Present at the meeting:
- Councillor J D O’Brien (Chairman)
- Councillor R Clayton (Vice Chairman)
- Councillor J S Birch
- Councillor R M Bleakley
- Councillor Mrs B Bourne
- Councillor Mrs P Cullen
- Councillor J Haley
- Councillor Ms P L Holland
- Councillor M Klieve
- Councillor Mr J M Peet
- Councillor Mrs A Turnock
Cabinet Members in attendance
- Councillor K Cunliffe – Portfolio Holder for Healthier People and Older People
- Councillor D T Molyneux – Portfolio Holder for Economy and Regeneration
- Councillor F B Walker – Portfolio Holder for Efficiency
Officers in attendance
- Gary Finch – Principal Officer - Scrutiny
- John Mitchell – Head of Legal Services
- Michael Williamson – Committee Services Officer
Officers presenting reports
- Ashley Crumbley – Chief Executive Wigan and Leigh Housing
- Mike Grimes – Director of Housing Needs, Wigan and Leigh Housing
- Steve Normington – Service Director – Development
- Steve Sargent – Housing Strategy Service Manager
- Ken Wardale – Service Director – Regeneration and Communities
- Sally Wolstencroft – Head of Safer Cleaner Greener Neighbourhood Services
- Mike Worden – Head of Planning and Transport Strategy
35 Apologies for absence: Councillors G W Fairhurst, J Miller and W Rotherham
36 Minutes: The minutes of the meeting of this Committee held on 18 November 2009 were approved as a correct record.
37 Whipping declarations: Government guidance expected Members of Scrutiny Committees not to act in accordance with party whipping and that, if they did, they were to declare it.
There were no declarations made.
38 Housing Allocations policy: The Service Manager – Housing Strategy, Steve Sargent, presented a report, which informed Members of the proposed revised policy for the allocation of social rented housing in the borough.
The revised policy included the following key proposals:-
- an increased priority to people threatened with homelessness (including people leaving the armed forces);
- recognition that applicants could have several different sources of housing need;
- stronger signals to those guilty of anti-social behaviour that they will be much less likely to be given Council Housing and encouraging them to take responsibility for demonstrating a positive change which could earn them reinstated priority.
- facilitating transfers for existing tenants, particularly for those wanting to downsize; and
- to be able to respond more flexibly in neighbourhoods/groups in the future via the development of more local lettings policies.
Members asked a number of questions, which included the following salient points:-
- If a tenant was convicted of an Anti Social Behaviour Order (ASBO), how long did they have to wait to before they could ask for another property?
- What measures did Wigan and Leigh Housing have in place to deal with rent arrears?
- Was there any discretion relating to the deduction of housing allocation points associated with the accrual of debt?
- Would it be possible to develop a scale that could be used in relation to the deducting housing allocation points associated with anti social behaviour?
- How did Wigan and Leigh Housing tackle tenants who repeatedly caused vandalism to Council houses?
- Would the policy help support those tenants who suffer from domestic abuse?
The Service Manager – Housing Strategy advised the Committee that the revised policy added extra measures which would govern whether a tenant convicted of an ASBO could apply for another property, however, it was not the Council’s role to make a determination on a tenant’s perceived behaviour and the Council was also duty bound to assist any tenant who would be classed as homeless.
The Director of Housing Needs, Wigan and Leigh Housing (WALH), Mike Grimes, informed the Committee that if tenants were to be found with a large amount of rent in arrears, WALH could exclude the tenant from the social housing allocation waiting list, but, WALH was also duty bound to assist any tenant in obtaining a property found to be in a position of homelessness.
The Committee was advised that the deduction of housing allocation points associated with the accruement of debt was assessed on an individual case basis and exceptional factors could be taken into account at a Director level within WALH. In relation to developing a scale that could be used in relation to the deducting housing allocation points associated with anti social behaviour, the Chief Executive WALH advised the Committee that processes would be developed to support the policy which would address issues like this.
The Service Manager – Housing Strategy explained that the revised policy gave the Council greater options in dealing with tenants who caused repeated vandalism to Council properties. Current legislation allowed the Council to monitor tenants for a period of up to 12 months.
The Chief Executive Wigan and Leigh Housing agreed that it was important to help support those tenants who suffer from domestic abuse and that discussions would take place as to whether this should be addressed within the policy or by a process which would support the policy.
Resolved: The Committee:-
- endorses the revised Housing allocation policy for Cabinet approval;
- requests that officers provide clarification on the issues raised by the Committee prior to the adoption of the revised policy; and
- thanks the Service Manager – Housing Strategy for the report.
(Councillor Mrs P L Holland declared a personal and non prejudicial interest in this item as her partner’s father is Chairman of Wigan Homes.)
39 Contract for Housing Services (Mid Contractual Review): The Service Director – Regeneration and Communities, Ken Wardale, presented a report, which informed Members of the mid contractual review of the Housing Management Services of the Council’s housing stock and the Homelessness Service as required under the contract with WALH.
The Committee was advised that the mid contract review process had been completed. It had been identified that good progress had been made in the overall performance of WALH. Against the five priority areas within the WALH vision/objectives, WALH had made excellent progress on three of the five areas. Satisfactory progress had also been achieved on the remaining two areas but some improvement work was still needed.
It had also been recognised that the existing contractual arrangements (which consisted of a Housing and separate Homelessness Contract) needed modification to a Core Housing Management Services contract and a Housing Support Services contract. Work between WALH and the Council had resulted in a complementary fit between the aims of the organisations and the Local Strategic Partnership.
It was reported that whilst significant change was occurring within the regulatory/financial frameworks, the future of an Arms Length arrangement seemed assured over the medium term and the Arms Length Management Organisation (ALMO) model was strongly supported by the Tenant Board Members.
The Committee was also advised that the mid contractual review would allow opportunities for WALH to embrace a wider role including training and employment initiatives, as well as exploring new mutual/co-operative arrangements.
Members asked a number of questions, which included the following salient points:-
- What were the alternative options available to the Council should it decide not to renew the Housing Service contract with WALH?
- What advantages were there in awarding a longer contract for the Council and WALH tenants?
- Would the management fee to WALH remain fixed for the new contract period should the contract be renewed?
- Concerns were raised in relation to the quality of repairs undertaken by WALH.
The Service Director – Regeneration and Communities advised the Committee that the alternative options available were to either end the ALMO and return the management functions to the Council or look to transfer the housing stock to the Housing Association. However, the most favourable option was to retain the ALMO based on the following points:-
- the current situation was seen to be working and any change would mean significant organisation work / tenants ballot which would detract from performance;
- the financial implications of any change would be difficult to predict against the current situation;
- the Government was now restricting stock transfer due to the cost involved; and
- the Tenant Board Members had made it clear that they wanted the status quo and believed that their interests were best served in such an arrangement. It was also noted that the Tenant Board Members also supported an extension to the current ALMO arrangements as this would in their view enhance their ability to set longer term targets for the organisation.
The Service Director – Regeneration and Communities advised the Committee that based on the evidence a significant extension of the main Housing Management Contract was seen as being a sensible suggestion. Officers were minded to recommend a new contract of seven years (ie the remainder of the existing contract (two years) plus a further five). Suitable review arrangements would also be included to enable the Council to monitor the performance of WALH on a regular basis. It was also reported that the Council would revisit the contract conditions should major opportunities arise which would benefit the shareholder and main stakeholders.
The Service Director – Regeneration and Communities also informed the Committee that a number of other ALMO reviews across Greater Manchester were currently recommending change and were looking at transferring their stock. These decisions were being driven by financial reasons which did not affect this borough to the extent of challenging the future of the business.
The Committee was advised that should the contract be renewed, discussions relating to the management fee would need to be held. The Committee was reassured that WALH was a non profit organisation. A final reassurance was given to the Committee that the quality of repairs to Council properties was a performance measure of WALH and would be monitored on a regular basis.
The Portfolio Holder for Healthier People and Older People advised the Committee that it was important to listen to the views and opinions of the Tenants, as represented by the Tenants on the Housing Board. He reminded the Committee that compared to other Local Authorities, Wigan had an ALMO that was performing well with a strong financial basis.
Resolved: The Committee:-
- endorses the proposal to renew the contract for Housing Services with WALH for the remainder of the existing contract (two years) plus a further five contract with suitable review clauses, subject to the Chairman of the Committee reviewing any additional evidence being submitted by WALH prior to the decision being taken by Cabinet
- thanks the Service Director – Regeneration and Communities for the report.
(Councillor Mrs P L Holland declared a personal and non prejudicial interest in this item as her partner’s father is Chairman of Wigan Homes.)
(The Chief Executive WALH, Ashley Crumbley and Councillor F B Walker – Portfolio Holder for Efficiency were not present when this item was being discussed.)
40 Wigan and Leigh Housing half yearly performance: The Service Manager – Housing Strategy, presented a report, that informed Members of the performance of WALH during the first half of 2009/10 and the progress made against priorities contained within the business plan.
The performance of WALH was measured against 21 key performance indicators (KPI) which linked to the organisations goals and key business enablers. The Committee was advised that WALH’s performance across the 21 indicators was good. Eleven of the KPI’s had achieved or exceeded their half year targets. Five indicators were not achieving their half year target, whilst four were near to target within tolerance levels.
Members asked questions which included the following salient points:-
- Why was the performance in proportion of gas servicing certificates outstanding below target?
- Why was the performance in addressing Anti Social Behaviour (ASB) issues below target?
- Was the target of 83% tenant satisfaction a good result?
- How was WALH ensuring the grounds maintenance contract with Wigan Leisure and Culture Trust (WLCT) was being spent correctly?
The Chief Executive WALH advised the Committee that the target for gas servicing certificates outstanding was below half yearly target due to poor target setting. He reassured the Committee that the yearly target would be achieved.
The Service Manager – Housing Strategy advised the Committee that there were challenges to improve performance in areas such as satisfaction with Anti Social Behaviour services. However, it was recognised that these challenges had arisen through WALH’s continued desire to improve customer satisfaction with services through the introduction of new performance measures in a challenging service area.
The Chief Executive WALH confirmed that 83% tenant satisfaction in tackling ASB was one of the highest satisfaction rates within the Country. The Audit Commission viewed anything above 50% satisfaction in this area as performing well. He went on to explain that WALH was working with WLCT to develop a new service specification in relation to grounds maintenance.
Resolved: The Committee:-
- notes the half yearly performance of WALH;
- thanks the Service Manager – Housing Strategy for the report.
(Councillor Mrs P L Holland declared a personal and non prejudicial interest in this item as her partner’s father is Chairman of Wigan Homes.)
41 Wigan Local Development Framework: Core Strategy Consultations Update and Further Revisions to the Local Development Scheme: The Service Director – Development, Steve Normington, and the Head of Planning and Transport Strategy, Mike Worden, presented a report, which informed Members of the progress that had been made on the preparation of the Core Strategy of the Local Development Framework (LDF) and the proposed revised Local Development Scheme (LDS) prior to submission to the Government Office for the North West.
The Cabinet would also consider the report at its meeting on 18 February 2010.
The Committee was advised that the LDS was basically a timetable and programme for the preparation of a LDF over a three year period. It identified the separate documents that needed to be prepared as part of the LDF. The LDS required updating to account for the ongoing preparation of the Core Strategy and consideration of what other development plan documents were needed to ensure the development of appropriate locations and sites that would help continue the regeneration of the borough.
The main changes to the revised LDS were:-
- a revised programme for preparation of the Core Strategy;
- a longer programme for preparation of the Greater Manchester Joint Waste Plan;
- a new programme for an Allocations Plan commencing in September 2011;
- a new programme for a Wigan Central Area Action Plan commencing in June 2010; and
- a new programme for a Leigh Central Area Action Plan commencing in September 2012
Resolved: The Committee:-
- notes the report.
- thanks the Service Director – Development and Head of Planning and Transport Strategy for the report
42 Waste and recycling collection services performance update: The Head of Safer Cleaner Greener Neighbourhood Services, Sally Wolstencroft, presented a report, which informed Members of the performance update on the Council’s waste and recycling collection service.
The Committee was advised that significant progress had been made in the following areas. Savings of more than £0.5 million were realised during the modernisation process through the removal of staff bonuses. £212K of these savings had been recycled into salary increases to reflect additional responsibilities. Overall there has been an annual salary saving of £384K.
Management cost savings of £75K have been achieved by minimising overtime payments and introducing flexible working patterns for supervisors. IT improvements had also strengthened the way the service dealt with enquiries and complaints.
The Committee was advised that changes to Health and Safety legislation and ‘best practice’ guidance had led to the introduction of new reversing procedures. Task and Finish arrangements had been discontinued to deter unsafe and ‘corner cutting’ activities that put Council, employees and the public at risk. In line with the corporate drive to provide uninterrupted essential services, household waste and recycling collections were no longer subject to Christmas close-down. Although the service did not operate on Christmas Day, Boxing Day or New Years Day, there were collection catch ups at weekends and other Bank Holidays.
The Head of Safer Cleaner Greener Neighbourhood Services explained that sickness absence was still unacceptably high at over 11%. Management had set up local processes to monitor absence and ensure that capability processes were applied firmly and fairly.
The Committee was informed that the vehicle break-down rate had contributed to the increase in complaints. Improvements had been made to the daily vehicle check and defect reporting systems, with more robust monitoring being introduced. Wigan’s waste fleet had a seven year replacement programme, which was significantly longer than most neighbouring authorities, who tend to replace after four to six years. The Council’s older vehicles had also undertaken up to 30% more ’bin lifts’ than the industry norm. They tended to develop more faults and suffer from basic wear and tear. While the Council was still committed to the AGMA Transport project, it had entered into an interim joint-procurement arrangement with Bury Council to acquire replacements for eight end-of-life vehicles, and new vehicles required for the next stage of the Council’s recycling roll-out.
Members asked questions which included the following salient points:-
- When would the next roll out of brown bins take place?
- What effect had the removal of bonus had on staff?
- What was being done to prevent the risk of fires where bins were left out overnight?
- Where will the blue bin pilot be undertaken?
- What enforcement action was undertaken when bins were left out after being emptied?
The Head of Safer Cleaner Greener Neighbourhood Services advised that the roll out of brown bins was being done over three phases. Phases one and two had taken place in 2009. The final phase would take place in April 2010. She also advised that staff had been accepting of the removal of bonus as their job descriptions had been amended which had resulted in an increase in salaries.
It was explained to the Committee that the Council advised residents to ensure that their waste bins were available for collection by 7:00 a.m. on the day of collection. The Council did not advise residents to put their bins out overnight.
The Head of Safer Cleaner Grener Neighbourhood Services advised that the pilot area for the new blue bins had not yet been identified. She also advised that there was currently no policy which addressed bins being left out during the day once they had been emptied
Resolved: The Committee:-
- notes the report.
- thanks the Head of Safer Cleaner Greener Neighbourhood Services for the report
43 Environmental Services Performance Plan 2009/12 – Quarter 2 update: The Service Director – Regeneration and Communities, presented a report, on the Environmental Services departmental priorities for the period 2009/12.
Resolved: The Committee:-
- endorses the report.
- thanks the Service Director – Regeneration and Communities for the report.
44 Feedback from Portfolio Holders: The Portfolio Holder for Healthier People and Older People informed the Committee of a European Regional Initiative Project entitled PROSPECTS which aimed to promote and support entrepreneurship to create new small to medium enterprises (SME).
The principle objective for PROSPECTS was to influence regional and local policies for supporting entrepreneurship and creating new SME’s within former coalfield and industrial areas. This would be achieved through a series of best practice exchange seminars and officer exchanges between partners. The final output would be a good practice toolkit to be distributed across Europe.
The budget for the whole project was €1,793,582. The allocation for Wigan was €202,637, with an Economic Regional Development Fund (ERDF) contribution of €151,978 and a co-financing contribution of €50,659,25. The co-financing could utilise in-kind contributions such as officer time.
Wigan was almost certain to host the launch event for the project. The provisional date for this was 18/19 March 2010 at Leigh Sports Village. It was anticipated that there would be over 100 international delegates attending. Wigan would also participate in the seminars and officer exchanges. By participating in the programme, Wigan would be improving its international profile and would also benefit from the sharing of good practice from other European coalfield areas.
Resolved: The Committee thanks the Portfolio Holder for Healthier People and Older People for the update
