have proved to be faulty. These are in the process of being replaced. The tender for the next phase of implementation is currently being assessed with 17 responses received. An award of contract is anticipated beginning of November and installation planned from January 2018, dependent on delivery timescales of the winning contractor.

Three schemes in the Capital Programme (Junction Lane Bridge, St. Helens Linkway and Atlas Street) will not complete this year and have been re-phased into 2018/19. These relate to long outstanding land related issues that have been ongoing for several years.

A report presented to Cabinet on 23 August 2017 approved the design and development of the A49 to M6, Junction 22 Link Road. Funding of £1.59m was approved from the Growth Reserve. The scheme is a Single Investment Fund bid to the Liverpool City Region Combined Authority. The Outline Business Case has been approved and permission to proceed to Full Business Case has been received.

Funding for the development at Windle Island junction has been re-phased to reflect the scheduled programme of works. Resources of £200,000 have been re-profiled into 2018/19. Growth (incl Planning)A report presented to Cabinet on 23 August 2017 approved the acquisition of land at Borough Road for redevelopment. This is strategically placed and will contribute to the Council’s wider regeneration of the area. The scheme costing £505,000 will be funded from capital receipts.

Libraries and LeisureThere are no issues to report on Capital.

2. Key Actions

Green Smart and Sustainable The Portfolio budget will continue to be monitored closely to identify potential issues.Managers will continue to examine areas where efficiencies can be made, withearly implementation of some efficiencies where possible and the identification of anypotential areas of underspend. Every effort will be made to achieve a balanced budget.

Growth (incl Planning)The budget position will continue to be closely monitored and updates provided to Members throughout the year. Potential areas of underspend are being identified to seek to address budget pressures. Managers will be reminded of the need to work within the specified cash limit and to take action to address any areas of overspend.

Libraries and LeisureTo progress exploration of alternative options for the provision of services at the Golf Course and Driving Range and implementation of the staffing review for Recreation.

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The review of Libraries is ongoing with a view to achieving planned savings by 2019/20.

3. Budget Strategy

All PortfoliosThe Budget Strategy report set out the key actions required to meet the Cash Limits. Efficiency proposals for 2017/18 are being reported as part of the revenue monitoring process. The Portfolios will continue to take an active role in identifying potential saving areas to meet future year’s targets and address inherent pressures that the Portfolios face.

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Green Smart and Sustainable, Growth (incl. Planning) and Libraries and Leisure Portfolios – August 2017.


1. Portfolio Key Issues

Green Smart and SustainableDelivery of the Capital and Revenue Engineering programmes for Transport and Highways remains key to achieving the Transport Plan and growth objectives. Investing further in street lighting services to reduce energy costs is also a priority.

To modernise the Waste and Recycling collection service, to increase recycling rates and improve service delivery.

To improve the environmental quality of the borough through education initiatives and enforcement actions, delivered by the Council’s Environmental Wardens and third party staff. In addition to serving fixed penalty notices for litter and fouling, the service is now using a similar strategy to address fly tipping, commercial waste and smoke free offences.

Growth (incl. Planning)Work is progressing on the St.Helens Local Plan. A transport model has been commissioned to assist in infrastructure assessments of development sites. However the recent release of the Governments consultation on ‘Right Homes Right Places’ has created significant complications on the housing and employment figures to be used in the Local Plan. The Council has adopted the Bold Forest Area Action Plan and this will now help shape development in the Bold Forest Park Area. The Liverpool City Region Combined Authority has commenced a technical consultation on the Strategic Housing and Employment Land Market Assessment (SHELMA) which sets out the 6 constituent Council’s (including St. Helens) housing and employment land needs.

Libraries and Leisure Further work is being undertaken to explore opportunities for a longer term agreement to produce a cost neutral solution to the continued operation of the Golf Course and Driving Range. It is intended to identify the long term future of the facilities by December 2017.

Work is ongoing regarding the Libraries Transformation Programme. The analysis of the public consultation exercise is underway.

2. Performance Indicator Summary

There are a total of 14 key performance measures (Tier 1 and Tier 2) in the Green, Smart and Sustainable Borough Portfolio. Performance indicators are now being reported on a quarterly basis.

Growth (incl Planning)There are a total of 15 key performance indicators (Tier 1 and Tier 2) in the Growth Portfolio. Performance indicators are now being reported on a quarterly basis.

Libraries and LeisureThere are a total of 11 key performance measures in the Libraries and Leisure Portfolio.Performance indicators are now being reported on a quarterly basis.

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3. Service Delivery SummaryEnvironmental Health & Trading StandardsFollowing further consultation on the Food Standards Agency strategy ‘Regulating Our Future’, implementation timescales have been extended. Establishing a national food registration database is the first element to be established under the strategy, which has an implementation date of 2019. It is anticipated that future changes will include a shift in the regulatory framework under which compliant businesses may employ independent consultants to demonstrate adherence to legislative controls.

Legislative changes in the Primary Authority scheme, by which Trading Standards and Environmental Health charge large manufacturing and distribution companies for assured legal compliance advice have meant new agreements, have needed to be issued within a very tight time frame. The new agreements have been introduced with a revised charging structure which has the potential to generate increased revenue.

During the course of November, both services will introduce an agile working pilot for staff. Using technology to enable a more flexible approach to completing regulatory work, it is anticipated that work output will be improved, longer term savings in respect of office accommodation, transport and stationery costs will be realised and that a blue print will be established for other services to follow as modernisation and transformation progresses across the authority.

Building ControlIn response to the Grenfell Fire incident the Building Control Service is continuing to work alongside the Fire Service and Private Sector Housing, to assess the structural condition of buildings and review fire safety controls for a number of properties within the borough. -As commercial developments such as Mere Grange and Florida Farm move forward demands on the Building Control Service are expected to increase. This will prove a challenge and test capacity of the team to handle an increased workload, whilst maintaining their current market share of work.

Licensing & Land ChargesKey reports being presented at Committee include the implications of the Deregulation Act on taxi licensing, as well as a review of Hackney carriage provision within the borough. The impacts of deregulation, in particular, has the potential to negatively impact upon the income received within the Licensing section, following the emergence of local authorities in other parts of the country, who offer licensing services at substantially reduced costs.

The Licensing and Land Charges Service is currently in the process of transferring all Licensing records and operational systems over to the IT system IDOX. This is a major multi-phase piece of work, which is due to go live towards the end of October. The project has placed significant pressure on the services staff resources but should result in operational efficiencies.

Between January and March 2018, work will commence on the introduction of Total Land Charges to the service. This will reduce requirements for manual maintenance of the land charges register and enable increased automation of searches.

EngineeringA review is under way to consider the potential benefits to the Council of bringing the street lighting service back in house, under the Council Civils team, at Hardshaw Brook Depot. Options for continued service provision are under review subject to detailed consideration of TUPE and financial implications.

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The works at Pasture Lane, Rainford, to repair the retaining wall, damaged during Storm Eva in December 2015 have commenced and are progressing well. The scheme has been funded by grant from the Department for Transport (DfT)

A decision has been approved to purchase a Drainage Asset Management system which will provide improved data of drainage assets and lead to more efficient cleansing operations.

A number of highway funding opportunities are available at the moment through various funding sources including Highways England and the Department for Transport. However, funding criteria requires detailed proposals and relevant data to be provided which will require initial capital expenditure to have schemes ready for submission.

Assets and BuildingsDuring the last quarter, the service has been working extensively on delivering the summer works programme to schools for People's Services.

External consultants have been appointed to complete full surveys of the Penkford School site and buildings in preparation for submitting and Outline Business Case (OBC) to the Education Funding Agency (EFA) to obtain funding to redevelop part of the site. This is following a successful bid included in the second wave of Priority Schools Building Projects (PSBP2).

The Service is continuing to liaise with school representatives and our Responsive Repairs Contractor Partner to develop an improved responsive repairs service. A trial is being developed to allow schools access to information about their repairs orders and contracts via the internet, with Cowley, Grange Valley and Lansbury Bridge Schools participating and the Estates and Public Buildings Service being added to the trial.

Recycling & WasteCharging for Green Waste collections has successfully been introduced with effect from 5 June 2017. To date over 38% have taken up the service, a total of 25,705 households. Of these 85% were submitted on-line with 15% by phone.

The review of Recycling and Waste collections to modernise the service and improve service delivery is progressing and a report is due to go to Cabinet in November 2017.

Recycling for flats is continuing to be ‘rolled-out’ with nearly 50% now receiving a recycling collection.

School Crossing PatrolThe consultation on the School Crossing Patrol service closed on 3 September 2017.

CateringHope Academy has tendered the school meals provision and the Catering Service has been unsuccessful in the tender process with the contract awarded to a private contractor. The current Service Level Agreement is due to cease on 31 December 2017.

New primary school menus have been created in readiness for the schools return after the October half term. This includes a menu leaflet for every pupil to assist in promoting school meals.

Bereavement ServicesIn response to supporting the bereaved more effectively and signposting them for help concerning funeral costs, a new leaflet has been designed in partnership with the Citizens Advice Bureau and will be available to the public at all public buildings, GP’s surgeries and on the Council website.

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TransportThe service is currently evaluating a new type of diesel in the vehicles which, if successful burns cleaner and increases miles per gallon.

First time pass rates for taxi tests continue to improve. Following a decision at Licensing committee, if a taxi passes first time the next test will only be required on an annual basis.


Development PlansSt.Helens is leading on delivering the Planning and Housing Devolution Agreement for the LCR Combined Authority and has resulted in significant additional workload. As part of this work St.Helens is leading on the production of the LCR Statement of Cooperation on Local Planning (adopted by the Combined Authority); the LCR Spatial Plan being drafted and the collation of the LCR wide evidence base to inform the development of the LCR Single Spatial Framework. In addition St.Helens has led on the Planning element of the LCR Order (the legal documentation to create the powers of the Combined Authority).

Development ControlThe Development Control service has been identified as the joint best Planning Authority in the country, for speed of determination of major planning applications The service is 6th best for medium and smaller applications and overall ranked 3rd best in the country. This performance has to be balanced against the increasing workload of several major planning applications and development opportunities.

Transport PlanningIn order to maximise the funding the Council receives, the team are putting in a considerable amount of resource into the bids. Available funding includes LCR Single Investment Fund (SIF), Sustainable Transport Environment Package (STEP), Housing Investment Fund (HIF) and Local Growth Fund 3 (LGF 3) with additional funding to be addressed relating to housing. To ensure we can continue to maximise funding opportunities the team is developing a scheme pipeline which can be used to identify suitable schemes for future funding packages.

Economic DevelopmentThe LCR European Social Fund (ESF) Team are continuing to deliver the £4.7m programme. This will provide essential support to those looking for employment with a particular focus on those St.Helens residents who require assistance with their employability skills.

Libraries and Leisure

LibrariesCentral Library remains closed to the public. Structural issues and the costs associated with the necessary repair work mean alternative options are currently being considered as the closure is expected to be longer than originally anticipated.

The annual Summer Reading Challenge has been successful with 1,631 children completing the challenge. A small presentation ceremony will take place in October for the winners. Both the 36 targeted events which included food for children as part of the ‘Food in School Holidays’ project and the events attended by therapy dogs, to encourage children who find reading difficult, were very successful. The service will look to continue those partnerships throughout the year.The Library Service’s application to the Heritage Lottery Fund has been successful. The project will provide further digitisation over the next 12 months.Adult and Community Learning (ACL) results show the Retention, Pass and Achievement rates are all over 90%. ACL has launched the curriculum for next year with increased demand for take up of courses and a waiting list for courses on digital inclusion. Additional courses are

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planned in Town Centre venues. The ACL service is continuing to prepare for an OfSTED inspection which is expected before January 2018.ACL is looking to develop partnerships with the Ways to Work programme, St.Helens College and St.Helens Chamber to maximise the potential of the devolution of funding from the Education and Skills Funding Agency (ESFA) to the Liverpool City Region proposed for 2018/19.

LeisureA detailed feasibility study and outline costs have been produced by Alliance Leisure Ltd to deliver the facility upgrade at Selwyn Jones Sports Centre. A report will be presented to a future Cabinet meeting.

It has been necessary to close the pool at Queens Park whilst the cause and remedy for the loose tiles on the pool floor is determined and implemented. External specialist surveyors have been secured to advise on the problem and those involved in the design of the centre seven years ago are participating in the process. All regular user groups and schools have been offered alternative space at other pools.

In July 2017 the European Court of Justice determined that the UK requirement for local authorities to charge VAT on leisure activities was unlawful. This has ramifications for all those authorities who currently run leisure services in-house and have previously been charging VAT on leisure activities. Whilst this ruling will take time to be enacted, there may be opportunities to reclaim significant historical VAT payments.

Two market engagement exercises have been undertaken in relation to the Golf and Driving Range. The first in relation to a 4 year management contract which resulted in minimal response and then a second broader engagement has been undertaken with a far greater response. A report detailing the outcome of the exercise is listed elsewhere on this agenda.

4. Key Priorities / Actions to Improve Performance

Green Smart and Sustainable

The priorities for the Portfolio will be to:

Continue with the reviews and modernisation of services within Traded Services incorporating Waste and Recycling, Services to Schools, digitisation of services where appropriate and the review of Hardshaw Brook Depot.

Continue to monitor performance and address areas where performance can be improved. The Portfolio will continue to focus on the implementation of the Council’s Budget Strategy

for 2017/18 and proposals for the 2017/20 Budget Strategy. Contribute to the agile working pilot. Shared working and increased digitisation of services in a bid to improve efficiency. Continue to identify opportunities and challenges stemming from the Liverpool City Region

Combined Authority (LCRCA) which will include the establishment of a Key Route Network and investment in highway infrastructure to support economic growth within the region.

To maximise funding opportunities available through the LCRCA to improve and enhance the local highway network will require forward funding to ensure the Council has every opportunity of successfully securing priority schemes in a competitive bidding process.

Development of a communication strategy around highway schemes to maximise opportunities to publicise improvements being undertaken to the highway network and to demonstrate effectiveness of investment through the Combined Authority.

To ensure the delivery of major highway improvement schemes across the borough.

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To ensure an integrated approach to the development of the Town Centre Strategy includes an understanding of all transportation requirements and improved accessibility including public transport, parking and key delivery points into the Town Centre.

To ensure that work within the Combined Authority to reduce the number of road accidents and fatalities continues and that every opportunity to seek funding to improve road safety is fully considered which will include the delivery of a safer roads funded scheme along the A57 from Junction 7 M62 into Warrington.


To successfully procure and deliver all aspects of the Liverpool City Region (European Social Fund) programme.

To progress the St.Helens Local Plan to submission document later in the year. To progress the St.Helens Town Centre Strategy launched in August 2017. To manage the workload of the Development Control section which will be generated by the

large scale logistics planning applications that will be submitted to the Council over the next few months.

To continue the delivery of the One Public Estate Programme. Masterplans for Earlestown, Haydock and Rainhill to be commenced and developed.

To ensure successful land acquisitions of key development sites.

Libraries and Leisure

A business plan for the Library Service as a National Portfolio Organisation remains a key priority to be completed by December 2017.

The Transformation Programme for the Library Service remains a key priority. A strategy document is to be developed for Adult & Community Learning future funding. Work on the new Online memberships system for Leisure is now underway and this should

roll out this winter. Delivery of a £750,000 Youth Sport Programme in partnership with the YMCA and St.Helens

RLFC Community Development Foundation over the next 3 years.

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Leaders, Corporate Services and Liverpool City Region Engagement Portfolios - August 2017

Budget Monitoring Reports

1. Budgetary Issues

RevenueThere are currently no material pressures within the Portfolios, and it is anticipated that all expenditure will be contained within currently approved cash limits. After five months of the financial year, an under-spend is forecast.

We are currently forecasting the employee slippage will be £464,000 greater than target due to a number of staff being on maternity leave and vacancies that have arisen. This is an increase over the previously reported figure of £313,000, as at the end of June, based upon decisions that have been taken about the non-filling of vacant posts within Corporate Services, in anticipation of future year’s savings targets. This figure is based upon assumptions around anticipated dates of vacancies arising and staff returning to the Authority.Borough wide elections are held 3 years out of every 4 to elect Members to Council; this is the fourth year of the cycle and the year in which there are no borough wide elections. Therefore, a large saving has been identified within the Elections service. Any one-off elections that will be held during the year will reduce the level of saving that will exist at the year end, but the current forecast is that there will be an under-spend of £100,000.

CapitalThere are no significant variations or additions to the capital schemes for the Portfolios that are already within the capital programme.

2. Key ActionsThe budgets will be monitored throughout the year, to ensure that the Portfolios contain expenditure within cash limits.

3. Budget StrategyThe Portfolios have undertaken a review of how they will operate within the approved cash limits, agreed by Council for the three years 2017-2020. The Portfolios have identified savings proposals which will underpin the strategy to meet savings targets over the coming years and budgets will be reviewed regularly to identify any additional savings options.

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Leaders, Corporate Services and Liverpool City Region Engagement Portfolios – August 2017.


1. Portfolio Key IssuesAll routine services have continued to be delivered over the course of the reporting period and there are no significant issues of concern in terms of the current delivery of services for the Portfolios to report. The Portfolios have continued to ensure value for money, meet statutory and legal duties, support the wider organisation, protect the Authority’s strong reputation and minimise liabilities. Progress has been made across a number of service areas.

2. Performance Indicator SummaryThe latest available data at the end of August shows that 2 of the 3 performance indicators are performing on target. The Council Tax collection rate is performing on target, with 45.3% collected.The Business Rates collection rate stands at 48.3%, above the target of 47.3%. Validated sickness absence at the end of August is performing marginally below target, with an average of 3.13 working days lost to absence per employee against a target of 2.91. The latest comparative data shows St. Helens performance in 2016/17 of 8.17 days to be better than the latest NW metropolitan average of 9.28 days and better than the Merseyside average of 9.38 days. Work is being undertaken with management to improve attendance management. Additional work is also being targeted in respect of early intervention on absences to facilitate the earliest return to duty. Sickness absences continue to be managed in accordance with the agreed Attendance Management Policy and Procedure with the aim of reducing the levels back to within target.

3. Service DeliveryThe Portfolios can report the following recent key activities and progress in the following areas:

Following completion of the audit of the Council’s Statement of Accounts 2016/17 by the Council’s external auditors Grant Thornton, the Audit Completion Certificate was issued to the Council on the 25th of September. The certificate concluded that the work necessary to issue the Whole of Government Accounts Component Assurance Statement had been completed and re-confirmed the unqualified opinion on both the Statement of Accounts and the Council’s arrangements for securing economy, efficiency, and effectiveness in the use of its resources.

Work continued on the Budget Strategy 2017/20 with a report to Cabinet on the 13th of September setting out the proposed Portfolio actions and decisions required to operate within cash limits. Further work will continue across individual Portfolios to progress the schedule of savings to final decisions against the listed timescales, ensuring the requisite stakeholder consultation is effectively undertaken.

Preparatory work was completed for a LGA Corporate Peer Review which was scheduled for the week commencing the 18th of September. However, the review was subsequently postponed due to circumstances beyond the Council’s control and the Authority is awaiting notification from the LGA around options for revised dates.

The Council’s Annual Report 2016/17 was completed and published in electronic format on the Council website at the end of September.

Both Legal and Finance have continued to provide input into the Council’s capital investment considerations. Finance will also support the development of a Capital Strategy, following a recommendation from an Internal Audit Report and a recent CIPFA consultation on best practice around Prudential Indicators and Treasury Management.

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The process of tendering for new insurance services from July 2018 is ongoing, with the Council working jointly with Aon to develop the tender. A series of Risk Clinics are being developed for delivery in November to Strategic Directors, Assistant Directors and managers within services where insurance is a significant issue to explore and better understand the Council’s risk management processes, its future direction and the subsequent impact on insurance.

The contact for the new Contact centre has been signed off with full implementation scheduled towards the end of the 3rd quarter.

Within Revenues and Benefits work is progressing on Universal Credit full service implementation and progress has been made on the discretionary rate relief announced as part of the Spring Budget as a result of the revaluation of business rates.The Council’s Procurement team successfully led on a Liverpool City Region collaborative e-auction for replacement Refuse Vehicles, which has realised a significant discount for future acquisitions for all participating authorities.

Corporate Services continue to progress the transition to delivering a fully Agile workforce by 2020, with significant progress in delivering the technology, working practices and policies, and office environment remodelling to deliver this ambitious project.

Work continues on the scrutiny work programme for 2017/18. Task and finish groups have been established and scoping meetings are being held for the following topic areas.

Voice of the Child in Fostering Services

Effectiveness of Multi Agency Working

5BT/Mind Matters - Mental Health Services pathway

Teenage Sexual Health Services

Service Charges in Retirement Villages for owner occupiersThe Scrutiny Annual report was submitted to Council in September.

A review of the current Scrutiny arrangements is underway; an initial meeting with the Leader and Chief Executive having taken place.

The Liverpool City Region Combined Authority Scrutiny Panel will be looking at Air Quality, Housing and Spatial Planning as part of its work programme for 2017/18. In HR the provision of support, advice and guidance continued on a number of service reviews in People’s Services and Environmental and Trading Services. A major procurement exercise in connection with the Apprenticeship Levy for the Council was completed in order to establish an approved list of providers and qualifications.Within Business IT building on the progress reported in June:

The Council's cloud migration strategy is progressing quickly with any new developments now being targeted to the Microsoft Azure cloud to ensure maximum flexibility of these new systems.

The new IT VFire service desk is on target to be delivered on the 1st of November 2017, the new system will have a brand new customer portal to allow greater self-service.

The Councils new Telephony system is nearing the completion of the tender phase. It is anticipated that the supplier will be chosen in October 2017, this new system will underpin the new Contact Centre.

Business IT is appointing a new dedicated Principal Security Analyst), as a direct response to the ever changing landscape of the Cyber security threat to ourselves and other organisations.

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Following the end of life of GCSX, the Council has adopted the Government’s secure email blue print and has implemented opportunistic TLS as its standard encryption methodology. All Council standard email addresses can now send encrypted email by ticking the “OFFICIAL-SENSITIVE” box. The Council has led the way with this and is being approached by other organisations to look at our model of deployment and seek advice now that implementation is mandatory.

4. Key Priorities / Actions to Improve PerformanceWork to inform the role and function of the Council by 2020 and determine the key strategic direction that the Council and the wider partnership will take will be ongoing.

Key elements of this will be the work required to fully embed the governance arrangements of the People’s Board and the implementation of a People’s Plan, developing the work of the Economy Board and producing a Growth Strategy and the development and delivery of a Borough Plan for St. Helens.

Corporate Services will continue to work with Departments in support of the Council’s 3 key priorities, namely the development of the Local Care System, ‘St. Helens Cares’, support for the growth agenda, and delivering the 3 year budget.

Due to the significant savings required across the Council for 2017/18 and beyond, a large body of work is still required in ensuring the delivery of a balanced future budget and the implementation of detailed savings proposals, along with the required public consultation / communication.

The Council will continue to identify the opportunities and challenges stemming from the development of the Liverpool City Region Combined Authority for the benefit of St. Helens and its communities.

Corporate Services will continue to carefully monitor and report back on the position in relation to the future financing of local government , the Government’s business rate re-evaluation in 2017 and the funding awarded to mitigate its impact (£250,000 in 2017/18), and a number of other potentially significant financial risks that the Council faces.

Further priorities include the settlement of outstanding Equal Pay claims and implementation of the Apprenticeship Levy.

Following the British exit from the European Union, the Portfolios will now carefully monitor and review the implications for the Council and St. Helens, taking action where appropriate. The Portfolios will also carefully monitor and respond to any legislative and policy changes emerging from the new Government.

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Documents

(Public Pack)Agenda Document for Audit and Financial