Croydon Council’s Annual Report 2012/13 · Welcome to Croydon Council’s Annual Report for 2012/13. It sets out how we have ... flagship park, Wandle Park, was re-opened following

How are we doing?

Croydon Council’s Annual Report 2012/13

November 2013

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Table of contents Page

1 Foreword 3 2 About Croydon 4 3 Our performance 7 4 Finance 13 5 Further information 18

Appendix – Our Key Performance Indicators and results for 2012/13

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1. Foreword Welcome to Croydon Council’s Annual Report for 2012/13. It sets out how we have performed against the commitments in our 2011-13 corporate plan and shows how we have used the resources available to us. Our complete financial accounts for 2012/13 are available on the council’s website. As well as regular reporting to the council’s Cabinet, the Annual Report and annual accounts are ways in which we aim to be transparent about how we are performing. Ensuring value for money in the way we deliver services is of the utmost importance. We spend over a billion pounds each year, but we never forget that it is taxpayers’ money that we are spending. That is why we work to ensure that money is spent on those services that our residents and local communities have told us are the most important and have the biggest impact on their lives. Despite the continuing challenging national and economic environment it was another successful year for Croydon. We continued to invest in schools, particularly to provide new primary places; educational attainment continued an upward trend; our recycling rates rose again; and we invested in council homes, parks and transport. Our plans for regeneration were given a major boost by the announcement that a partnership between Hammerson and Westfield is planning a £1 billion transformation of the town centre. In June 2012 we were able to enjoy the celebrations for the Queen’s Diamond Jubilee with street parties and ‘big lunches’ being held across the borough. In July the Olympic torch relay came through Croydon and thousands lined the streets on a lovely summer’s day to greet the torch. Croydon is a great place to live and work, so although the next few years will continue to be challenging we will continue on our journey to make our aspirations for the borough a reality. Thank you for taking the time to read this report.

Mike Fisher Leader of the council

http://www.croydon.gov.uk/contents/departments/democracy/pdf/599175/fin-accounts-201213

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2. About Croydon

Our borough Croydon has the highest population in London with over 363,400 residents (2011 census) from a wide range of ethnic origins and cultures. This represents a 10% increase in population since the 2001 census, 2.9% higher than the national average. In the north, Croydon is a metropolitan area whilst to the south it sprawls into green leafy suburbs. The large business and shopping centre in the centre of Croydon plays an important economic role in the wider context of London and the south east. Croydon has excellent public transport links. East Croydon is one of the busiest rail stations in the UK with fast and frequent services to central London, London Gatwick Airport and the south coast. We face challenges in supporting the borough through the current economic downturn. We must reduce the level of unemployment; provide greater support to families; support the implementation of welfare reform; and help businesses to not only survive, but to thrive in Croydon.

The council Croydon Council delivers over 500 services to its residents and an estimated 13,000 local businesses. These services range from those most people know about such as schools, roads, libraries, child protection and rubbish collection to those that are less well known, like noise pollution and trading standards. The council employs over 3,000 staff (not including schools) and spends over £1 billion annually on serving the local community. Croydon is a changing borough both in its environment and population. This presents complex challenges. The borough has high levels of deprivation in some areas which experience unemployment, health and community safety issues, alongside areas of relative affluence and prosperity. The council is committed to addressing very different needs across the communities we serve.

Our vision A vision for the borough is shared by the council and all of our partner organisations, including the NHS and the police force. The vision offers an ambitious, compelling image of what Croydon has the potential to achieve. It describes a place of opportunity where anyone can achieve their potential as well as a place where people can find a sense of belonging and a connection with the natural environment. The Croydon of the future is:

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An Enterprising City - a place renowned for its enterprise and innovation with a highly adaptable and skilled workforce and diverse and responsive economy

A Learning City - a place that unleashes and nurtures local talent, is recognised for its culture of lifelong learning and ambitions for children and young people

A Creative City - a place noted for its culture and creativity - one of the best incubators of new artistic and sporting talent in the country

A Connected City - a place defined by its connectivity and permeability; with one of the best digital, communications and transport networks in the country

A Sustainable City - a place that sets the pace amongst London boroughs on promoting environmental sustainability and where the natural environment forms the arteries and veins of the city

A Caring City - a place noted for its safety, openness and community spirit where all people are welcome to live and work and where individuals and communities are supported to fulfil their potential and deliver solutions for themselves

Achieving our vision To achieve our shared vision we must continue to work within a challenging environment. The amount of money that we are provided with by central government is rapidly reducing but there are other challenges too. Our plans for the borough are ambitious but pragmatic and take account of factors such as the difficult economic climate, the level of vacant retail and office space along with the need for investment in regeneration. The council is also experiencing ever increasing demand for adult social care as the population ages and life expectancy increases. To meet this challenge, the council continues to develop strategies to make our services even more efficient and to deliver more preventative and re-ablement services that help the elderly to retain their independence for as long as possible. Addressing Croydon’s housing issues is a pressing challenge. Our strategies are focused on managing the implementation of welfare reform; the need to increase the supply of affordable housing and the need to reduce the number of people that are living in overcrowded homes. We also have to meet the continuing rise in demand for school places. Over the past few years the council has created hundreds of new school places by increasing the number of reception classes in many primary schools and by opening a new primary school in

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PROTECTING

RESIDENT

PRIORITIES

PROTECTING

RESIDENT

PRIORITIES

Addiscombe. More new places will become available in 2013 and 2014 in areas of particular need, including in new schools. The council’s corporate plan – our business plan – flows from our vision and sets out our approach to addressing the borough’s challenges. This report focuses on the 2011-13 Corporate Plan. The objectives of this plan focused around:

protecting resident priorities transforming the council reforming public services empowering communities competing as a place.

The plan contained a range of actions aimed at helping us meet these objectives. We report in the next section on how we have done.

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3. Our performance

We keep an eye on how we are doing throughout the year. This means that if we are not performing as well as we should be in a particular area, we can make improvement. Internally our performance is monitored throughout the organisation from the council’s leadership team and department management teams to individual members of staff. The council’s Cabinet considers a performance report called ‘Croydon Counts’ every three months and they are also made publicly available. Every six months Cabinet receives a progress report on the action in the corporate plan and a full set of key performance indicators is published with the annual report (see appendix). All these are means of being externally transparent about how we are performing. In spite of the continuing challenging environment in which the council had to operate in 2012/13, the large majority of our key performance indicators demonstrate strong progress over the year before. As mentioned above, a full set of results for our key performance indicators is provided in the appendix to this report. To give you some idea of the many things that the council achieved during 2012/13, some highlights are set out below.

Protecting resident priorities

Protecting resident priorities was the most important objective in our corporate plan. You told us you wanted us to: o improve opportunities for children and young people o ensure streets are clean and safe o provide pleasant parks and open spaces o look after our environment o provide more affordable housing o look after the vulnerable. How have we done? Our successful bid for government funding to

support our school expansion programme saw us awarded £63m (over the next two years) by the Department for Education. Our award was the highest for any authority in the country.

600 additional reception places were created in existing primary schools for September 2012 and more new primary places were created through the opening of the Robert Fitzroy academy in Davidson Road.

GCSE results continued the year on year upward trend with performance against the

key indicator of five GCSEs at grades A*-C including English and maths rising from 61% to 62.2% and remaining well above the national level.

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Every one of the 3,861 Croydon children who applied on time for a secondary school

place for autumn 2013 received an offer. Over 2,500 of these were for a first choice school, and just under 3,500 got an offer for one of their top three options. The figures reflect an improvement of two per cent on the previous year.

Partnership working between the council, the police, the probation service and the

voluntary sector has led to a reduction in gang activity in the north of the borough. Specific support is being given to young women associated with gangs and at risk of sexual violence or exploitation.

We achieved our target of removing 100% of offensive graffiti within 24 hours of it being reported.

We continued improving our parks through the ‘Parks to be proud of’ initiative. Our flagship park, Wandle Park, was re-opened following a £3.5 million redevelopment which returned the River Wandle to the surface for the first time in 40 years, brought back some of the park's original Victorian splendour and created a host of new and improved facilities.

Our successful and innovative waste and recycling strategy won a national award in 2012 (see below). The amount of waste recycled during 2012/13 was over 45%; an increase of 7% from the previous year. The council has to pay tax on every tonne of waste send for landfill so increased recycling saves money that can be spent on other services.

350 solar powered car parking pay machines were in place by May 2012 – exceeding the target of 330. These machines use the earth’s resources to help us save resources! We also installed twelve charging points for electric vehicles across the borough.

During the year we brought 405 homes back into use to increase the supply of

sustainable housing, exceeding the target of 350, and 268 new affordable homes were completed.

24 adoption orders were achieved for children in care during 2012/13 which was more

than twice the figure for 2011/12. An ongoing marketing campaign also helped to increase the number of foster carers in Croydon.

The family resilience service extended its work with troubled families, actively working

with over 200 families. The service provides intensive whole-family support to families on the edge of major disruption such as losing their home, a child being taken into care, or a young person being taken into custody.

The rate of young people, aged 10 to 17, entering the criminal justice system decreased significantly – from 3,267 per 100,000 in 2011/12 to 1,633 per 100,000 in 2012/13.

We reduced overcrowded housing by re-housing 538 families, significantly exceeding

the target of 350.

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We made major adaptations to the homes of 325 people with disabilities, improving their comfort and increasing their independence.

These are just some of the ways in which we have addressed residents’ priorities. Taking action on what matters most to residents will always be our main concern.

Transforming the council We aimed to review how services are delivered, focusing on the needs and priorities of our communities; align the way the council is organised to customers’ needs; simplify ways of working and revise our connection with customers. How have we done? We set up a procurement taskforce to review our contracts and how we buy services.

The taskforce achieved savings of over £5 million in its first year and is projected to save over £16 million by 2015.

The project to build Bernard Weatherill House, which will establish a new central

access centre for council customers, ran on time and within budget. Moving staff into the new building is enabling the council to sell other assets and run its main office much more efficiently, saving money in the long term. A floor of the building has also been let to a public sector partner, making a valuable financial contribution.

The New Addington ‘hub’ opened in January 2013. The hub provides housing, library

and adult education services and also houses Job Centre Plus and a nursery, making it easier for local residents to access services in one place.

We reduced internal costs by bringing together business support activities from across

the organisation; reducing the number of temporary staff and reducing the amount of software systems used.

Our transformation of the council continues. We aim to be an even more efficient council that provides value for money for its residents.

Public sector reform The council had to respond to shifts in national and economic policy, including reforms to the welfare system, public health and education. Many parts of the organisation needed to tackle fundamental changes in the way they did business. How have we done? Due to careful planning and robust scrutiny throughout the year, the council finished

the year with a balanced budget and with no need to draw on its balances. To cope with the continuing difficult times ahead, we drew up a new four year financial strategy.

We prepared for the return of responsibility for public health to the council by setting up

a ‘shadow’ health and wellbeing board and preparing a joint health and wellbeing

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strategy with our NHS partners. This enabled responsibility to be successfully transferred in April 2013.

Our strategies that successfully reduced homelessness included improved

communication to landlords and tenants; negotiation with landlords on behalf of tenants; working in partnership with the voluntary sector and the development of an online self-assessment tool.

We made early plans to help residents cope with the changes in council tax rebate and welfare payments. The scheme for council tax support was successfully introduced on 1 April 2013 and at the same time we became a trial area for the introduction of the benefit cap.

We supported a number of organisations wishing to set up free schools in Croydon in

their applications to the Department for Education. Three of the bids were successful so two primary free schools and one secondary free school are due to open in September 2014.

We will continue to respond to the Coalition Government’s further plans for public sector reform.

Empowering communities Our plans to ‘empower’ communities stem from the debate about the changing role of the state and a shift of power from government to individuals and communities and how to encourage community spirit and local decision making. How have we done? The Croydon Question Time events continued throughout the

year giving residents the opportunity to direct questions at the council’s decision makers. One event was held especially for young people. As a result, a 16-25 taskforce was set up to respond to concerns about employment opportunities for young people.

During the summer of 2012 we helped families, friends and neighbours come together

to celebrate the Queen’s Diamond Jubilee. More than 140 ‘Big Lunches’ were held across the borough and we facilitated street parties by arranging closure of roads at no charge.

Eleven young people (aged 10-16) from five housing estates became active members of the All Ages Steering Group, working with adult residents, to support the management of housing estates. This initiative won the local authority landlord of the year award at the 2012 UK housing awards and a finalist’s place at the prestigious Municipal Journal awards.

Our work with community groups included the development of a gangs work

programme; a project with the West Croydon Community Forum to reduce crime and improve cleanliness in that area and a review of Neighbourhood Watch.

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Arrangements were made for halls belonging to the council - Stanley halls, Canterbury Road hall and Selsdon halls- to be transferred to the community, ready for handover in the summer 2013.

A volunteering and community action programme and a civic awards programme were launched. Residents were able to nominate ‘local heroes’ to win an award.

We will continue to encourage local people to get involved, make their own decisions and get involved in their community.

Competing as a place To realise our vision of being an Enterprising City that punches above its weight we need to support regeneration, help create new jobs and homes, attract new businesses and help them and existing businesses thrive. We need to make plans that will improve the borough as a whole and improve and exploit our excellent public transport links. How have we done? Work began with Hammerson and Westfield on plans for a £1 billion transformation of

the town centre.

Important planning documents called ‘masterplans’ were developed for Mid-Croydon, Old Town, Old Coulsdon and Cane Hill. These set out comprehensive plans for the future of these areas. An overall plan, called the Croydon Local Plan, has also been completed.

A second pedestrian bridge was installed at East Croydon station. This will eventually be extended to provide a pedestrian link from the east side of the railway track to Wellesley Road.

Funding for an additional Tramlink track to Wimbledon, an additional platform at Wimbledon and four additional trams was agreed with the Greater London Authority.

The new Waddon leisure centre opened in January 2013 with 119 affordable homes on the same site. The building project used a significant amount of local labour, including apprentices, and supplies and goods from local firms.

The West Croydon Investment Programme was developed to help regeneration of the area. Four projects are under way to improve relationships in the community; provide a safer and cleaner environment and create entrepreneurs. Another two projects will start during 2013/14.

We worked with local businesses to set up the West Croydon Traders Association to

increase footfall and sales in the area. Our ambitious plans to make Croydon a good place to live, work and do business are on their way. Our efforts will continue.

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National awards The council continues to receive national recognition for the innovative and high quality services we deliver. The council won, or was commended for, several awards last year in the local government and professional sectors: o The council’s landlord service won the 2012 UK Housing

award for ‘local authority landlord of the year’ for the ‘all ages’ initiative which brings together all generations to help improve living conditions on Croydon’s housing estates.

o Croydon snapped up the top award for best local authority at the Plant and Waste Recycling Show for its successful and innovative waste and recycling strategy. The weekly food waste collection was one of the factors that enabled the council to reach a recycling rate that is almost triple what it was in 2006.

o Croydon’s revenues team won silver in the Institute of Revenues Rating and Valuation awards category of Revenues Team of the Year. Their achievements have made a huge financial difference to the council, as well as fundamentally changing the way the service is delivered to provide a faster and more efficient service to our customers.

o The council won a prestigious Municipal Journal award for the adult services efficiency programme which has transformed adult social care and enabled the council to make savings of over £27 million.

Areas for future focus We are pleased that we have been able to report considerable areas of success. However, we are not complacent and we know there are areas in which we must continue to improve. Some areas of focus for 2013/14 are:

continuing to meet the demand for school places

managing regeneration of Croydon’s retail offer, working with developers, the Greater London Authority and Transport for London

delivering new housing in the district centres and other neighbourhoods

creating more than 16,000 jobs over the next five years through increased activity in the housing market, investment in infrastructure, support for small and medium businesses and inward investment in the business services market

further improving the London Road area and district centres to rebuild confidence and attract investment in retail, housing and business

improving the health of Croydon residents through increasing immunisation rates, improving cardiovascular health and reducing smoking and obesity

enabling more people to live independently for longer

improving employment and education opportunities for 16-25 year olds.

We will let you know in next year’s annual report how we get on.

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4. Finance

The council has built a reputation for sound financial management over recent years and has developed a financial strategy that has value for money at its core – making sure every penny counts. To see our complete 2012/13 financial accounts and previous years please visit Croydon Financial Accounts on the council’s website. Our financial performance over the past year has been strong. Thanks to our effective planning and robust financial management during the year the council was able to deliver a balanced budget. We continue to ensure that decisions around service priorities are supported by the resources needed and to make sure that we continue to deliver the high quality services our communities need. Our financial strategy is underpinned by the strong foundation of the council’s reserves and balances that ensure we are able to deal with any unplanned eventualities as and when they arise. This year in particular the need to ensure we can provide for turbulent times became even more apparent.

The revenue budget Revenue funding is used to cover the day to day running expenses of the council. It covers the costs of delivering services to the community, staff salaries and other running costs such as utility bills. The total revenue funding received for 2012/13 was £313.2m. As you can see from the chart below 48% of the funding comes from council tax, 36% comes from business rates and a total of 16% comes from government grants.

http://www.croydon.gov.uk/democracy/budgets/financial-accounts

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Council tax Council tax is a tax on the occupiers or owners of domestic properties such as houses, flats, caravans, etc. The council collects the tax and retains some of the money to pay for the services we provide. Part of the money is collected by the council on behalf of the Greater London Authority (GLA) and is used to pay for the services they provide. The council has no say over the amount charged by the GLA and the amount you pay towards the GLA is shown separately on your council tax bill. The council is committed to keeping any necessary council tax increases to a minimum, especially in the current challenging economic climate. The graph below shows the overall council increases (including both the Croydon and GLA amounts) from 2008/09 to 2012/13. As you can see, the council has worked hard to minimise unnecessary additional financial burdens on its residents.

The budget for 2012/13 was funded by an average band D council tax of £1,150.11. There was no local taxation increase for Croydon in 2012/13. 2011/12 2012/13 Increase ‘£’ Increase %

Band D £1,150.11 £1,150.11 0.00 0.0

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The target set for council tax collection in 2012/13 was an ambitious one - 96. 5%. This target was almost met with the council collecting 96.22% (or just over £155m) of all council tax owed, which represented the best collection rate ever achieved.

Business rates (also known as National Non Domestic Rates or NNDR) Business rates are a tax on properties which are not used for domestic purposes (such as shops, factories and offices). If a property is used for both domestic and non-domestic purposes (for instance a public house) part of it will be assessed for council tax and the other part for business rates. Business rates are collected by the council on behalf of the government. None of the rates collected are kept by the council but are instead paid into a national pool. This money is then shared out between each council according to the size of their population. Business rates, together with council tax, help the council to pay for local services such as roads, parks, libraries and emergency services. The council measures the level of NNDR debt collected each year. The target set for 2012/13 was 98.5%: the actual level collected was 98.2%, a small shortfall of 0.3% but an increase on the previous year.

The capital programme

Capital funding is used to cover ‘one off’ council expenditure and investment in our assets. It covers costs such as building schools, providing new housing, investing in improved technology, and regenerating the borough to make it a more attractive place for people to live, work or visit. Our 20-year Capital Strategy (2010-2030) sets out how the council will finance, allocate and manage investment in assets efficiently to achieve our vision. Despite the challenges, we have made a conscious decision to continue to invest for the long term in modern, cost effective infrastructure.

Funding the capital programme

As you can see from the chart below, the bulk of funding for the capital programme comes from borrowing (44%). During 2012/13 our repayment of capital borrowing worked out at 2.3% of the overall revenue budget for the council. The remainder of the capital programme is funded through two main sources – grants (37%) and the Housing Revenue Account [HRA] (16%). The use of the HRA is set out in law and the council is not allowed to fund any expenditure for non-housing related services from this account.

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Allocating our capital resources

The highest level of capital spend during this time (55%) was on improvements to highways and the public realm. We spent 28% of capital on transforming our assets, which covers operational land, buildings and corporate accommodation, and 17% was spent on transforming our services which includes improving technology, redesigning services and streamlining the way the council works.

The council continues to invest in its capital programme ensuring that the regeneration of our borough is driven forward. Some highlights from the capital programme in 2012/13 include:

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improvement works to the highways

implementing the school expansion programme

continuing the drive to meet the Decent Homes Standard

continuing the Parks to be Proud of programme

completion of the Waddon Waylands scheme.

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5. Further information If you have any queries about this report or would like to find out more please contact the council using the details below:

Telephone: 020 8726 6000

Email: [email protected]

Address: London Borough of Croydon

Bernard Weatherill House 8 Mint Walk Croydon CR0 1EA

mailto:[email protected]

Key Performance Report – Year end 2011/12 Page 19 of 31

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Appendix

Our performance results for 2012/13 A comprehensive update on the key performance indicators within our Corporate Plan

Priority 1 – Protecting the priorities of residents and customers

Cleaner and safer streets

Ind. ref.

Indicator 2010/11 Outturn

2011/12 Outturn

2012/13 Target

2012/13 Outturn

Cabinet Member

Status Trend

PE SCP 04n

Crime: Total Notifiable Offences (no.) 32,306 32,753 28,463 31,079 Hoar, Simon CLOSE TO TARGET FOR

12/13

BETTER THAN LAST YEAR

PE. PS. 06n

Crime: Number of incidents of serious youth violence

298 301 Not set 330 Hoar, Simon NO TARGET FOR 12/13

WORSE THAN LAST YEAR

PE. PS. 07n

Crime: Number of incidents of Assault with Injury for this FYTD

2,721 2,800 2,342 2,743 Hoar, Simon MISSED TARGET FOR

12/13


PE PS 09n

Local adult re-offending rate Not collected

Not collected

Not set 8.05 Hoar, Simon NO TARGET FOR 12/13

NO COMPARISON

AVAILABLE

PE. PS. 10n

Incidence of residential burglary (no.) 2,904 2,836 2,666 2,909 Hoar, Simon CLOSE TO TARGET FOR

12/13


NI 111

The rate of first time entrants to the criminal justice system per 100,000

Not collected

3,327 3,320 2,502 Pollard, Tim ON TARGET FOR 12/13



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Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn

Cabinet Member

Status Trend

people aged 10-17

PE PR 06

Percentage of offensive graffiti removed within 24 hours

100% 100% 100% 100% Thomas, Phil ON TARGET FOR 12/13

THE SAME AS LAST YEAR

PE PR 07

Percentage of people who are very or fairly satisfied with street cleanliness

47% 47% Not set 64% Thomas, Phil NO TARGET FOR 12/13


PE PR 15

Percentage reduction in people killed or seriously injured in road accidents

-7.5% -22.4% -6% -26.3% Thomas, Phil ON TARGET FOR 12/13


PE PR 16

Percentage reduction in road casualties

-0.5% 0.4% -4% 4.4% Thomas, Phil MISSED TARGET FOR

12/13


Parks and open spaces

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn

Cabinet Member

Status Trend

PE PR 08

Percentage of people who are very or fairly satisfied with parks and open spaces

68% 65% Not set 72% Thomas, Phil

NO TARGET FOR 12/13


A good start in life for children and young people

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn

Cabinet Member Status Trend

CFL SC 04

Percentage of Children Centres given overall effectiveness rating by Ofsted of good or outstanding for the most recent inspection

Not collected

67% 80% 80% Pollard, Tim ON TARGET FOR 12/13



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Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


CFL SC 05

Number of families receiving support from Family Resilience Service

Not collected

80 260 402 Pollard, Tim ON TARGET FOR 12/13


NI 55i Percentage of children in Reception with height and weight recorded who are obese

11.1% 10.6% 13.6% 11.8% Pollard, Tim ON TARGET FOR 12/13


NI 56i Percentage of children in Year 6 with height and weight recorded who are obese

22.1% 23.3% Not set 22.9% Pollard, Tim NO TARGET FOR 12/13


NI 53i Percentage of infants being breastfed at 6-8 weeks (breastfeeding prevalence)

69.7% 65.8% 75% 67.8% Pollard, Tim CLOSE TO TARGET FOR

12/13


NI 112P

Conception rate, per 1,000 girls, aged 15-17 years

45.7 41.8 40.5 32.8 Pollard, Tim ON TARGET FOR 12/13


Education

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


CFL LI 01

Percentage of primary schools inspected in current year given overall effectiveness rating by Ofsted of good or outstanding

Not collected

63% 68% 73% Pollard, Tim ON TARGET FOR 12/13


CFL LI 02

Percentage of secondary schools given overall effectiveness rating by Ofsted at the most recent inspection of good or better

Not collected

71% 68% 67% Pollard, Tim CLOSE TO TARGET FOR

12/13


CFL Percentage of 5 A* - C grades at 14.1% 14.4% Not set 15.20% Pollard, Tim NO TARGET BETTER THAN


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Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


LI 06 GCSE making up the English Baccalaureate

FOR 12/13 LAST YEAR

NI 72*

% of children achieving 78 points across all scales within the Early Years Foundation Stage Profile

58% 63% 64% 65% Pollard, Tim ON TARGET FOR 12/13


NI 73 % of pupils achieving Level 4+ in both English and maths at KS2



NI 75 % of pupils achieving 5 or more A*-C or equivalent including English and maths at KS4

54% 61% 65% 62% Pollard, Tim CLOSE TO TARGET FOR

12/13


NI 87 % of pupils who are persistently absent in secondary schools

5.5% 3.5% 4.5% 5.3% Pollard, Tim MISSED TARGET FOR

12/13


NI 93 % of pupils at the end of KS2 making 2 levels progress in English between KS1 and KS2



NI 94 % at the end of KS2 making 2 levels progress in maths between KS1 and KS2



NI 102i

The percentage point gap between pupils eligible for free schools meals (FSM) achieving at least Level 4 in English and maths at Key Stage (KS) 2 and pupils ineligible for FSM achieving the same outcome



NI 102ii

The percentage point gap between pupils eligible for FSM achieving 5A*-C grades at GCSE (and equivalent), including GCSE

19% 24% 15% 23% Pollard, Tim MISSED TARGET FOR

12/13 but relatively good



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Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


English and maths, at KS4 and pupils ineligible for FSM achieving the same outcome

performance compared to other authorities

NI 117

% of young people aged 16 to 18 years who are not in education, employment or training

6.6% 6.3% 6.5% 3.7% Pollard, Tim ON TARGET FOR 12/13


NI 101*

% of looked after children in year 11 who achieved the equivalent of at least 5 A*-C GCSEs, including English and maths (or equivalent)

10.9% 8.3% 18.6% 16.2% Pollard, Tim CLOSE TO TARGET FOR

12/13


Parking and highways

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


NI 168

% of the local authority’s A-road and M-road network where maintenance should be considered

8.85% 8% 8% 9% Thomas, Phil MISSED TARGET FOR

12/13


NI 169

% of the local authority’s B-road and C-road network where maintenance should be considered

8.4% 10% 10% 13% Thomas, Phil MISSED TARGET FOR

12/13


PE PR 03

% of non-Blue Badge holders removed within 2 hours of being reported



PE PR 05

Average number of days taken to repair a street light

Not collected

3.42 3 2.9 Thomas, Phil ON TARGET FOR 12/13



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Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


PE PR 10

% of people who are very or fairly satisfied with street lighting

Not collected

63% Not set 75% Thomas, Phil NO TARGET FOR 12/13


PE PR 14

% of Parking Charge Notices subject to appear for which appeals were repudiated



PE PR 17

Utilities overruns - the number of works where an actual overrun is identified by the authority (cumulative)

Not collected

Not collected

165 95 Thomas, Phil ON TARGET FOR 12/13

NO COMPARISON

AVAILABLE

PE PR 18

Utilities days saved - number of days saved as a result of collaborative works by utilities (cumulative)

Not collected

Not collected

45 68 Thomas, Phil ON TARGET FOR 12/13

NO COMPARISON

AVAILABLE

Recycling and refuse

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


NI 191

The number of kilograms of household waste collected that is not sent for reuse, recycling or is not composted or anaerobic digestion per household

592 536 610 492 Thomas, Phil ON TARGET FOR 12/13

BETTER THAN

LAST YEAR

NI 192

The percentage of household waste sent by the authority for reuse, recycling, composting or treatment by anaerobic digestion.

33% 38% 45% 44% Thomas, Phil CLOSE TO TARGET FOR

12/13

BETTER THAN

LAST YEAR

NI 193

The proportion of municipal waste landfilled


BETTER THAN

LAST YEAR


25

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


PE PR 01

The percentage of bins missed per month

0.14% 0.18% 0.1% 0.06% Thomas, Phil ON TARGET FOR 12/13

BETTER THAN

LAST YEAR

PE PR 11

Percentage of people very or fairly satisfied with household waste recycling centres


BETTER THAN

LAST YEAR

PE PR 13

Percentage of people who are very or fairly satisfied with doorstop recycling


BETTER THAN

LAST YEAR

Housing

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


NI 155 Total supply of social rent housing and intermediate housing (gross)

722 575 300 268 Mead, Dudley MISSED TARGET FOR 12/13


NI 156 The number of households living in temporary accommodation provided under the homelessness legislation

1,478 1,749 2,700 2,161 Mead, Dudley ON TARGET FOR 12/13


ASHH LS 03

% of housing rent collected 98.3% 98.1% 98.2% 97.6% Mead, Dudley CLOSE TO TARGET FOR 12/13


ASHH LS 04

% Council tenants who have reported that they are very or fairly satisfied with the overall service provided by their landlord

75% Not collected

76% 77% Mead, Dudley ON TARGET FOR 12/13

NO COMPARISON

AVAILABLE

ASHH LS 05

% Council tenants who have reported that they are very or fairly satisfied with repairs and

71% Not collected


NO COMPARISON

AVAILABLE


26

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


maintenance provided by the Council as landlord

Services for the most vulnerable

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


NI 60

% of core assessments within children’s social care completed within target timescales

65% 64% 80% 63% Pollard, Tim MISSED TARGET

FOR 12/13


NI 62

% of children looked after at 31 March with three or more placements during the year

9.9% 10.2% 8% 9.6% Pollard, Tim MISSED TARGET

FOR 12/13


NI 63

% of children looked continuously for two and a half years who were in the same placement for at least two years

67% 73% 75% 84% Pollard, Tim ON TARGET

FOR 12/13


NI 65

% of children who became subject to a Child Protection Plan for a second (or subsequent) time

5.2% 13.5% 13% 12.5% Pollard, Tim ON TARGET

FOR 12/13


NI 67

% of reviews of child protection cases that were completed within target timescales

99.4% 99.5% 100% 99.96% Pollard, Tim CLOSE TO TARGET

FOR 12/13


NI 130

% of adults, older people and carers receiving self-directed support

20% 47% 70% 74% Mead, Margaret ON TARGET

FOR 12/13


NI 141

% of service users who have moved on from supported accommodation in a

80% 80% 80% 80% Mead, Margaret ON TARGET

BETTER THAN


27

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


planned way FOR 12/13 LAST YEAR

NI 125

% of older people discharged from hospital to their own home

73% 74.8% 75% 85.1% Mead, Margaret ON TARGET

FOR 12/13


NI 146

% of adults with learning disabilities known to Councils with Social Services Responsibilities (CSSRs) in paid employment at the time of their assessment or latest review

NA 7.5% 7.7% 5% Mead, Margaret MISSED TARGET

FOR 12/13


NI 150

% Adults aged 18-69 in contact with secondary mental health services who are on the Care Programme Approach (CPA)

9% 9.9% 10.7% 6.1% Mead, Margaret MISSED TARGET

FOR 12/13


NI 148

The percentage of former care leavers aged 19 who were looked after under any legal status on 1 April in their 17th year, who were in education, employment or training

61% 46% 80% 58% Pollard, Tim MISSED TARGET

FOR 12/13


Priority 2 – Transforming the Council Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


RC CS SD 26

% surveyed residents who feel that the Council provides value for money

44% 37% Not set 44% Fisher, Mike NO TARGET FOR 12/13


RC CS SD 27

% surveyed residents who feel satisfied with how the Council

51% 48% 40% 55% Fisher, Mike ON TARGET FOR 12/13



28

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


runs things

RC CS CC01

Access Croydon (all visitors) seen within 15 minutes

83% 83% 95% 92% Bashford, Sara CLOSE TO TARGET

FOR 12/13


RC CS CC05

Contact Centre: % abandoned calls

15% 18% 14% 17% Bashford, Sara MISSED TARGET

FOR 12/13


RC CS CC 12

% of emails responded to within target timescales

Not collected

93% 90% 88% Bashford, Sara CLOSE TO TARGET

FOR 12/13


RC CS CO 06

Number of eforms and payments made online

104,822 119,654 137,592 128,251 Bashford, Sara CLOSE TO TARGET

FOR 12/13


CRCS FIN 01

Funds £(k) identified for recovery as a result of counter fraud activity

£1,362 £2,213 £1,800 £3,014 Mead, Dudley ON TARGET FOR 12/13


CRCS CORP SER 02

% surveyed internal customers who are satisfied with ICT services

Not collected

Not collected

80% 46% Bashford, Sara MISSED TARGET

FOR 12/13

NO COMPARISON

AVAILABLE

CRCS CORP SER 01

% surveyed internal customers who are satisfied with facilities management services

Not collected

Not collected

85% 47% Bashford, Sara MISSED TARGET

FOR 12/13

NO COMPARISON

AVAILABLE

Priority 3 – Public sector reform

Ind. ref. Indicator 2010/11 Outturn

2011/12 Outturn

2012/13 Target

2012/13 Outturn


RC CS EB R01

% Council tax collected

95.9% 96.1% 96.5% 96.2% Bashford, Sara CLOSE TO TARGET



29

FOR 12/13

RC CS EB R02

% Business rates collected

TBC 97% 99% 98% Bashford, Sara CLOSE TO TARGET

FOR 12/13


Priority 4 – Empowering communities Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


CEO WECR 01

Proportion of adult population who have in the last 12 months participated in a group which makes decisions that affect the local area

40% 13% Not set Next survey in

2014

Mohan, Vidhi NO TARGET

FOR 12/13

NO COMPARISON

AVAILABLE

CEO WECR 02

Percentage of people who feel they can influence decisions in their local area


2014


FOR 12/13

NO COMPARISON

AVAILABLE

CEO WECR 03

Percentage of people who believe people from different backgrounds get on well together


2014


FOR 12/13

NO COMPARISON

AVAILABLE

CEO WECR 04

Percentage of people who feel they belong to their local neighbourhood

61% 69% Not set

Next survey in

2014


FOR 12/13

NO COMPARISON

AVAILABLE

CEO WECR 05

Proportion of adult population who participate in regular formal volunteering

36% 17% Not set

Next survey in

2014


FOR 12/13

NO COMPARISON

AVAILABLE


30

Priority 5 – Compete as a place

Regenerate town and district centres

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


PE PB 01

% of vacant industrial floor space in designated employment areas

14.8% 16.5% 14% 17.5% Perry, Jason CLOSE TO TARGET FOR

12/13


PE RE 01

% of total lettable office space which is vacant (net)

15.6% 16.8% 15% 23.5% Perry, Jason MISSED TARGET FOR

12/13


PE RE 02

Companies House registrations 4,607 3,604 4,000 3,948 Mohan, Vidhi CLOSE TO TARGET FOR

12/13


PE RE 11

Quarterly business start up rate per 10,000 population in the C to C Local Enterprise Partnership area

Not collected

39 44 40 Mohan, Vidhi MISSED TARGET FOR

12/13


PE RE 13

Net business growth (business births against business deaths)

-435 360 -401 360 Mohan, Vidhi ON TARGET FOR 12/13


PE RE 07

% of vacant retail outlets in Croydon town and district centres

Not collected

Not collected

18% 19.8% Perry, Jason CLOSE TO TARGET FOR

12/13

NO COMPARISON

AVAILABLE

PE RE 09

% monthly change in footfall (Croydon Town Centre)

-0.20% -0.20% Not set -12.60% Mohan, Vidhi NO TARGET FOR 12/13


PE RE 14

% of projects over £500k spending within 5% of budget

Not collected

Not collected


NO COMPARISON

AVAILABLE

PE RE 15

% of projects over £500k being completed within 5% of deadline

Not collected

Not collected

75% 64% Mead, Dudley MISSED TARGET FOR

12/13

NO COMPARISON

AVAILABLE

NI % of major planning applications 50% 40% 60% 38% Perry, Jason MISSED WORSE THAN


31

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


157a dealt with in a timely manner TARGET FOR 12/13

LAST YEAR

NI 157b

% of minor planning applications determined within 8 weeks

69% 71% 65% 60% Perry, Jason CLOSE TO TARGET FOR

12/13


NI 157c

%f 'other' planning applications determined within 8 weeks

87% 88% 80% 72% Perry, Jason CLOSE TO TARGET FOR

12/13


Reduce worklessness, raise skills and qualifications

Ind. ref.


2011/12 Outturn

2012/13 Target

2012/13 Outturn


PE RE 03

JSA claimant count total as a proportion of working age population

Not collected

Not collected

4.6% 4.1% Mohan, Vidhi ON TARGET FOR 12/13

NO COMPARISON

AVAILABLE

PE RE 08

Percentage of working age population who are self-employed

10.5% 8.8% 9% 10.6% Mohan, Vidhi ON TARGET FOR 12/13


PE RE 10

The proportion of 16-24 year olds claiming Job Seeker’s Allowance

6.3% 7.6% 6.5% 5.5% Mohan, Vidhi ON TARGET FOR 12/13


PE RE 12

Total number of apprenticeships for all ages and groups registered by key partners and providers

Not collected

2,270 2,542 2,740 Mohan, Vidhi ON TARGET FOR 12/13


NI 152*

% of the working age population who are claiming out of work benefits

12.8% 12.6% 12.5% 11.9% Mohan, Vidhi ON TARGET FOR 12/13


NI 80 % of young people achieving L3 qualifications by the age of 19

60.3% 61.2% 65% 60% Pollard, Tim CLOSE TO TARGET FOR

12/13


Documents

Croydon Council’s Annual Report 2012/13 · Welcome to Croydon Council’s Annual Report for 2012/13. It sets out how we have ... flagship park, Wandle Park, was re-opened following