LOCAL STRATEGIC PARTNERSHIP BOARD–10 NOVEMBER 2010
4.PERFORMANCE REWARD GRANT UPDATE
(DCES)
1.Summary
1.1The report updates the Three Rivers Local Strategic Partnership (LSP) Board with regards to performance of current Performance Reward Grant (PRG)funded projects and reports on progress of developing projects.
2.Details
2.1Appendix A provides performance data on the currently funded volunteering project. The project has achieved its performance indicators for its 1st year. The project’s 2nd years funding was dependent upon the 1styear’s performance and a full report will be considered by the LSP Board at the November meeting.
Appendix A also provides performance data on two of the physical activity projects (Boccia, Tennis) commissioned by the LSP as well as the ‘life-saving course for people with disabilities’. All these projects achieved their targets.
Appendix A also provides a summary of LSP PRG committed and allocated expenditure (up to the 25 October 2010). To summarise £45,759 revenue funding has been spent out of total commitment of £257,739 and £53,820 capital funds have been spent out of a committed £201,128.
Appendix A also provides a summary of the projects that were subject to a complete or partial cut in PRG funding as a result of the LSP Board having to revise PRG expenditure in June 2010.
2.2Appendix B provides a report of the ‘Family Intervention Project (FIP) initiative. A potential project proposal was being developed for this project prior to the announcement of the PRG funding cut in June 2010. The Board may wish to consider allocating any future partnership funds to this project.
2.3Appendix C provides an update on the development of the Step-Up project confirming that ASCEND submitted a full Planning Application for a ‘Change of Use’ to Three Rivers District Council in September. The production and signing of the head and sub-leases are on hold until this application has been approved. ASCEND have chosen their preferred contractor who will carry out all of the required repair and refurbishment work at 39 Oxhey Drive. This work is also on hold pending the planning application and sub-letting.
2.4Appendix D provides an update on the development of the Maple Cross Club project. It confirms that the building redevelopment project started in September and that Maple Cross Club have started to draw down on their project funds from the LSP. It also highlights which organisations have committed to provide outreach services at the redeveloped Club once it is open.
Appendix C also provides an update on the Mill End Community Centre Project confirming that the work is due to start by the end of the year at a slightly reduced cost that the LSP Board had agreed funds for (£5875 from £7057).
2.5Appendix E provides an update of the capital project to refurbish a room within a building of Evergreens Football Club to create a ‘Youth Drop-in‘facility. The Club are currently finding out whether a ‘Change of Use’planning application is required and are obtaining 3 quotes for the work required as per the LSP’s procurement guidelines. They are also currently awaiting a new long-term lease from the Parish Council.
3.Options/Reasons for Recommendation
3.1To ensure that current and developing PRG projects are performance managed by the LSP Board and that the Board are fully aware of other projects’ progress.
4.Policy/Budget Reference and Implications
4.1The information in this report is within the LSP’s agreed community strategy.
5.Financial, Legal, Staffing, Environmental, Community Safety, Customer Services Centre, and Communications & Website Implications
5.1None specific.
6.Equal Opportunities Implications
6.1Relevance Test
Has a relevance test been completed for Equality Impact?These have been completed for all projects. / Yes
Did the relevance test conclude a full impact assessment was required?
Monitoring data will be collected to assess the impact of services on different income deprived areas of the District and on other equality groups. / No
7.Risk Management and Health & Safety Implications
7.1The Council has agreed its risk management strategy which can be found on the website at This strategy is being used by the LSP. In addition, the risks of the proposals in the report have also been assessed against the Council’s duties under Health and Safety legislation relating to employees, visitors and persons affected by our operations. The risk management implications of this report are detailed below.
7.2The subject of this report is covered by the Leisure and Community service plan. Any risks resulting from this report will be included in the risk register and, if necessary, managed within this plan.
7.3The following table gives the risks if the recommendation(s) are approved,together with a scored assessment of their impact and likelihood:
Description of Risk / Impact / Likelihood1 / Failure to achieve the priorities of the community strategy / III / E
7.4The following table gives the risks that would exist if the recommendation is not approved, together with a scored assessment of their impact and likelihood:
Description of Risk / Impact / Likelihood2 / Failure to achieve the priorities of the community strategy / III / D
7.5Of the risks above the following are already included in service plans:
Description of Risk / Service Plan1,2 / Failure to achieve the priorities of the community strategy / Leisure and Community
7.6The above risks are plotted on the matrix below depending on the scored assessments of impact and likelihood, detailed definitions of which are included in the risk management strategy. The Council has determined its aversion to risk and is prepared to tolerate risks where the combination of impact and likelihood are plotted in the shaded area of the matrix. The remaining risks require a treatment plan.
Likelihood / A / Impact / LikelihoodB / V = Catastrophic / A = >98%
C / IV = Critical / B = 75% - 97%
D / 2 / III = Significant / C = 50% - 74%
E / 1 / II = Marginal / D = 25% - 49%
F / I = Negligible / E = 3% - 24%
I / II / III / IV / V / F = <2%
Impact
7.7In the officers’ opinion, the risk above, were it to come about, would seriously prejudice the achievement of the Strategic Plan and is therefore a strategic risk. Progress against the treatment plans for strategic risks are reported to the Executive Committee quarterly. The effectiveness of all treatment plans are reviewed by the Audit Committee annually.
Description of Risk / Service Plan1,2 / The priorities of the Community Strategy are not achieved / Leisure and Community
8.Recommendation
8.1That the LSP Board note and approve the updated PRG performance, expenditure and project status’ in Appendices A to D.
Report prepared by:Karl Stonebank, Partnerships Officer, ThreeRivers
District Council
Data Quality
Data sources:
- Three Rivers LSP Expenditure Summary Spreadsheet
- Three Rivers CVS performance reporting data
- Three Rivers Sports Network / Three Rivers District Council performance reporting data
- Step-Up project meeting notes & update reports from project partners
- Maple Cross Clubproject Funding Agreement Form
- Mill End Community Centre project Funding Agreement Form
- Evergreens FC ‘Youth Drop-in’ project Funding Agreement Form
Data checked by: Andy Stovold, Community Partnerships Manager
Data rating:
1 / Poor2 / Sufficient / X
3 / High
APPENDICES / ATTACHMENTS
Appendix A –LSP PRG Performance Monitoring & Expenditure Reports
Appendix B – Family Intervention Project Keyworker (FIP)
Appendix C – LSP PRG Step-Up Project Update
Appendix D – LSP PRG Maple Cross Club Project / Mill End Community Centre
Project Update
Appendix E – LSP PRG Evergreens FC ‘Youth Drop-in’ Project Update
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Appendix A: Three Rivers LSP PRG Quarterly Performance Monitoring Report
The following tables show the performance of projects commissioned by the LSP Board where funding has been spent.
Under LSP Community Strategy Priority 2 of ‘Reducing Inequalities’
REVENUE SPEND / Funding / Project Performance2009/10 2010/11 2011/12
Project Description / Lead / Total £ for project / Spend to date £ / Performance Indicators / Target / Red Amber Green / Q4 / Q1 / Q2 / Q3 / Q4 / Q1 / Q2 / Q3 / Notes / Exception Report
Increased capacity to identify new volunteering opportunities and recruit new organisations to register volunteering opportunities.
To provide assisted volunteering to vulnerable groups including those with learning difficulties and mental health problems. / To have worker in post / by Jan 2010 / Green / Initial Worker in post on 1st Feb 10.
Worker resigned on 29 June, replacement started7 Sept
CVS in Three Rivers / 28583 / 14539 / To have contacted and worked with existing organisations in the first year / 50 by end Q3 2010/11 / Green / 10 / 45 / 56 / 63 / figures are cumulative
To increase membership of new organisations in the first year (this would be dependent on how many we identify in the locality) / to increase by end Q3 2010/11 / Green / 1 / 10 / 10 / 10 / figures are cumulative
Set appropriate targets for year 2 *
* Year 2 funding is dependent upon year 1 performance for this project – a full report will be considered by the LSP Board at their November 2010 meeting under item 5. The Board can decide whether to agree to fund the 2nd year of the project and if so agree or change the suggestedPerformance Indicators for year 2.
Under LSP Community Strategy Priority 2 of ‘Reducing Inequalities’
The following sport and physical activity projects were approved by the Watford & Three Rivers Health Partnership and then commissioned by the Three Rivers LSP Board at their meeting in November 2009:
2010/11
Project Description / Lead / Total £ for project / Spend to date £ / Performance Indicators / Target / Red AmberGreen / 10
20
Team entered / Notes / Exception Report
Delivery of Boccia sessions at ColnbrookSchool, South Oxhey, leading to possible representation at the 2010 Herts Youth Games / Number of Boccia sessions offered to children with mild learning difficulties / 10
(within 2010/11) / Green
Three Rivers District Council / 300 / 250 / Number of children with mild learning difficulties attending the sessions (within 2010/11) / 15
(within 2010/11) / Green
Entering a ‘Three Rivers’ Boccia team in the 2010 Herts Youth Games (within 2010/11) / Team entered (within 2010/11) / Green
Tennis Lessons - engaging children with a community sports club from an early age / Three Rivers District Council / 400 / 400 / Number of Tennis sessions offered to children / 10 / Green / 10
50 / The project enabled the local community tennis club offer tennis coaching to their local school, establishing a solid ‘school-club’ link.
Number of children attending the sessions / 20 / Green
Under LSP Community Strategy Priority 2 of ‘Reducing Inequalities’
The following projects was approved by the Watford & Three Rivers Health Partnership and then commissioned by the Three Rivers LSP Board at their meeting in March 2010:
REVENUE SPEND / Funding / Project Performance2010/11
Project Description / Lead / Total £ for project / Spend to date £ / Performance Indicators / Target / Red Amber Green / Notes / Exception Report
To get people with learning disabilities to attend mainstream leisure centres by training leisure centres. Specifically Specialist Lifeguard Disability Training / Hertsmere Leisure / 420 / 420 / Training in Specialist Lifeguard Disability * / 14 staff trained, 2 being trained to deliver the course to others / Green / 12 people trained with 2 people trained to deliver the course / This project will allow for a disabled only swim session to take place at the William Penn Leisure Centre
* The projects objective is to enable staff to interact with customers, ensure good practice in specifics of getting our users into and out of the water, not just in emergencies. At present the centre would have to limit the number of disabled swimmers that use the pools to ensure that they can comply with emergency procedures. Once all staff are trained in this specialist life saving technique the number of disabled people than can use the pool would increase. In addition there are specialist swimming sessions planned for people with disabilities. The project will consist of two days training by the ‘Royal Life Saving Society’ for 14 poolside staff with 2 staff being trained deliver the course themselves in future to ensure continuity and sustainability.
LSP PRG Committed and Allocated Expenditure (up to the 25thOctober 2010)
Employment of LSP Projects Officer / expenditure / £30,150 / £30,150
Increasing volunteering placements / volunteer numbers - CVS / allocation / £7,543 / £14,009 / £7,030 / £28,582
expenditure / £7,543 / £6,996 / £0 / £14,539
Sports Physical Activity Projects - TRDC / TRCSN / allocation / £1,300 / £1,300
expenditure / £650 / £650
Disability Training / expenditure / £420 / £420
Maple Cross Outreach (primarily Health) Provision / allocation / £6,666 / £150,053 / £6,667 / £6,667 / £20,000 / £150,053
note: this project will continue into 2013/14 / expenditure / £0 / £53,815 / £0 / £0 / £0 / £53,815
Domestic Violence Worker / allocation / £0 / £12,287 / £12,287
expenditure / £0 / £0 / £0
Funding for the following is ring-fenced
Step-up Project' / allocation / £82,000 / £36,000 / £54,000 / £29,000 / £165,000 / £36,000
note: this project will continue into 2013/14 / expenditure / £0 / £5 / £0 / £0 / £0 / £5
Evergreen's 'Youth Drop-in' project / allocation / £9,200 / £9,200
expenditure / £0 / £0
Mill End Health (primarily Health) Provision / allocation / £5,875 / £5,875
expenditure / £0 / £0
Total PRG Allocated from projects above / allocation / £37,693 / £0 / £104,395 / £201,128 / £79,984 / £0 / £35,667 / £0 / £257,739 / £201,128
Total PRG actually spent from projects above / expenditure / £37,693 / £0 / £8,066 / £0 / £0 / £0 / £0 / £45,759 / £53,820
INCOME DUE (from HCC) / £217,200 / £217,200 / £37,500* / £37,500* / £254,700 / £254,700
INCOME RECEIVED (from HCC) / £217,200 / £217,200 / £0 / £0 / £217,200 / £217,200
Amount of PRG Funding left to allocate (once all income is received) / -£3,039 / £53,572
* = This funding is due to be received because the Department of Communities & Local Government audited Hertfordshire’s outstanding LAAtargets for 2004 to 2007 and agreedthat Herts is due to receive extra monies - approx £1.5m instead of £4m but still amounting to roughly £75k per district. This has been committed via a quasi-legal agreement
Three Rivers LSP Performance Reward Grant Expenditure Cut:provides a summary of the projects that were subject to a complete or partial cut in PRG funding as a result of the LSP Board having to revise PRG expenditure in June 2010
Project Score* / 2009 / 2010 Revenue / Capital / 2010 / 2011 Rev / Cap / 2011 / 2012 Rev / Cap / 2012 / 2013 Rev / Cap / Project Total / Rev Total / Cap TotalEmployment of LSP Projects Officer / n/a / £6,350 / £38,300 / £44,650 / £44,650 / £0
Sports Physical Activity Projects / £10,500 / £10,500 / £10,500 / £0
Sports Tasters Sessions for Young People / 68 / £5,000
Sports Tasters Sessions for People 50 + / 65 / £5,000
Sailing for children from disadvantaged families / 73 / £500
Domestic Violence Worker / 77 / £7,287 / £7,287 / £7,287 / £0
Community Safety Partnership Projects / £28,650 / £28,650 / £28,650 / £0
Herts Practical Parenting / 77 / £15,000
Firefit Life Youth Project / 77 / £13,650
Maple Cross Health Provision / 80 / £10,000 / £10,000 / £10,000 / £30,000 / £30,000 / £0
Three Rivers Learning Partnership / 70 / £11,935 / £11,935 / £11,935 / £0
Total PRG Allocated from projects above / £6,350 / £0 / £106,672 / £0 / £10,000 / £0 / £10,000 / £0 / £133,022 / £133,022 / £0
* - each project application was scored against set criteria based on the priorities of the LSP
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Produced on 25th October 2010
Item 4
Appendix B: Family Intervention Project Keyworker (FIP)
1.Summary
1.1A potential project proposal was being developed for this project prior to the announcement of the PRG funding cut in June 2010. The Board may wish to consider allocating any future partnership funds to this project.
2.Details
2.1The FIP started in June 2010 on a fixed term contract which expires in March 2011. The post is grant funded by Hertfordshire County Council (HCC), acting through its Children, Schools and Families Department and forms part of their Housing Challenge Project (with one off funding from the Department for Education). The FIP post will not be funded by HCC beyond March 2011.
2.2The objective of the FIP service is to work with families who need intensive, whole family support. They provide a link between housing services and existing multi-agency family support networks and become the lead professional for the family.
2.3Referrals to the FIP service come from agencies such as the Police, Think Family and Social Services. Referred families include those who are at risk of eviction (regardless of who their landlord is) or those who have a history of offending, substance misuse, domestic violence, mental health or poverty related issues such as debt or unemployment. Families accepted by the FIP normally have a combination of these problems and are referred when multiple problems start to escalate. Each family must agree to accept FIP support before an assessment is made.
2.4The FIP offers a range of support to each family including out of hours contact and services that are not offered by any other agency. The intensive nature of the support, which may include several visits to each family each week, means that a FIP has a maximum capacity of working with 5-6 families at any one time. Involvement with each family usually lasts for a period of 6-12 months but may be longer with complex cases.
2.5FIPs offer direct support for family members as well as making referrals to specialist intervention agencies such as drug and alcohol treatment programmes, parenting programmes and Children and Adolescent Mental Health Service (CAHMS).
2.6Part of the FIP work is to provide the families with a support plan/contract for their problems. Although it is a voluntary agreement, it may contain sanctions (withdrawal of help to relocate to a different area, or Acceptable Behaviour Contracts) and rewards (getting a new bike that they could not otherwise afford) to keep each family member engaged and motivated to sort their issues out.
2.7The Three Rivers FIP is currently working with four families and has had a fifth family referred for assessment. Due to the complexity of the existing cases it is unlikely that the FIP will have the capacity to able to engage with a sixth family.
2.8During an assessment the FIP looks at each member of a family and decides what their greatest needs are. These may be housing or benefit related, medical, educational or social.
2.9The assessment made on the first case family identified that their major problem was over-crowding in the home, compounded by the serious medical conditions of the mother and son. There were also financial problems and escalating behavioural problems and truancy by one of the children.
2.10The FIP’s response to help the family was to aid their move from band C to B on the housing list, to show them how to bid for new properties every fortnight, to advise them on budgeting in order to facilitate paying off their rent arrears, to review their benefit entitlement to prevent a possible fraud charge, to accompany family members to CAMHS meetings and to help the father to complete job application forms. The sanctions imposed were to ensure that the son had clear boundaries set to improve his anti-social behaviour and for the parents to accept a referral to Herts Practical Parenting. The rewards given were to arrange for the son to attend a cycling proficiency course and to take him to football training in the evenings.