2010-2011 Corporate Plan Performance Report - Thanet District ...

Annual Performance Report 

on 2010 - 2011 Corporate Plan 

Page 3 of 45

Explanation of Tables 

Performance Indicators 

Comparing against target 

Performance is on target 

Performance is slightly below target 

Performance is significantly below target 

Data not available 

Target has not been set (usually for new indicators) 

Data and target not available 

Comparing against last year 

Figure has fallen - an improvement on last year 

Figure has risen - an improvement on last year 

Figure has fallen - worse than last year 

Figure has risen - worse than last year 

No change compared to last year 

Page 4 of 45

Theme 1: Prosperity 

Attracting employment especially by supporting tourism and the green economy 

The Council is committed to develop planning policies that support the economic development of Thanet. It will provide support to local 

businesses and work with partners to secure developments within Thanet that provide job opportunities and bring investment into the area. It 

will also work with partners to ensure that local people have the skills and motivation they need to take advantage of new job opportunities 

as they arise. The Council is committed to managing the Ramsgate Port and the Royal Harbour in a way that supports the local visitor 

economy. 

LI152 Total number 

of major applications 

decided 

LI109 No. of visits 

to the tourism 

website 

LI140 Number of 

accompanied freight 

units through the Port 

LI141 No.of 

unaccompanied 

freight units through 

the Port 

LI142 No. of 

passenger vehicles 

through the Port 

LI144 No. of 

aggregate vessel 

berthings at the Port 

LI136 Avg no. of 

occupied permanent 

berths in RRH 


leisure boat visitor 

nights at RRH 

2008/09 

Actual 

2009/10 

Actual 

2010/11 

Actual 

109 40 39 50 

457,078 515,164 592,175 530,620 

127,036 103,829 104,807 129,672 

21,909 21,770 24,292 24,756 

26,963 20,265 29,058 27,780 

Indicators relating to prosperity 

Change 

2010/11 Yr End 

from last End of year comment 

Target Status 

Year 

Adecline in the number of major planning applications coming to 

Thanet over the past three years is a trend that we would like to 

see reversed, as each is a way of bringing prosperity to the area. 

The website traffic for this financial year shows a 15% increase on 

previous year, which shows improved interest in the Thanet Area. 

Operating conditions have been difficult in the past year, and the 

three year trend has shown overall contraction. With the economic 

recession TEF reduced their vessel rotations to survive. Significantly 

Dover lost 9.1% of its freight traffic in the year 2010, though 

Eurotunnel saw their freight shuttles grow a massive 42% in the 

year 2010. 

Unaccompanied freight is showing a positive three year trend, 

though this is low yield traffic and the smaller proportion of TEF's 

business. 

Pax Car has shown excellent year-on-year growth, exceeeding 

targets - this year 45% above 2009-10, assisted by the earlier 

volcanic ash impact on air travel and the LD Lines link. 

12 11 21 12 Targets have been exceeded by a considerable margin this year. 

451.42 443.25 427.08 443.92 

Predicted levels haven't been achieved this year; recession impact 

and complaints about upkeep. 

10,291 9,935 9,342 9,500 This has been another difficult year for this business. 

Page 5 of 45

Page 6 of 45

Margate Renewal, Turner & 

Neighbourhood Plan (CP1.1.1) 

Blank white box 

Key details 

Lead Officer: Derek Harding 

Project Sponsor: Brian White 

Corporate Plan Theme: CP1 Thanet's Economy 

Margate Renewal, Turner Contemporary & the Neighbourhood Plan 

Answering the "so what?" question - why are we doing 

this? 

Support the Margate Renewal Programme through the delivery of 

key developments in central Margate and Cliftonville: 

Turner Contemporary: Support Turner Contemporary to become 

a regional cultural attraction. 

Key Partners: SEEDA, KCC, Homes and Communities 

Agency, GOSE, English Heritage, Arts Council England 

Neighbourhood Plan: To provide a long-term plan for 

regeneration interventions in Cliftonville and Margate. 

Year End Performance Comments on the project 

Yr End comment: What's been achieved this yr 

Substantial Progress on several fronts, including: 

Dreamland Heritage Amusement Park: Business plan work nearing completion, urgent works contract for Cinema awarded, CPO statement of reasons ready for Cabinet, 

funding strategy agreed. 

Arlington Tower Block refurbishment: Planning brief approved & application prepared for future Council consideration. 

Work in Old Town: Ideas for development of Queens Arms Yard, and redevelopment of Fort Road site are progressing. 

Turner Contemporary: Ready for operning on 16th April 2011. 

Margate Public Realm Proposal for seafront: Project initiated 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £194,837 

Financial Comment • These costs were incurred as 

enabling costs in association with Margate Renewal. 

Yr End comment: Difference it's made so far 

As this report is being written Turner Contemporary is enjoying a successful opening, with higher visitor numbers than expected. The foundations have been laid for several 

initiatives with the aim of turning round the fortunes of Margate. The drafted plans will be reappraised to achieve best focus after the local elections. 

Yr End comment: What are the next steps? 

Reappraisal of plans after the election, with a view to confirming the futures of key areas of Margate including the Dreamland Heritage Amusement Park, the Arlington area, 

the old town area, the Rendezvous & winter gardens area, and the seafront. 

Page 7 of 45

Pathway to Turner (CP1.1.5) 


Key details 

Lead Officer: Derek Harding 



Key Partners: KCC, English Heritage, Margate Town 

Partnership, Groundwork UK 

Pathway to Turner Contemporary 


this? 

Complete the Countdown to Turner Project delivering 

improvements to the Margate approaches and nearby 

infrastructure. In preparation for the Turner Contemporary Gallery 

opening in spring 2011. 



Preparation had three strands: (1) Getting the message across (publicity) (2) Prepare the town (securing funding and undertaking physical environmental improvements) (3) 

Opening for business (business support). All three strands progressed to schedule, including the following: the majority of physical works were completed by end of March 

before gallery opening on 16th April; the station improvements were achieved; Fort Road Hotel was acquired; the Old Town Green Space Consultation was completed; 

and, works on the Arcadian underway undertaken. 


As this report is being written Turner is enjoying a successful opening with higher visitor numbers than predicted. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£100,000 £72,380 

Financial Comment • Main costs are environmental 

improvements prior to Turner Contemporary opening. 


The main aim is to develop an ongoing dialogue with Turner Contemporary to ensure that it acts as a catalyst for regeneration of Margate. There are a number of initiatives 

that will be revisited after the election. 

Page 8 of 45

Response to airport master plan 

(CP1.2.1) 


Key details 

Lead Officer: Doug Brown 



Key Partners: Kent County Council, Airport Consultative 

Committee 

Response to airport master plan 


this? 

Produce a response to the Airport Master Plan. 

To support the environmentally responsible growth of the airport. 



The response to the airport master plan has been approved by Council, completing this particular project. The Council now has a policy position on the Master plan. 


We can now monitor airport growth effectively based upon Master plan predications. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 

Financial Comment 

No cost other than staff time has been incurred in completion 

of this project. 

The report refers to the need for further work through the working party, and these further projects need to be progressed. Also ongoing monitoring of traffic should continue. 

Supporting Data 

PI reference & name 


Actual 

LI327 No. heavy flights at the airport 3,281 

LI328 No. passengers through the airport 30,128 

Page 9 of 45

Business plan for Ramsgate 

port & harbour (CP1.2.2) 


Key details 

Lead Officer: Robert Brown 

Business plan for Ramsgate port & harbour 


this? 

To develop a 25 year plan for Ramsgate Port & harbour, to form the 

framework for: 



Key Partners: SEEDA (SE Ports Group), KCC 

 

 

 

 

 

 

Regeneration of central Ramsgate; 

Creation of new jobs; 

Bringing new technology to Thanet e.g. Wind Farms, 

possible links to further education; 

Improved environmental performance; 

Improved land usage; and 

Improved income streams from the Port and Marina. 



First draft Masterplan in production and discussed with Chairman of Masterplan Working Party. Site visit of Working Party on 11 April 2011. 


Assisted in locating Siemens onto the Port adjacent to its client, London Array. And, improve working arrangement with Fishermen's Association leading to revised, more cost 

efficient fuelling facilities. Has enabled identification of sites for supporting commercial activities. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 


No cost other than staff time has been incurred in completion 

of this project. 

Site visit of Working Party on 11 April. Draft Masterplan available for 

consultation after elections and the New Council 2011-15 in place. 




Actual 

LI138 Number of leisure boat visitor nights at RRH 9,342 

LI143 Number of ferry berthings at the Port 1,863 

LI340 No. of operational fishing boats in Port of Ramsgate 47 

Page 10 of 45

Ramsgate marina programme 

(CP1.2.5) 


Ramsgate marina improvements programme 


Key details 

this? 

Both the outer marinas and the entrance of the Royal Harbour had 

become silted with deposits from both the sea and the river Stour. 

Customers had expected to be able to navigate their vessels at all 

Lead Officer: Robert Brown 

states of the tide. But many areas of the marinas where the water 

depth was expected to be 2.5m deep at low water were actually 


less than 40cm deep and in some areas actually dry. This has 

impacted on the visitor number to the Royal Harbour and with it the 


associated economic benefit to the whole area. Additionally it was 

impossible to service the needs of the lcoal fishing industry, 

Key Partners: 

commercial workboats, wind farm vessels, pilot cutters, HM 

customrs and the Lifeboat at low tides. Finger pontoons required 

overhaul and re decking due to rotten unsafe decking. 



Inner East rewire for Smart Metering is now complete. No.1 Substation switchgear complete. No.3 Substation switchgear and generator interswitch with new generator 

housing now complete. Terminal roof complete. Amsa roof complete. Finger pontoons on the western outer redecking complete. Outer east and outer west dredging 

undertaken. Turning circle dredging undertaken. Outer east breakwater replacement 95% complete. 

Facilitation of both windfarms and associated supply chain ongoing. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£325,000 £325,000 

Financial Comment Further expenditure yet to be 

reported. 

Inner East rewire for Smart Metering is now complete. A secure system whereby customers have to pay for supply of electricity and only charged for the actual consumption. 

No.1 Substation switchgear complete. No.3 Substation switchgear and generator interswitch with new generator housing now complete. Short supply for both customers and 

stakeholders. Terminal roof now complete. Safety of customers using building. Amsa roof complete. Safety of customers and stakeholders using building. Finger pontoons on 

the western outer redecking complete. Safety and visual appearance. Outer east and outer west dredging undertaken. Safe navigation. Turning circle dredging undertaken. 

Safe navigation. 

Outer east breakwater replacement 95% complete. Improved facility to service windfarm industry. Delivery of new income stream. Facilitation of both windfarms and 

associated supply chain ongoing. To ensure the beneficial working partnership and bring economic benefit to the area. 


To promiligate the Smart metering system to all berths. To undertake replacement of No.2 Substation switchgear. To undertake repairs to road surfaces within the Port. to 

replace the pontoons adjacent to Pier Yard access way. Improve the pontoons in the inner basin. 




Actual 

LI136 Avg no. of occupied permanent berths in RRH 427.08 

Page 11 of 45

LI103 Visits to TLF 

run leisure centres 

LI105 Total 

throughput for TDC 

organised sports 

activities for CYP 


of participants in 

Thanet Coast project 

events 

LI229 Average wait 

time for all Gateway 

Plus customers 

2008/09 

Actual 

2009/10 

Actual 


Actual 

332,707 335,019 348,730 338,000 

9,327 9,851 8,725 10,000 

? 13,950 15,890 13,950 

? 5.17 5.15 10.00 

Theme 2: Place 

Keeping Thanet beautiful by making the place clean, green and a healthy place to be 

The Council is responsible for maintaining and keeping clean the areas parks, open spaces and beaches and bays. It is also responsible for 

cleaning the streets and providing the household waste collection service. It is committed to considering the environmental impact of any 

proposed developments. It maintains a Local Development Framework, a portfolio of documents whose purpose is to guide decisions 

and investment to help deliver planned changes in Thanet. The Council’s housing teams are committed to improving the quality of Thanet’s 

housing, particularly in Margate and Cliftonville where the availability of cheap, poor quality accommodation is linked to poor health and 

increasing crime. 

Page 12 of 45 

Indicators relating to people 

Change 



Target Status 

Year 

As can be seen from the figures visits were considerably higher 

than target. This is due to a number of factors. Firstly facility 

improvements have led to an increase in members and therefore 

attendances. Secondly the final quarter included enrolments for 

swimming lessons which unfortunately cannot be split and therefore 

include some attendances for the next year. 

The figure is lower than last years total of 9851 and therefore the 

target figure which can be attributed to a number of factors. 

External funding changes meant the focus of our Sport 4 NRG 

project moved towards using sport to assist older teenagers into 

employment or training and therefore resulted in more targeted 

sessions rather than open access sessions and less frequent events 

in the school holidays. Furthermore, the disability sports project 

ended in August which attributed for a number of specialised events 

and therefore reduced down numbers. 

To summarise whilst the target was set on previous years they are 

not totally comparable given the change in outcomes required by 

the external funding. It has been a successful year however work 

has been with a lower number of harder to reach young people. 

Engaging with the local community figures exceeded expectations 

for the public and community events programme thanks to lottery 

funding for supporting the school water safety lectures (which sadly 

ends in 2011, and so means 5,500 participants less in 2011/12). 

One lottery scheme finishes and another smaller (Footprints in the 

Sands - access to nature lottery) grant begins. 

Wait times have fluctuated during 2010/11 refkecting the changes 

in service provision that have happened during that time. Wait 

times are lower than targets for the year averaging 5.15 minutes as 

opposed to the 10 min target. 

The actual year end figure of homelessness preventions per 1,000 

households has exceeded the years target. The target was 4.50 

preventions per 1,000 households and actual total was 5.98 (this

equates to a total figure of 390 homelessness preventions for the 

year). 

This represents a 1.38 increase in homelessness prevention per 

1,000 households from the previous year 2009/10. 

BV213 No. of 

homeless preventions 

in Thanet per 1000 

households 

? 4.21 5.98 4.50 

Whilst this is a positive increase there are areas 

where homelessness preventions have not been captured, in 

particular households being assisted through the Sanctuary Scheme 

to enable them to remain in their homes following an incident of 

domestic abuse. Progress has been made to work with In-touch 

the facilitator of the Sanctuary Scheme to record and report on 

these in future. 

The figure of 5.98 preventions is also less than both the South East 

and Nation average of homelessness preventions for 2009/10, 

which were 7.3 and 7.7 per 1,000 households respectively. 

With greater empathis on the team ensuring that all positive 

prevention casework is recorded and by recording of preventions 

which have previously not been recorded, the number of 

homelessness preventions per 1,000 households should continue to 

rise next year, with the aim of achieving 12 preventions per 1,000 

households during 2011-12. 

Page 13 of 45

'Top 10' Environmental Action 

Projects (EAP) (CP3.1.2) 


Key details 

Lead Officer: Mick Bates 

Project Sponsor: Mark Seed 

'Top 10' Environmental Action Program (EAP) projects 


this? 

Members require entrances into Thanet & town centres to be clean 

and well presented to visitors. Also, local residents require open 

spaces and park areas to be maintained to a reasonable standard. 

Corporate Plan Theme: CP3 Beautiful Thanet 

Key Partners: KCC, Pipeline, Probation Service 

* These projects are only part of the wider EAP programme. The 

complexity of the programme makes it very difficult to provide cost 

information for just these 10 projects on a regular basis. Instead, 

costs will be evaluated during the project evaluation at year-end. 



This year we have completed the following projects 

Hanging Basket Trees in Margate High Street, installation of new litter bins in Margate and Ramsgate, completion of ongoing maintenance programme across Thanet. In 

addition the Nayland Rock derelict land has been completely cleared of all debris and sealed to prevent further deterioration on parcel of land. 

Unfortunately the following projects are still in obeyance due to planning restrictions and decisions: Welcome Signs into Thanet on 3 major roads, Entry buoy at Ramsgate 

Port, Buoy on Roundabout at Margate Station, Painting of lighthouse on Margate Harbour, 

With regard to Margate Old Town Lighting Scheme, discussions are taking place with KCC for the implementation of new equipment. 

The final project not completed this year is work to Andrews Passage. This is due to KCC Engineers needing to carry out a full detailed structure survey with the possibility of 

a full closure of this passageway. 

Target (YTD) 


BUDGET 

Actual (YTD) 

? ? 

Details of the savings made by TDC direct arrangement of 

works are still being prepared for those projects completed in 

2010-2011. 


The work undertaken by the EAP team has enhanced the visual impact of Thanet's key town and seafront areas. Positive feedback has been received from local residents and 

partners congratulating us on the improvements. 


To carry forward oustanding works into the new financial year and focus on obtaining planning permission to complete the programme. This will be as part of the new 

programme of works which will be agreed shortly. 




Actual 

LI322 Savings in the cost of EAP service (when compared to ext contractors) ? 

Page 14 of 45

Waste containment project 

(CP3.3.4) 


Key details 

Lead Officer: Jay Jones 



Key Partners: Kent Waste Partnership, Changing 

Attitudes & Behaviours Group 

Pilots for improved waste containment 


this? 

As clearly evidenced by the rollout and extension of the wheeled 

bin scheme across Thanet, effective containment of waste has a 

benefit in reducing the damage by seagulls and vermin and 

consequently, reduces the spillage of waste on the streets. 

This not only improves the residents' perception of the cleanliness 

of their streets, but reduces the need for additional street cleansing 

resources to clear up rubbish and litter on the streets particularly on 

waste collection days. 

The dual wheeled bin scheme also provides residents with the 

facility to recycle a range of household waste that would otherwise 

go to landfill. 



Wheeled bin rollout to a total of 3,500 households during 2010-11 bringing total to 51,700 households on bins. Seagull proof bag trial completed. Educational campaigns 

delivered to schools (as part of recycling and "Lilly loves... clean streetc/parks/beaches" campaign) as well as to residents groups. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£60,000 £100,000 

Financial Comment • 

Roll-out has been successful and we have maximised use of 

available resources. 

Improved the cleanliness of streets and provided kerbside recycling for households in areas of dual wheeled bins scheme. Campaigns help to promote recycling as well as to 

educate on waste management and correct use of bins and bags. 


Further rollout of seagull proof bags to approx. 1,000 households and combined containment comprising dual & single wheeled bins and seagull proof bags to a further approx. 

3,000 properties planned for Spring 2011. 




Actual 

LI304 No. households on the wheeled bin scheme 51,000 

LI214 Complaints/service requests for refuse collection 8,636 

Page 15 of 45

Public perception of 

Thanet's cleanliness (CP3.1.5) 


Key details 

Lead Officer: Jay Jones 



Perception of cleanliness in Thanet 


this? 

Street cleanliness has been identified as one of the top priorities of 

the residents of Thanet. 

Adjustment of waste collections particularly in areas that do not 

have wheeled bins and scheduling of street cleaning resources will 

help to reduce rubbish on the street and clear up spilt waste on 

waste collection days. 

Key Partners: Kent Waste Partnership, PACTs, Police 

Educational campaigns particularly in schools will help to get 

children and young people to think about their role and 

responsibilities which in turn it is is hoped) will engender a change 

in behaviour and attitude. 



Two campaigns delivered to schools with over 2,500 children signing a pledge promising not to drop litter. Street cleansing crew redirected to areas remaining on black 

sack collections. Further rollout of wheeled bins and extension of seagull proof bag scheme in Spring 2011 expected to futher improve public perception. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£3,000 £600 


Campaigns at primary schools helps raise awareness and create sense of responsibility from a young age. Rollout of wheeled bins and seagull proof bags help protect waste 

from seagulls and other vermin thus reducing litter on streets and improving public perception. 


Further rollout of seagull proof bags and wheeled bins planned for Spring 2011 to help reduce litter on streets from unprotected black sacks which in turn will improve public 

perception of street cleanliness. 

Apart from expenditure on staff costs the total cost of campaigns 

was £600. 




Actual 

DE LI209 F1 Street Cleansing complaints (excl. dumped waste) 1,550 

DE LI209 F2 Dumped waste & gull damage reports 2,701 

Page 16 of 45


Cost effectiveness of 

TDC works services 

(CP3.3.3) 

Develop cost effective works services as part of East Kent joint waste project 


Key details 

this? 

The Works services in Thanet, which comprise waste collection, 

street cleaning and grounds maintenance make up one of the 

Lead Officer: Mark Seed 

largest areas of spend for the Council. It is imperative that these 

services, and the way they are organised, are reviewed in detail to 


ensure that they represent the most cost effective solution for the 

Council. 


Key Partners: East Kent Districts, Kent County Council, 

Kent Waste Partnership 



In addition, the Council is committed to seeking joint delivery 

solutions with the East Kent authorities and KCC which drive wider 

cost savings and service improvements. This work is an essential 

part of the approach to 2013 by which the new services have to be 

in place. 

The service has delivered over £0.5 million of savings for the Council during 2010/11. In addition, a cost report comparing the current costs with the tendered contract in 

Dover and Shepway has been completed for Thanet and Canterbury. This will lead to a report to members in the summer on the way forward with the service up to 2013. 


The work during 2010/11 has delivered a signifcant saving for the council to counteract overspends in other areas, and has allowed a significant contribution to be made to 

the council's main reserves as well as contributing £200,000 to a specific reserve in relation to maintenance of the council's front line assets. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 


No cost other than staff time has been incurred in this project. 


The project work undertaken in combination with Canterbury will be developed into a report to Cabinet at both councils in June and July, to allow a decision to be made about 

joining the services together and whether the service will be put out to tender. 


2010/11 2010/11 


Yr End Status 

Actual 

Target 

LI303 Savings achieved in the Works services £104,000 £104,000 

Page 17 of 45

Affordable homes programme 

(CP4.2.1) 


Key details 

Lead Officer: Ashley Stacey 

Project Sponsor: Madeline Homer 

Corporate Plan Theme: CP4 Quality Housing 

Key Partners: Homes & Communities Agency, RSLs, 

Planning Officers 

Deliver 280 affordable homes between 2008-2011 


this? 

We want to ensure that the housing in Thanet meets local demand 

and helps to reduce homelessness, 

There are 4,500 people on the housing register but only 800 

lettings annually. 450 households applied to the council as 

homeless between April and September 2009. 

The LA currently own around 3000 homes and the RSL's have 

approx 4111. 



By March 2010, we had already provided 286 affordable homes, meeting the target of 280 over a year early. An additional target was then set to deliver a further 110 

affordable homes between 2010-11. This target was almost reached and only missed by 13 units, which was as a result of the current economic climate and also an impact of 

the reduced budget of the Homes and Communities Agency. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£300,000 £300,000 


These monies represent the Homes & Communities Agency part 

of the funding for building of new homes. 

The affordable homes delivered in the last financial year and across the Corporate Plan period have provided a range of much needed affordable accommodation within the 

district. The mixture of social rent and shared ownership units has helped to deliver the sustainable communities agenda and housed a number of residents on the Housing 

Register. We have also achieved funding from the Homes and Communities Agency as part of the Local Authority New Build programme to add 5 new units of family 

accommodation to the HRA portfolio. Despite the current economic climate there has not yet been a negative impact on the delivery of affordable housing and the provision 

of new supply has been successful. 


The target for the next financial year 2011-2012 has been set at 60 units. This is in accordance with developments which should be completing in this period. The changes to 

the Homes and Communities Agency's affordable homes framework 2011-2015 may start to have an affect on the provision of affordable housing as there will be less funding 

available for Registered Providers to build new supply. The new affordable rent model, with rents at 80% of the market rents is not likely to generate enough income to build 

new supply as intended in Thanet. We have a number of larger schemes, however, which are due for completion in the next couple of years, which should continue to 

produce new supply and are working with Registered Providers and the HCA in accordance with the new framework. 




Actual 

NI155.TH Number of affordable homes delivered (gross) 97 

Page 18 of 45

Programme to rebalance 

Cliftonville housing market 


(CP4.1.1) 

Key details 

Lead Officer: Tanya Wenham 



Key Partners: KCC, Homes and Communities Agency, 

Registered Social Landlords 

Changing housing market in Cliftonville 


this? 

Support the Margate Renewal Programme by developing a 

programme to change the nature of the housing market in 

Cliftonville, reducing the number of HMOs and increasing levels of 

home ownership. 

This involves writing and implementing two key strategies - the 

Housing intervention strategy and the Cliftonville enforcement 

strategy: 

1) making Margate attractive to investors and ultimately a selfsustaining 

economy; 

2) improving the living and housing standards in Margate; and 

3) rebalancing the housing tenure in Cliftonville West and Margate 

Central 



Designated a selective licensing area due to come into force on 21st April 2011. 

 

 

Secured £500K from KCC to enhance the housing regeneration team and increase enforcement activity. 

Appointed 4.5 additional housing improvement officer posts bringing the team up to 8.5 enforcement posts. 

Increased enforcement activity by 96% from 136 notices served in 2009-10 to 267 notices served in 20010-11. 

 

 

Set up the pro-active Your Home Your Health project with aim of attempting access to every unit of accommodation in the selective licensing area. In 2010-2011 the 

team attempted access to 660 units. 

Set up the housing intervention approach in partnership with KCC and HCA. Identified sites for intervention and the approach to be taken. Governance currently being 

agreed and procurement of delivery partners due in the new financial year. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£305,913 £305,913 


 

 

 

 

 

 

 

We have seen a reduction in the number of HMOs in the area following increased enforcement action. 

We have seen greater engagement with landlords following the selective licensing consultation. 

There has been an increase in the number of landlords becoming accredited under our landlord accreditation scheme which should encourage a better quality of 

accommodation. 

We have been able to help a number of vulnerable people living in poor conditions who weren't aware they could get help from the council during the proactive 'your 

home your health' inspections. 

We have increased our understanding of the areas we have been targeting and have a better idea of the level of private rented property and its condition. 

We have a better idea of the type of community living in the areas and the sort of services people require. 

The intervention strategy has identified key sites that will have the biggest impact on the area. 

The target budget is a two-year target until end of March 2012. 

The major expenditure this year is £30,355 employee costs. 

Due to slight delay in recruiting the total spend so far is slightly 

less than expected at this stage. The project will continue to 

incurr expenditure into 2012/13 financial year, achieving a total 

spend of the £500,000 KCC allocation. 


To develop a document detailing measures of success for selective licensing and collect baseline data to show improvements 

Procure partners to deliver the intervention strategy 

Confirm priorities to target intervention strategy 

Implement and deliver selective licensing 

Page 19 of 45

Continue to deliver the 'your home your health' scheme 

Continue to deliver the housing enforcement programme 

Implement the tenant referencing scheme to compliment selective licensing 




Actual 

BV064 No. of dwellings returned to occupation / demolished 108 

LI189 No. of disrepair cases resolved 501 

LI196 No. of licensed HMOs in the renewal area 20 

Page 20 of 45

Review allocations policy 

(CP4.2.3) 


Key details 

Lead Officer: Ashley Stacey & Stuart Clifton 



Key Partners: Supporting People 

Review allocations policy 


this? 

The current allocations policy has expired and needs to be 

reviewed to discourage the inward migration of benefit dependant 

households, which puts additional strain on existing resources. 

It is also important to ensure local people are given priority to 

affordable housing. 



This project had to be put on hold due to central government's plan for social housing reform in the Localism Bill which is expected to become law in Sept 2011. 


Not applicable. 


As a result of the proposals for social housing reform, a number of projects which affect the Letting Policy have been placed on hold (Common Housing Assessment Framework 

(CHAF) and Kent Agency Assessment). These initiatives will need to be re-assessed when the Localism Bill is enacted. 

Implementing a new letting policy will involve expenditure, currently estimated at £8,000. This will be used to update the current housing systems, which will need to be 

reviewed and changed as a result of a decision to sign up to the CHAF (when the reform within social housing becomes law). This will involve further costs in system updates. 

BUDGET 

Target (YTD) Actual (YTD) 

£0 £0 


No cost other than staff time was incurred in this project. 

Page 21 of 45

Programme for improvement 

of play facilities in Thanet 


(CP5.1.1) 

Program for improving play facilities in Thanet 


Key details 

this? 

The projects contribute to achieving improvements in key areas of 

the Corporate plan theme identified. The thee year revenue 

Lead Officer: Chris Tull 

projects, Beach Play and Doorstep Play are designed to engage 

with hard to reach groups in the local community and deprived 


wards as priorities across Thanet. These are delivered via the 

Thanet Coast project. They have and continue to engage with 

Corporate Plan Theme: CP5 Healthy Communities 

children, young people and their families. Beach Play also 

demonstrates how these improvements can be achieved through 

Key Partners: Thanet Coast Project, local community 

the use of natural assets in the district rather than rely on expensive 

groups, Thanet Play Partnership 

facility led play activities. Attendances to play sessions have met 

Big Lottery targets and funding is confirmed for the three year 

programme completion. 



Beach Play and Doorstep Play - This current year project has successfully completed. This project has enabled further recognition via the Thanet Coast Project, for the 

importance of the sustainable natural coastline that can provide many engaging play opportunities for local children, families and visitors alike. Whilst the numbers 

attending are yet to be finalised, they have exceeded the projected figures for the Big Lottery Funding. They will include hard to reach groups and sections of the 

community that are considered deprived, based on the targeted approach to attendances. 

Multi-Use Games Areas - The two capital projects consisting of ball courts at Ramsgate and Westgate have proven to be popular in use with their respective local 

communities. The Ramsgate facility is situated in one of the most deprived Ramsgate Wards whilst the Westgate facility recognised the efforts of the local community 

supporting provision of play facilities through their efforts and fundraising not only for the ball court but additional on-site play facilities. The Big Lottery Fund money will be 

spent by end of March 2011, the end of the three year funding period. 


Through this work doors have been opened to recognise the potential wider benefits that the coast has to offer beyond play as a contribution to economic recovery through 

Tourism and as a valuable asset to Thanet and its residents. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£308,911 £260,739 



These additional facilities act as beacons to attract further investment in Thanet's play facilities, through giving clear evidence of engagement with hard to reach sections of 

the community, and potential for reduction in anti-social behaviour associated with younger age groups in the community. 

The budget comprised £145,627 Big Lottery Play fund, and 

£163,284 revenue funding. All of the lottery funding has now 

been spent. 




Actual 

LI305 No. of CYP attending beach play 2,651 

LI306 No. of CYP attending doorstep play 14,677 

Page 22 of 45

LI103 Visits to TLF 

run leisure centres 

LI105 Total 

throughput for TDC 

organised sports 

activities for CYP 


of participants in 

Thanet Coast project 

events 

LI229 Average wait 

time for all Gateway 

Plus customers 

2008/09 

Actual 

2009/10 

Actual 


Actual 

332,707 335,019 348,730 338,000 

9,327 9,851 8,725 10,000 

? 13,950 15,890 13,950 

? 5.17 5.15 10.00 

Theme 3: People 

Working together to make Thanet safe and improve the quality of life for all 

The Council has a strong commitment to improving health and reducing crime locally, although it is the Police, Kent County Council (KCC) 

and the health authorities that have the most direct role in tackling these issues. The Council recognises that the work of its community, 

housing and enforcement services must be properly aligned to those of our partners in the Police, KCC and the health authorities in order 

to effectively tackle these problems which have long term causes that take time to change. Cliftonville West and Margate Central are of 

particular concern, and here the Council is working in partnership with other public sector organisations through the Margate Task Force. 

Page 23 of 45 

Indicators relating to people 

Change 



Target Status 

Year 

As can be seen from the figures visits were considerably higher 

than target. This is due to a number of factors. Firstly facility 

improvements have led to an increase in members and therefore 

attendances. Secondly the final quarter included enrolments for 

swimming lessons which unfortunately cannot be split and therefore 

include some attendances for the next year. 

The figure is lower than last years total of 9851 and therefore the 

target figure which can be attributed to a number of factors. 

External funding changes meant the focus of our Sport 4 NRG 

project moved towards using sport to assist older teenagers into 

employment or training and therefore resulted in more targeted 

sessions rather than open access sessions and less frequent events 

in the school holidays. Furthermore, the disability sports project 

ended in August which attributed for a number of specialised events 

and therefore reduced down numbers. 

To summarise whilst the target was set on previous years they are 

not totally comparable given the change in outcomes required by 

the external funding. It has been a successful year however work 

has been with a lower number of harder to reach young people. 

Engaging with the local community figures exceeded expectations 

for the public and community events programme thanks to lottery 

funding for supporting the school water safety lectures (which sadly 

ends in 2011, and so means 5,500 participants less in 2011/12). 

One lottery scheme finishes and another smaller (Footprints in the 

Sands - access to nature lottery) grant begins. 

Wait times have fluctuated during 2010/11 refkecting the changes 

in service provision that have happened during that time. Wait 

times are lower than targets for the year averaging 5.15 minutes as 

opposed to the 10 min target. 

The actual year end figure of homelessness preventions per 1,000 

households has exceeded the years target. The target was 4.50 

preventions per 1,000 households and actual total was 5.98 (this 

equates to a total figure of 390 homelessness preventions for the

year). 

This represents a 1.38 increase in homelessness prevention per 

1,000 households from the previous year 2009/10. 

BV213 No. of 

homeless preventions 

in Thanet per 1000 

households 

? 4.21 5.98 4.50 

Whilst this is a positive increase there are areas 

where homelessness preventions have not been captured, in 

particular households being assisted through the Sanctuary Scheme 

to enable them to remain in their homes following an incident of 

domestic abuse. Progress has been made to work with In-touch 

the facilitator of the Sanctuary Scheme to record and report on 

these in future. 

The figure of 5.98 preventions is also less than both the South East 

and Nation average of homelessness preventions for 2009/10, 

which were 7.3 and 7.7 per 1,000 households respectively. 

With greater empathis on the team ensuring that all positive 

prevention casework is recorded and by recording of preventions 

which have previously not been recorded, the number of 

homelessness preventions per 1,000 households should continue to 

rise next year, with the aim of achieving 12 preventions per 1,000 

households during 2011-12. 

Page 24 of 45

Thanet Works Programme 

(CP1.4.1) 


Key details 

Project Team: Jacqui Ward, Barry Mileham, 

Susan Adkins, Carrie Donegan, Joe Vizer, Colin 

McClean 

Project Sponsor: Sarah Carroll 


Key Partners: Thanet College, Kent County 

Council, TDC, Pipeline, Pie Factory, Kent 

Community Organisation, Turner Contemporary, 

Margate Renewal Partnership. 

Thanet Works Programme 


this? 

The Working Neighbourhood Fund (WNF) is a £4.099m 

grant aimed at tackling concentrated pockets of 

worklessness and getting people off benefits and into work 

through training and work, particularly young people. The 

emphasis is on innovation, step change and challenge to 

produce real impact. The money is for use between April 

2008 and March 2011. 

Thanet Works is the 'brand name' for the partnership 

responsible for the funding of the WNF. Thanet Works 

objective was to target the following National Indicators 

(NI): 

NI 152 - Reduction in working age people on out of work 

benefits. 

NI 161 - Adult Learners achieving Level 1 qualification in 

Literacy. 

NI 163 - Proportion of population 19+ qualified to at least 

Level 2 

NI 117 - Reduce the level of 16-18 year old's not in 

Education, Employment or training. 



Over the past 3 years the Thanet Works Team has commissioned 13 projects, match funded the DWP Future Job Fund initiative for 119 job placements, has funded a 

discretionary training budget for each placement and launched a Thanet Works Apprenticeship scheme providing 39 apprenticeship opportunities. 

All phase 1 projects have now completed and an evaluation report is now being drafted. 


The main (but not sole) target of Working Neighbourhood Fund (WNF) initiatives has been to engage local young people who are not in employment, education or training. 

Final evaluation is long-term, but in the short term WNF has engaged several hundred local people in training, education and employment in an attempt to prevent cycles of 

long-term worklessness. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£1,952,842 £1,521,337 

Financial Comment • The figure for expenditure to 

date from the working Neighbourhood Fund is an 

early/provisional estimate. 

Phase 2 and Phase 3 projects are still in progress with the last project completing in 2012. 

Phase 2 is a twenty month youth offender initiative that aims to enrol 70 people onto a twelve week course, with a target of 18 jobs created (two people are in jobs from the 

first course). 

Also, Thanet Works apprenticeship initiative created 39 apprenticeship opportunities of which 27 are already in place with 6 places yet to be filled. 

Phase 3 includes a Dreamland, Margate initiative which aims to provide substantial local job opportunities when the Dreamland Heritage Theme Park is realised. Phase 3 also 

includes EK Opportunities, an employment brokerage that aims to create 25 jobs in the area. 




Actual 

CI LI345 Total number of contacts 2,393 

CI LI348 No. of qualifications achieved 708 

Page 25 of 45

Page 26 of 45 

CI LI349a No. of leavers/completers who went straight into employment 89 

CI LI349b No. of leavers/completers who went straight into education 81 

CI LI349c No. of leavers/completers who went straight into training 30

Community Safety campaigns 

(CP2.5.4) 


Key details 

Lead Officer: Jess Bailey 

Project Sponsor: Mark Richardson 

Corporate Plan Theme: CP2 Safe Neighbourhoods 

Key Partners: Kent Police, Housing & Parking Services 

Community safety campaigns 


this? 

To improve public confidence in the police and council of dealing 

with ASB and Community Safety and form part of TCSP's annual 

consultation. To reduce negative feelings associated with ASB and 

improve quality of life. 

To promote the work of community safety 

To promote CP2.5.5 - regular open forums, and consult with the 

public around community safety issues. 



Six cost neutral campaign co-ordinated, covering bonfire night, halloween, safer socialising at christmas, promoting safety and the SOS trailer, promoting getting some safely 

utilising the Night bus over Christmas and New Year and also promoting domestic abuse awareness over Christmas and Valentines day utilising exisiting campaigns. 

Editorials went out in the local 'KM' newspapers, utilising free editorial space and the TCSP, TDC and Kent Police websites promoted the key campaigns along with facebook 

and twitter. 


We have been able to promote safety messages to Thanet residents without incurring further costs. We have explored new mediums to circulate safety messages such as 

facebook and twitter which have demonstrated success particularly reaching different residents. By combining online media with pre paid newspaper editorial we have reached 

a wider audience than we may have previously done, and by utilising successful existing campaigns we have not incurred any further costs. 

By linking in with other projects such as the SOS trailer, Community pastor scheme and night bus we have seen an increase in visitors using or visiting these services and 

certainly crime figures over Christmas and New year remained low. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 




Community Safety will continue to utilise existing cost neutral media, primarily through the internet, to run seasonal safety messages and campaigns linking in to partner 

agency projects as part of day to day business where there is the opportunity to promote campaigns based around Community Safety priorities. 




Actual 

LI297a No. of PACT panels/community forums held 5 

LI297b No. of open forums held 4 

Page 27 of 45

Extend KCAP to Margate 

& Cliftonville (CP2.1.4) 


Key details 

Lead Officer: Lacy Dixon 



Key Partners: PCSOs, Community Wardens, Off 

Licences & Pubs 

Extend Kent Community Alcohol Partnership (KCAP) to Margate & Cliftonville 


this? 

We are doing this to reduce the number of proxy sales, underage 

drinkers and unnecessary violent behaviour. By linking in with the 

licensed premises we are able to build relationships with them 

allowing for trust and information to be shared should any problem 

occur. If this is not done we could see an increase in ASB related 

to alcohol and a decrease in young people's health. 



KCAP carried out multi agency visits to licensed premises across Thanet to ensure that the license conditions were being adhered too and that young peoples health can be 

approved through reducing the underage drinking in the area. Supporting the businesses also to become more confident with their sales and refusals assisted this issue. 


This has reduced the number of underage drinkers in the area and resulted in less confiscations of alcohol by our local officers. This in turn reduces ASB and crime that is 

associated with the immediate areas surrounding the licensed premise. Several Of Licenses have been shut down and two other licensed premises have had additional 

conditions added to their licenses. 


Monitoring will continue on those areas that have been worked on to date including Westwood Cross, Broadstairs, Margate and Cliftonville. Ramsgate is currently going 

through the enforcement stage and the three premises that are currently experiencing underage sales will be worked on through the processes set out by each agency. Once 

this has been complete, monitoring of all premises will continue and follow up visits will continue. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 





Actual 

LI287 No. of accreditations through KCAP 16 

LI288 No. of premises experiencing problems with underage drinking 3 

No cost, other than staff time, has been incurred in this 

project. 

Page 28 of 45

Establish domestic abuse courts 

(CP2.2.2) 


Key details 

Establish domestic abuse court in Thanet 


this? 

Domestic abuse is higher in Thanet than elsewhere in 

Kent, with many repeat victims. 

Lead Officer: Mark Richardson 




The Specialist Domestic Violence Court project is part of a 

multi agency coordinated response to domestic abuse. The 

aim is to improve the safety of adults and children 

experiencing domestic abuse and to hold abusers 

accountable from their initial point of contact with the 

police and throughout the criminal justice system. Each 

agency involved in the SDVC is committed to providing 

working practices with other member agencies, sharing 

information and providing the best possible service to 

survivors and their families within the roles, resources and 

responsibilities of individual agencies and ensuring that 

any gaps in the service are identified and addressed. 



The specialist domestic abuse court is now established and operates out of margate magistrates court on a fortnightly basis. 

An idva has been employed to support victims through the court process. 


BUDGET 


£20,000 £20,000 


Expenditure on this project has matched the target. 

We are currently chasing the host agency for the evaluation of the specialist court. Further info to follow when that materialises 


The remaining issue for this initiative is sustainability of both the specialist court day and also the idva post 

Oasis, the host agency, have applied for funding from the ministry of justice around both. 




Actual 

LI043 % domestic abuse victims who are repeat victims 23.90 % 

Page 29 of 45

SOS bus project (CP2.1.3) 


Key details 

Lead Officer: Lacy Dixon 



Key Partners: Kent Police, Housing and Parking 

services 

SOS bus project 


this? 

We are deploying this unit to ensure that crime levels in the night 

time economy remain at the lowered level achieved by the 

partnership over the past couple of years. 

This unit also aims to reduce the vulnerability in the night time 

economy, be that those intoxicated or those that are not. If they 

are concerned with something that may have occurred while they 

are out, they are then able to gain access to the services that are 

there for them (Police, Council, NHS, Community Pastors). 



The SOS trailer since the launch in July has been used a total of 13 times, allowing over 200 individuals to access the services on board; in both the day time and night time 

economies, consultations and events. During which time 5 incidents were dealt with by a combination of agencies. An analysis was also completed after the pilot deployments 

which allowed for the agencies, times and locations to be better placed/utilised with regards to future deployments. 


Violence in the night time economy has been reduced considerably on last years figures which were also very positive. Many members of the public have given feedback on 

the service and highlighted their appreciation for them, this from both those that are enjoying the social scene as well as those that live locally. 

BUDGET 


£35,000 £35,000 


This successful project was to budget. 


The SOS Trailer already has several bookings for this coming year including consultations, engagement sessions and night time economy deployments. Drug outreach, Kent 

fire and rescue service, Domestic abuse services and Counter terrorism strands will also be linking in with the trailer on more occasions this year. 




Actual 

LI285 Number of times SOS bus services were accessed 546 

LI286A Staff costs for running SOS bus £500 

LI286B Number of serious incidents dealt with through SOS bus 5 

Page 30 of 45

Anti-Social Behaviour 

noise car project (CP2.4.4) 


Key details 

Lead Officer: Gordon Hunt 




ASB noise car project 


this? 

Improve response and action from both Thanet District Council and 

Kent Police to both ASB and Noise calls received during the 

evening period between 17:00 and 02:00 at specified peak times of 

the year. 

Also to improve joint working procedures between Thanet District 

Council and Kent Police in response to ASB and Noise calls 

received. 



Two operations were undertaken during the last year during 21 June to 04 July 2010 and 25 October to 07 November 2010. Two operations were cancelled for Aug/Sept 2010 and 

over the lead up to Christmas 2010period, both being cancelled due to other committments for both TDC and Police staff. 


Image courtesy of Kent Police 

The ASB Noise nuisance car has been very well recieved by both TDC and Police staff as well as the community it serves. The initial trial inJune/July 2010 was very successful and 

feedback from the community was for more of the same to be carried out. Noisy perpetrators were suprised to find a joint team arriving at their homes, some were genuinely sorry 

for their actions, for others a more robust approach was needed. Such was the success of the venture that enquiries were recieved from other Kent areas as to how we acheived 

our aims and how could they follow suit. The operation was also nominated by the Home Office as good practice for tackling ASB nuisance noise. Although unable to run the 

operation full time, the limited time it does operate for has acheived a reduction in noise nuiance calls to both the police and TDC and a swift resolution of disputes over noise 

issues. 


Following on from last years successes it is envisaged to run the scheme at peak call times throughout the next year. Although both financial and staffing cuts have impinged on 

the scheme it will be run during the late spring/summer months which have been identified as peak times for noise nuisance calls with first being for Easter 2011. Provisional dates 

are set for the June/July and Aug/Sept perioda also. 

BUDGET 


£0 £0 


No cost other than staff time was incurred in this project. 




Actual 

LI291 No. of incidents of ASB per 1000 pop 2.28 

LI048 % people consider there's high level ASB locally 11.20 % 

LI289 No. of ASB calls dealt with by the ASB noise car 81 

LI290 No. of noise calls dealt with by ASB noise nuisance car 91 

Page 31 of 45

Support programme for 

ASB witnesses (CP2.4.5) 


Establish support program for ASB witnesses 


Key details 

this? 

The idea of this action is to ensure that victims and witnesses in 

ASB cases (civil action) receive the same level of support as those 

in criminal cases. This includes people providing evidence to 

Lead Officer: Tiffany Hall 

secure an ASBO, injunction, eviction, or action under environmental 

laws. 


Support will be provided to the most high end cases and where 

victims are especially vulnerable. All officers will have referral forms 


and can make suggestions for cases to the newly appointed Victim 

and Witness Officer. Support provided is emotional, but can 


sometimes include small costs such as taxi fares to get people to 

court. There will be particular emphasis on keeping victims updated 

throughout the case, which has been highlighted as most important 

to victims when surveyed by the Home office in 2008. 



This year we have established a new service to support those giving evidence in civil cases. This can be a very intimidating process and we have assigned a designated officer 

to fill the role, taking on referrals from services across TDC and partner agencies. Referrals can be made through a form we have designed with all the relevant information 

and a risk matrix assigned. 


BUDGET 


£15,000 £15,000 


Spending on this project has been the budgeted amount. 

This role has given support to many local people who are suffering and need someone to talk to and assitance at court. They have had the support that was previoualy lacking 

because the case was not criminal (where victim support would step in) and the lead officer is busy dealing with the case itself. 


We plan to continue this service and keep reminding lead officers that they should be referring to Russell when they have any victims or witnesses that need support. Tiffany 

Hall will continue to oversee the workload and provide advice to Russell in the case work and about assessing risk. 




Actual 

LI293 Caseload of the witness support programme (latest) 3 

LI294 % who believe that council & police are dealing with ASB and crime ? 

Page 32 of 45

Community Safety Partnership 

open forums (CP2.5.5) 


Key details 

Lead Officer: Jess Bailey 




Community safety open forums 


this? 

To fulfil a statutory requirement to be consulting with the public on a 

large scale. 

To establish public perception, and reduce negative perceptions 

around ASB and Crime. 

To inform and shape current CSP priorities. 



We have held four forums in February and March and over 120 residents attended. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 


It has given us a better understanding of residents perceptions, we were able to consult with residents over our priorities for the next year and involve them in projects we 

may then work on. It has influenced our Community Safety Plan 2011-12 and a focus now included 'public safety' and KFRS will be working on Road safety following concerns 

by residents. 

It has enabled us to dispel some of the myths around crime and public services and present accurate figures to the public about where they live. We have had volunteers 

come forward to organise residents panels and also be part of neighbourhood watch schemes and also offering to work with and support community safety activity. At the end 

of all forums we had feedback that stated how useful and appreciative residents were for this type of engagement and the opportunity to speak directly to senior officers from 

TDC and partner agencies. 


We will be running four further forums this year, one a quarter for residents across Thanet. The forums will not be area specific but crime figures will be presented for the 

whole of Thanet and the venues will be in different locations for accessibility. The provisional dates for the forums are: 7/6/11 (Margate venue) 6/9/11 (Broadstairs venue) 

6/12/11 (Ramsgate Venue) 6/3/12 (Birchington venue). 

No cost, other than staff time, has been incurred in this 

project. 




Actual 

LI302 Avg no. of residents attending each open forum 38 

Page 33 of 45

Establish Margate Task Force 

(CP5.3.1) 


Key details 

Lead Officer: Sara Woodward 

Margate Task Force 


this? 

Implement the Margate Task Force to join up public services in 

Margate and Cliftonville 

BUDGET 


£240,000 ? 


Project Sponsor: Richard Samuel 

Corporate Plan Theme: CP5 Healthy Communities 

Key Partners: Kent County Council, Homes & 

Communities Agency, Kent Police, Eastern & Coastal 

Kent PCT, Kent Probation, Jobcentre Plus, Kent & 

Medway Mental Health Trust, Kent Fire & Rescue 

Service 


xCP5.3.1 CHNG10 Margate Renewal: Margate Task Force 




To address the significant cosio-economic disadvantage in the two 

wards of Margate Central and Cliftonville West through a broad 

programme of multi-agency partnership. MTF comprises the 

following work strands: 

 

 

 

 

 

Housing intervention and regeneration in Cliftonville West; 

Tackling low skills and worklessness; 

Addressing significant health inequalities; 

Reducing out of area placement of vulnerable people; 

Transforming multi-agency delivery of services. 




Actual 

LI341a No. interventions/enforcement relating to individuals/households (CW & MC) ? 

LI341b No. interventions/enforcement relating to property/environment (CW & MC) ? 

LI342 Number of Operation Clean Sweep interventions 11 

LI343 No. of drug users accessing treatment (CW & MC) ? 

LI344 No. of YPs NEET from MC & CW accessing training, apprenticeships or work ? 

Page 34 of 45

CI BV008 % 

Invoices paid within 

30 days 

LI165 % of staff 

located in main 

building 

LI063 % Calls 

answered within 4 

rings 

LI061 % 

Complaints responded 

to on time 

LI228 Percentage 

FOIs responded to 

within 20 days 

BV012 Sickness 

days lost per FTE 

LI180 % of Council 

Tax payers paying by 

DD 

BV009 % CTAX 

collected 

BV010 % NNDR 

collected 

LI261 Potential 

housing rental income 

lost from voids 

NI181.OLD.TH 

Average no. of days 

to process benefit 

claims and change 

events 

2008/09 

Actual 

2009/10 

Actual 


Actual 

98.88 % 97.97 % 99.05 % 98.00 % 

66.60 % 86.80 % 89.78 % 86.00 % 

93.00 92.17 91.95 95.00 

87.70 % 91.91 % 93.90 % 98.00 % 

? ? 80.43 89.58 

8.00 8.09 8.29 7.70 

48.81 % 45.10 % 48.10 % 50.00 % 

96.12 % 96.34 % 96.28 % 97.00 % 

98.57 % 98.15 % 98.05 % 98.50 % 

Theme 4: Performance 

Working together to make Thanet safe and improve the quality of life for all 

The Council has a strong commitment to improving health and reducing crime locally, although it is the Police, Kent County Council (KCC) 

and the health authorities that have the most direct role in tackling these issues. The Council recognises that the work of its community, 

housing and enforcement services must be properly aligned to those of our partners in the Police, KCC and the health authorities in order 

to effectively tackle these problems which have long term causes that take time to change. Cliftonville West and Margate Central are of 

particular concern, and here the Council is working in partnership with other public sector organisations through the Margate Task Force. 

Indicators relating to performance 

Change 



Target Status 

Year 

Whilst the average target is shown in the table, over the year the 

performance target was raised to 100% as this is a statutory 

measure. Whilst performance improved from 66% to 94% over the 

year, averaging 80%, the target was not achieved. 

The end of year target has not been achieved, although results 

were significantly lower than the public sector average of 10.7 days 

? ? 761,231 ? No target was set for 2010-2011 as this was a new indicator. 

12.00 10.64 10.45 12.50 

Page 35 of 45


Operation Clean 

Sweep interventions 

LI013 % satisfied 

with overall service of 

benefits team 

? ? 11 6 

90.86 % 92.50 % 90.91 % 92.00 % 

Page 36 of 45

Establish joint management of 

council housing in East Kent 

Type your text here 

(CP4.4.1) 

Key details 

Lead Officer: Madeline Homer 



Key Partners: East Kent Local Authorities, TDC tenants 

& leaseholders 

Establish ALMO for joint management of council housing 


this? 

To achieve the setting up of an arms length management 

organisation (ALMO) combining landlord services for Canterbury, 

Dover, Shepway and Thanet local authorities 

Aims: 

1) Realise greater efficiencies and savings for reinvestment in 

council housing 

2) Deliver excellent customer service with ambition for 3 star award. 

3) Improving procurement capacity 

4) More long-term resilience for individual HRAs 

5) Create a stronger role for tenants in shaping housing services 

6) Encouraging stronger and more prosperous communities 



The first Kent ALMO went live on 1st April 2011, when staff were transferred to East Kent Housing (by TUPE process). The clientside monitoring role has been established, and 

the delivery plan for the ALMO is being monitored. Service to residents is continuing as before. 


Business delivery to tenants will continue as before, with the promise of more cost-effective service. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£170,000 £170,000 


We will continue to monitor progress towards achieving a 10% efficiency saving. The East Kent Housing management structure will be finalised. Monthly meetings with TDC's 

Client Officer will deal with practical matters arising from the new organisation. The HRA business plan will be reviewed, and the business plan for year 2 will be prepared 

based on evidence of year 1 experiences. 

Each district has contributed £170,000 towards this project. 

Total East Kent Housing budget 170,000 x 4 = £680,000 

Page 37 of 45

Improve purchase to pay cycle 

(CP6.1.3) 


Key details 

Lead Officer: Sarah Martin 

Project Sponsor: Sue McGonigal 

Corporate Plan Theme: CP6 Modern Council 

Key Partners: N/A 

Streamline purchase-to-pay financial cycle 


this? 

To ensure that the procure-to-pay process runs as efficiently as 

possible and to ensure that supplier invoices can be paid promptly 



The number of originators has been reduced. POPR63 is being piloted before being rolled out across the authority - this will improve the creditor process by allowing an 

automated 3-way match between the order, goods receipt and invoice. All incorrect invoices are now being workflowed back to the originators for correction. From April, 

invoices are to be returned to suppliers if they do not quote an order number. 


Reducing the number of originators has meant that only those who use the system regularly are able to enter orders. By returning invoices with no order number back to the 

supplier will encourage suppliers and departments to quote order numbers on all invoices, thus speeding up the payment process. The creditor process is gradually becoming 

more automated with less duplicate handling of paperwork. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 




All invoices will now be returned to suppliers where an order number is not quoted. Refresher training is to be provided to originators. Drop-in surgeries are to be set up to 

discuss and resolve issues. POPR63 is to be rolled out across the council. More joined up working will be encouraged between procurement and creditors to identify further 

process improvements. 




Actual 

LI253 % invoices with a missing/incorrect order number 34.59 % 

Page 38 of 45

Establish 1st tranche of EK 

shared services (CP6.2.7) 


Key details 

Lead Officer: David Willis 

Project Sponsor: Richard Samuel 


Key Partners: Other East Kent District Authorities 

Develop 1st Tranche East Kent shared services 


this? 

Deliver the first tranche of share services within the East Kent 

Shared Service Programme. 

To ensure that services can continue to be delivered to meet the 

needs of our communities while saving money, continuing to deliver 

transformation and resilience. 



Service level agreements (SLAs) have been agreed for the Phase 1 services (Revenues & Benefits, ICT services & Customer Services). The transfer of phase one services was 

undertaken on 1 February 2011. 


Service delivery has continued as before. Re-structuring has been longer than originally intended, to allow a 90 day staff consultation. 


BUDGET 


£80,000 £80,000 


Re-structuring will be completed following completion of the staff consultation period on 3rd May 2011. Meetings with TDC Client Officer are taking place for quality control 

purposes. Performance levels for 2011/12 will be based on closing performance for 2010/11. This will include monitoring of efficiency savings. 

The allocated budget has been spent. 

Page 39 of 45

Implementation of 

accommodation strategy (CP6.3.1) 


Key details 

Lead Officer: Karen Paton 



Key Partners: Gateway Plus - TDC/KCC 

Implement Accommodation strategy 


this? 

Improved access/delivery of front line services-Gateway; 

Rationalisation of Council Office Portfolio; 

Reduced overheads/running costs by accommodating 

majority of TDC staff in Cecil Street Offices; 

Reduction in record storage; 

Vacating of leased office accommodation, saving leasing 

and service charges; 

Disposal of buildings no longer required realising Capital 

Receipts; 

Cecil Street building made more sustainable-fit for purpose 

and efficient building for the future operation including 

improved working environment and improved resilience of 

infrastructure (energy/technology) & DDA compliance; 

Open plan working optimising use of accommodation 

reducing accommodation foot print Greater synergy of 

operation by sections within departments being located on 

same floor; 

Reduction in carbon emissions; 



The Accommodation Strategy is now fully implemented with the completion of the Accommodation Review Project. The project has delivered all objectives for both time and 

money. The Project, received substantial assurance level from an internal audit and has come in under budget by in excess of £16K. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£1,297,744 £1,284,456 



The majority of TDC officer staff are now accommodated within the one building, enabling efficient working between officers, and reducing the cost of servicing multiple 

buildings. 


This multi-year project was successfully achieved under 

budget. 

This project is now completed. 




Actual 

LI165 % of staff located in main building 89.78 % 

LI333 Capital Receipts for properties vacated through the accommodation review £255,000 

LI334 Revenue savings achieved through the accommodation project £165,380 

Page 40 of 45

Review face-to-face 

service delivery (CP6.4.1) 


Review face-to-face service delivery 


Key details 

this? 

Lead Officer: Julie Smee 

Transaction costs for face to face services are far more expensive 

than other access channels. 

Project Sponsor: David Willis 

Analysis of transactional data by access channel and service, and 

the identification of avoidable contacts, will enable us to identify key 


areas for channel shift, thereby reducing transactional costs. 

The work undertaken on this project during 2010/11 will be 

Key Partners: KCC, NHS, Police, Pas de Calais & all Kent authorities 

transferrable to the East Kent Shared Service. 



Transactional data has been routinely monitored at the end of each month, and quarterly meetings with service managers have considered trend. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 


As a result of this monitoring Benefits standard correspondance has been amended, the benefits application process has been reviewed, and the CRM service forms have been 

updated. 


Subject to results of evaluation workable options for piloting of website self-serve should begin. With the start of EKServices the channel shift will be considered by the new 

management team. 

No cost other than staff time has been spent on this project. 

Page 41 of 45

Establish communications strategy 

for TDC (CP6.5.2) 


Key details 

Lead Officer: Sophie Chadwick 




Develop communications strategy 


this? 

Develop a communications strategy to improve communication 

methods with our members, residents and staff. 

To ensure our communications resources are targeted in the most 

effective way to improve the council's reputation. 



The strategy was approved by management team in August, and launched to staff in November. 


The new strategy has already delivered a reduction in the communications spend on print, and enabled the team to support projects that have clear and deliverable 

objectives. 


The next stage in the strategy will be to make sure each comms project is evaluated against the original objectives, to see if the project delivered what was intended. 

BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 






Actual 

LI325a % of press articles which are positive 74.65 % 

LI325b % of press articles which are neutral 22 

LI325c % of press articles which are negative 3.04 % 

Page 42 of 45

CCTV business plan (CP2.1.1) 


Key details 

Lead Officer: Mark Richardson 



Key Partners: Kent Police, Housing and Parking 

Services 

Community Safety CCTV business plan 


this? 

CCTV service has not had any improvements or upgrades to 

equipment for quite some time and the current system is very old 

and increasingly becoming unreliable. 

There should be an identified business plan for the service looking 

ahead as to what is needed to provide an improved service for 

Thanet in the coming years. 

Part of this project will also be to mitigate the risk posed by an 

aging system and £50,000 would be needed to purchase a new 

matrix to do this allocated from a corporate projects pot. 



A paper has been written with options to take CCTV forward in a more efficient way. A collaboration with another authority plus some scaling back of the service is an option 

that is being considered. 

Further work will take place after may 2011 


BUDGET 

Target (YTD) 

Actual (YTD) 

£50,000 £0 


Spend on this project is deferred. A cost of £50,000 is 

anticipated. 

There is a clear way forward now for CCTV in thanet 


After may 2011, a further report highlighting the impact of CCTV will be presented to CMT along with a service level agreement with Canterbury CC. 

The matrix for the existing system will also be installed during June 2011. 




Actual 

NI015.TH Serious violent crime rate 0.76 

Page 43 of 45

Climate change strategy 

(CP6.3.4) 


Key details 

Lead Officer: Karen Paton 




Implement climate change strategy 


this? 

Obligation to report against NI185/186/188/194; 

Obligation under Carbon Reduction Commitment to register 

half-hourly metered electricity sites; 

Reduction in Carbon Footprint; 

Reduction in use of natural resources; 

Cost Savings; 

Reducing negative impact Council operations have on 

environment; 

Raise awareness to issue of Climate Change, show 

community leadership; 

Sustainable procurement policy; 

(187: Private Sector Housing); 

Tackling fuel poverty; 

Achieve the current statutory level for new homes within the 

Code for Sustainable Homes; 

Meet recycling, composting and landfill waste management 

targets. 



Efficiencies and reduction in per Capita emissions of staff occupying Cecil Street has been achieved by installation of a voltage optimiser and rationalisation of office portfolio 

by optimising effective use of space with main office. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£200 £200 

Financial Comment • This budget was for 

publicity/communications. 

Ongoing efficiencies are being achieved through use of the voltage optimiser. The Accommodation strategy has also reduced TDC carbon footprint. 


The climate change action plan has now been devolved to individual departments. Update monitoring reports will be given every half-year. Also, further sustainability energy 

options are currently being explored. 




Actual 

LI176 No. of green awareness events 6 

Page 44 of 45

Develop TDC priorities for 2011 

onwards (CP6.5.2) 


Key details 

Lead Officer: Adrian Halse 



Develop TDC priorities for 2011 onwards 


this? 

Developing priorities and a new Corporate Plan is vital to ensure 

the council maintains a clear focus to its activities. 

The current financial difficulties facing the public sector make it all 

the more important that the Corporate Plan is drawn up alongside 

the council's budget and medium-term financial strategy. 




Other key stakeholders will need to be involved including members, 

staff, partners and the public. 

At the start of the year we planned to develop a new four-year Corporate Plan. During the course for the year a decision was taken to develop an interim one year plan whilst 

the numerous changes proposed by the coalition governement started to become more clear. 

The interim plan has been developed and was approved by Council on the 21 April 2011. It sets out key projects and other goals for the council over the coming year. 


The interim plan has only recently been approved. The intention is that some significant pieces of work will be driven forward over the coming year including work on the 

Margate Dreamland site, the delivery of 65 affordable homes, a new pool and Spa in Ramsgate and the continuation of the EK services project into its next phases. 


BUDGET 

Target (YTD) 

Actual (YTD) 

£0 £0 


Following approval at Council the interim Corporate Plan will be uploaded onto the Council's website. Progress against the plan will then be monitored throughout the coming 

year. 

No cost other than staff time has been spent on this project. 

Page 45 of 45

2010-2011 Corporate Plan Performance Report - Thanet District ...

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