Agenda item

To review how the City Council is performing against the City for All priorities, including progress towards achieving the deliverables and targets within departmental business plans.

4.1       Ian Farrow (WestCo Manager) introduced a year-end report that presented detailed performance results for the year April 2018 to March 2019 against the 2018/19 business plans. The report set out how the Council performed against City for All priorities and included progress towards achieving the deliverables and targets within the business plans. The information presented was reported by exception and focused on those areas of notable achievement or concern where action or intervention was likely to be required. The report also provided early views into the challenges that were anticipated during 2019/20.

4.2       The Committee considered the overall performance of the City Council and submitted questions to individual members of the Executive Leadership Team on performance within their directorates. This included queries about key performance indicators critical to the Council’s performance which had either missed the ideal target at year end, or had only met the minimum standard. 

4.3       The Committee discussed the increase in the number of rough sleepers over the past year, and noted that the rise could be associated with wider knowledge of the StreetLink campaign which enabled members of the public to connect people sleeping rough with local services; with the possibility that the same person could be reported more than once. Members also discussed the effectiveness of the engagement between rough sleepers and the City Council, and commented on the enforcement that was available. Jenny Travassos (Head of Prevention, Housing) confirmed that the ‘no second night out’ scheme had resulted in 83% of rough sleepers not being on the streets for a second night; and that police could only become involved when there was anti-social behaviour or begging. The Committee noted that the rough sleepers in and around the Cathedral Plaza tended to be a transient group with a high proportion of foreign nationals, and that people were reluctant to engage in schemes that took them away from London.

4.4       The Head of Prevention, Housing reported that the City Council had the best outcomes for assessment relocation in Greater London, and that 167 people had been sustainably resettled into their home area at Quarter 3. The Committee noted that following relocation from Greater London, people were tracked for 6 to 12 months with only three having returned to Westminster.

4.5       The Committee discussed the increase in the number of Looked After Children in Westminster, which had risen by 10 in one quarter. Members noted that the pan London and national approaches to Asylum Seeking Children had ended, and that the Leader of the City Council was leading on this issue for London Councils and had suggested a short-term solution. Westminster was second to Croydon in the number of Asylum Seeking Children it accommodated, and the London Councils were lobbying the Government for a sustainable solution with sustainable funding for local authorities. The Committee noted that if projections continued, placement costs would increase from £4.5m in 2019/20 to £9.4m in 2021/22; and that the number of social workers required to look after the cases would also rise.

4.6       Committee Members commented on the Ofsted ratings given to Westminster’s schools, and noted that being rated as ‘outstanding’ affected the timing of subsequent inspections which could highlight any issues which may have arisen. Members acknowledged that falling school rolls could result in reduced funding for pupils and increase the risk of schools developing budget deficits, and Gerald Almeroth (Executive Director of Finance & Resources) confirmed that the schools formula provided for money to be put aside to help schools through difficult periods.

4.7       The Committee discussed the fragility of the market for adult social care, and suggested that possible outcomes, direct costs and effect on other Council departments needed to be quantified. The Executive Director of Finance & Resources acknowledged that the risk needed to be built into the City Council’s business contingency plans and procurement, and agreed to provide some analysis of what the direct risk could be to Westminster.

4.8       Jim Paterson (Director of Property Services) updated the Committee on progress in integrating CityWest Homes into the Westminster Housing Service, which had been well managed with former CityWest staff receiving Westminster Way training. Key Performance Indicators following the first 100 days of the new service had been positive, and the increased visibility of the housing service in estates had contributed to a significant improvement in residents’ satisfaction. Consideration was now being given to improving the delivery of building repairs and the support available for vulnerable residents. A more detailed report on the housing service would be provided at the next meeting of the Committee.

4.9       Sara Sutton (Executive Director of City Management & Communities) updated the Committee on the preparations that were being made to mitigate the strategic risk of Brexit. The Executive Director was co-ordinating the City Council’s Strategic Board for Brexit, which was a regular cross-departmental forum that included partners and would step up to become pan-London for contingency planning. The main risks associated with Brexit related to economic management which could affect the workforce and income levels from construction. Other risks related to the care market; the protests and demonstrations that would take place in Westminster; and the impact on community cohesion and hate crime. In addition to the overarching strategy, each directorate had its own plan to mitigate risk

4.10     The Committee discussed the Oxford Street Project, and sought clarification of how much of the project was dependent of co-funding with other partners, which may not be guaranteed. Stuart Love (Chief Executive) confirmed that the private sector were keen to invest in the £230m project, but wanted to see the finalised plans before making a formal commitment. The business case had been set out in a report to Cabinet, which would be circulated to the Committee.  Members highlighted the need for the Committee to monitor progress in the Oxford Street project.

4.11     Committee Members sought clarification of the expansion policy for electric vehicle charging points, as uptake had continued to rise. The Executive Director of City Management & Communities confirmed that there were currently 165 electric vehicle charging points in Westminster, and that all options and available technology for expansion were being considered.

4.12     The Committee noted that the Metropolitan Police Basic Command Unit (BCU) for Westminster was currently being scrutinised by the City Management & Public Protection Policy & Scrutiny Committee. The Executive Director of City Management & Communities suggested that a review of the performance of the BCU by the Audit & Performance Committee would be more beneficial after the current review had been completed.

4.13     The Committee asked for further information on a range of key service updates within the 2017/18 performance business plans. Other issues discussed included sundry debtors; benchmarking in the Staff Survey; the scheme to plant 3,000 trees by 2020; and the London in Bloom awards.

4.14     RESOLVED: That the End of Year Performance Report for 2018/19 be noted.

            ACTIONS:

1.         More detail and numbers to be provided of rough sleepers in the City during 2018-19.  (Action for Jenny Travassos - Head of Prevention, Housing)

2.         Details be provided of the costs associated with the City Council’s Looked After Children – including placements, accommodation and education. (Action for Gary Hamilton - Consultant Programme Manager, ASC)

3.         More detail be provided on the fragility of the market for Adult Social Care, together with the current challenges in the market place and main risks.  (Action for Gerald Almeroth - Executive Director of Finance & Resources) 

4.         Committee Members to receive that Cabinet report which provided details of funding mechanisms for Oxford Street. (Action for Sara Sutton - Executive Director of City Management & Communities) 

5.         Committee Members to receive details of the expansion strategy and targets for electric vehicle charging points. (Action for Sara Sutton - Executive Director of City Management & Communities) 

6.         Committee Members to receive the report on Borough Command Unit performance submitted to the Scrutiny Committee, prior to consideration of Key Performance Indicators by the Audit & Performance Committee. (Action for Sara Sutton - Executive Director of City Management & Communities) 

7.         More detail to be provided on the figures provided for Sundry Debtors. (Action for Gerald Almeroth - Executive Director of Finance & Resources)

8.         Benchmark numbers to be provided for the Staff Survey result, if available. (Action for Lee Witham - Director of People Services)

9.         Further information to be provided on the City for All pledge to plant 3000 trees, which currently appears to be off track. (Action for Sara Sutton - Executive Director of City Management & Communities) 

10.       Details to be provided of the Wards and parks which contributed towards the London in Bloom awards. (Action for Sara Sutton - Executive Director of City Management & Communities) 

11.       An update to be given on the number of drinking fountains installed in Westminster by Ward. (Action for Sara Sutton - Executive Director of City Management & Communities)

12.       Details to be provided of Parking Permit changes between 2017 and 2018. (Action for Sara Sutton - Executive Director of City Management & Communities) 

13.       Details to be provided of streets being surveyed and hotspots where litter is a concern. (Action for Sara Sutton - Executive Director of City Management & Communities) 

14.       More detail to be provided on the City Survey results which indicated an apparent drop in the proportion of households who use sports and leisure facilities. (Action for Sara Sutton - Executive Director of City Management & Communities)