Agenda item

[To provide an integrated finance and performance update against the Relighting Our City Priorities.  Report received by Cabinet on 16 November 2022 is attached]. 

The Head of Data Analytics and the Director of Finance presented the report on Performance and Budget Monitoring 2022-2023.  They summarised the key points contained in the report.

The Vice-Chair noted that in relation to performance, Wolverhampton based businesses supported by the Council was not improving.  Businesses in the City Centre had commented to him that they had felt abandoned and that the Council were not interested in their experiences or listening to them.  He asked the Director of Finance if the Council was working on an assumption of a 5% Council Tax increase for next year’s budget.  The Director of Finance responded that it was currently at 3%, they were looking at the modelling for 5%, but no decisions had yet been made.

A Panel Member asked for clarity on which were the six performance indicators which had shown a decrease in performance.  The Head of Data Analytics responded that he would send the documentation to him. 

A Member of the Panel highlighted the attractive survival business data (1 year) in the City.  The Director of Strategy responded that the business support data could be part of a deep dive report going to the relevant Scrutiny Panel. 

A Panel Member commented that some residents were waiting long times for customer services to answer calls.  She also asked for the business survival rate for 2 and 3 years.   The Director of Strategy responded that the average call response time had improved and was now down to five minutes.  She would ensure the business survival data for 2 and 3 years was sent to the Scrutiny Team Leader for onward circulation after the meeting. 

A Panel Member asked for further information on the Bert Williams Café, which was no longer open and therefore an income of £225,000 had been lost.  He asked for more details regarding the installation of an air pump at an expenditure of £30,000.  He believed there should be a focus on occupying the empty site.  The Chief Operating Officer responded that they would consider the questions about the air pump and the Café in due course after the meeting.

A Panel Member raised a concern about key senior vacant posts at the Council.  He asked if these posts had been recruited to, whether there would have been a larger overspend.  The Director of Finance responded there would have been an additional budget pressure, but it was recognised that not every post would always been filled year round and this was factored into the budget.  The process of how they managed vacant posts from a budget perspective was something they kept under review.  The Chief Operating Officer added that the Council were continuously looking at how to improve recruitment to ensure vacant posts were filled in a timely manner. 

A Panel Member referred to a Member of her family who had received an invoice, which stated that the Council due to Covid restrictions was not open to the public.  She asked for letters and invoices that were sent by finance to be checked to remove any erroneous wording.   There had also been a statement about not being able to pay face-to-face.  Customer Services needed to reflect the needs of the residents.  The Director of Finance responded that she would look into the wording that had been sent in error about the Council being closed to the public. 

A Panel Member remarked that she had been informed that the roof had fallen in at the old Beatties store in the City Centre.  Her understanding was that if a building had no roof, that business rates did not need to be paid.  She asked if the Council was aware of the roof problem and whether the current owners were paying business rates.  The Director of Finance commented that it was true if a building was not fit for operational purposes, then business relief did apply.  She would also check if the rate payments were up to date from the owners of the building. 

A Panel Member referred to the overspend on parking services of £85,000.  He was concerned that this was on the charging system.  The Director of City Housing and Environment responded that he would respond directly to the Member by email before the next meeting.

A Member of the Panel referred to a forecast underspend in facilities management due to primarily the lower running costs of the Civic Centre.  The refurbishment of the Civic Centre had cost £25 million pounds.  He asked what purpose the Civic Centre would service in the future, with staff and the public using the building less due to agile working and residents being able to interact with the Council using other methods.  The Director of Finance responded that savings had covered the borrowing costs to refurbish the building.  Some of this was down to rationalisation of other buildings, with staff being relocated at the Civic Centre and savings in the running costs of the Civic Centre.  The Civic Centre still had a central place for residents and was also used by other public sector partners. 

The Vice-Chair asked about the Director of Regeneration budget which had a forecast of a 20% overspend.  He asked why the savings target had not been met which had led to the overspend.  The Director of Finance responded that she would provide more information by email about the savings target.  Some of the savings’ targets were no longer deemed deliverable.  The budget did not just relate to the salary of the Director of Regeneration. 

A Panel Member asked about the costs of insurance and in particular on the cost of claims to the Council.  She had advised residents in the past to make claims against the Council and felt genuine and provable claims should be paid where the Council was at fault, without the person having to go to court.  The Director of Finance responded that the insurance costs sat within the Audit Team part of the budget.  There were no current financial pressures in the area.  The Council had a good track record and had a good relationship with brokers.  She was happy to bring further information in the future.    

Members agreed to note the report.