Issue - meetings

To receive and consider the report of the Deputy Chief Executive.

Executive Leader and Executive Member for Economic Development and Public service Reform Councillor Alistair Bradley, Executive Member for Homes and Housing Councillor Terry Howarth and Director of Commercial Services Mark Lester presented the report.

There were considerable challenges within the director due to the increase in the cost of living, staffing cost and construction costs, in addition to untimely delays. There were five red projects, four amber and thirty-five green.

The financial position was a concern due to the overspend of 165%, the greatest spend was staffing, with an increased cost in staffing and increased use of temporary and agency staff to fill positions. This issue was not unique to Chorley Council. Two new surveyors were in post and it was hoped that the Shared Services arrangement with South Ribble will assist in recruitment and appeal to prospective applicants, and help to ease the difficulty in retaining staff due to the larger entity, and more attractive benefits.  

In relation to staff and the issues, it was summarised that the council filed to keep the core staff numbers in line with the building numbers which resulted in the requirement of temporary posts, and due to the competitive nature of the shortage of jobs, agencies have been able to increase the costs . It was hoped that with shared services, and with concentration on estates and staff capacity the Council aimed to be in a position to create permanent posts and fill the shortfall with full time staff.

Chorley and South Ribble within the Shared Service agreement had informal agreements of sharing workforce for estate and property, but from the new year the agreement will be formalised. It was also noted that the Council was in a position where there was a risk of succession issues due to the extremes of a considerable number of staff at the start of their careers and a number at the ends of their careers.

The shortage of surveyors and inspectors caused the focus to be on completing projects and is the explanation behind the low figures of ‘reactive repair jobs inspected post work completion. The underperformance of ‘returning land ownership enquiries was another symptom of staff shortage, but the service was an add on and not business critical.

A major loss of income was from the delay with Tatton Gardens following the fire and the fungal contamination that followed. It was decided to resolve the problem earlier than later. The opening would be in phases, which would take place in October and Christmas/new year, with residents moving in following the completion of the construction work. Members were reassured that the finishing touches were prioritised, and corners would not be cut.

The income from the car parks were down due to the continuation of the Covid charges. A new car park strategy to be introduced at the end of the year. In response to a query relating to contactless payments, there was uncertainty due to the legislation in place.

The market refurbishment had been paused at  ...  view the full minutes text for item 7