Cabinet 13.06.07 Non-Con

BOROUGH OF TAMWORTH
CABINET
5th June 2007
A meeting of the CABINET will be held on WEDNESDAY 13th JUNE 2007, at 6.00
PM in Committee Room 1, Marmion House.
AGENDA
1. Apologies for Absence
2. Minutes of the meeting held on 23rd May 2007
3. Declarations of Interest
To receive any declarations of Members’ interests (personal and/or personal and
prejudicial) in any matters which are to be considered at this meeting.
When Members are declaring a personal interest or personal and prejudicial

interest in respect of which they have dispensation, they should specify the nature
of such interest. Members should leave the room if they have a personal and
prejudicial interest in respect of which they do not have a dispensation.
4. Matters Referred to the Cabinet in accordance with the Overview and

Scrutiny Procedure Rules
None
5. Members’ Book Items
None
6. Annual Audit and Inspection Letter

(Presentation by the Audit Commission and KPMG)
7. Public Swimming TO FOLLOW

(Report of the Corporate Director Community & Environment)
8. Tamworth Castle Motte Management Policy and Plan

(Report of the Portfolio Holder for Regeneration & Community Development)
9. Tamworth Castle & Museum Proposals for Efficiency Savings

(Report of the Portfolio Holder for Regeneration & Community Development)
10. Revised Joint Municipal Waste Management Strategy for Staffordshire
and Stoke on Trent Response to Consultation
(Report of the Portfolio Holder for Environment & Community Safety)
11. Quarter Four Performance Report 2006/07

(Report of the Portfolio Holder for Corporate Governance & Service
Improvement)
12. Capital Outturn Report 2006/2007

Improvement)
13. Draft Annual Statement Accounts and Report 2006/07 TO FOLLOW

Improvement)
14. Annual Treasury Report 2006/07 TO FOLLOW

Improvement)
15. Strategic Housing – Audit Commission Inspection

(Report of the Portfolio Holder for Housing & Property Services)
Chief Executive
People who have a disability and who would like to attend the meeting should contact
Democratic Services on 01827 709265 or email committees@tamworth.gov.uk preferably 24
hours prior to the meeting. We can then endeavour to ensure that any particular
requirements you may have are catered for.
To: Councillors
Agenda Item 2
MINUTES OF A MEETING OF THE

CABINET
HELD ON 23rd MAY 2007
PRESENT: Councillors J Oates (Chair) D Cook (Vice Chair)
Councillors, B Boughton, J A Garner, Mrs M Oates and R
Pritchard
The following Officers were present: David Weatherley, Chief

Executive; Tony Goodwin, Corporate Director Community &
Environment; John Wheatley, Director of Finance; Ray Vanstone,
Strategic Planning Manager and Kevin Briggs, Democratic Services
Manager
28 APOLOGIES FOR ABSENCE
None
29 MINUTES
The Minutes of the meeting held on 25th April 2007 were approved and
signed as a correct record.
30 DECLARATIONS OF INTEREST
None
31 MATTERS REFERRED TO THE CABINET IN ACCORDANCE WITH

THE OVERVIEW AND SCRUTINY PROCEDURE RULES
None
32 MEMBERS’ BOOK ITEMS
A list of decisions taken by Officers in consultation with members was

noted.
33 TRENT VALLEY ANTI SOCIAL BEHAVIOUR STRATEGY
The report of the Corporate Director Community & Environment

seeking endorsement of the Trent Valley Anti Social Behaviour
Strategy was considered.
RESOLVED: That the Trent Valley Anti Social Behaviour

Strategy be endorsed as the overarching document
when developing policies, practices and
interventions for tackling Anti Social Behaviour.
1
Cabinet 23rd May 2007
34 SUPPLEMENTARY PLANNING DOCUMENTS
The report of the Portfolio Holder for Regeneration & Community

Development on the publication of three Supplementary Planning
Documents for consultation purposes prior to adoption was considered.
RESOLVED: (1) That the Draft Supplementary Planning Documents

relating to Telecommunications, Open Space and
Planning Obligations be approved for consultation
purposes over a four week period commencing 31st
May 2007; and
(2) That the Corporate Director Community &

Environment submit a briefing note summarising
the White Paper “Planning for a Sustainable
Future.”
35 ESTABLISHING THE LICENSING FEE FOR MANDATORY

LICENSING OF CERTAIN HOUSES IN MULTIPLE OCCUPATION
The report of the Portfolio Holder for Housing & Property Services
seeking approval for the licensing fee charged for the mandatory
Houses in Multiple Occupation licensing scheme was considered.
RESOLVED: That the licensing fee for mandatory licensing of

Houses in Multiple Occupation be set at £530.00
for a five bed space property and £30.00 per
additional bed space.
36 REVENUES AND BENEFITS EDRM UPGRADE – ADDITIONAL

REQUIREMENTS CAPITAL APPRAISAL
In accordance with Section 100B (4) (b) of the Local Government Act
1972, the Chairman agreed that the following item be considered at the
meeting as a matter of urgency.
The report of the Portfolio Holder for Corporate Governance & Service
Improvement seeking approval for the continuation of the Revenues
and Benefits EDRM Upgrade and the release of funds for the Service
Transformation Capital Contingency budget was considered.
RESOLVED: That the release of funds for the EDRM upgrade

from the existing capital budget currently set aside
for Service Transformation and ICT projects be
approved.
37 EXCLUSION OF PRESS AND PUBLIC
RESOLVED: That members of the press and public be now

excluded from the meeting during consideration of
2
Cabinet 23rd May 2007
the following item on the grounds that the business

involves the likely disclosure of exempt information
as defined in Paragraph 3 of Part I of Schedule
12A to the Local Government Act 1972 (as
amended).
38 TAMWORTH ARTS & HERITAGE TRUST AGREEMENT DRAFT

HEADS OF TERMS
(Paragraph 3 of Part 1 of Schedule 12A to the Local Government Act
1972(as amended))
The report of the Corporate Director Community & Environment

seeking endorsement of the draft Heads of Terms in respect of the
agreement governing the transfer of facilities and services to the
Tamworth Heritage Trust Ltd was considered.
RESOLVED: (1) That the draft heads of terms be approved as the

basis for negotiating the formal agreement
between Tamworth Borough Council and
Tamworth Arts & Heritage Trust;
(2) That the principles set out in Appendix B to the

report be endorsed;
(3) That the Corporate Director Community &

Environment be authorised in consultation with
the Leader of the Council and Portfolio Holder for
Regeneration & Community Development to lead
on negotiations leading to the delivery of the
project outcomes; and
(4) That reports on progress be submitted to Cabinet

at key stages of the Project Delivery Plan.
3
Annual Audit and Inspection Letter
March 2007
Annual Audit and

Inspection Letter
Tamworth Borough Council
The Audit Commission is an independent body responsible for ensuring that
public money is spent economically, efficiently and effectively, to achieve
high-quality local services for the public. Our remit covers around 11,000 bodies
in England, which between them spend more than £180 billion of public money
each year. Our work covers local government, health, housing, community safety
and fire and rescue services.
As an independent watchdog, we provide important information on the quality of
public services. As a driving force for improvement in those services, we provide
practical recommendations and spread best practice. As an independent auditor,
we ensure that public services are good value for money and that public money is
properly spent.
Status of our reports

This report provides an overall summary of the Audit Commission’s assessment
of the Council, drawing on audit, inspection and performance assessment work
and is prepared by your Relationship Manager.
In this report, the Commission summarises findings and conclusions from the
statutory audit, which have previously been reported to you by your appointed
auditor. Appointed auditors act separately from the Commission and, in meeting
their statutory responsibilities, are required to exercise their professional
judgement independently of the Commission (and the audited body). The findings
and conclusions therefore remain those of the appointed auditor and should be
considered within the context of the Statement of Responsibilities of Auditors and
Audited Bodies issued by the Audit Commission.
Reports prepared by appointed auditors are:
• prepared in the context of the Statement of Responsibilities of Auditors and
Audited Bodies issued by the Audit Commission; and
• addressed to members or officers and prepared for the sole use of the audited
body; no responsibility is taken by auditors to any member or officer in their
individual capacity, or to any third party.
Copies of this report

If you require further copies of this report, or a copy in large print, in Braille,
on tape, or in a language other than English, please call 0845 056 0566.
© Audit Commission 2007

For further information on the work of the Commission please contact:
Audit Commission, 1st Floor, Millbank Tower, Millbank, London SW1P 4HQ
Tel: 020 7828 1212 Fax: 020 7976 6187 Textphone (minicom): 020 7630 0421
www.audit-commission.gov.uk
Tamworth Borough council │ Contents 3
Contents
Our overall summary 4
Action needed by the Council 5
How is Tamworth Borough Council performing? 6

The improvement since last year - our Direction of Travel report 6
Service inspections 9
Financial management and value for money 12
Conclusion 17
Availability of this letter 17

4 Tamworth Borough council │ Our overall summary
Our overall summary

1 This report provides an overall summary of the Audit Commission's assessment
of the Council. It draws on the findings and conclusions from the audit of the
Council and from any inspections that have been undertaken in the last year. The
letter includes our review of how well the Council has progressed (our Direction of
Travel report) and the auditor’s assessment of how well the Council has managed
its finances (the Use of Resources scores). These latter components will be an
important feed into any future decision regarding the potential for a rescoring the
Council’s Comprehensive Performance Assessment (CPA) category.
2 The report is addressed to the Council, in particular it has been written for
councillors, but is available as a public document for stakeholders, including
members of the community served by the Council.
3 The main messages for the Council included in this report are as follows.
• The Council was again assessed overall as 'Level 3' (performing well) under
the Use of Resources Framework. There was improvement from 2005/06
particularly in improving internal control from 2 to 3. An example of notable
good practice in Financial Reporting is to be reported to the Audit
Commission by KPMG.
• The Council produced its financial statements within the statutory deadline
and KPMG LLP ('KPMG') issued an unqualified opinion on
26 September 2006.
• The successful implementation of aspects of the Leisure Futures review (i.e.
the sale of Peaks Leisure Centre and partnership arrangements for Tamworth
golf course) required to support the Council's medium term financial strategy
• The Council has achieved some improvement in areas it has identified as a
priority, and has improved to reach Level 2 of the Equalities Standard.
• Progress in achieving its improvement priorities is slow, but the Council is
continuing to embed the new approach and processes for performance
management.
• The Council has continued this year with steady improvement in the delivery
of its services.
- The Council's waste management and street scene service was judged to
be a Good, two star service with Promising prospects for improvement in
the 2006 inspection.
- Of the Audit Commissions basket of key performance indicators (PIs), 47
per cent of have improved. However, this is slightly below the average
rate of improvement for all district councils. Overall services are not
performing as well as other councils with only 45 per cent of indicators
performing above the median.
• Capacity to deliver objectives is a challenge for the Council, but extensive use
of partnership working is used effectively to improve outcomes.

Tamworth Borough council │ Our overall summary 5
Action needed by the Council

4 During the year, KPMG have issued recommendations for the Council to consider
which have been reported in KPMG’s Annual External Audit Report (December
2006). The recommendations have been agreed by the Council and officers have
been assigned to ensure they are actioned by the agreed date.
5 During the year the Council’s performance on its Use of Resources improved.
KPMG have discussed with the Council how this improvement can continue.
KPMG will issue a separate Use of Resources report including details of how this
improvement can be maintained.

6 Tamworth Borough council │ How is Tamworth Borough Council performing?
How is Tamworth Borough Council

performing?
6 Tamworth Borough Council was assessed as Fair in the Comprehensive
Performance Assessment carried out in 2004. These assessments have been
completed in all district councils and we are now starting to update these
assessments, through an updated corporate assessment, in councils where there
is evidence of change. The following chart is the latest position across all district
councils.
Figure 1 Overall performance of district councils in CPA
Overall performance of district councils in CPA
100 86 86
80
60
40 29 28
20 9
0
poor weak fair good excellent
Source: Audit Commission
The improvement since last year - our Direction of

Travel report
7 The Council has continued this year with steady improvement in the delivery of its
services. Of the Audit Commissions basket of key performance indicators (PIs),
47 per cent of have improved. However, this is slightly below the average rate of
improvement for all district councils. Overall services are not performing as well
as other councils with only 45 per cent of indicators performing above the
median. The Council has achieved some improvement in areas it has identified
as a priority, and has improved to reach Level 2 of the Equalities Standard but
has not yet achieved level 3. The Council is continuing to embed the new
approach and processes for performance management and progress in achieving
its improvement priorities is slow. Capacity to deliver objectives is a challenge for
the Council, but extensive use of partnership working is used effectively to
improve outcomes.

Tamworth Borough council │ How is Tamworth Borough Council performing? 7
What evidence is there of the Council improving outcomes?

8 Although the Council has continued to make steady improvements since last
year; the overall pace and scale of improvement has been less than other district
councils. The table below illustrates that Tamworth’s performance overall when
compared to all district councils in England has been below average.
Table 1 Table showing comparative Performance Indicator

position
Tamworth District Council

Borough Council average
PIs Improved 47% 58%

2004/05 to 2005/06
PIs in Best Quartile 21% 31%
PIs above Median 45% 55%
Source: Audit Commission Key Performance Indicators 2005/06
9 The Council has made some improvement in areas it has identified as priorities.
Its Performance Plan 2006–2007, incorporates the Councils strategic priorities
and its improvement priorities. The Plan outlines the Councils vision and values,
and reports on progress against its 2005–2006 strategic priorities (revised for
2006–2007). The Council link a set of performance targets to individual strategic
priorities, which for 2005–2006 were:
• to be a safer, cleaner and greener town (7 targets);
• leading the community in improving the environment and quality of life
(5 targets); Improving access to and quality of services (10 targets);
• promoting creative enterprise and regenerating the town centre (4 targets);
• improving the availability and standard of housing (8 targets); and
• supporting community leaders and encouraging citizen's involvement
(5 targets).
10 It has set 39 targets and has achieved 20 (51 per cent), partly achieved three
(eight per cent) and eight were carried forward. Five (13 per cent), were not
achieved. It has, for example:
• integrated the street cleansing and grounds maintenance services into a
Street Scene team to provide a multi-skilled workforce, able to respond to
diverse local requirements;
• improved its performance on green waste recycling;

• provided online access for customers to check eligibility and calculate

entitlement to Housing and Council Tax Benefit;
• produced a Business Directory promoting opportunities for trading for and
between local businesses;
• introduced a Support Service to assist vulnerable families in temporary
accommodation; and
• with the Local Strategic Partnership produced a Community Plan for 2005 to
2008, that was launched at a Community Partnerships Conference.
11 It has not completed its Housing Needs survey or introduced an information
sharing policy to inform on youth offending and anti-social behaviour to the
licensing and planning process.
12 Solid progress is being achieved in the Councils contribution to partnership
working. The Council has delivered several initiatives through partnership
working, including; Operation Teamwork, an initiative co-ordinated via the
Community Safety Partnership, with input from organisations, including; Police,
Fire and Rescue Service, Education Welfare and Youth Services. It aims to work
with local residents in community ‘hot spots’ to tackle problems identified by local
people and local crime. This will help the Council to deliver improvement in
community outcomes.
13 The Council is starting to address diversity issues. It produced its Race Equality
Scheme in 2003 and in January 2005 started an equality review of its functions
and services. The outcome of the review was presented to the Councils
Equalities Group and formed the basis for a Corporate Equalities Action Plan for
2006/07. The Council has consulted with local people, using various formats,
including a ‘Multifest’ organised by Connecting Communities and monthly
meetings organised by the Tamworth Link Group. The Council is currently at level
2 of the equality standard for local government and aims to achieve level 3 during
2008/09.
14 The Council is performing adequately for achievement of value for money and in
the way it manages and improves value for money.
How much progress is being made to implement improvement

plans to sustain future improvement?
15 The Council is starting to develop its approach to managing improvement. It
purchased the Covalent performance management software system in August
2006, and is designing its performance management arrangements to make
optimum use of the system. It has, for example, produced its Corporate Plan and
Business Plans in a way that allows progress reports to be generated by
Covalent. The Council aims that the design and use of covalent will support a
'golden thread' approach to performance in the future. Key staff and members
have been trained to use Covalent to access performance information.

16 However, the Council has not, so far, incorporated some basic performance
management processes into the way it manages corporate performance. For
example, it does not use milestones to monitor progress against targets. Some
dates for delivering on targets are vague (for example 12 targets have a month
specified, two are listed as ongoing, seven as TBD (to be defined) and one as
completed). Some targets are allocated to more than one person (for example
responsibility for its improvement target ‘Development of long term plans,
re vision’, is assigned to Members and Corporate Management Team).
17 Performance against Improvement Priorities (‘Issues’) is slow. The Councils
Performance Plan 2006–2007 incorporates 22 improvement targets (‘Extra
Activities’) linked to ten individual Improvement Priorities. The most recent
improvement plan monitoring report indicates that; six targets have no timeframe,
five targets have been delayed, eight targets are ongoing, two are on target, and
one has been achieved. For example, the Council has obtained Cabinet approval
to commence work on Service Transformation/ Organisational Development, but
work on communicating the Performance Management Framework was delayed
and a date to deliver a Succession Plan has not been decided.
18 Capacity to deliver its plans is an issue for the Council. It has, however used
partnership working to enhance capacity within the Council. For example it is
working in partnership with other Staffordshire authorities as part of the
Staffordshire Plus Improvement Partnership to deliver:
• leadership and change management training to its senior managers;
• a member development programme facilitated by IDeA;
• management development for middle and junior managers;
• customer service training; and
• training on partnership working for officers and members who are likely to
become champions for partnering.
19 The Council's capacity has been severely stretched this year, with a significant
number of ambitious and large scale corporate projects being undertaken at the
same time as working to support important county-wide partnership work,
including the development of the Local Area Agreement and the Children's Trust.
Service inspections
Environment: Waste management and street scene inspection
20 We carried out an inspection of Tamworth Borough Council's waste collection,
recycling and street cleaning services in July 2006. We judged the services to be
Good with Promising prospects for improvement.
21 The summary of our findings follows. We judged the service to be a Good,
two-star service because:

• the Council is ensuring service users and citizens are at the heart of service
design and delivery. There has been some effective targeted consultation
aimed at assessing the needs, views and aspirations of users;
• the Council is effectively addressing the waste agenda - recycling and
composting levels are high and are amongst the best in the country;
• waste per head of population is reducing, and waste to landfill has reduced by
about a third in the last three years;
• the local environment is well maintained - streets are generally clean, well
swept and free from significant accumulations of litter. Open spaces in the
borough are well maintained - shrubs and flower beds are neat and tidy and
grass well cut. This is reflected in the monitoring data;
• the cost of the service, whilst relatively high, does represent value for money
for local tax payers. Performance is good and improving in key priority areas,
and costs reflect the level of investment made by the Council to achieve this
level of performance. Costs are also in line with the local context and the high
priority of the service for local citizens and the Council;
• the service is accessible through a wide range of channels - information
related to the service is readily available, clear and well presented;
• satisfaction levels for waste collection and recycling facilities are better than
average;
• there is a proactive approach to enforcement with many examples of spot
fines and prosecutions within a clear enforcement policy;
• there is a proactive approach to promoting the service and to raising
awareness;
• the Council supports a sub-regional approach to addressing the waste
hierarchy and is an active and valued partner in the Stoke on Trent and
Staffordshire Waste Management STSWM strategy; and
• the service promotes environmental sustainability in its operational activities.
22 However we found:
• some approaches to diversity are underdeveloped. For example, diversity and
customer care training is inconsistent in some areas of the service and at the
corporate level; the Council has only achieved level 1 for the local
government equality standards and has a low score against a checklist for
promoting equality; and
• ongoing engagement with users is under developed, for example there is no
user forum in place, and the Council has only recently monitored user
satisfaction with street cleaning improvements. The outcomes were not
available at the time of the inspection.
23 The service was judged to have promising prospects for improvement because:

• the service is a clear priority for the Council and the there is strong
commitment to improvement. This is reflected in a track record of targeted
investment in the service to gain desired improvements;
• there is effective and demonstrable officer and councillor leadership in the
service coupled with a collaborative progressive culture to drive improvement;
• there is a track record of taking tough decisions and delivering challenging
policies to improve the environment. This shows clear community leadership;
• there is a consistent track record of improvement at the corporate level and
there is a strong track record of investment leading to improvement in the
service. This is reflected in the improved recycling/composting rates, reduced
waste levels to land fill and improved cleanliness standards that are clear
from robust monitoring arrangements;
• there are clear priorities and plans to gain further improvements in waste
management, including improving value for money;
• performance management is established and effective at service level. There
is clear evidence of ownership of objectives and performance; and
• the service has the capacity to improve. Staff are skilled, committed and well
motivated, reflected in very low sickness levels and high morale. External
funding and partnership working is used effectively to gain extra capacity.
24 We found that:
• future plans for the improvement of the street scene service are less clear
than for waste management; although this is now being addressed through a
number of measures.
• the challenged to performance and costs, afforded by scrutiny, has been
limited; and
• the customer relationship management system and related systems are not
fully effective in providing management information.

12 Tamworth Borough council │ Financial management and value for money
Financial management and value for

money
25 KPMG has issued separate reports to the Council setting out the findings of the
2005/06 audit work. These reports included:
• a Report to Those Charged with Governance, summarising the findings of the
accounts audit prior to issuing the audit opinion; and
• an Annual External Audit Report, giving an overview of all accounts and Use
of Resources work for the year.
26 Moreover, KPMG has issued the following statutory opinions to the Council
during the year:
• an unqualified opinion on your accounts;
• a conclusion on your arrangements for the use of resources which stated that
these arrangements are adequate; and
• a report on the Best Value Performance Plan confirming that the Plan has
been audited and complies with statutory requirements.
27 KPMG’s findings are an important component of the CPA framework described
above. In particular, the Use of Resources score is derived from the assessments
made by the auditor in the following areas.
• Financial reporting (including the preparation of the accounts of the Council
and the way these are presented to the public).
• Financial management (including how the financial management is integrated
with strategy to support council priorities).
• Financial standing (including the strength of the Council's financial position).
• Internal control (including how effectively the Council maintains proper
stewardship and control of its finances).
• Value for money (including an assessment of how well the Council balances
the costs and quality of its services).

Tamworth Borough council │ Financial management and value for money 13
28 For the purposes of the CPA, KPMG has assessed the Council’s arrangements
for use of resources in these five areas as follows:
Table 2
Element Assessment
Financial reporting 3 out of 4
Financial management 3 out of 4
Financial standing 3 out of 4
Internal control 3 out of 4
Value for money 2 out of 4
Overall assessment of the Audit Commission 3 out of 4
(Note: 1 = lowest, 4 = highest)
29 KPMG will issue a separate Use of Resources report including details of how the
Council can maintain and further improve its arrangements.
30 The key issues arising from the audit, as reflected in the above judgements
where appropriate, are as follows.
Financial reporting
31 The Council provided draft accounts which were complete and produced in
accordance with the timetable agreed with KPMG. All further requests for
additional information were actioned promptly and positively. The agenda, reports
and minutes for meetings of the full Council, committees and scrutiny panels are
made available to the public (on the Council’s website) on a timely basis.
32 To improve further the Council needs to ensure that:
• it can demonstrate that it is considering the views of a range of stakeholders
in making its decision whether to publish an annual report; and
• it publishes an annual report or similar document which includes summary
accounts and an explanation of key financial information and technical terms
designed to be understandable by members of the public.
Financial management
33 The Council’s Medium Term Financial Strategy (MTFS) models income, capital
and revenue expenditure over a five-year period. The MTFS then feeds into each
year’s budget setting process. Each year the budgets are revised in light of
reasons or consequences of the previous year’s outturn. A budget is approved
before the start of the financial year to which it relates. The Council’s key
strategic aims are linked to the financial strategy.


• it monitors and can demonstrate how its financial plans and strategies have
contributed to the achievement of its corporate objectives;
• no significant departmental overspends/under-spends have occurred that
were not identified as a risk which was taken into account in developing the
council's reserves strategy;
• the Executive has reviewed its effectiveness and the leadership it provides
with regard to financial management, and is taking appropriate action to
address areas of weakness;
• performance measures and benchmarking are being used to describe and
evaluate how the Council’s asset base contributes to the achievement of
corporate and service objectives, including improvement priorities;
• the results of performance measurement and benchmarking are
communicated to stakeholders where relevant; and
• the Council has developed an approach for the co-ordination of asset
management information and its integration with relevant organisational
financial information.
Financial standing
35 The Council maintains a balanced budget which is monitored routinely throughout
the year. Treasury management practices are in line with those recommended by
the CIPFA Code on Treasury Management.
• members set challenging targets, eg income collection, levels of variances
from budget and capital programme management.
Internal control
37 The Council has in place a Risk Management Strategy and Policy identifying
corporate and operational risks. A register of risks is maintained and linked to the
strategic objectives. All reports to Committee include consideration of risk
management.
38 A comprehensive constitution lays down the Council’s standing orders and
financial instructions. An adequate and effective internal audit function reports to
an Audit Committee, and KPMG palec reliance on the work of Internal Audit
These help to underpin the annual Statement on Internal Control. The Council
adequately promotes standards of conduct and probity.
39 To improve further, the Council needs to ensure that:
• the risk management process specifically considers risks in relation to
significant partnerships and provides for assurances to be obtained about the
management of those risks;

Tamworth Borough council │ Financial management and value for money 15
• all appropriate staff are given relevant training and guidance to enable them
to take responsibility for managing risk within their own working environment;
• the Council can demonstrate that it has embedded performance management
within risk management and its corporate business processes; and
• the assurance framework is fully embedded in the Council’s business
processes.
Value for money

40 The Council’s MTFS is driven from its Strategic plan and budgets are set
accordingly. The capital programme is linked to the Council’s priorities, to meet
the strategic aims of the Council.
41 The Council has demonstrated that it manages and improves value for money,
and has instilled efficiency as a key strategic aim. In addition, the Council has
demonstrated that targeted efficiency gains have been achieved.
42 There is an established and active efficiency agenda with all staff and members
actively involved in challenging budgets.
43 In line with most local authorities, the Council has actively engaged in partnership
arrangements, and efficiencies have been gained through partnership working.
• the scope for improving cost effectiveness needs to be kept under review and
scrutiny, with innovative approaches being used where appropriate to achieve
clear improvements in value for money;
• value for money arrangements and focus are being extended by assessing
where the Council has higher costs/lower satisfaction than its peers and
action plans are being developed to improve the value for money presently
offered;
• it considers developing appropriate outcome measures in determining the
impact on users when assessing value for money improvements; and
• it develops and documents clear policies and effective processes for
reviewing and improving value for money.
Audit of accounts and Statement on Internal Control

45 The Council provided a complete set of 2005/06 financial statements to KPMG in
accordance with the agreed timescales, supported by an exemplary set of
working papers, to facilitate an efficient audit process.
46 KPMG identified no material misstatements, and the Council corrected all the
‘trivial’ amendments identified.
47 As a result, KPMG issued an unqualified opinion on the 2005/06 financial
statements, and an audit certificate, on 26 September 2006. The unqualified
opinion is commendable and means that the Council’s accounts present fairly the
financial affairs and associated income and expenditure for the financial year.

48 For the first time this year, KPMG was required to issue a conclusion on the Use
of Resources. This conclusion was unqualified which indicates that you fulfilled
the Audit Commission criteria (i.e. that there are adequate arrangements in place
for use of resources).
49 KPMG reviewed the Statement on Internal Control and concluded that it reflected
accurately upon the framework of assurance in place, and that it was consistent
with their cumulative knowledge of the Council.
50 KPMG also issued an unqualified opinion on the Whole of Government Accounts
return prior to the required deadline.
Certification of grant claims

51 The process for the certification of your grant claims and returns has been
smooth, and KPMG was able to certify all the claims before the required
deadlines.

Tamworth Borough council │ Conclusion 17
Conclusion
52 This letter has been discussed and agreed with the corporate management team.
A copy of the letter will be presented at the cabinet in May 2007.
53 The Council has taken a positive and constructive approach to our audit and
inspection. I would like to take this opportunity to express my appreciation for the
Council’s assistance and co-operation.
Availability of this letter

54 This letter will be published on the Audit Commission’s website at
www.audit-commission.gov.uk, and also on the Council’s website.
Dianne Thomas
Relationship Manager
March 2007

Agenda Item 8
CABINET
13TH June 2007
Report of Portfolio Holder for Regeneration & Community Development
TAMWORTH CASTLE MOTTE MANAGEMENT POLICY & PLAN
Purpose
To seek Cabinet’s endorsement of a policy and management plan for the Tamworth
Castle Motte.
Executive Summary
Members will be aware that in 2006, with the approval of English Heritage, a major
clearing exercise was conducted on the south side of the Motte.
These works included the professional clearance of self set trees, dead trees, shrubs
and weeds. The works were supplemented by an intense programme of further
grounds maintenance and litter picking in order to improve the immediate
environment around the Castle.
In effect, this exercise coupled with the introduction of a regular grounds

maintenance regime have led to the Motte being returned to a manageable state.
The purpose of this report is to agree a policy and related plan for maintaining
momentum in our efforts to manage and conserve the Motte.
The main body of the report attached as Appendix A provides a summary of the
history and current position in respect of Motte. It goes on to propose a series of
Aims and Objectives that will guide the overall process and that reflect best practice
as recommended by English Heritage.
The Motte Management Policy is clearly linked with the Castle Forward Plan and
other Castle policy documents. It has a clear synergy with the need for sustainability
through conservation, management and maintenance. The general principles
guiding these actions are also set out in the report.
Implications to the Council
• Financial
The works to date have placed the Council in a better position to manage and
maintain the Motte. The Action Plan attached as Appendix B proposes a
number of measures designed to fulfil the policy objectives. In the main, the cost
of delivering the Action Plan can be met from existing Streetscene and Castle
revenue budgets.
Two specific actions, enhanced CCTV and Lighting and Phase II Clearance will
require additional funding. These will be costed and submitted as proposed
Policy Changes or Capital bid submissions for 2008.
1
• Risk Management
The Motte is an integral part of the Scheduled Ancient Monument and is

considered extremely important in terms of the archaeology it contains. Failure to
adequately manage and maintain the Motte will potentially place the overall
integrity of the Motte and Keep at risk.
• Policy
Adoption of this policy will not only provide the guidance necessary for the
Council to protect the integrity of the Motte and Keep but also contribute to the
policy framework within which the Council would require the Tamworth Trust Ltd
to work within.
Having integrated policies and management plans in place are an advantage

when applying for external funding.
RECOMMENDATIONS
That Members:
1. Adopt the Tamworth Castle Motte Management Policy;
2. Approve the Management Action Plan, and
3. Endorse the principle that any additional funding be pursued via the
annual budget process.
2
Item 8 refers
APPENDIX A
Tamworth Castle Motte Management Policy
1. Introduction
1.1 Tamworth Castle is a unique monument offering an inspiring, entertaining and

enjoyable learning experience for all our users. Through the collection,
conservation, interpretation and exhibition of the museum’s collections and
buildings, we strive to maximize access to and understanding of, Tamworth's
heritage.
1.2 In order to promote access to and understanding of Tamworth Castle, we have to

ensure that as a resource it is managed effectively and in a manner that is
sustainable for the benefit of future generations. We want to encourage people to
value the Castle, understand its significance and join us in conserving and caring
for it as part of our historic environment.
Our mission is underpinned by the aim to conserve and this means conserving not
only the physical buildings (the Castle, Holloway Lodge and Stable block) and the
object collections, but also the historic motte. Rising steeply out of the landscape
the motte is part and parcel of the first Norman castle constructed on the site. It is
one of the most striking characteristics of the Castle, and the first feature that the
public come into contact with when they visit or when they walk through the Castle
Pleasure Grounds. It forms part of the Scheduled Monument and is extremely
important in terms of the archaeology that it contains. We are committed to the
continuing care of the motte; we want it to be seen and to proudly display its historic
Keep. We will strive to arrest its deterioration and stabilize its condition by dedicated
conservation and effective management.
2. Castle Motte History
2.1 The motte is an artificial mound and is one of the largest and oldest Norman
mounds in England. Believed to have been established within about twenty years of
the Norman Conquest, it is thought that the Castle was built before 1100. While not
set on the highest ground in Tamworth, it was located at the confluence of the
Rivers Tame and Anker, a key defensive position.
2.2 The motte is up to 14.3 m high (50ft), 23 m (75ft) in diameter at the top, and 85 m
(280ft) wide at its base. By comparison, the motte at Windsor is only slightly larger
being 86-87m wide. The first buildings on top of the motte were likely to be of
timber construction, these were then replaced by stone buildings from around 1170
–1190.
2.3 Little is known about the ground cover on the motte much before the eighteenth
century. Between 1808 and 1811 the Castle grounds were enclosed by stonewalls,
the motte was replanted and the grounds were landscaped. This was principally the
work of George Townsend, owner of the Castle and the outcome was an enclosed
private landscaped pleasure garden. Illustrations of the motte around 1780 to 1788
show that it was not planted with trees or only scant planting, but immature trees
are depicted on certain views dating after 1814. Interestingly two views drawn for
1
Dugdale’s History of Warwickshire clearly show regimented lines of trees planted all
over the motte.
2.4 At the Castle’s formal sale in 1897 the motte is described as being planted with well
grown trees and it is mentioned that the Castle is surrounded by a terrace walk and
having shrubberies, lawn and pleasure grounds, as well as a kitchen garden.
2.5 Photographs and postcards ranging in date from 1904 to 1914 and then from the
1950s to the 1970s depict the motte much as it is seen today; a mixture of scrubby
grass and scattered trees. The trees appear to have been cut back periodically
revealing bare soil or patchy grass.
2.6 The Tamworth Castle archive collection has various views of the motte which have
been used as a resource to inform the future management of the vegetation and
planting on the motte. Please refer to Appendix 1.
3. Current Overview
3.1 Until 2001 vegetation on the Castle motte was regularly maintained by Tamworth
Borough Council. General pruning of tress and vegetation, as well as general weed
killing was undertaken, particularly around the Castle Steps Walk, perimeter
pathway and within the Courtyard.
3.2 In 2001 the ornamental railings alongside the Castle Steps Walk collapsed and
were removed for health and safety reasons. Without protective railings the steps
had to be closed as they were deemed too dangerous and steep to be accessed
without any sort of enclosure. Immediate replacement of the railings did not happen
due to budget constraints and this continues to be the case. After the steps were
closed, any regular maintenance also stopped and the motte was left to evolve
naturally.
3.3 By 2005 the motte was very overgrown. Brambles and ivy had taken hold of much
of the ground cover and there were many dead elm trees and self set trees that
needed to be removed. After a change in management, the Council started once
again to develop a programme of regular maintenance on the motte. A dedicated
budget was instigated and consultation with English Heritage started to shape both
a short term and long term solution for ground cover on the motte. Long term
options of either grassing or wild flower meadow cover were seen as viable, while in
the short term the motte had to be significantly cutback to remove trees, brambles
and weeds that were choking the motte and preventing the castle from being seen.
3.4 With approval from English Heritage, a major clearing of the motte took place in
October 2006. The whole south side of the motte from the herringbone wall to the
Castle Steps Walk was cleared of brambles, dead trees, self set trees and weeds.
A significant programme of weeding and litter picking also took place to improve the
immediate environment around the Castle. Furthermore regular ongoing
maintenance to vegetation around the perimeter walk has also been instigated. This
has been a significant first step in bringing the motte back to a manageable state. It
is now essential to retain momentum and move forward with a planned approach to
the future maintenance of the motte.
2
3.5 Through continuing consultation with stakeholders including English Heritage and
reference to “Managing Earthwork Monuments – a guidance manual for the care of
archaeological earthworks under grassland management” Tamworth Castle has
developed a set of core aims and objectives that will guide the management
process:
4. Aims and Objectives
4.1 Aim 1: To increase our understanding of the motte as part of the overall
development of the Castle and maintain it’s historical integrity as part of the
Scheduled Ancient Monument. This will be delivered by:
• Undertaking research into the motte’s construction and development.
• Liaising with relevant experts to increase knowledge and ensure all issues
relating to the motte are investigated.
• Undertaking a condition assessment and regularly monitor the motte to

measure change over time.
4.2 Aim 2: To seek to protect the motte from erosion and damage including
invasion of vegetation and antisocial behaviour. This will be delivered by:
• Seeking to improve existing surface damage and implement measures to

prevent further damage.
• Establishing good ground cover to stabilise the surface of the motte,

minimising erosion and slippage.
• Seeking to improve levels of security.
4.3 Aim 3: To maintain an active maintenance programme in conjunction with

partnership organisations. This will be delivered by:
• Monitoring the growth of soft vegetation and managing these levels

appropriately.
• Monitoring tree growth and seeking to control self-set or diseased trees.
• Seeking to control levels of litter to ensure a pleasant and appealing

environment for visitors.
4.4 This Motte Management Policy is directly linked to other Castle policy documents,
the most important being Tamworth Castle Forward Plan. The Forward Plan is
based upon a series of strategic aims. The fifth of these strategic aims is “to ensure
that the Castle has a sustainable future; being conserved, maintained and
presented to the highest standards, offering an excellent quality of service to
visitors”. By developing policies that reinforce and support all aspects of our work,
we will sustain a sound framework for the future improvement of the Castle site.
3
5. General Principles for the Management and Conservation of the Castle Motte
5.1 Tamworth Castle will undertake all procedures necessary to ensure the
preservation of the motte. In summary, the key principles by which we will strive to
manage and conserve the motte are:
• The general public should be encouraged to value and care for the motte as part
of a shared responsibility for the built environment. Tamworth Castle will aim to
facilitate this process through information and education.
• Tamworth Castle staff have the responsibility to take their role in safeguarding
the Castle motte, and will be trained appropriately to their roles.
• Tamworth Castle will safeguard as far as possible the material integrity and
significance of the motte.
• Tamworth Castle will take appropriate measures to protect the motte from
deterioration and ensure long term preservation through conservation.
• Tamworth Castle will implement and resource an action plan of work in line with
the aims and objectives of this plan.
• Tamworth Castle will use procedures and methods detailed in “Managing

Earthwork Monuments – a guidance manual for the care of archaeological
earthworks under grassland management” as a basis for effective management
of the motte.
• Any proposed works to the motte will be discussed with English Heritage in the
first instance and relevant stakeholders, to ensure the work is appropriate and
relevant.
• Any works undertaken will only be done so with the approval of English Heritage
and with application to the Secretary of State for Scheduled Monument Consent.
• Any works undertaken will comply with any restrictions imposed by the
Scheduled Monument Consent or at the request of English Heritage.
• Any works on the motte will be carried out or overseen by appropriately qualified
professional staff.
• Any contractors undertaking work on the motte will meet with the Heritage and
Visitor Services Manager (or appointed person) and Streetscene Coordinator to
discuss the work in advance and confirm starting dates. Contractors will also be
made aware of the requirements of Scheduled Monument Consent and any
restrictions.
• Any works undertaken on the motte will be subject to a risk assessment and
health and safety risk control measures.
• A photographic record before works and after works, will be taken and kept on
file as a record of all works carried out. Copies will be sent to English Heritage.
4
• Tamworth Castle will periodically review the effectiveness of the policy and
action plan as well as its implementation.
6. Resources
6.1 The motte comes under the responsibility of the Heritage and Visitor Services
Manager, as part of the Castle and related buildings. There is a dedicated budget
for the maintenance of grounds which will cover most of the day to day works that
would be required on the motte such as cutting back vegetation or tree clearing. In
addition the motte can draw on the Castle’s Structural Repairs, and Maintenance
and Security budgets, if additional monies were required for identified one-off or
specialist works.
6.2 The English Heritage, Inspector for Ancient Monuments for the West Midlands
Region, provides specialist advice on the care and maintenance of the motte as
part of the Scheduled Ancient Monument. All works undertaken are discussed with
English Heritage and Scheduled Monument Consent applied for where required.
6.3 Streetscene have a dedicated supervisor for the Castle Grounds area. The
supervisor coordinates work which includes litter picking in and around the grounds,
pruning and maintenance, and selected planting. Streetscene’s service to the
Castle includes litter picking around the base of the motte and “the dell”, rubbish
collection and litter picking around the perimeter walk, general weed killing and
pruning around the perimeter walk.
Streetscene also provide specialist services such as tree cutting and clearing
through outside contractors. These works are undertaken in discussion with the
Streetscene Coordinator who advises on all aspects of maintenance work in and
around the motte.
7. Motte Management Action Plan
7.1 Please refer to Appendix B for the current action plan. It is proposed that the action
plan will be reviewed on an annual basis.
5
Item 8 refers
APPENDIX B
Tamworth Castle Motte Management Action Plan.
Aim 1: To increase our understanding of the motte as part of the overall development of the Castle and maintain its
historical integrity as of the Scheduled Ancient Monument.
Objective 1 Undertake research into the motte’s construction and development.

MEASURING PERFORMANCE
Action Performance Indicator Timescale
Undertake research on Tamworth Castle motte, including changes made by Produce set of reference notes. April 2007
Townsend. Review information in archive collection.
Continue to collate illustrations of the motte to have a visual record of changes Reference file available for research Ongoing
over time.
Investigate sources for construction of motte’s at sites similar to Tamworth and Reference file available for research Ongoing
undertake research
Collate all archaeological reports specific to the motte and undertake research Reference file available Ongoing
Discuss potential resources relating to motte with Bob Meeson Minimum of 1 meeting End of March
2007
Objective 2 Liaise with relevant experts to increase knowledge and ensure all issues relating to the motte are investigated.
Maintain working relationship with Steve Mason, Structural Engineer, to advise Minimum of 1 site visit a year to discuss Ongoing
on issues relating to stability of motte. the motte
Maintain working relationship with Ian George, English Heritage Inspector of Minimum of 1 site visit specific to the Ongoing
Ancient Monuments, West Midlands Region, to advise on all issues relating to motte
the motte
Maintain working relationship with Bob Meeson, Archaeologist, to advise on Minimum of 1 site visit to discuss the Ongoing
specific historical and archaeological issues. motte
Maintain contact with Adrian Screwsby, Archaeologist, Cambridge Council with Telephone/letter contact as and when Ongoing
reference to active management of mottes. required.
Objective 3 Undertake a condition assessment and regularly monitor the motte to measure change over time.
Record type and extent of vegetation present on the motte in liaison with Report produced on current ground cover End of March
Streetscene or other relevant organisation. 2007
Undertake a field assessment of the motte according to the recommendations in Report completed. End of April 2007
“Managing Earthwork Monuments”
Monitor the management issues as specified from the field assessment and Log of monitoring issues linked to repair Ongoing
implement a repair programme action plan
Implement an annual fixed point photographic record of the motte. Set of photographs produced every winter Ongoing
Aim 2: To seek to protect the motte from erosion and damage including invasion of vegetation and antisocial
behaviour.
Objective 1 To seek to improve existing surface damage and implement measures to prevent further damage.
Repair worst erosion scars using approved method outlined in Erosion scars repaired End of June 2007
“Managing Earthwork Monuments”
Consider use of temporary and longer term fencing around base of Proposal produced for discussion End of June 2007
motte to prevent further surface damage from recreational use
Consider use of an improved route i.e. open up steps to encourage Meet with Health and Safety Advisor and English May 2007
people to use them instead of walking on the motte itself. Heritage to discuss options
Monitor repairs for effectiveness and recurring problems Maintain log of repairs Ongoing
Ensure tree roots are not retreated with herbicide to maintain Issue instruction to leave all stumps untreated Ongoing
stability of slope with active root network
Objective 2 Establish good ground cover to stabilise the surface of the motte, minimising erosion and slippage.
Explore option to hydroseed the motte with a wildflower and herb Quote received and discuss with English Heritage End of February
mix and obtain quote 2007
Prepare motte surface prior to preparation for establishing new Method statement produced of works and agreed with End of March
groundcover, including weed killing programme and raking off English Heritage 2007
brambles and weeds
Implement hydroseeding for south facing slope of motte and Hydroseeding completed End of August
establish good ground cover 2007
Objective 3 To seek to improve levels of security.
Consider second phase of vegetation clearance from steps to Proposal produced for discussion September 2007
stables to deter antisocial behaviour
Discuss need and options for fencing at side of Castle steps walk Meeting with Health and Safety advisor and English May 2007
Heritage
Discuss options for increased lighting and CCTV through the Castle Research funding options and discuss with senior September 2007
grounds and around base of motte, including steps walk managers
Maintain links with CCTV regarding security cover on the motte and Minimum of 1meeting per year to discuss security on Ongoing
Castle grounds the motte
Aim 3: To maintain an active maintenance programme in conjunction with partnership organisations.
Objective 1 To monitor the growth of soft vegetation and manage these levels appropriately.
Maintain monitoring log and photographic record to review changes Log book started and kept up to date Ongoing
on the motte
Install harness points on perimeter wall to enable safe cutback of Harness points installed. May 2007
vegetation
Implement programme to cutback vegetation a minimum of once a Discuss with Streetscene or contractor and implement Ongoing
year (if hydroseeding not pursued)
Implement programme of weed killing a minimum of once a year (if Discuss with Streetscene or contractor and implement Ongoing
hydroseeding not pursued)
Implement programme to strim vegetation once a year if Discuss with Streetscene or contractor and implement Ongoing
hydroseeded with wildflower mix.
Consider “sports field maintenance” regime to improve sustainability Discuss with Streetscene and English Heritage January 2008
of groundcover
Objective 2 To monitor tree growth and seek to control self-set or diseased trees.
Review initial clearance of motte and monitor re-growth of cutback Discuss with Streetscene and implement cutback if August 2007
trees required
Consider second phase of tree clearance on the motte from steps to Discuss with Structural Engineer, September 2007
stables, taking out self-set and diseased trees only Streetscene/contractor and English Heritage
Maintain a cut and follow-up treatment programme to control tree Programme implemented Ongoing
growth
Objective 3 To seek to control levels of litter to ensure a pleasant and appealing environment for visitors.
Review and maintain current levels of litter picking undertaken by Meet with Streetscene to discuss ongoing programme Ongoing
Streetscene
Seek to undertake a litter pick across the whole of the motte once a Discuss with Streetscene and English Heritage April 2007
year. particularly with regard to Health and Safety
Maintain weed killing of perimeter walk, window bays, entrance Confirm arrangements with Streetscene Ongoing
slope and courtyard
Maintain litter pick of perimeter walk and entrance slope Confirm arrangements with Streetscene Ongoing
Agenda Item 9
CABINET
13TH June 2007
Report of Portfolio Holder for Regeneration & Community Development
TAMWORTH CASTLE & MUSEUM PROPOSALS FOR EFFICIENCY SAVINGS
Purpose
To seek approval to revise winter opening in order to improve efficiency and benefit
from seasonal variations in demand.
Executive Summary
As part of the Corporate Efficiency agenda, managers within the Community &
Environment have been tasked with developing proposals to increase effectiveness
and improve efficiency.
This report sets out two proposals submitted by the Museums Manager, that if
approved, will achieve both outcomes and, whilst the cashable savings are limited,
they demonstrate that efficiency is now well established on the agenda.
The report attached as Appendix A sets out how, by amending opening times to
better accommodate seasonal variations in demand, efficiencies can be achieved
and a more effective service can be delivered.
Implications to the Council
a) Financial:
By providing a service tailored to the known demands of visitors, savings of

£5,700 can be achieved as follows:
• Deficit saved by reducing opening £600

• Redeployment of permanent staff results in a saving from Casual staff and
School Facilitator budgets £5,100
b) Risks:
The Castle will remain open to schools throughout the ‘winter’ season thereby
negating any risk of loss of custom or income.
c) Staffing:
Permanent staff would be able to better accommodate higher visitor numbers

at peak periods thereby increasing customer satisfaction. There are no
changes to terms and conditions of employment.
1
Recommendation
That Members approve the proposed changes to ‘winter’ season opening
November to March – Saturday & Sunday 12noon to 5.15pm (except for

pre-booked school visits that will continue on Thursdays and Fridays).
2
APPENDIX A
TAMWORTH CASTLE & MUSEUM

PROPOSALS FOR EFFICIENCY SAVINGS
A key element underpinning the success of the Castle has been the balance between
entertainment and education introduced by the facility’s management team.
This exercise has required regular reviews of programmes, usage, staffing and
opening times. Currently, the Castle is open as follows:-
SUMMER
April – October : Tuesday – Sunday
12noon to 5.15pm
WINTER
November – March : Thursday – Sunday
12noon to 5.15pm
The Castle extends its opening hours during all school holidays opening from
Monday to Sunday 12noon to 5.15pm.
Furthermore the Castle remains open in both Summer and Winter, Monday to Friday
for pre-booked school visits.
The most recent review of usage –v- opening hours has indicated a reduction in visits
on Thursdays and Fridays throughout the winter season.
The financial impact of the current opening arrangements, measured over two
seasons is an operating deficit. The proposal therefore is to eliminate the deficit by
closing the Castle to the public on Thursdays and Fridays during the winter season.
This would also provide the opportunity to redeploy permanent staff in order to meet
the demands of increased school use thereby removing the need for additional
causal cover. This, together with the deficit saving equates to £5,700.
3
Agenda Item 10
CABINET
13 June 2007
Report of Portfolio Holder for Environmental & Community Safety
REVISED JOINT MUNICIPAL WASTE MANAGEMENT STRATEGY FOR

STAFFORDSHIRE AND STOKE-ON-TRENT RESPONSE TO CONSULTATION
Purpose
To approve the Authority’s consultation response to the Revised Municipal

Waste Management Strategy produced for Staffordshire and Stoke-on-Trent
by the Joint Waste Management Board.
Executive Summary
In April 2006 Cabinet endorsed the aims and principles contained within the
Staffordshire and Stoke-on-Trent Joint Waste Management Strategy and
agreed to incorporate them into Tamworth’s Municipal Waste Management
Strategy. However the Joint Strategy has had to be revised in order to accord
with new requirements set out in recent Government Guidance on the
management of Municipal Solid Waste (MSW).
The overarching principles contained within the revised Strategy are broadly
consistent with the earlier work and include:
• Increased recycling: Delivering on a combined household recycling and

composting target of 55% by 2020.
• Zero waste to landfill: Minimising all forms of waste to landfill through

increased recycling followed by maximum recovery of all remaining
waste, thus placing landfill as the last and final option.
• Recovering benefit from all remaining Municipal Solid Waste: Sending

approximately 50% of all MSW for recovery, which could involve utilising
Energy From Waste technology.
The principle driver for the targets and objectives outlined in the Strategy is
derived from the European Landfill Directive, which places a duty on member
states to decrease the quantities of biodegradable municipal waste sent to
landfill. A series of targets have been set up to the year 2020 and failure to
meet these targets could result in punitive fines for the City and County
Councils. In response to the challenge to divert waste from landfill the
Staffordshire Local Government Association set up a Joint Waste
Management Board to produce a joint waste management strategy. The Joint
Waste Management Board comprises of representatives from Staffordshire
County Council, each of the eight District Councils and Stoke-on-Trent City
Council.
1
Although significant progress has been made increasing recycling and
performance since the Board was set up, more needs to be done particularly
before 2013, when it is forecast that Staffordshire could start to incur financial
penalties for not meeting its landfill reduction targets. The strategy is based
on the premise that a common vision with the collection and disposal
authorities is the only way to achieve the statutory obligations of member
authorities. A robust Joint Waste Management Board with a clear strategy is
also essential for addressing the other drivers affecting waste management
including LPSA 2, CPA and cost reduction.
The Waste Board have invited comments from each of the local authorities
prior to a wider consultation with stakeholders including the general public.
A copy of the Authority’s response and the Joint Waste Board’s

Headline Strategy Document are attached as Appendix A.
Policy, Capital and Revenue Budget

Background
The aims and principles contained within the revised Staffordshire and Stoke-
on-Trent Joint Waste Management Strategy will need to be considered for
incorporation into Tamworth’s Waste Management Strategy, which is still in
draft form. Tamworth’s Strategy is due to be considered for final approval by
Cabinet in July 2007.
The Waste Board Strategy assists the Authority in mapping out the direction
of waste management having regard for the emerging changes in legislation,
national and regional agendas and local needs. Furthermore it will assist the
Authority in identifying opportunities that may arise from collaborative working
/ procurement at a County / sub-regional level.
Implications of this Report
There are no immediate financial implications associated with this report.

However the absence of a Joint Waste Management Strategy increases the
risk that Staffordshire will not meet the Landfill Directive targets which will
result in automatic penalties of £150 per tonne. Ultimately this fine would
have to be passed onto Council Taxpayers. Without an effective partnership
arrangement, opportunities for reducing costs via the joint procurement of
facilities and services may be missed.
Recommendations
Cabinet is requested to approve the following:
The Authority’s consultation response to the Revised Municipal

Waste Management Strategy produced for Staffordshire and Stoke-
on-Trent by the Joint Waste Management Board.
2
If Members would like further information or clarification prior to the meeting
please contact Mr N Harris, Ext 430.
Background Papers
None.
3
Appendix A
CONSULTATION RESPONSE TO THE REVISED JOINT MUNICIPAL

WASTE MANAGEMENT STRATEGY FOR STAFFORDSHIRE AND STOKE
ON TRENT
Tamworth Borough Council supports in principle the key objectives and

targets outlined in the draft Joint Waste Management Strategy for
Staffordshire and Stoke-on-Trent. However the Authority wishes to qualify
this support by making the following observations and comments on the
content of the Strategy:
1) The Authority commits to achieving a combined recycling and

composting rate of 55% by 2020 provided that sufficient local facilities
exist for the disposal of the material and that there are no significant
adverse impacts for collection authorities in respect of waste
management finances. The target will therefore be incorporated into
Tamworth’s own Waste Management Strategy.
2) The recycling target of 55% by 2020 should be an individual target for

each partner authority to achieve rather than a collective target. The
Waste Board should consider making it a condition of signing up to the
Strategy that each partner authority formally commits to achieving the
2020 target. We would also encourage the Waste Board to consider
expanding this condition to include sanctions for authorities which fail to
achieve the target. This would improve the likelihood of achieving the
LATS targets because it removes the temptation of a poorer performing
authority to rely on the performance and investment of others.
3) The Authority has some reservations that there is a strong emphasis

within the Strategy to choose Energy from Waste as the technological
option for dealing with the remaining residual waste. The main concern
is that historically it has been very difficult to obtain planning permission
for waste facilities and in particular any process which incorporates
incineration. The Strategy does not appear to address the risk that the
chosen plant and technology may not be operational in 2012/13 which is
the predicted date that landfill diversion in Staffordshire will no longer
meet the LATS targets.
4) The Strategy does not emphasise sufficiently the financial impact to the
Waste Disposal Authority and ultimately the Council Tax payers of failing
to meet the LATS targets. The consequences of adopting the ‘Do
Nothing’ Scenario (Option 0 in the Strategy) would be a potential
combined fine of £71 million between 2013 and 2020.
5) Whilst there is a proposal in the Strategy to increase the number of

Household Waste Recycling Centres from 13 to 15 by 2012/13 there is
no commitment to provide such a facility for Tamworth residents.
Tamworth is still the only District in Staffordshire without a Recycling
4
Centre and we would like this issue to be addressed as a matter of
urgency especially as there are plans to push ahead with a replacement
facility at Newcastle. The previous Joint Waste Board Strategy at least
made specific mention about developing a facility at Tamworth and also
set the target of providing Household Waste Recycling Centres within 5
miles of 90% of the Staffordshire and Stoke on Trent population by 2005.
6) The Authority welcomes the commitment contained within the Strategy

that by 2010 In-Vessel composting facility capacity will be made
available to all Districts thus enabling the co mingled collection of garden
and food wastes. However the Strategy fails to mention if this capacity
will be within a reasonable travelling distance for each of the Districts or
whether there will be any consultation on location.
7) The Authority is concerned that the Strategy dismisses the possibility of

the County Council or the District Councils getting involved in the
provision of specific Materials Recycling Facilities (MRFs) for recyclable
waste. The Strategy simply states without any qualification that as a
result of increased recycling of waste in the private sector and joint
procurement of capacity by the District Councils there will be sufficient
merchant facilities in the region. Relying solely on the private sector to
provide sufficient capacity for the extra recyclate carries significant risk
because the Authorities will have little control over when and where the
facilities will be built. In order to maximise secondary markets it is
essential that adequate reprocessing facilities are available locally or
regionally. Up to 80% of the cost of secondary materials can be
attributed to transportation and handling. It is worth noting that the
overnight closure of a recyclate merchant two years ago had a
considerable operational and financial impact on a partner authority.
8) The previous Strategy contained a proposal to jointly develop a

Sustainable Growth Park in both the north and the south of the County.
The Authority is disappointed that this concept now appears to have
been dropped especially as the development of secondary markets for
recyclate is a key element of improving recycling performance. The
Strategy should encourage the Government to consider intervening in
the market for recycled material (tax breaks, subsidy, etc) as ironically
recycled products are often dearer than new products. The opportunity
for enhancing regional self-sufficiency by having the reprocessing
facilities (MRFs) in close proximity to the secondary uses and the origin
of the waste should not be lost.
9) The Authority is disappointed that the Strategy does not contain any
financial incentives to assist the Waste Collection Authorities with the
substantial costs of meeting the targets. The previous Strategy
contained a proposal to introduce a Waste Reduction Credit.
5
CABINET Agenda Item 11
13th June 2007
Report of the Corporate Governance & Service Improvement Portfolio Holder
QUARTER FOUR PERFORMANCE REPORT 2006/07
Purpose
This report aims to provide Cabinet with information on progress against

performance measures contained in the Corporate Plan and a financial
healthcheck.
Performance Information
All of the performance indicators that are used to measure the Corporate Plan are
included at Appendix C.
All of the actions that are used to measure the Corporate Plan are included at
Appendix B.
Financial Information
The summarised version of the financial healthcheck is available at Appendix A

below, with the full version being available on the intranet.
Recommendation
Cabinet approve the additional transfer of £25,000 to a Temporary Reserve

for Local Development Framework expenditure (as detailed within the report)
identified after the Reserves Request report that was presented to Cabinet
on the 4th April 2007.
1
Corporate Performance Report March 2007 Appendix A
FINANCIAL HEALTHCHECK REPORT – Quarter 4 Period 12, March 2007

Executive Summary
Executive Summary
This section of the report summarises the main issues identified at the end of March and is the
‘best estimate’ of the projected out-turn at this time and is subject to the final account audit
procedures.
The information included in some cases is based on the likely estimated out-turn for 2006/07
e.g. Rent Allowances and Housing Benefits. There may also be an impact as a result of
changes to legislation regarding the charging of Asset Rents Notional Interest, affecting year
end recharges and the apportioning of residual support costs to users.
These are subject to final confirmation as guidance and information becomes available and
could potentially vary significantly from the estimates included – by up to £200k.
Details relating to the summary including Directorate commentaries will be published on the
Intranet.
General Fund
Revenue
• The projected full year position identifies a favourable variance (provisional) against budget
of £766k. (£511k favourable at period 11). This includes the impact of Temporary Reserve
requests that were approved by Cabinet on the 4th April 2007, adjusted by alignment to the
effect on the outturn. Also included in this figure is a request for the creation of a further
Temporary Reserve for £25k, identified during the final accounts process, details of which is
shown within the body of the report .
• A balance of £14k remains unspent from the Specific Contingency Budget and will be
returned to balances as part of the year-end closedown.
Capital
• The provisional outturn on capital schemes spend is £1.411m (£1.490m projected at period
11) compared to a full year budget of £1.935m (this includes re-profiled schemes from
2005/06).
• At this point it is proposed that £378k should be re-profiled into 2007/08 (£330k at period
11), which will be subject to Cabinet approval and the resultant £146k under-spend will be
returned to capital resources to fund future capital programmes.
• £180k and £45k held within the General Fund HPS Specific Project Contingency and
General Fund Capital Contingency at the end of March will be returned to Capital balances
to finance future year’s capital programmes.
• There is currently a balance unallocated of £691k within the Repairs and Renewals Fund.
2
Balances
• Balances on General Fund are projected to be in the region of £3.631m (£3.376m projected
at period 11) at the year-end, including the proposals for the additional reserve.
This change is due to the increase in the predicted out-turn variance surplus by £255k
since that predicted at period 11. Significant items identified that make up this change are
listed and tabled later in this report.
Balances are currently estimated to be £3.131m above the minimum approved level of
£500k. At the present time this would mean that there are sufficient resources for the
funding of the existing medium term financial plan, approved by Council in February 2007.
It should be noted that the Medium Term Financial Plan identified required balances of
£3.095m, the additional balances above this minimum will be required to provide additional
funds for uncertainties regarding any costs resulting from Leisure Futures, Job Evaluation
and Housing Stock Transfer.
Members should be aware that any unplanned call on the above balance could adversely
affect our ability to resource activity within this period of uncertainty.
Housing Revenue Account
Revenue
• The projected full year position identifies a favourable variance against budget of £57k.
(£278k unfavourable projected at period 11).
• The information included, in some cases, is based on the likely estimated out-turn for
2006/07. Issues have been identified regarding the projected outturn for Work in Progress
on the Housing Repairs Contract, with figures still awaited from the Contractor.
Capital
• It is projected that £7.528m has be spent by the year-end (£7.685m projected at period 11)
compared to a budget of £7.708m.
• At this point it is proposed that £52k should be re-profiled into 2007/08 (£13k at period 11),
which will be subject to Cabinet approval and the resultant £127k under-spend will be
returned to capital resources to fund future capital programmes.
• £180k held within the unspecified Housing Capital Contingency at the end of March will be
returned to Capital balances to finance future year’s capital programmes.
Balances
• Balances on the Housing Revenue Account are projected to be in the region of £2.055m at
the year-end (£1.720m projected at period 11).
3
FINANCIAL HEALTHCHECK REPORT – PROVISIONAL OUTTURN PERIOD 12
MARCH 2007
This section of the report highlights the main issues identified. The report will require the
Cabinet to note the contents of the report and agree action points to address the issues raised.
Issues Identified
• The financial performance review has over the year focussed on the following key areas:
• The predicted outturn projection of the actual activity to budget for the year;
• Identification of potential issues and areas for review/action;
• It should be noted that a detailed review of revenue outturn will be undertaken in order to
identify the impact on the medium term financial strategy and revenue patterns for the
2008/09 budgets.
• During the Final Account process it has been identified that a further £25k needs to be
provided for in relation to a late request for the establishment of a temporary reserve, details
of which are shown below,
• Local Development Framework – Retail Study £25,000
Cabinet approved a sum of £125k in September 2006 to support the Local

Development Framework evidence base from contingencies for the period 2006 to
2008. The £125k was divided into 5 separate budgets covering the subject areas
identified in the report. The above relates to work for a Retail Study amounting to £25k.
No expenditure has been made to date.
• General Fund –
• The provisional full year position identifies a favourable variance against budget of £766k
(£511k favourable projected at period 11).
Significant items currently identified relating to overspends/under achievement of income

are,
• Peaks outturn is showing a £267k net over-spend (£269k at period 11) however this is
reduced by savings identified within the Leisure Futures (Peaks) budget of £24k.
• The cost centre for the Assistant Director Culture & Community is reflecting a net
overspend of £141k, mainly due to Actuarial Strain and Redundancy cost resulting from
the Departments Realignment of Services Review, which has to be accounted for within
the current financial year, though budget provision is available within 2007/08 which will
not now be utilised.
• The Golf Course is projected to under recover by a net £134k (£102k reported at
period 11), mainly due to a shortfall on fees and charges (£80k) and backdated non-
domestic rates (£27k).
4
• Benefits - projects an over-spend of £121k based on provisional grant claims

submitted recently (£104k projected at period 11).
• Building Regulations net under-recovery of £63k mainly due to lower income for
inspections (£71k reported at period 11).
• Outside Car Parks are projecting a deficit of £35k mainly due to reduced income
levels (£70k reported at period 11).
• An over-spend of £22k is showing on TBC Lighting Maintenance driven by reactive

repairs (£40k reported at period 11).
• Electoral Process is projected to overspend by £24k, due to increased costs as a

result of new requirements for the electoral canvass, postal voting and polling hours
(£22k reported at period 11).
• Customer Services are projecting an overspend of £20k, due to temporary staffing

arrangements (£17k at period 11).
• Pleasure Grounds is projecting a £19k overspend, mainly due to loss of income from
rental of the Pavilion Café and Tennis Courts hire (£16k reported at period 11).
• Concessionary Fares - £16k overspend on payments to operators (£13k projected at

period 11).
Significant items mitigating the financial impact of the above and contributing to the period
position,
• The Asset Management Revenue Account (AMRA) is reporting a surplus of £284k at the
year-end (£280k at period 11) mainly due to additional Interest and Dividends received
as a result of higher levels of interest generated from the investment of capital funds and
revenue windfalls/surpluses, plus an upturn in investment rates.
• On the 27th February the Government announced the Authorities LABGI award for
2006/07 in the sum of £387k. This sum was not included within the revenue budget due
to the promotion of a ‘cautious’ approach from the Government due to uncertainties
around judicial review on the calculation and possibilities of grant scaling. Cabinet
approved that £200k of this grant be transferred to the retained fund for Job
Evaluation/Pay & Conditions Review.
• Changes in regulation relating to Minimum Revenue Provision calculations mean a

saving against budget of £131k (£131k reported at period 11).
• Recycling £180k – Sale of Commodities income is projected to exceed budget by £138k

and SCC Recycling Credits by £3k (£105k net reported at period 11).
• Information & Communications Technology (ICT) and Transformation are currently

predicting a net under-spend of £148k mainly due to staff vacancies (£113k at period
11).
5
• SCC/STW Developers Deposits in lue of works in default which have been held in
reserve, were identified as no longer being required and have been written back to
General Fund providing a credit of £60k (nil reported at period 11, Cabinet approval
04/04/07)
• Industrial Property Management is projecting a net surplus of £52k (£59k reported at

period 11).
• Council Tax £49k – Mainly due to a higher level of Court costs receivable of £47k (period
11 £42k reported).
• Planning Applications and Enforcement are projecting a net surplus of £45k due to
vacant posts and additional fee income (£40k at period 11).
• Planning Delivery – Net under-spend of £43k resulting from additional Government Grant
income being unspent, (£41k reported at period 11).
• Stock Options Costs are projecting an under-spend of £43k, (nil reported at period 11).
• Land Charges is anticipated to exceed budget by £41k (£32k predicted period 11).
• Amington Depot is predicting an under-spend of £35k due to vacant posts and higher
than anticipated rent income (£24k at period 10).
• Street wardens are projected to under spend by £33k (£31k under spend predicted at
period 11).
• Savings on Community Projects of £33k mainly on salary costs have been identified
(£29k identified at period 11).
• A provision held in respect of the former joint user agreement with Staffordshire County
Council for Wilnecote Sports Centre has been found to be no longer required, this results
in £32k windfall income (£32k reported at period 11).
• Other Sports Pitches are showing a surplus of £24k mainly due to an under-spend on
maintenance of grounds (nil reported at period 11).
• The Tourism cost centre is projecting an under-spend of £23k mainly due to salary
savings. (£18k at period.11).
• General Fund – Housing projecting an under-spend of £22k mainly on salaries (£23k

reported at period 11).
• TBC Highways Maintenance – Net under-spend of £19k on works to highway related

assets (£20k reported period 11).
• Licensing Act projects a net surplus of £18k (£19k reported period 11).
6
Significant variances identified resulting in the increase in net under-spend of £255k
INTEREST CHARGES AND OTHER CORE COSTS

FINANCIAL HEALTHCHECK REPORT - Provisional Out-turn
The projected full year position is a favourable variance of £731k compared to the Forecast Out-Turn at Period 11 of £594k (favourable)
An increase in the variance of £137k. The main changes identified are : -
Significant Variances from P11 Forecasted Out-turn
Forecast Projected
Out-Turn Out-Turn
Variance Reasons
@ Period @ Period
Service Area 11 12
Corporate Finance
Specific Contingency 0 -14 -14
Budgeted amount not required to be released during the year.
Civil Contingencies and Emergency Planning 0 -8 -8 Delay in establishing service level agreement
Also included R & R fund reimbursement and NNDR credits,
Contribution to Reserves 382 723 341
as approved by Cabinet 4th April.
Write back of provisions to revenue, as approved by Cabinet
Write Back From Provisions 0 -62 -62
4th April.
Contribution from Collection Fund 0 -336 -336 Write back of NNDR credits
Reduction in Bowls Club Guarantee 0 -17 -17 Year end adjustment as notified by Bowls Club bank
Under/Over Banking 0 -23 -23 Balance of unidentified credits at year end.
AMRA
Higher investment balances than budgeted plus increase in
Miscellaneous Interest & Dividends -264 -273 -9
investment rates.
Other minor non-significant variances -9

Interest Charges & Other Core Costs 118 12 -137
7
CORPORATE SERVICES
The projected full year position is a favourable variance of £20k compared to the Forecast Out-Turn at Period 11 of £19k (unfavourable)
A decrease in the variance of £39k. The main changes identified are : -
Forecast Projected
Out-Turn @ Out-Turn @ Variance Reasons
Period 11 Period 12
Service Area
ICT & Transformation
Predicted outturn period 11 based on estimated notification
from Staffs C C with regard to retirement costs of Service
Actuarial Strain 25 20 -5
Development Team Leader - final figures were subsequently
received in March 07.
Commitments raised at start of year were in excess of actual
Line Rental Main Switchboard -8 -23 -15
costs subsequently incurred.
Members Laptops -5 -12 -7 Anticipated spend did not occur.
Budget for ad-hoc purchases, consumables, etc, which were
Miscellaneous 0 -14 -14
not required by year end.
Training & Development

Corporate Training, NVQ Training and Workforce Corporate training plans postponed pending JE - budgets used
-10 -17 -7
Development for ad-hoc course requests which were lower than expected.
Benefits
Movement in provision required from Febraury to end March
Provision for bad debts 20 26 6
due to increase in value of debt over 2 years old.
Benefits 84 95 11 Based on estimate claim.
Council Tax
Court Costs Income -43 -47 -4 Income received above expectation.
Support Services 63 28 -39
8
HOUSING PROPERTY SERVICES

The projected full year position is a favourable variance of £200k compared to the Forecast Out-Turn at Period 11 of £2k unfavourable
An increase in the variance of £202k. The main changes identified are : -

Forecast Projected
Service Area Period 11 Period 12
AD HOUSING PROPERTY SERVICES
Commercial Property Management; -216 -168 48 Higher than anticipated void level in year.
Industrial Properties -11 -52 -41 Additional income through the rent review process
Combination of minor variances; (Electric, Sewerage and
Marmion House 18 1 -17 Franking Machine all £3k better than forecast). Remainder
immaterial.
Due to Reactive Maint budget £7.0k better than forecast. Held
for emergencies and difficult to predict. Income and Cash
Outside Car Parks 70 35 -35
Security also marginally better than forecast by £14k and £8k
respectively.
Maintenance and Security Budget, reactive and £5k better than
Markets and Street Displays 11 -2 -13
forecast. Remainder immaterial.
Under spent on Maintenance of Grounds, Contra to and
offseting the overspend on Contract Payments on Open
Other Pitches 0 -24 -24
Spaces. Authorisation to be sought to combine the budgets in
the new year.
Conscious decision to reduce activity to absolute essential
TBC Lighting Maintenance 40 22 -18 maintanence in latter period. Was more succesfull than
anticipated in reduction of eventual overspend.
9
Forecast Projected
Period 11 Period 12
Service Area
AD HOUSING STRATEGY
Stock Options Costs -215 -258 -43
Homelessness
Housing Needs Survey -12 -25 -13
Income from B&B 0 -8 -8
Legal Fees in respect of Homelessness case 7 0 -7
Housing Property Services -308 -479 -202
10
CO M M UNITY AND ENVIRO NM ENT

FINANCIAL HEALTHCHECK REPO RT - Provisional O ut-turn
The projected full year position is an unfavourable variance of £185k com pared to the Forecast O ut-Turn at Period 11 of an unfavourable
variance of £62k. An increase in the variance of £123k. The m ain changes identified are : -
Significant Variances from P11 Forecasted O ut-turn
Forecast Projected
O ut-Turn O ut-Turn
Variance Reasons
@ Period @ Period
Service Area 11 12
G olf Course
G olf Professional Equipm ent - Shop Stock -14 15 29 Stock on the balance sheet written back to revenue
Arts & Heritage Trust
Transitional/Set Up Costs 0 -15 -15 Saving on set up costs for Trust not projected in P11
AD Culture & Com m unity
No budget for recruitm ent costs for new AD post & agency post
Em ployee costs -9 5 14
rem ained in post for longer than anticipated
Budget provision for this cost was provided for in 2007/08,
Actuarial Strain/Redundancy costs following
0 150 150 however accounting treatm ent m eans this cost has to be
Realignm ent of Services review.
charged against 2006/07.
Regeneration
Budget provision for this cost was provided for in 2007/08,
Actuarial Strain/Redundancy costs following
0 29 29 however accounting treatm ent m eans this cost has to be
Realignm ent of Services review.
charged against 2006/07.
Recycling
Lower spend on com m unications funded by W RAP than
Prom otion & M arketing 0 -6 -6
expected
Equipm ent 9 2 -7 Bale wire was not required as anticipated in P11
Delayed purchase of data loggers due to technology not being
Recycling Bring Sites 8 0 -8
available
G overnm ent G rants 0 -10 -10 Received m ore LPSA m oney than predicted
Better perform ance and higher prices than expected
particularly in January & February. This stock was not sold
until M arch hence the jum p between P11 & P12. A new
Sale of Com m odities -89 -138 -49
m onitoring tool has been created to m onitor incom ing and not
outgoing m aterials so in future the stock will be included in the
figures.
O ther m inor non-significant variances -4 -4
Com m unity and Environm ent -95 28 123
11
Housing Revenue Account
The provisional full year position identifies a favourable variance against budget of £57k
(£278k unfavourable projected at period 11).
Significant items currently identified relating to overspends/under achievement of income

are,
• Housing Repairs expenditure is projected to overspend by £270k (£500k reported at

period 11). This figure is based on an estimate of year-end work in progress as the
contractor has still not provided us with fugures.
• Ongoing costs in respect of Security at the Righton House site have resulted in an
over-spend of £51k (£51k reported at period 11).
• A projected shortfall in Rent income for garages of £50k, (£50k reported at period
11).
• A drop in activity on Council House sales is resulting in an outturn of £30k under

recovered on Conveyancing and Right to Buy which is rechargeable to HRA (£48k
reported at period 11).
• Additional charges in respect of the Item 8 Debit of £15k payable to General Fund for
financing of the HRA debt (£18k reported at period 11).
• Additional charges in respect of Temporary Staffing at the South Area Office £6k (£8k
period 11).
• Rent income from the Victoria Road Hostel has under recovered by £7k due to void
property during conversion works, resulting in a net overspend at the Hostel of £1k
Significant items mitigating the financial impact of the above and contributing to the predicted
out-turn position,
• General Operations – Currently showing as a £122k under-spend (period 11 £95k),

mainly due to savings on software maintenance & improvements (£53k) Anti-social
Behaviour (£36k), on Legal Fees (£32k), Maintenance of Grounds (£17k) and Insurance
commission (£11k) but reduced by £30k in respect of additional recharges from General
Fund in relation to sale of Council Houses administration mentioned above.
• Homelink Warden/Central Control is projected to produce a surplus of £65k mainly as a

result of the expected reduction in Supporting People Grant being deferred until 2007/08
• General - Strategy - Projected under-spend of £58k in relation to Support – Tenant

Consultation (£46k) and production of the Housing Strategy Statement (£17k) (period 11
£55k).
• General Business Support – net saving of £37k (period 11 £21k).
12
• A reduction in the Provision for Bad debts of £35k (period 11 £25k reported).
• A net saving at Thomas Hardy Court of £35k (period 11 £28k).
• Savings due to vacant post at East Area Office £31k (period 11 £29k).
• A projected reduction in payments for HRA Subsidy of £23k (£26k reported at period 11).
• Allocations – Net under-spend of £17k mainly due to a saving against the incentive to
move budget (£12k estimated at period 11).
13
Corporate Performance Report March 2007 Appendix B
Significant variances identified resulting in the decrease in net over-spend of £335k
HOUSING REVENUE ACCOUNT

The projected full year position is a favourable variance of £57k compared to the Forecast Out-Turn at Period 11 of £278k unfavourable
A decrease in the variance of £335k. The main changes identified are : -
Forecast Out- Projected Out-

Variance Reasons
Turn @ Period 11 Turn @ Period 12
Service Area
HRA Summary:
Contribution to Repairs A/C 500 270 -230
Provision for Bad Debts -25 -35 -10
Business Support
Audit Fee 45 40 -5
General - Operations:
Salaries 0 -8 -8
Contents Insurance 45 51 6
Provision of Occupational Health Services 0 8 8
Commitments cancelled in respect of
Software Mtce & Imp -45 -53 -8
goods/services not received
Cost from GF in respect of work done in relation
Charge from HPS 48 30 -18
to Right to Buy
Ankermoor Court:
Electricity 0 -9 -9 Delay in receipt of bills from new supplier
Repairs Contract
Consultants Fees 35 41 6
Other minor non-significant variances -325 -392 -67
Housing Revenue 278 -57 -335
Corporate Plan Actions
Corporate Priority: 1. Actively tackle the cause & impact of crime & anti-social behaviour
Status Completed
Outcome Objective Action Due Date Latest Status Update
Icon Date
3. Encourage
community
involvement in
1. People feel safe Operation Teamwork - Wilnecote 31/03/2006 31/03/2006 .
addressing
community safety
issues
3. Encourage
community
involvement in
1. People feel safe Operation Teamwork - Belgrave 31/07/2006 31/07/2006 .
addressing
community safety
issues
3. Encourage
community
involvement in Operation Teamwork -
1. People feel safe 18/10/2006 18/10/2006 .
addressing Stoneydelph
community safety
issues
16
Corporate Priority: 2. Become a cleaner, greener and more floral town
Status Completed
Icon Date
1. Tamworth is widely
recognised as a
3. To achieve Green (19/4/2007)
beautiful and Production of a management
Flag for public open 31/03/2007 12/02/2007 The green flag application was submitted on 31st January but we are not
attractive town with plan to achieve Green Flag status
spaces expecting to hear anything until June 2007.
more flowers and less
litter
17
Corporate Priority: 3. Deliver Value for Money
Status Completed
Icon Date
2. To actively pursue
1. Tamworth is innovative service
· Transfer management of
recognised as delivery and
Playing Fields to in-house 30/04/2006 30/04/2006 .
delivering value for improvement
Property Services
money services arrangements
wherever possible
(2/2/2007)
· Secure a management Negotiations are continuing but potential new funding will be available
recognised as delivery and
agreement with Belgrave High 31/03/2007 . from the sale of some of the school land so the timing of this sale will
delivering value for improvement
School affect the timescale of the partnership agreement. The new timescale is
not yet known.
wherever possible
recognised as delivery and · Secure the sale of Peaks (2/2/2007)
31/12/2006 30/11/2006
delivering value for improvement Leisure Centre The sale was completed on 30th November 2006.
wherever possible
(28/2/2007)
recognised as delivery and Establish an Arts & Heritage
31/03/2007 . The deadline for this project has been deferred.
delivering value for improvement Charitable Trust
Both parties are to meet to agree a plan to make feasible progress.
wherever possible
1. Tamworth is innovative service · Engage in Private Sector
(19/4/2007)
recognised as delivery and Investment Partner to develop
31/03/2007 31/03/2007 The transfer of the Golf Course to Tamworth Golf Centre Ltd was
delivering value for improvement and manage the Tamworth Golf
completed on 31st March 2007.
money services arrangements Course
wherever possible
(2/2/2007)
recognised as delivery and · Outsource management
31/03/2007 . This project has now been put back to 2008 to link in with the
delivering value for improvement and provision of holiday activities
development of Community and Learning Partnerships
wherever possible
1. Tamworth is 2. To actively pursue · Engage a private
(2/2/2007)
recognised as innovative service franchise to operate Treasure 31/03/2007 .
A report is due to CMT within next 2 weeks for a steer on the project.
delivering value for delivery and Island
18
Status Completed
Icon Date
money services improvement

arrangements
wherever possible
innovative service
1. Tamworth Borough
delivery and
Council is meeting its
improvement
citizens aspirations; 1. (5/2/2007)
arrangements Service Transformation Action
Tamworth is 30/11/2006 20/12/2006 The Service Transformation Action Plan was approved by Cabinet on 20th
wherever possible; 2. plan to be determined
recognised as December 2006.
To explore effective
delivering value for
ways to facilitate
money services
access to Council and
other services
(31/1/2007)
Completion of the Final Accounts process prior to deadline (30th
September 2006):-
KPMG formally signed off the accounts and gave an unqualified opinion on
26th September, following presentation of their opinion & ISA260 report
to Audit & Governance Committee on 14th September.
1. Tamworth is
The Accounts were published on the Councils Website on 29th September
recognised as 1. To provide more Final Accounts complete &
30/09/2006 26/09/2006 2006.
delivering value for services for less cost unqualified
The Governments ongoing requirement for Authorities to produce
money services
accounts earlier than in previous years has been met, with presentation to
and approval by Cabinet on 14th June 2006 and Council on 20th June
2006 & sign off of an unqualified opinion & publication by 30th September
2006 - a significant achievement for the Council & the Team.
In line with best practice / Use of Resources, Summary Accounts have
been prepared & included on the website.
(26/4/2007)
The Budget Process for 2007/08 was completed to deadline:
·The Final Budget report was endorsed by Cabinet on 7th February for
presentation & subsequent approval by Council on 26th February;
1. Tamworth is ·The Treasury Management Strategy & Prudential indicators were
recognised as 1. To provide more Budget process completed to approved by Council on 26th February;
31/03/2007 26/02/2007
delivering value for services for less cost timescale ·The Council Tax leaflet (jointly with Staffs CC, Staffs Police & Staffs Fire)
money services was finalised and printed;
·The BR1 return, Capital estimate & Revenue estimate forms were
completed by the statutory deadline;
·The Budget book was prepared and budget profiles completed to enable
budgets to be uploaded into efins ready for 1st April.
19
Corporate Priority: 4. Become accountable, approachable & visible
Status Completed
Icon Date
(6/10/2006)
Approximately 1,400 responses have been received with anti-social
behaviour at the top of the “dislikes” list. Planning issues and litter also
feature strongly in residents’ concerns.
Amongst the “likes” were open spaces/flowers, the town centre and the
1. To provide general ambience of the town.
1. Tamworth Borough
effective opportunity Development, organisation and The information was used to inform the State of Tamworth debate, which
Council is meeting its 30/09/2006 06/10/2006
for all residents to delivery of "Tamworth Listens" was held on the 21st September.
citizens aspirations
influence outcomes All of the responses will now be used as part of a process which will help
to decide the priorities for the council when considering next year’s budget
and will then be fed into individual services business plans to ensure that
we deliver the level and quality of services expected. Scrutiny committees
and the newly formed Tamworth Youth Council will also use the
information to assess and challenge service delivery
1. To provide (24/1/2007)
1. Tamworth Borough
effective opportunity Consultation with residents in This action has been temporarily suspended. A decision on when it will be
Council is meeting its 31/03/2007 .
for all residents to areas of low voter turnout rescheduled will be made in 2007/08 when guidance and funding will be
influence outcomes available from The Department of Constitutional Affairs.
innovative service
1. Tamworth Borough
delivery and
Council is meeting its
improvement
citizens aspirations; 1. (5/2/2007)
arrangements Service Transformation Action
Tamworth is 30/11/2006 20/12/2006 The Service Transformation Action Plan was approved by Cabinet on 20th
wherever possible; 2. plan to be determined
recognised as December 2006.
To explore effective
delivering value for
ways to facilitate
money services
access to Council and
other services
(2/5/2007)
TP activity has significantly changed since December with the team now
1. Tamworth Borough 3. To communicate
Delivery of Tenant Participation concentrating their activities into Stock Transfer project.
Council is meeting its effectively with our 31/03/2008 .
Strategy The Tenant Participation team now form the Stock Transfer Project team.
citizens aspirations public
Consequently some Tenant Participation activities will be put on hold until
after the Stock Transfer Ballot.
4. To demonstrate a
1. Tamworth Borough
link between citizen Achievement of Performance Mgt
Council is meeting its 31/03/2007 . .
aspirations and Framework
Council performance
20
Status Completed
Icon Date
1. Tamworth Borough 6. To share openly Progress against Corporate Plan

(16/5/2007)
Council is meeting its our performance with performance measures published 31/03/2007 27/02/2007
An article appeared in the May 2007 issue of Talkback
citizens aspirations our community in Talkback Tamworth
1. Tamworth Borough 6. To share openly
Adoption of the Statement of
Council is meeting its our performance with 30/06/2006 30/06/2006 .
Community Involvement
citizens aspirations our community
(1/3/2007)
A report on the review of the siting of Polling Stations was presented to
Council on 26th February 2007.
1. To provide
1. Tamworth Borough The recommendation that the following premises will be used on election
effective opportunity Review of siting of polling
Council is meeting its 31/03/2007 26/02/2007 day was approved:
for all residents to stations
citizens aspirations St Andrew’s Church, Thackeray Drive instead of the mobile on Chesterton
influence outcomes
Way,
Coton Green Primary School instead of Coton Village Hall and
Heathfields Infants School instead of the mobile on Beauchamp Road
21
Corporate Priority: 5. Raise our profile within the Heart of England
Status Completed
Icon Date
1. By 2020 Tamworth 2. Encourage
will be the preferred community
Refresh community perceptions
place to live and raise involvement in the 31/10/2006 . .
via Tamworth Listens
your family in the promotion of
Heart of England Tamworth
Update evidence based on local
needs
Feedback needs/perceptions to
stakeholders & identify priorities
Use evidence & priorities to
inform & develop accessible
Community Plan & Sustainable
Communities Strategy
1. By 2020 Tamworth 4. Involve and
will be the preferred promote local
Publish 2006/07 Business
place to live and raise businesses in raising 31/05/2006 31/05/2006 .
Directory
your family in the the profile of
(19/4/2007)
District Delivery Plan is now adopted by the Tamworth Economic
will be the preferred promote local
Produce an economic Partnership and incorporated into Block 4 of the County Local Area
place to live and raise businesses in raising 30/09/2006 .
development strategy with TEP Agreement. This will form the basis of the Economic Development
your family in the the profile of
Strategy, which will feed into the development of the overall Sustainable
Communities Strategy of the Local Strategic Partnership.
will be the preferred promote local (19/4/2007)
Develop the “Think Local” IT
place to live and raise businesses in raising 30/09/2006 31/03/2007 The implementation of "Think Local" is now complete and in the ongoing
based business inter-trading
your family in the the profile of phase of management, development and monitoring.
22
Corporate Priority: 6. Improve health standards, Housing & education for people of Tamworth
Status Completed
Icon Date
(22/05/2007)
It was intended a “Fit For Purpose” Housing Strategy for Tamworth would
be submitted to Government Office in December 2006. This deadline was
not met as further work on the draft was required before it could be
submitted.
This work was subsequently undertaken and a second draft was submitted
to GOWM on 27th April.
A letter was received from GOWM on 16th May informing us that TBC's
draft Housing Strategy now meets the standard required against the Fit
1. To bring Tamworth 1. Increase the level For Purpose criteria.
health indicators and quality of Submission of new Housing The achievement of FFP status is conditional on us further developing
31/03/2007 .
nearer to national housing available to Strategy to Gov’t Office member involvement in monitoring the delivery of the Strategy Action
health indicators Tamworth people plan & on the production of a concise Summary document.
Member involvement in monitoring Strategy implementation has been
discussed with the portfolio holder and will be developed in line with
suggested approach within the Strategy following consultation with
Members.
A summary document will now be produced and presented to Cabinet on
4th July.
It is also intended a members seminar will be arranged (in partnership
with Strategic Planning) to discuss the Housing Strategy and links to the
LDF
2. Promote health
initiatives to raise
1. To bring Tamworth
health awareness in Deliver 'Children's Fund' Be
health indicators (2/2/2007)
key areas of coronary Healthy Programme for 31/03/2007 .
nearer to national On target to business plan
heart disease, 2006/2007
health indicators
teenage pregnancies
and child obesity
2. Promote health
initiatives to raise
1. To bring Tamworth
health awareness in (2/2/2007)
health indicators Deliver Health Inequalities
key areas of coronary 31/03/2007 . No further progress has been made. However, outcomes/action plan to be
nearer to national Strategy with PCT
heart disease, subsumed within LAA.
health indicators
teenage pregnancies
and child obesity
1. To bring Tamworth 1. Increase the level (25/1/2007)
health indicators and quality of Delivery of the Private Sector Delivery of actions within PSHS is on target.
31/03/2007 .
nearer to national housing available to Housing Strategy However, we are currently reviewing progress / plans etc. in light of
health indicators Tamworth people Priority 5 of the draft Housing Strategy. It is likely we will need to re-
23
Status Completed
Icon Date
think grant provision (initiate shift towards provision of loans?) & it is

intended that strategic approach to Private Sector will incorporate
objective driven initiative (centred around Empty Homes Strategy /
increasing supply of affordable housing) utilising resources from Regional
Housing pot (Coalfields). This work is ongoing & will be finalised in tandem
with further development of the draft Housing Strategy
Corporate Priority: 7. Enhance the provision for Tamworth’s Youth
Status Completed
Icon Date
2. The Council
(12/10/2006)
understands young
The inaugural meeting of the Youth Council is being held on 19th October
peoples aspirations 1. Promotion of Inaugural meeting of Youth
19/10/2006 19/10/2006 2006. At this meeting the following items are on the agenda: Appointment
and works with them young people issues Council
of Youth Mayor, Terms of Reference, Creation of Tamworth Youth Council
to help them achieve
Consultation and Work plan for 2006/07
them
(26/2/2007)
The part of the plan to evaluate the questions and answers from Young
2. The Council
People so that the important issues can be incorporated into the Youth
understands young
Web Pages will be set up by January 2007.
peoples aspirations 1. Promotion of
Establish a TBC Youth Web page 31/03/2007 . The Youth Web Page has not yet been produced. We are now going to
and works with them young people issues
seek the opinion of the Youth Council for their ideas and subject matter to
be included into the pages.
them
The new completion date for the Youth Web Page will be the end of
September 07 in time for Democracy week in October.
2. The Council
understands young
(12/10/2006)
peoples aspirations 1. Promotion of Corporate Child Protection Policy
31/12/2006 . A draft policy has been drawn up for consultation with relevant
and works with them young people issues in place
departments
them
3. Children and young
1. Promotion of
people believe that (2/2/2007)
sports, arts and Establish borough wide
Tamworth is a great 31/03/2007 . The Community Sports Network is progressing, workshops with partners
heritage activities at Community Sports Network
place to play, learn have taken place. The Network will be in place by March 2007.
young people
and achieve
1. Promotion of
people believe that Deliver targeted multi-agency
sports, arts and (2/2/2007)
Tamworth is a great Youth activities programme for 31/03/2007 16/11/2006
heritage activities at On target to business plan.
place to play, learn 2006/2007
young people
and achieve
24
Corporate Priority: 8. Ensure our people matter
Status Completed
Icon Date
1. Staff feel they are
(19/1/2007)
valued and are making
1. Become an Achieve Workforce Development The workforce development plan has become a project within the wider
a contribution to 31/03/2007 .
employer of choice Plan "Organisational Transformation Programme" and will inform stage one of
achieving the Council
the programme.
priorities
1. Staff feel they are (3/11/2006)
valued and are making Corporate Management team made the decision that the assessment will
1. Become an Corporate IIP achieved in
a contribution to 31/03/2007 . be postponed.
employer of choice 2007/08
achieving the Council However, work continues on the action plan to allow the assessment to
priorities take place reasonably quickly when TBC agrees to go ahead.
3. Develop and
valued and are making
integrate the Plan agreed to review and embed
a contribution to 31/03/2007 . .
Corporate Core Corporate Core Values
achieving the Council
Values
priorities
1. Staff feel they are (12/10/2006)
valued and are making 4. Increase strategic Attainment of the intermediate The seminar scheduled for members on 14th August 2006 to engage them
a contribution to and political milestone of the Member 31/03/2007 . in the process did not happen as the event was cancelled by the WMLGA.
achieving the Council leadership capacity development charter in 2007/08 This is due to a major review of the Charter being undertaken by the
priorities WMLGA and timescales are now uncertain
Action Status
Completed
Assigned; In Progress
Unassigned; Neglected;
Check Progress; Not
Started
Overdue
Cancelled
25
Corporate Performance Report March 2007 Appendix C
Corporate Plan PIs
Corporate Priority: 1. Actively tackle the cause & impact of crime & anti-social behaviour
Traffic
Current Current Last
Outcome Objective PI Description Light Latest Notes
Target Value Update
Icon
% of residents surveyed who
acknowledge environmental
2. Reduce crime & 28 February 2007
1. People feel safe and local area improvements . 68% Mar 2006
anti-social behaviour Target not set for 2006/07 as baseline is being established
following exercise Teamwork -
Wilnecote
1. People feel safe and local area improvements . 30% Jul 2006
anti-social behaviour Target not set for 2006/07 as baseline is being established.
Belgrave
1. People feel safe and local area improvements . 59% Oct 2006
anti-social behaviour Target not set for 2006/07 as baseline is being established.
Stoneydelph
3. Encourage
community Increase membership of
Q4
1. People feel safe involvement in Neighbourhood Watch Scheme 242 246 .
2006/7
addressing community by 5%
safety issues
Reduction in the perception of
2. Reduce crime &
1. People feel safe Anti-Social Behaviour of 6.1% . . . .
anti-social behaviour
by 2007/08
2. Reduce crime & Reduction in the number of all Q4
1. People feel safe 4,736 5,081 .
anti-social behaviour crimes reported by 17% 2006/7
1. Reduce opportunity
No of schools with partnership
3. More diversionary for young people to
arrangements with initiative
activities for young get involved with 4 5 2006/7 .
schemes (Extended schools
people crime and anti social
programme)
behaviour
26
Traffic
Target Value Update
Icon
% of Town Centre businesses

1. Reduce fear of surveyed who said that the
1. People feel safe . . . .
crime town centre is a safer place to
do business
1. Reduce fear of said they feel "fairly safe" or 05 October 2006
1. People feel safe . 71% 2006/7
crime "very safe" outside during the Target not set for 2006/07 as baseline is being established.
day
1. Reduce fear of 05 October 2006
1. People feel safe said they feel "fairly safe" or . 18% 2006/7
crime Target not set for 2006/07 as baseline is being established.
"very safe" outside after dark
% of Tenants Anti-Social
2. Reduce crime & 2nd Half
1. People feel safe Behaviour Complaints 100% 100% .
anti-social behaviour 2006/7
investigated within 4 weeks
% of tenants satisfied with the
2. Reduce crime & 1st Half
1. People feel safe dealing of Anti-Social 100% 100% .
anti-social behaviour 2006/7
Behaviour Complaints
2. Promote community
1. People feel safe; 1. involvement in taking
Tamworth is widely an interest in the
recognised as a appearance of the
No. of community events led Q4
beautiful and town; 3. Encourage 4 33 .
by street wardens 2006/7
attractive town with community
more flowers and less involvement in
litter addressing community
safety issues
27
Corporate Priority: 2. Become a cleaner, greener and more floral town
Traffic
Target Value Update
Icon
1. All available
recognised as a
resources directed to
beautiful and % satisfied with parks and
achieving the 75% 74% 2006/7 .
attractive town with open spaces
outcome. To have
cleaner streets.
litter
1. All available
recognised as a
resources directed to Local street and
beautiful and
achieving the environmental cleanliness - 9.0% 6.0% Mar 2007 .
attractive town with
outcome. To have Litter and Detritus
cleaner streets.
litter
1. All available
recognised as a
resources directed to Local Street and
beautiful and
achieving the Environmental Cleanliness - 5% 6% Mar 2007 .
outcome. To have Graffiti
cleaner streets.
litter
1. All available
recognised as a
beautiful and
achieving the Environmental Cleanliness - 5% 3% Mar 2007 .
outcome. To have Fly-posting levels
cleaner streets.
litter
1. All available
recognised as a
beautiful and
achieving the Environmental Cleanliness - 3 3 2006/7 .
outcome. To have Fly-tipping
cleaner streets.
litter
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste 31 January 2007
leading authority for
recycling centre. To It is anticipated that the joint target of 45% for BVPIs 82a & 82b will not
recycling. More % of Household Waste 25.00 Q3
provide more 21.75% be met. 40% to 41% is seen as being more realistic.
citizens of Tamworth Recycled % 2006/7
opportunity for A delay to the roll out of the recycling service to the multi occupancy and
actively engaged in
citizens of Tamworth high rise properties has had an impact on the yield
recycling and working
to take part in
to reduce targets
recycling
28
Traffic
Target Value Update
Icon
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste 31 January 2007
recycling centre. To It is anticipated that the joint target of 45% for BVPIs 82a & 82b will not
recycling. More % of Household Waste 20.00 Q3
provide more 17.97% be met. 40% to 41% is seen as being more realistic.
citizens of Tamworth Composted % 2006/7
opportunity for The dry summer in 2006 was a contributory factor in the lower than
actively engaged in
citizens of Tamworth expected yield of garden waste.
to take part in
to reduce targets
recycling
1. All available
recognised as a
resources directed to 28 November 2006
beautiful and Satisfaction with cleanliness of
achieving the 61% 51% 2006/7 PI is part of tri-annual survey.
attractive town with streets
outcome. To have Results expected in February 2007.
cleaner streets.
litter
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste
recycling centre. To 28 November 2006
recycling. More Satisfaction with household
provide more 88% 67% 2006/7 PI is part of tri-annual survey.
citizens of Tamworth waste collection
opportunity for Results expected in February 2007.
actively engaged in
citizens of Tamworth
to take part in
to reduce targets
recycling
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste
recycling centre. To 28 November 2006
recycling. More Satisfaction with waste
provide more 72% 61% 2006/7 PI is part of tri-annual survey.
citizens of Tamworth recycling
opportunity for Results expected in February 2007.
actively engaged in
to take part in
to reduce targets
recycling
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste
recycling centre. To
recycling. More Kerbside collection of 1st Half
provide more 96.0% 97.3% .
citizens of Tamworth recyclables (two recyclables) 2006/7
opportunity for
actively engaged in
to take part in
to reduce targets
recycling
2. Tamworth is 1. To achieve the % of multi-occupancy & high 28 February 2007
Q3
recognised as a provision of a rise flats with access to dry 100% 88.54% It is anticipated that by 31st March 2007, 95% of multi-occupancy and
2006/7
leading authority for household waste recyclet collection service high rise flats will have access to a dry recyclet collection service.
29
Traffic
Target Value Update
Icon
recycling. More recycling centre. To We are getting down to the hardcore of multi occupancy premises which
citizens of Tamworth provide more have certain logistical problems to overcome before we can install the
actively engaged in opportunity for facilities. Typical issues are a lack of space or access problems.
recycling and working citizens of Tamworth
to reduce targets to take part in
recycling
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste
leading authority for 26 February 2007
recycling centre. To % households participating in
recycling. More Q3 Communications funding award from WRAP was delayed until September
provide more the kerbside recycling scheme 80% 78%
citizens of Tamworth 2006/7 2006 and as a consequence the recycling service was not actively
opportunity for (Blue Box)
actively engaged in promoted during the first two quarters.
to take part in
to reduce targets
recycling
1. To achieve the
2. Tamworth is
provision of a
recognised as a
household waste
leading authority for 26 February 2007
recycling centre. To % households participating in
recycling. More Q3 Communications funding award from WRAP was delayed until September
provide more the kerbside recycling scheme 80% 62%
citizens of Tamworth 2006/7 2006 and as a consequence the recycling service was not actively
opportunity for (Green Bin)
actively engaged in promoted during the first two quarters.
to take part in
to reduce targets
recycling
2. Promote community
1. People feel safe; 1. involvement in taking
Tamworth is widely an interest in the
recognised as a appearance of the
No. of community events led Q4
beautiful and town; 3. Encourage 4 33 .
by street wardens 2006/7
attractive town with community
more flowers and less involvement in
litter addressing community
safety issues
30
Corporate Priority: 3. Deliver Value for Money
Traffic
Target Value Update
Icon
1. Tamworth is
recognised as 1. To provide more
% of BVPIs in top quartile 40% 25.76% 2005/6 .
delivering value for services for less cost
money services
22 May 2007
The general fund underspend of £766k equates to -8.1% of the net budget
(-15.1% in 2005/06), compared to the target of less than -5%. This
includes ‘windfall’ items that occurred during the year:
Ø Local Authority Business Growth Incentive (LABGI) grant of £187k
(net);
1. Tamworth is
Spending maintained within Ø Reserves transferred to balances approved by Cabinet on 4th April
approved budget and without -5.00% -8.1% Mar 2007 2007 (£60k);
significant underspends Ø £131k arising from a change in regulations regarding debt
money services
repayments during March 2007; and
Ø Excess investment interest of £284k arising from higher than
anticipated balances (due to the underspend in 2005/06) together with
unexpected increases interest rates during the year.
After eliminating these windfalls the net underspend is £104k or -1.1%
(£121k or -1.64% in 2005/06)
27 April 2007
Cashable and non cashable savings/efficiency gains of £35,530 under
Procurement heading of the Annual Efficiency Statement 2006/7 are
1. Tamworth is documented in the Value for Money Action Plan approved by CMT on 26th
recognised as 1. To provide more Procurement savings achieved £35,00 £35,530 March 2007 and include savings from the introduction of e-tendering, the
2006/7
delivering value for services for less cost from contract reviews 0.00 .00 new photocopier contract, and using contracts let by others (photocopiers,
money services agency staff extension, and Staffordshire Plus). Further savings on
corporate contracts of £37,500 for the fleet vehicles contract and
£103,000 for the office supplies contract are also listed under other
headings of the AES for 2006/7.
1. Tamworth is 19 March 2007
% of Current Corporate
recognised as 1. To provide more Monitoring process under resourced. Hence same result as last month
projects progressing without 80% 79% Feb 2007
delivering value for services for less cost which should be viewed with some caution. Figure includes items with data
the need for CMT intervention
money services required. 14% at RED, 7% at no data --> 21%
1. Tamworth is
recognised as 1. To provide more Council tax as a percentage of
77% 77% 2006/7 .
delivering value for services for less cost similar Local Authorities
money services
31
Traffic
Target Value Update
Icon
1. Tamworth is
Council Tax is in the lowest
quartile of the family group & Yes Yes 2006/7 .
national district average
money services
1. Tamworth is
Use of resources score 3 3 2005/6 .
money services
1. Tamworth is
recognised as 1. To provide more Achieve Gershon Efficiency
2.5% 5.1% 2005/6 .
delivering value for services for less cost Savings
money services
Corporate Priority: 4. Become accountable, approachable & visible
Traffic
Target Value Update
Icon
1. Tamworth Borough 5. Promote equal
Equality Standard for Local
Council is meeting its opportunities and 2 2 2006/7 .
Government
citizens aspirations celebrate diversity
4. To demonstrate a
1. Tamworth Borough
link between citizen Overall satisfaction with the
Council is meeting its 60% 42% 2006/7 .
aspirations and authority
Council performance
32
Corporate Priority: 5. Raise our profile within the Heart of England
Traffic
Target Value Update
Icon
1. By 2020 Tamworth
will be the preferred Amount of sponsorship
3. Develop and £9,000.
place to live and raise received for the visit . 2006/7 .
encourage tourism 00
your family in the Tamworth campaign
Heart of England
1. By 2020 Tamworth
will be the preferred £28,90
3. Develop and Tourism Economic Impact -
place to live and raise 0,000.0 . 2006/7 .
encourage tourism (Baseline £28.9 million)
your family in the 0
Heart of England
1. By 2020 Tamworth
will be the preferred
3. Develop and 1,000,0
place to live and raise No. of visitors . 2006/7 .
encourage tourism 00
your family in the
Heart of England
1. By 2020 Tamworth
3. Develop and No. of Tamworth Visitor Guide Q1
place to live and raise 125 163 .
encourage tourism requested through website 2006/7
your family in the
Heart of England
1. By 2020 Tamworth
3. Develop and Q1
place to live and raise Visitor satisfaction rate 75% 86% .
encourage tourism 2006/7
your family in the
Heart of England
1. By 2020 Tamworth
will be the preferred % of residents surveyed with
1. Raise general pride
place to live and raise a positive perception of the . 48% 2006/7 .
in the Borough
your family in the Borough
Heart of England
33
Corporate Priority: 6. Improve health standards, Housing & education for people of Tamworth
Traffic
Target Value Update
Icon
Increase % of pupils achieving
2. Higher levels of 1. Increase the
5 or more GCSEs grades A* -C 02 May 2007
achievement and/or number of formal 56.5% 45.88% 2006/7
or equivalent to County The target figure is the County average.
attainment qualifications achieved
average
1. To bring Tamworth 1. Increase the level
Percentage of Urgent Repairs
health indicators and quality of housing
completed on time 95% 99.09% Apr 2007 .
nearer to national available to Tamworth
(Completed works only)
health indicators people
09 May 2007
health indicators and quality of housing Customer satisfaction with the Q4
7.5 7.26 Lower results than target due to delays in completion caused by budgetary
nearer to national available to Tamworth housing repairs service 2006/7
constraints.
% of local authority dwellings
health indicators and quality of housing
that achieve the decent homes 64% 90.5% 2006/7 .
nearer to national available to Tamworth
standard
34
Corporate Priority: 7. Enhance the provision for Tamworth’s Youth
Traffic
Target Value Update
Icon
2. Promotion of youth
people believe that
training/apprenticeshi No of apprenticeships offered Q4
Tamworth is a great . 3 .
ps and job by TBC 2006/7
place to play, learn
opportunities
and achieve
2. Promotion of youth
people believe that
training/apprenticeshi Work Experience opportunities Q4
Tamworth is a great 10 14 .
ps and job for 15 year olds at TBC 2006/7
place to play, learn
opportunities
and achieve
2. The Council
understands young
% of Young People satisfied
peoples aspirations 1. Promotion of young 1st Half
with support provided by 90% 100% .
and works with them people issues 2006/7
Supporting People
them
35
Corporate Priority: 8. Ensure our people matter
Traffic
Target Value Update
Icon
valued and are
1. Become an Working Days Lost Due to
making a contribution 10 10.78 Mar 2007 .
employer of choice Sickness Absence
to achieving the
Council priorities
21 February 2007
The number of training days is slightly off target which can be attributed
to
a reduction in training activity due to Job Evaluation and the non recording
valued and are
2. Empowering staff Number of training days per Q3 of training activities.
making a contribution 1.31 1.16
through investment FTE 2006/7 Training is being recorded where payment has been made from the
to achieving the
corporate training budget and in some (few) instances departmental
Council priorities
training, however, it is anticipated that if all activities were centrally
recorded then the figure at the end of the financial year will be closer to
target.
valued and are
1. Become an Q4
making a contribution % of staff receiving a PDR 100% 53.58% .
employer of choice 2006/7
to achieving the
Council priorities
PI Status
This PI is significantly
below target.
This PI is slightly below
target.
This PI is on target.
This PI cannot be
calculated.
This PI is a data-only PI.
36
Agenda Item 12
CABINET
13th June 2007
Portfolio Holder for Corporate Governance and Service Improvement
CAPITAL OUTTURN REPORT 2006/07
Purpose
To advise members on the final outturn of the Authority’s Capital Programme for 2006/07
(subject to audit confirmation) and to request formal approval to re-profile specific
programme budgets into 2007/08.
This report is a key decision due to expenditure in excess of £50,000 requiring approval.
Executive Summary
Progress on the capital programme is reported quarterly to Cabinet and monitored on a
monthly basis by CMT with project managers providing project progress information and
predicted outturn. The outturn for the 2006/07 capital programme identifies an
underspend of £0.55m against the approved budget of £9.64m (actual spend £9.09m). It
is requested that £419.2k (as detailed in Appendix D) of this underspend be re-profiled
into 2007/08. The remaining £129.8k comprises £82.5k in grants to be repaid and £47.3k
to be returned to internal capital resources.
In addition to the above the contingency project for St Editha’s Square (£80k) is requested
to be re-profiled into 2007/08.
The remaining uncommitted contingency balances of £405k (GF £225k HRA £180k) will
be returned to internal capital resources (in line with assumptions made in the
development of the 2007/08 – 2011/12 Capital Programme).
The final outturn has increased by £154k since the provisional outturn was prepared due
to the following:
Housing & Property Services total spend has increased by £4k due to internal
supervision costs being applied;
Housing Revenue Account total spend has increase by £150k due to;
a. £156k extra costs identified on the Kitchen Replacement contract;
b. £10k extra costs identified on the Environmental & Community Safety
project;
c. £20k underspend on the Asbestos & Legionella and the Minor Works
projects due to delay in receipt of final account information;
d. £4k being applied for internal supervision costs.
The Investment Manager provided reasons for the significant change in the Kitchen
Replacement Contract which are detailed in the directorate commentary on page 14.
1
Appendix A provides a summary by directorate of the capital programme outturn with
individual project information provided in Appendix B (including specific project comments
provided by project managers). A brief commentary on the outturn information has also
been provided by each of the directorates and these are shown for your perusal in
Appendix C.
Managers have highlighted that there have been issues which have delayed completion of
certain projects. Cabinet are requested to review Appendix D which details each project
which requires approval in order for the budget to be carried forward for inclusion in the
2007/08 Capital Programme.
Implications of the Report

There are no additional financial implications from this report as all scheme budgets
detailed for re-profiling into 2007/08 have already been committed against available capital
resources.
There is a low risk associated with this report as the request for re-profiled budgets into
next financial year is significantly lower than previous years and commitments have been
placed with suppliers to provide the service/ goods or the works have been completed
since 31st March 2007 for the majority of the projects requesting re-profiling approval.
Recommendations
That Cabinet:
1. note the final outturn position of the 2006/07 capital programme as
summarised in Appendix A;
2. consider each of the projects detailed in Appendix D for acceptance or

rejection of re-profiling into the Authority’s Capital Programme 2007/08 (total
£499.2k).
2
Appendix A
Capital Programme 2006/07 – Outturn Summary
Less Re-
Re-profiled Base Budgets profile to Final
from Budget Already Total 2007/08 Proposed
2005/06 Approval Drawings Returned to Approved Requests Adjusted Actual Final
(Cabinet (Council from Capital Budget (subject to 2006/07 Spend Variance
May 06) Feb 06) Contingency Resources 2006/07 approval) Budget 2006/07 2006/07
£000 £000 £000 £000 £000 £000 £000 £000 £000
Corporate Services 804.5 315.0 12.5 -546.0 586.0 40.5 545.5 440.0 -105.5
Housing & Property Services 189.0 475.0 446.3 0 1,110.3 250.4 859.9 857.5 -2.4
Community & Environment 113.1 88.2 37.4 0 238.7 86.7 152.0 117.8 -34.2
General Fund Total 1,106.6 878.2 496.2 -546.0 1,935.0 377.6 1,557.4 1,415.3 -142.1
Housing Revenue Account 82.4 7,304.0 321.4 0 7,707.8 41.6 7,666.2 7,678.5 12.3
Approved Capital Programme 1,189.0 8,182.2 817.6 -546.0 9,642.8 419.2 9,223.6 9,093.8 -129.8
General Fund
150.0 651.5 -496.2 0 305.3 80.0 225.3 0 -225.3
- General Contingencies
HRA
0 560.0 -321.4 -58.6 180.0 0 180.0 0 -180.0
- General Contingencies
Grand Total 1,339.0 9,393.7 0 -604.6 10,128.1 499.2 9,628.9 9,093.8 -535.1
3
Appendix B
Corporate Services – 2006/07 Outturn
Request
Budget Approved to Re- Revised
b/f from Budget profile to Budget Actual Final
2005/06 2006/07 2007/08 2006/07 Spend Variance
Project Name £000 £000 £000 £000 £000 £000 Project Comment
Implementation E-fin 5.1 5.1 0.0 5.1 3.8 -1.3 XL Reporter reporting tool for Directors, ADs and
other budget holders.
Replacement PCs, Servers & 8.7 124.7 6.6 118.1 118.1 0.0 Spend on server upgrade and replacement PCS -
Printers slippage requested to cover remaining
commitment re Unix migration project.
Selcheck System 0.0 12.5 0.0 12.5 12.5 0.0 New scheme for electronic scanning & checking
of signatures re postal votes - budget released
from contingency p6
Service Transformation - 0.0 79.0 0.0 79.0 77.6 -1.4 Annual contribution to Staffs Connects (invoiced
Contribution to Staffs by Staffs County) now paid.
Connects
E-Inns Construction & 0.5 0.5 0.0 0.5 0.0 -0.5 Project closedown now complete and underspent
Deployment resources returned to contributing partners.
E-Inns Solution Infrastructure 77.6 77.6 0.0 77.6 0.0 -77.6 Project closedown now complete and underspent
resources returned to contributing partners.
E-Inns Project Governance 86.0 86.0 0.0 86.0 61.6 -24.4 Project closedown now complete and underspent
resources returned to contributing partners.
Service Transformation - 203.0 117.8 8.9 108.9 108.9 0.0 Spend to date is in respect of upgrade to Comino
EDRM Development DIP - amount required to be re-profile in respect
of Revs & Bens element partially complete.
Service Transformation - GIS 62.9 26.3 0.0 26.3 26.3 0.0 Continuing development of GIS Website and
Development Intranet capability, plus data capture projects to
improve completeness and accuracy of GIS data.
Service Transformation - 65.7 25.0 25.0 0.0 0.0 0.0 Slippage is requested to cover cost of remaining
Website Development work to be undertaken by Web-Labs in line with
contractual agreement/order.
Service Transformation - 66.9 5.5 0.0 5.5 5.5 0.0 e-Payments and kiosk roll-out combined as they
ePayment & Kiosks are closely related.
Service Transformation - 88.5 26.0 0.0 26.0 26.0 0.0 Costs in respect of staff back-fill to support
Transformation Resources previous e-Esi projects.
4
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Other Service Transformation 139.6 0.0 0.0 0.0 0.0 0.0 Budgets removed from programme (Council 26th
Projects Feb). Contingency project created in 2007/08 for
release by Cabinet following review of
requirements
E-Esi Training 0.0 0.0 0.0 0.0 -0.3 -0.3
804.5 586.0 40.5 545.5 440.0 -105.5
5
Housing & Property Services – 2006/07 Outturn
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Housing Renewal Assistance 0.0 186.0 99.5 86.5 86.5 0.0 Underspend due to low demand and ongoing
Grants vacant post in team. Agreed with GOWM that
underspend could be carried forward to develop
new approach to the delivery of investment in
private sector repair and renewal and
development of new initiative to provide additional
affordable housing. Proposals currently being
worked as part of Housing Strategy Development.
Disabled Facilities Grants 0.0 270.0 68.6 201.4 186.9 -14.5 Underspend at year end has been reported
throughout the year. Government Office have
given for approval to carry forward underspends
where funds have been committed.
DDA Compliance Works 40.7 40.7 0.0 40.7 46.9 6.2 Works now complete. Marginal overspend due to
unforeseen works identified during the course of
the project
Corporate Property 0.0 24.3 0.0 24.3 24.7 0.4 All works completed and invoiced
Improvements
Replacement Car Park 28.0 28.0 8.0 20.0 20.0 0.0 Delay in scheme now due for completion end of
Machines June 2007.
Stock Condition Survey on 0.0 50.0 0.0 50.0 50.0 0.0 All survey work complete
Corporate Properties
Play Areas Replacement & 0.0 81.5 0.0 81.5 82.2 0.7 All works completed and invoiced
Improvements
Marmion House Toilet 0.0 100.0 74.3 25.7 25.7 0.0 Project phased over two financial years. Funding
Refurbish relates to phase 1. A delay in the commencing
the programme whilst specifications were agreed
has resulted in the need to re-profile the budget.
Castle Grounds - 98.3 98.3 0.0 98.3 99.3 1.0 Project complete within revised timetable.
Refurbishment of Play Area
Market Lighting 1.0 1.0 0.0 1.0 0.0 -1.0 Project complete. Saving offered.
Sure Start Play Equipment 21.0 21.0 0.0 21.0 22.0 1.0 Project Complete.
Improvements To 0.0 15.0 0.0 15.0 19.2 4.2 Project Complete.
Underpasses
Improvement to Football 0.0 125.7 0.0 125.7 124.5 -1.2 Project completed.
Pitches & Facilities
6
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Leisure Futures - Goal Posts 0.0 56.3 0.0 56.3 56.7 0.4 Project Complete.
Leisure Futures - Play Fields 0.0 12.5 0.0 12.5 13.0 0.5 Project Complete
Investment
Essential Repairs Bridge 0.0 0.0 0.0 0.0 -0.1 -0.1 Retention monies from 05/06 reversed out into
Structures the new year. Marginal saving forecast.
189.0 1,110.3 250.4 859.9 857.5 -2.4
7
Community & Environment – 2006/07 Outturn
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Waste Mgt & Recycling 0.0 38.2 0.0 38.2 46.6 8.4 There is currently a higher demand than
Expansion anticipated for replacement bins and boxes. An
overspend of £8.5K has been authorised by the
Director of Finance.
Assembly Rooms - Bar, 40.0 40.0 4.3 35.7 35.7 0.0 Works completed in the main on toilet
Kitchen etc refurbishment along with Kitchen Area.
Remaining budget to be carried forwards into the
new year to be spent on office improvements.
Tamworth Castle - Condition 9.7 9.7 1.7 8.0 8.0 0.0 .
Survey
Castle Repairs 0.0 22.4 22.4 0.0 0.0 0.0 Some delays due to specialist nature of work and
Scheduled Monument consent required before
work can commence.
Closure of Tennis Courts for 9.5 9.5 7.3 2.2 2.2 0.0 In view of the scope of Leisure Futures review of
Urgent Surface Works Treasure Island and associated faciltities it is
proposed, in the short term, to re-profile this
budget into 2007-08 until guidance has been
received from members.
Reduce Crime in Tamworth 0.0 15.0 0.0 15.0 14.3 -0.7 One off Grant to reduce Criminal Damage
Offences. Marginally under spent.
Community Safety 53.9 103.9 51.0 52.9 20.8 -32.1 Budget underspent principally due to Wilnecote
Youth Facility. Planning permission refused.
Proposed to carry forwards remaining budget to
2007/08 for a CCTV scheme at Kettlebrook £22k,
a Multi Use Games Area in Amington £25k and
Lighting in Crowden Road £4k.
Replace Borough Boundary 0.0 0.0 0.0 0.0 -3.9 -3.9
Signs
Move Car Park At Depot 0.0 0.0 0.0 0.0 -4.8 -4.8
Peaks It Infrastructure 0.0 0.0 0.0 0.0 -1.1 -1.1
113.1 238.7 86.7 152.0 117.8 -34.2
8
Housing Revenue Account – 2006/07 Outturn
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Environmental & Community 0.0 131.0 7.4 123.6 123.6 0.0 All schemes with the exception of one now
Safety Imp' complete. Remaining scheme is on site and due
to complete in April 07, budget to be re-profiled to
reflect anticipated spend on final scheme
Minor Works & Environmental 0.0 90.0 0.0 90.0 82.1 -7.9 Quotes have now been secured with assurances
Improvements from managers that the projects will complete by
the end of the year. Works started now on the
majority of projects with all set to complete in
year. Detailed schedules are maintained for all
Area Managers which support the forecast.
Housing Manager to reconfirm these schedules in
due course.
External Works (Paths, 0.0 137.4 0.0 137.4 142.7 5.3 Project complete. Marginal overspend as a result
Drives) of additional unavoidable works
Renewal Homelink Equipment 0.0 35.0 7.7 27.3 27.3 0.0 Underspend budget to be re-profiled into next
Sheltered Schemes financial year. Scheme budget remaining
insufficient to complete further works in year. Will
be added to 07/08 allocation.
Digital TV System Upgrade 0.0 14.0 0.0 14.0 13.1 -0.9 All works attributed to this scheme are now
complete, no further works planned resulting in a
saving.
Improvements To 0.0 26.7 0.0 26.7 27.5 0.8 Project complete. Additional works driven the
Underpasses overspend.
Asbestos & Legionella Works 0.0 80.0 0.0 80.0 66.1 -13.9 Consultant surveyor completed works.
Refurbishment Of Garages 0.0 13.8 0.0 13.8 14.5 0.7 All planned works complete. Marginal overspend
resulting from unforeseen works identified in final
account.
Upgrade Electrical Wiring 0.0 1,006.0 0.0 1,006.0 1,008.4 2.4 All works identified complete.
Window Replacement 0.0 1,250.0 0.0 1,250.0 1,283.7 33.7 All works identified complete. Overspend due to
Programme additional works identified on Sheltered schemes
and final account adjustments at the end of the
contract.
9
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Bathroom Replacement 0.0 1,356.0 0.0 1,356.0 1,400.0 44.0 All works identified complete. Overspend due to
Programme higher than anticipated number of disable access
bathrooms being completed as part of the
bathroom programme and adjustments identified
through final account process at the end of the
contract.
Kitchen Replacement 0.0 1,061.0 0.0 1,061.0 1,084.9 23.9 All identified works complete. Overspend due to
Programme variations identified in final account.
Disabled Facilities 0.0 400.0 0.0 400.0 404.9 4.9 All works complete. Overspend due to additional
Adaptations and unavoidable works identified during
completion of the final projects in the programme.
High Rise Life Refurbishment 0.0 70.3 26.5 43.8 43.8 0.0 First lift in the programme is 100% complete the
second lift has been manufactured and is due for
installation early in the new financial year. The re-
profiled budget relates to the installation of the
second lift.
Refurbishment Sheltered 0.0 80.2 0.0 80.2 85.3 5.1 All works complete.
Schemes
Heating Replacement / 0.0 977.0 0.0 977.0 951.0 -26.0 All identified works complete. Insufficient new
Installation installations identified to take up full budget
allocation resulting in a saving.
Remedial Works High Rise 0.0 216.4 0.0 216.4 225.3 8.9 All identified works complete. Additional items
Flats found during the course of the project resulting in
an overspend against budget.
Asbestos Test/Removal 0.0 26.0 0.0 26.0 24.8 -1.2 Ad- hoc works. All identified works are now
complete resulting in a saving.
External Insulation 73.0 376.0 0.0 376.0 353.6 -22.4 All works completed with a saving identified at the
end of the project. Saving not sufficient to
complete additional schemes.
Structural Works 0.0 90.0 0.0 90.0 68.3 -21.7 Ad- hoc works. All works identified complete at
year-end. Saving as a result of no new structural
defects being identified.
10
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Roof Repairs & Replacement 0.0 261.0 0.0 261.0 238.3 -22.7 All works complete. Project was delivered on an
ad-hoc basis based on works identified by the
maintenance team.
Righton House 9.4 10.0 0.0 10.0 10.8 0.8 Works complete.
Refurbishment/ Conversion
05/06
Disabled Facilities Adaptation 0.0 0.0 0.0 0.0 0.0 0.0 Old year code with system problems. To be
corrected by system administrator.
Lift Install Sheltered Schemes 0.0 0.0 0.0 0.0 1.4 1.4 Retention costs now expected to be higher than
original accrual. Marginal variance expected as
shown.
External Insulation 0.0 0.0 0.0 0.0 0.0 0.0 Saving in year as a result of accrual reversal.
System problems with old commitment.
Heating System 0.0 0.0 0.0 0.0 0.0 0.0 Previous period reversal and invoice to contra.
Replacements
Structural Works (Including 0.0 0.0 0.0 0.0 -0.6 -0.6 Saving in year. No more costs to be incurred.
Garages)
Small Works & Environmental 0.0 0.0 0.0 0.0 0.1 0.1 Previous period programme.
Improvements
Women’s Refuge 0.0 0.0 0.0 0.0 -2.4 -2.4 Accrual reversal offsetting payment for retention
monies. Commitment to be cleared in due course.
82.4 7,707.8 41.6 7,666.2 7,678.5 12.3
11
Contingency Budgets - 2006/07 Outturn
General Fund:
Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
Improvement to Football 0.0 14.3 0.0 14.3 0.0 -14.3 Remaining contingency offered up to finance
Pitches & Facilities future years capital programme
Improvement to St.Editha's 0.0 80.0 80.0 0.0 0.0 0.0 Following the recent sale of the Gungate precinct
Square it will be necessary to consult with all
stakeholders re the redevelopment of the town
centre to ensure any improvements are
sympathetic with new developments. Therefore
request budget to be re-profiled to 2007/08.
Strategic Partnering Process 150.0 150.0 0.0 150.0 0.0 -150.0 Remaining contingency offered up to finance
for Corporate Property future years capital programme
Leisure Futures - Play Fields 0.0 12.5 0.0 12.5 0.0 -12.5 Remaining contingency offered up to finance
Investment future years capital programme
Leisure Futures - Goal Posts 0.0 3.6 0.0 3.6 0.0 -3.6 Remaining contingency offered up to finance
future years capital programme
GF General Contingency 0.0 44.9 0.0 44.9 0.0 -44.9 Remaining contingency offered up to finance
150.0 305.3 80.0 225.3 0.0 -225.3
Housing Revenue Account:

Request
2005/06 2006/07 2007/08 2006/07 Spend Variance
HRA General Contingency 0.0 180.0 0.0 180.0 0.0 -180.0 Remaining contingency offered up to finance
0.0 180.0 0.0 180.0 0.0 -180.0
12
Appendix C
Commentaries received from Directorates as part of the outturn process are detailed below:
Corporate Services:
The sum of £546k relating to Service Transformation projects was returned to capital
contingency earlier in the year, following member approval. Of those schemes remaining,
budget re-profiling into 2007/08 is requested in respect of Replacement PCs, Servers and
Printers (£6.6k) to enable the Unix migration project to be completed, EDRM
Development (£8.9k) in respect of the Revenues and Benefits migration to upgraded DIP,
and Website Development (£25k) required for remaining work to be undertaken by Web-
Labs.
The £79k budget in respect of the Contribution to Staffs Connects, which was previously
reported as required to be re-profiled, was in fact spent in March, when the invoice for the
2006/07 annual contribution was received from Staffs County Council.
The e-Innovations AboutMeNow schemes are now completed, and unspent budgets have
been returned to the Staffordshire Partner Authorities involved on the basis of original
contributions made.
Housing and Property Services:
The 06/07 budget is £1.11m and includes £189k re profiled from 05/06.
The year-end outturn was £857.5k with £250.4 requested to be re-profiled into 2007/08
The Disabled Facilities Grant budget is underspent by £83.1k. The DCLG have approved
the carry forward of committed resources and as a result a £68.6k will be re-profiled into
2007/08. Of the remaining £14.5k underspend, £8.7k unused grant will be repaid to
DCLG and £5.8k will be returned to internal capital resources.
The Housing Renewals Assistance Grant is underspent by £99.5k due to the low demand
and an on going vacancy in the team. Approval has been granted by the GOWM to carry
forward any underspent resources and a review of the priorities for these funds is to be
undertaken. A report will be submitted to members in the next financial year to propose a
radical new approach to delivery of investment in private sector repair and renewal and
the development of new initiatives to provide social housing. Given the difficulties
experienced in recruiting to the vacant post in this area consideration is to be given to
working with a third party agency to deliver these initiatives.
There was an overspend on the DDA budget of £6k, as a result of unavoidable additional
works being identified during the course of the works. The site survey element of the
corporate property was completed taking the budget to full spend.
The car park machines were delivered but not installed resulting in a re-profile request of
£8k. The toilet refurbishment at Marmion House commenced later than anticipated
resulting in a re-profiling request of £74.3k.
13
Community and Environment:
The capital budget for 2006/07 was increased to £239K (which includes £113K re-profiled
from 2005/06) due to the inclusion of a further two new capital projects. Final spend for
2006/07 was £118k generating a £121k underspend. Of this underspend £86.7k is
requested to be re-profiled into 2007/08.
There has been £8K spent on Tamworth Castle on an electrical and timber survey and
drainage work. The underspend of £1.7k is requested to be carried forward to be spent
on ongoing surveying work as part of the repairs program as highlighted by the condition
survey.
The budget of £22k for the repairs at Tamworth Castle is also requested to be carried
forward as there are some delays due to the specialist nature of the work and we are still
waiting for Scheduled Monument consent before work can commence.
There has been £2.2k spent on the tennis courts to ensure the facilities remain
operational but as the timetable and scope of the Leisure Futures review of Treasure
Island and associated facilities has changed and we are now in the worst time of year to
undertake any works, we will need to re-profile the remaining £7.3k into 2007-08.
There has been £36k spent on the toilet and kitchen refurbishment at the Assembly
Rooms. The remaining budget of £4.3k is to be carried forward into the new year to be
spent on office improvements.
The budget of £38k for waste management & recycling was over spent by £8k as
approved by the Director of Finance and has been offset by savings found from the
Community Safety budget. The overspend was due to a higher demand than anticipated
for replacement bins and boxes.
The Community Safety budget of £104k is underspent by £32k primarily due to planning
permission being refused for the Wilnecote Youth Facility. We need to carry forward
£51k to 2007-08 for a CCTV scheme at Kettlebrook (£22k), a MUGA at Amington (£25k)
and lighting in Crowden Road (£4k).
Housing Revenue Account:
The final capital outturn for the Housing Revenue Account programme has increased to
£7.679m from £7.528m. This is primarily due because extra capital costs of £166k have
been identified through the statutory accounts review process carried out by the
Directorate Accountant since the provisional outturn figures were produced.
It would appear that the £131k underspend on the Kitchen Replacements contract
identified in the provisional outturn report was incorrect. The final outturn is an overspend
of £24k, this oversight was due to the valuations being dealt with out of sequence – the
processing of certificates 10 & 11 did not follow financial guidelines & were not put into
the payment system. It would appear that they were put on file rather than being
processed for payment which, as the final account had been settled, prompted the
understanding that all invoices had been paid when in fact there were other unaccounted
for payments. This is down to human error with original invoices being filed rather than
processed for payment.
14
Within this total HRA capital programme there is £82k re-profiled from 05/06 of which
£73k relates to the external insulation of PRC properties and £9k relates to the
conversion of Righton house. The year end outturn will result in a net £12k overspend
following the approval of the £41.6k requested to be re-profiled into 2007/08. This
equates to 0.16% of the total budget.
All projects were fully completed at year-end with the exception of the Environmental &
Community Safety (£7.4k), Renewal of Homelink Equipment (£7.7k), and the High-Rise
lift refurbishment (£26.5k), budgets for which are requested to be re-profiled into 2007/08.
There were overspends on Electrical Upgrades (£2k), Window Replacements (£34k) and
Bathroom Replacements (£44k), these were as a result of a combination of additional
unavoidable works being identified during the course of the contract and the reconciliation
of final accounts for the 4-year partnering agreements which varied from the draft final
accounts produced prior to year-end.
15
Appendix D
Projects requesting approval for re-profile of budget into 2007/08
Amount
Requested
Actual for Re-
Spend profile to Internal External Order/
06/07 07/08 Funding Funding Contract Additional Project comments for re-profiling
Project £000 £000 £000 £000 in place requests
Corporate
Services
Replacement PCs, 118.1 6.6 6.6 0.0 Y Re-profiling requested to cover remaining commitment
Servers & Printers re Unix migration project.
Service Transformation 108.9 8.9 0.0 8.9 Y Re-profiling requested to finalise Revenues & Benefits
- EDRM Development element of Comino DIP system
Service Transformation 0.0 25.0 25.0 0.0 Y Re-profiling is requested to cover cost of remaining
- Website Development work to be undertaken by Web-Labs in line with
contractual agreement/order.
40.5 31.6 8.9
Housing & Property
Services
Housing Renewal 86.5 99.5 0.0 99.5 N Agreed with GOWM that underspend could be carried
Assistance Grants forward to develop new approach to the delivery of
investment in private sector repair and renewal and
development of new initiative to provide additional
affordable housing. Proposals currently being worked
as part of Housing Strategy Development.
Disabled Facilities 186.9 68.6 27.4 41.2 Y Government Office have given for approval to carry
Grants forward underspends where funds have been
committed.
Replacement Car Park 20.0 8.0 8.0 0.0 Y
Machines
Marmion House Toilet 25.7 74.3 74.3 0.0 Y A delay in the commencing the programme whilst
Refurbish specifications were agreed has resulted in the need to
re-profile the budget.
250.4 109.7 140.7
Community &
Environment
Assembly Rooms - Bar, 35.7 4.3 4.3 0.0 N Remaining budget requested to be carried forward into
Kitchen etc the new year to be spent on office improvements.
16
Amount
Requested
Actual for Re-
Tamworth Castle - 8.0 1.7 1.7 0.0 Y The contractor was unable to complete the works in
Condition Survey March as planned due to them having other
commitments. The survey was completed in April
Castle Repairs 0.0 22.4 22.4 0.0 Y There was a risk from the start that the project would
slip into the next financial year due to the detailed
specification work that was required and the scheduled
monument consent required before commencement of
works.
Closure of Tennis 2.2 7.3 7.3 0.0 N A decision was taken to hold back due to (a) works
Courts for Urgent unable to be completed in wet conditions and (b)
Surface Works awaiting the outcome of Leisure Futures project re
treasury island. If the work is not undertaken by the
Council or new operators then we would eventually
have a damaged/ closed facility.
Community Safety 20.8 51.0 51.0 0.0 see a) The £22k earmarked for Kettlebrook CCTV has
comment been ordered with the supplier but has been delayed
due to works to be completed by Railtrack.
b) There is no contractual commitment or order for the
£25k earmarked for the Amington MUPA. Suitable
land is still to be identified.
c) An order has been placed with the supplier for £4k
lighting at Crowden Road MUPA. Works were not
completed last financial year due to work demands of
our supplier.
86.7 86.7 0.0
Housing Revenue
Account
Environment & 123.6 7.4 7.4 0.0 Y re-profiling request for works that were on site prior to
Community Safety year-end with a commitment raised and order in place.
Improvements A delay in delivery of electronic door opening
equipment has resulted in a 4 week delay in
completion. All works complete at 25 April 2007.
Renewal Homelink 27.3 7.7 7.7 0.0 - -
Equipment Sheltered
Schemes
17
Amount
Requested
Actual for Re-
High Rise Life 43.8 26.5 26.5 0.0 Y re-profiling request for works that had commenced
Refurbishment prior to year-end but were not complete, an order was
in place for this work and works had commenced. The
start of the project was delayed due to the need to
negotiate with leaseholders, this had not been planned
for at the time of producing the capital appraisal,
further delays occurred as a result of changes in
regulations which had an impact on manufacturing
periods. Works are due to be complete prior to the end
of May 07.
41.6 41.6 0.0
Approved Programme
Subtotal 419.2 269.6 149.6
Contingency
Improvement to 0.0 80.0 80.0 0.0 N -
St.Editha's Square
80.0 80.0 0.0
Grand Total 499.2 349.6 149.6
18
Agenda Item 15
CABINET
13th June 2007
Report of the Portfolio Holder Housing & Property Services
STRATEGIC HOUSING - AUDIT COMMISSION INSPECTION
Purpose
To seek approval for a proposed approach to producing and submitting a

corporate self-assessment to the Audit Commission in relation to their
inspection of the Council’s approach to its strategic housing functions.
Executive Summary
The Audit Commission has decided to carry out an inspection of the Council’s
“strategic housing” functions, and how these link to the relevant corporate
approaches and strategies (see below).
Areas (“Key Lines of Enquiry”, or KLOE’s) to be inspected:
• Strategic approach to housing

• Homelessness and housing needs
• Private Sector housing
• Access and customer care
• Diversity
• Value For Money.
The inspection will take place in the week commencing 15th October 2007,
and a self-assessment must be prepared and submitted to the Audit
Commission by 13th August. The inspectors will be seeking to obtain evidence
in relation to the Council’s self-assessment and are likely to interview a range
of relevant members and officers, as well as partner organisations and
customers (at the inspectors discretion). The preparation for the self-
assessment will require input from a similar range of people, and represents a
significant commitment of time.
Some initial preparatory work for the self-assessment has been undertaken,
and a proposed summary Project Plan is attached as Appendix 1. Cabinet’s
approval of the Project Plan is sought. It should be noted that the Plan past
the self-assessment submission will be further developed at a future date, to
ensure that necessary work to communicate in more detail with members and
officers on the inspection is carried out.
Given the short timescales for preparing for the inspection, and particularly
the self-assessment, this report seeks the approval of Cabinet to delegate
authority for agreeing the proposed self-assessment document to the
Corporate Management Team in consultation with the Portfolio Holder for
Housing and Property Services.
1
Members should note that the inspection does not specifically cover the
Council’s role as landlord of housing stock, however there are clearly links
between its strategic and landlord roles. As a result, the self-assessment will
need to take account of the ongoing work in relation to potential transfer of the
Council’s housing stock and the outcome of any potential ballot of tenants.
Policy, Capital & Revenue Budget – Background
The Project Plan proposes drawing on a degree of support from an external

consultant, the Housing Quality Network (HQN), to help to ensure the self-
assessment meets good practice expectations. The cost of this support would
be £5,600 plus reasonable expenses and VAT, and is accommodated within
existing budgets. HQN were selected as a suitable consultant via competitive
quotation.
Implications of this report
There are no direct implications in relation to community/performance

planning, sustainable development, community safety, equal opportunities or
human rights from this report.
The proposal aims to ensure effective preparation for the inspection given
existing resources. If arrangements are not put in place to do so, there is a
very high risk of an inadequate self-assessment, and the inspection giving a
rating which does not adequately reflect the true situation.
Recommendations
That Cabinet:
1. approves the attached Project Plan
2. delegates authority to CMT in consultation with the Portfolio

Holder (Housing & Property Services) to approve the self-
assessment for submission to the Audit Commission.
“If Members would like further information or clarification prior to the meeting
please contact Ray Vanstone, Strategic Planning Manager on Ext. 276 or Tim
Ridout, Audit and Governance Manager on Ext.254.”
2
Strategic Housing inspection October 2007
Draft Project Plan
Plan
To ensure adequate and professional preparation for and co-operation with, the
forthcoming Audit Commission inspection of Strategic Housing, which takes place in
the week commencing 15th October 2007. The plan below sets out proposed
timescales for the various necessary steps plus those officers responsible. Some of
the steps will need to be more closely defined at the appropriate time as specified.
Resources/Organisation*
Staffing:
Project Leader – David Weatherley, Chief Executive
Project Manager –Ray Vanstone/Steve Pointon
Quality Assurance – Tim Ridout
Business Case
The authority is required to undergo the inspection. This plan aims to ensure it is as
well prepared to do so as it can be given available resources.
Plan timetable
Date Action Responsible

To end of April Workshops involving TR/SP
relevant staff within
Housing to identify (at high
level) current status on
Audit Commission’s
KLOE’s and possible
improvements (including
any ‘quick wins’)
Complete
By end of April Engage appropriate TR/SP
consultant support.
Complete
By end of June To carry out meetings and RV/SP
workshops with relevant
officers and members to
consider all 6 KLOE’s in
detail and gain evidence to
support the self-
assessment.
To compile all relevant

information and supporting
evidence including
documentation.
3
At end of June All information and RV/SP/TR
evidence obtained
submitted to HQN.
By end of July Final proposed self- HQN in consultation with
assessment to be CE and CMT/PH
produced with support of
HQN, for agreement by
CMT and Portfolio Holder.
By 8th August CMT and Portfolio Holder CE and CMT/PH
to approve proposed self-
assessment.
13th August Submission final deadline
NB this is a summary Plan. A Plan relating to preparing for the

inspection itself will be presented to Cabinet at a later date.

Cabinet 13.06.07 Non-Con

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BOROUGH OF TAMWORTH

1. Apologies for Absence

2. Minutes of the meeting held on 23rd May 2007

When Members are declaring a personal interest or personal and prejudicial

4. Matters Referred to the Cabinet in accordance with the Overview and

5. Members’ Book Items

6. Annual Audit and Inspection Letter

7. Public Swimming TO FOLLOW

8. Tamworth Castle Motte Management Policy and Plan

9. Tamworth Castle & Museum Proposals for Efficiency Savings

11. Quarter Four Performance Report 2006/07

12. Capital Outturn Report 2006/2007

13. Draft Annual Statement Accounts and Report 2006/07 TO FOLLOW

14. Annual Treasury Report 2006/07 TO FOLLOW

15. Strategic Housing – Audit Commission Inspection

MINUTES OF A MEETING OF THE

The following Officers were present: David Weatherley, Chief

28 APOLOGIES FOR ABSENCE

31 MATTERS REFERRED TO THE CABINET IN ACCORDANCE WITH

32 MEMBERS’ BOOK ITEMS

A list of decisions taken by Officers in consultation with members was

33 TRENT VALLEY ANTI SOCIAL BEHAVIOUR STRATEGY

The report of the Corporate Director Community & Environment

RESOLVED: That the Trent Valley Anti Social Behaviour

34 SUPPLEMENTARY PLANNING DOCUMENTS

The report of the Portfolio Holder for Regeneration & Community

RESOLVED: (1) That the Draft Supplementary Planning Documents

(2) That the Corporate Director Community &

35 ESTABLISHING THE LICENSING FEE FOR MANDATORY

RESOLVED: That the licensing fee for mandatory licensing of

36 REVENUES AND BENEFITS EDRM UPGRADE – ADDITIONAL

RESOLVED: That the release of funds for the EDRM upgrade

37 EXCLUSION OF PRESS AND PUBLIC

RESOLVED: That members of the press and public be now

the following item on the grounds that the business

38 TAMWORTH ARTS & HERITAGE TRUST AGREEMENT DRAFT

The report of the Corporate Director Community & Environment

RESOLVED: (1) That the draft heads of terms be approved as the

(2) That the principles set out in Appendix B to the

(3) That the Corporate Director Community &

(4) That reports on progress be submitted to Cabinet

Annual Audit and

Status of our reports

Copies of this report

© Audit Commission 2007

How is Tamworth Borough Council performing? 6

Financial management and value for money 12

Tamworth Borough Council

Our overall summary

Tamworth Borough Council

Action needed by the Council

Tamworth Borough Council

How is Tamworth Borough Council

Figure 1 Overall performance of district councils in CPA

Overall performance of district councils in CPA

Source: Audit Commission

The improvement since last year - our Direction of

Tamworth Borough Council

What evidence is there of the Council improving outcomes?

Table 1 Table showing comparative Performance Indicator

Tamworth District Council

PIs Improved 47% 58%