Meeting of the Council of The City and County of 23rd October 2008 4.00pm

COUNCIL SUMMONS

You are hereby summoned to attend a Meeting of the COUNCIL OF THE CITY AND COUNTY OF SWANSEA to be held in the Council Chamber, Civic Centre, Swansea on Thursday, 23rd October 2008 at 4.00 p.m.

The following business is proposed to be transacted:

Page No. 1. Apologies for Absence.

2. To Receive Disclosures of Personal and Prejudicial Interests from Members in accordance with the provisions of the Code of Conduct adopted by the City & County of Swansea.

(NOTE: You are requested to identify the Agenda Item / Minute No. Planning Application No. and Subject Matter to which the interest relates).

3. To receive and sign as a correct record the Minutes of the following 5-18 Council meeting: Council of 11th September 2008.

4. Presiding Officer’s Announcements.

5. Leader’s Announcements.

6. Public Questions in accordance with Procedure Rule 16. Questions must relate to matters on the open part of the Agenda of the meeting and will be dealt within a ten minute period.

7. Public Presentations – Swansea Central Mosque and Peace Mala.

8. Report of the Standards Committee (1) Report of the Standards Committee. 19-32

9. Cabinet Member Report(s):

(A) Business Improvement & Efficiency Portfolio (1) Annual Corporate Improvement Plan 2008/12. 33-193

(B) Community Leadership & Democracy Portfolio (1) Shadow Community Strategy. 194-203 (2) Overview & Scrutiny Board Membership. 204-205 (3) LEA Governor Panel. 206-208 (4) Changes to Committee Membership. 209-210 (5) Rota Visits. 211-216

(C) Education Portfolio (1) Children and Young People’s Single Plan 2008- 2011. 217-253

(D) Environment and Education Portfolio’s (1) Petition - Traffic Regulation Orders on Llangyfelach Road/ Heol Ddu. 254-257

(E) Environment Portfolio (1) Petition – Objection to the temporary routing of the Celtic Trail cycle 258-260 route Through Cae Castell, Loughor.

(F) Economic and Strategic Development (1) Tall Building Strategy. 261-283

10. Reports from Overview and Scrutiny (A) Response to Referral of Notice of Motion to Environment, 284-288 Regeneration and Culture Overview Board – Human Trafficking. (B) Response to Referral of Notice of Motion to Environment, 289-292 Regeneration and Culture Overview Board – Post Office Closures. (C) Response to Referral of Notice of Motion to Finance, Audit & Business 293-294 Improvement Scrutiny – eGovernment Programme - Payroll. (D) Scrutiny Strategic Work Programme – Update. 295-303

11. Councillors’ Questions under Procedure Rule 15 304-314

12. Notice of Motion from Councillors D Phillips, J Burtonshaw, A Lloyd, R J Lloyd, C Thomas, J Miles, M Child, R Francis-Davies and R Stewart

"We support the initiative to make Swansea into a recognised ‘City of Sanctuary’, welcoming those fleeing violence and persecution in their own countries. We recognise the contribution of refugees and people seeking sanctuary to the City of Swansea. We are committed to taking practical steps to welcome and include them in our activities and are actively seeking ways of supporting them wherever we can. We are willing for our organisation’s name to be added to a list of supporters of City of Sanctuary. We are also willing to be contacted by the Swansea City of Sanctuary group with further ideas for how we can turn this pledge into practical action."

13. To authorise the affixing of the Common Seal to any document necessary to carry into effect any resolution passed or confirmed at this meeting

David Daycock Head of Legal and Democratic Services Civic Centre Swansea 16th October 2008 To: All Members of the Council Z: Agenda /Council /2008-2009 /11Sep08

Item No. 2

Disclosures of Personal Interest from Members

To receive Disclosures of Personal Interest from Members in accordance with the provisions of the Code of Conduct adopted by the City and County of Swansea. You must disclose orally to the meeting the existence and nature of that interest.

NOTE: You are requested to identify the Agenda Item / Minute No. / Planning Application No. and Subject Matter to which that interest relates and to enter all declared interests on the sheet provided for that purpose at the meeting.

1. If you have a Personal Interest as set out in Paragraph 10 of the Code, you MAY STAY, SPEAK AND VOTE unless it is also a Prejudicial Interest.

2. If you have a Personal Interest which is also a Prejudicial Interest as set out in Paragraph 12 of the Code, then subject to point 3 below, you MUST WITHDRAW from the meeting (unless you have obtained a dispensation from the Authority’s Standards Committee)

3. Where you have a Prejudicial Interest you may attend the meeting but only for the purpose of making representations, answering questions or giving evidence relating to the business, provided that the public are also allowed to attend the meeting for the same purpose, whether under a statutory right or otherwise. In such a case, you must withdraw from the meeting immediately after the period for making representations, answering questions, or giving evidence relating to the business has ended, and in any event before further consideration of the business begins, whether or not the public are allowed to remain in attendance for such consideration (Paragraph 14 of the Code).

4. Where you have agreement from the Monitoring Officer that the information relating to your Personal Interest is sensitive information, as set out in Paragraph 16 of the Code of Conduct, your obligation to disclose such information is replaced with an obligation to disclose the existence of a personal interest and to confirm that the Monitoring Officer has agreed that the nature of such personal interest is sensitive information.

5. If you are relying on a grant of a dispensation by the Standards Committee, you must, before the matter is under consideration: (i) disclose orally both the interest concerned and the existence of the dispensation; and (ii) before or immediately after the close of the meeting give written notification to the Authority containing -

- details of the prejudicial interest; - details of the business to which the prejudicial interest relates; - details of, and the date on which, the dispensation was granted; and - your signature

Z:\Committees\A Agenda Pack\Council\2008-09\08 June 26\02 - Disclosures of Personal Interest.doc CITY AND COUNTY OF SWANSEA

MINUTES OF THE COUNCIL OF THE CITY AND COUNTY OF SWANSEA

HELD AT CIVIC CENTRE, SWANSEA ON THURSDAY 11TH SEPTEMBER 2008 AT 4.00 P.M.

PRESENT: Councillor N J (Presiding Officer) presided

Councillor(s): Councillor(s): Councillor(s):

V N Abbott B J Hynes B G Owen V A Bates-Hughes D H James D Phillips P M Black D I E Jones G Phillips N S Bradley J W Jones C L Philpott J E Burtonshaw M H Jones D Price M C Child M R Jones T H Rees A R A Clement S M Jones S J Rice A C S Colburn A Jopling I M Richard W J F Davies J B Kelleher G Seabourne A M Day R H Kinzett M Smith C R Doyle E T Kirchner P B Smith J Evans R D Lewis R L Smith W Evans A Lloyd R C Stewart E W Fitzgerald R J Lloyd R J Stanton R Francis-Davies K E Marsh D G Sullivan M E Gibbs P Matthews C Thomas J B Hague P N May D W W Thomas M J Hedges P M Meara L G Thomas C A Holley J T Miles J M Thomas N A Holley W K Morgan D P Tucker P R Hood-Williams H M Morris S M Waller Thomas D T Howells

86. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors W E A Jones, J Newbury, J C Richards, J Woodman, D A Robinson and R Speht.

87 DISCLOSURES OF PERSONAL AND PREJUDICIAL INTEREST

In accordance with the provisions of the Code of Conduct adopted by the City and County of Swansea, the following interests were declared:

Councillor V N Abbott - Minute No 99 - Review of School Attendance - Governor of Plasmarl Primary School and Minute 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowance - Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor N S Bradley - Minute No.99 - Review of School Attendance - Governor of Townhill School and Gors Schools - Personal Interest.

Councillor J E Burtonshaw - Minute No. 99 - Review of School Attendance - Governor of Daniel James Community School - Minute 100 - Review of Council’s e-Government Programme - Daughter works for CapGemini in Bristol - Minute 102 - Review of Electoral Arrangements - Electoral Arrangements affect all Members - and Minute No.103 - Members’ Allowances and Expenses 2007/2008 - Personal financial receipt - Personal Interests.

Councillor M C Child - Minute No. 99 - Review of School Attendance - Governor of Grange and Bishop Gore Schools and Minute No. 103 Members’ Allowances and Expenses 2007/2008 - Personal Interest.

Council A R A Clement - Minute No. 98 - Single Education Plan - Minute No. 99 - Review of School Attendance - Governor of Clase Primary and Gwyrosydd Primary Schools and Minute No 103 - Members’ Allowance and Expenses - 2007/2008 - Personal Interests.

Councillor A C S Colburn - Minute No. 99 - Review of School Attendance - Governor of Newton and Primary Schools - Personal Interests.

Councillor W J F Davies - Minute No. 99 - Review of School Attendance - Governor of Morriston Primary and Morriston Comprehensive Schools and Minute No 103 - Members’ Allowances and Expenses 2007/2008 - Personal Interests.

Councillor A M Day - Minute No. 99 - Review of School Attendance - Governor of Sketty Primary School and Minute No. 103 - Members’ Allowances and Expenses 2006/2008 - In receipt of allowances - Personal Interests.

Councillor C R Doyle - Minute No 99 - Review of School Attendance - School Governor - Personal Interest.

Councillor J Evans - Minute Nos. 99 - Review of School Attendance - Chair of Governors at Talycopa Primary School and Minute No 103 - Members’ Allowances and Expenses - 2007/2008 - In receipt of allowances - Personal Interests.

Councillor W Evans - Minute No. 99 - Review of School Attendance - School Governor and Minute No. 103 - Member’s Allowances and Expenses 2007/2008 - In receipt of allowances -Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor E W Fitzgerald - Minute No. 99 - Review of School Attendance - Governor at Penllergaer Primary and Pontarddulais Comprehensive Schools and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor R. Francis-Davies - Minute No. 99 - Review of School Attendance - School Governor and Minute No.103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor M E Gibbs - Minute No. 99 - Review of School Attendance - School Governor and Minute No.103 Member’s Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor J B Hague - Minute No. 99 - Review of School Attendance - School Governor and Minute No 102 – Review of Electoral Arrangements and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor M J Hedges – Minute No. 98 – Single Education Plan and Minute No. 99 - Review of School Attendance - School Governor – and Minute No. 102 - Review of Electoral Arrangements and Minute No.103 -Members’ Allowances and Expenses 2007/2008 – Personal Interests.

Councillor D H Hopkins - Minute No. 99 - Review of School Attendance - School Governor and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interest.

Councillor C A Holley - Minute No. 99 - Review of School Attendance - School Governor – Minute No. 102 - Review of Electoral Arrangements and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor P Hood-Williams - Minute No. 99 - Review of School Attendance - Governor of Crwys and Cila Schools and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor D H James - Minutes No. 99 - Review of School Attendance - School Governor and Minute No.103 - Members’ Allowances 2007/2008 - In receipt of allowances - Personal Interests.

Councillor D I E Jones - Minutes No. 99 - Review of School Attendance - School Governor - Minute No. 103 - Members Allowances and Expenses 2007/2008 - In receipt of allowances – Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor M H Jones - Minute No. 99 - Review of School Attendance - School Governor at Hendrefoilan and Olchfa Schools and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor S M Jones - Minute No. 99 - Review of School Attendance - Governor of Tregwyr Infant School - Personal Interest.

Councillor A Jopling - Minute No. 99 - Review of School Attendance - Governor at Pontybrenin School - Personal Interest.

Councillor J B Kelleher - Minute No. 99 - Review of School Attendance - School Governor - Personal Interest.

Councillor E T Kirchner - Minute No. 99 - Review of School Attendance - Governor of Terrace Road and St Joseph’s Catholic Junior Schools and Minute No 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor R D Lewis - Minute No. 99 - Review of School Attendance - School Governor and Minute No 103 - Members’ Allowance Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor A Lloyd - Minute No. 99 - Review of School Attendance - Governor of St Helens and Bishop Gore Schools and Minute 103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor R J Lloyd - Minute No. 99 - Review of School Attendance - Governor of Graig and Pentrepoeth Infant Schools and Minute No 103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor K E Marsh - Minute No. 99 - Review of School Attendance - Governor of Bishopston Comprehensive and Primary Schools and Minute No 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor P Matthews - Minute No. 99 - Review of School Attendance - Governor of Trallwn and Birchgrove Schools and Minute No 103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor P N May - Minute No. 99 - Review of School Attendance - Governor and parent of daughter of YGG Brynymor School and Governor of Brynmill Primary School and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor P M Meara - Minute No. 99 - Review of School Attendance - Governor of Sketty School and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor J T Miles - Minute No. 99 - Review of School Attendance - School Governor and Minute No.103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor H M Morris - Minute No. 99 - Review of School Attendance - Governor of Blaenymaes and Daniel James Schools - Personal Interest.

Councillor B G Owen - Minute No. 99 - Review of School Attendance - School Governor and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor D. Phillips - Minute No. 99 - Review of School Attendance - Governor of Terrace Road and Dylan Thomas Schools and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor G Phillips - Minute No. 99 - Review of School Attendance Governor of Portmead and Blaenymaes Primary Schools and Minute No.103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances – Personal Interests.

Councillor C L Philpott - Minute No. 99 - Review of School Attendance - Chair of Governors of Sketty Primary School and Minute No.103 Members’ Allowances and Expenses 2007/2008- In receipt of allowances - Personal Interests.

Councillor D Price - Minute No. 99 - Review of School Attendance - Governor at Tre Uchaf Primary School and Minute No.103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor I M Richard - Minute No. 99 - Review of School Attendance and Minute No.103 - Members’ Allowances and Expenses 2007/2008 - School Governor - In receipt of allowances - Personal Interests.

Councillor G Seabourne - Minute No. 99 - Review of School Attendance - School Governor and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor R J Stanton - Minute Nos. 99 - Review of School Attendance - School Governor of Parkland Primary and Olchfa Comprehensive Schools and Minute No 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor R C Stewart - Minute No 99 - Review of School Attendance - Governor of Glyncollen Primary School and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor M Smith - Minute No. 99 - Review of School Attendance - Governor of Pennard Primary School and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor P Smith - Minute No. 103 - Members Allowances and Expenses 2007/2008 - Pension Fund - Personal Interest.

Councillor R L Smith - Minute No. 99 - Review of School Attendances - Governor of Craigfelen School. and Minute No.103 - Members’ Allowances 2007/2008 - Pension Fund - Personal Interest .

Councillor T H Rees - Minute No. 99 - Review of School Attendance Chair of Governors at Llwynderw School and Minute No. 103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor D G Sullivan - Minute No. 99 - Review of School Attendance - Governor of Llangyfelach and Primary Schools and Minute No. 103 - Members Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor S J Rice - Minute No. 99 - Review of School Attendance and Governor of - Brynmill Primary School and - Minute No.103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor D W W Thomas - Minute No.98 - Single Education Plan - and Minute No 99 - Review of School Attendance - School Governor and Minute No. 102 - Review of Electoral Arrangements and Minute No. 103 - Members Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor J Thomas - Minute No.103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests. Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Councillor L G Thomas - Minute No.99 - Review of School Attendance - Governor of Pentrehafod and Manselton Primary Schools and Minute No.103 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor C Thomas - Minute No. 99 - Review of School Attendance - Governor of Gwyrosydd Primary School and Daniel James Community Schools and Minute No.103 Members’ Allowances and Expenses 2007/2008 - In receipt of allowances - Personal Interests.

Councillor S Waller Thomas - Minute No. 99 Review of School Attendance and 103 Members’ Allowances and Expenses 2007/2008 -. School Governor - In receipt of allowances and expenses - Personal Interests.

Councillor D P Tucker - Minute No. 99 - Members’ Allowances and Expenses 2007/2008 - In receipt of allowances and expenses - Personal Interest.

88. MINUTES OF COUNCIL

RESOLVED that the Minutes of Council of 31st July, 2008 be accepted as a correct record, subject to recording a Personal Interest by Councillor B J Hynes as a Member of the Pension Fund.

(NOTE: An addendum to the Minutes - Minute 75a - was circulated ).

89. PRESIDING OFFICER’S ANNOUNCEMENTS

Congratulations

The Presiding Officer was pleased to congratulate Community Safety on winning a regional Tilley Award from the Home Office for its Call Time on Violent Crime campaign which was in recognition of measures taken to reduce violence in the City Centre.

Katy Simmons of Community Safety received the award on behalf of the Unit.

He also wished to record the Council’s congratulations to the following competitors who were resident or trained in Swansea who had been successful in the Paralympics in Beijing:

Eleanor Simmonds - Gold Medal - Swimming - Women’s 100m freestyle; Jody Cundy - Two Gold Medals -Team Sprint for Cycling and 1km individual time trial; Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

David Roberts - Three gold medals - 400m freestyle and 100m freestyle - Men’s 4 x 100m relay; Graham Edmonds - Gold Medal - Men’s 4 x 100 relay

He also expressed congratulations to Dr. Lynn Evans, a Swansea University Graduate and Head of the Large Hadron Collider Project which had been launched on the 10th September, 2008.

90. LEADER’S ANNOUNCEMENTS

Royal Welsh Regiment

The Leader announced that the Royal Regiment would be attending a ceremony and undertaking a march through the City Centre on 13th September, 2008 to mark their return from active service in Afghanistan.

Retirement

The Leader was pleased to refer to the fact that Martin Ellis of the Highways Division had recently retired after completing 50 years’ service and expressed the Council’s congratulations and appreciation.

Congratulations

The Leader was pleased to congratulate Councillor Susan Waller Thomas on her recent marriage to Dr Alan Thomas and expressed best wishes on behalf of the Council. Councillors D Phillips and P Hood-Williams added congratulations on behalf of their respective Groups.

91. PUBLIC QUESTIONS

Mr. A Beddow asked a question in respect of Item 9 (b) - Review of Council’s eGovernment Programme. The Cabinet Member for Business Improvement and Efficiency undertook a written reply. (Copy to all Members).

Mrs L Davies asked a question in relation to Item 9 (b) - Review of Council’s eGovernment Programme. The Cabinet Member for Business Improvement and Efficiency responded.

Ms J Rayner asked a question in relation to Item 9 (b) - Review of Council’s eGovernment Programme. The Cabinet Member for Business Improvement and Efficiency undertook to give a written reply. (Copy to all Members). Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Ms J Rayner asked a further question in respect of Item 9 (b) - Review of Council’s eGovernment Programme. The Cabinet Member for Business Improvement and Efficiency undertook to give a written reply. (Copy to all Members).

Mr. T Beddow asked a further question in respect of Item 9 (b) - Review of Council’s eGovernment Programme. The Cabinet Member for Business Efficiency and Improvement to give a written reply. (Copy to all Members)

92. MEMBERSHIP OF COMMITTEES

The Cabinet Member for Community Leadership and Democracy reported that the Council, at its annual meeting on 15th May, 2008, had agreed membership of the various Committees/Boards as reflected in the list submitted by the political groups. He reported that the following Group have since submitted further minor changes/nominations which were outlined. He also submitted an addendum to his report which had been prepared following the circulation of the Council agenda.

RESOLVED that:

(1) the following amendments be approved:

Area 1 Development Control Committee

Appoint Councillor R D Lewis in place of Councillor J Woodman.

Appoint Councillor J Woodman as non-voting member.

Finance Audit and Business Improvement Scrutiny Board

Appoint Councillor R Jones in place of Councillor V Abbott.

Appoint Councillor C Philpott in place of Councillor A Jopling

Finance Audit and Business Improvement Overview Board

Appoint Councillor R. Speht in place of Councillor A R A Clement.

Appoint Councillor V Abbott in place of Councillor M R Jones.

Health and Social Care Scrutiny Board

Appoint Councillor A R A Clement in place of Councillor R Speht. Minutes of the Council of the City and County of Swansea (11.09.09) Cont’d

Appointments Committee

Appoint Councillor S Waller Thomas in place of Councillor D Price.

General Purposes Panel

Appoint Councillor J W Jones in place of Councillor D Price.

Member Support and Development Working Group

Appoint Councillor C Richards in place of Councillor D W W Thomas.

Gower Countryside Forum

Appoint Councillor J W Jones in place of Councillor S Waller Thomas.

(2) that the following appointments be noted:

Council of the University of , Swansea

Councillor P M Black

WLGA

Appoint Councillor E W Fitzgerald in place of Councillor G Thomas.

93. PETITION - PLAYING OF BALL GAMES IN FRANCIS ROAD, MORRISTON

The Cabinet Member for Environment reported on a petition from residents of Francis Road, Morriston expressing their concerns regarding children playing ball games on the road.

RESOLVED that:

(1) the petition be noted and the police formally requested to investigate this issue and continue to monitor the situation;

(2) that the Cabinet Member for Environment meet with the Ward Councillors to discuss this problem further.

Minutes of the Council of the City and County of Swansea (11.09.09) Cont’d

94. PETITION - PELICAN CROSSING OUTSIDE 295 BIRCHGROVE ROAD, BIRCHGROVE

The Cabinet Member of Environment reported that a petition requesting a review of the Pelican crossing installed in Birchgrove Road had been considered by the Council on 4th October, 2007. It was resolved that the petition be noted and further examination of proposals from local Councillors and petitioners be undertaken and a further report submitted to Council. He stated that officers had undertaken considerable consultation and he outlined measures instigated to address the concerns of the petitioners. He confirmed that a request from the Acting Headteacher of Birchgrove Comprehensive School for additional pedestrian guardrail on the school side of Birchgrove Road was being investigated.

RESOLVED that the petition be noted and no further action be taken apart from the issue outlined above.

95. MODIFICATIONS TO AND ADOPTION OF THE CITY AND COUNTY OF SWANSEA UNITARY DEVELOPMENT PLAN (UDP)

The Cabinet Member for Environment reported that Council, at its meeting on 10th April, 2008 had considered and accepted the proposed modifications to the UDP, recommended by the UDP Inspector in his report on the Public Inquiry into objections to the plan. It had been resolved that these modifications, together with minor amendments, be the subject of further consultation and that any duly made objections were to be reported back to Council to determine whether additional modifications needed to be made or a further Public Inquiry held before proceeding with adoption of the UDP.

He reported that a total of 140 representations had been received. 76 of these representations were objections, but 9 were not “duly made”, leaving a total of 67 “duly made” objections. There were also 61 representations of support and three general comments. An appraisal of these responses, including some additional modifications necessary to improve the clarity and accuracy of the plan were set out in the appendices to his report. The additional modifications were not significant and did not require further consultation. He indicated that the conditional withdrawal of 46 objections had been sought through the clarification of wording and minor amendment to the UDP to better accord with the Inspector’s recommendations. To date, 28 had been conditionally withdrawn, leaving 39 duly made objections maintained. These remaining objections primarily either repeated issues previously raised and considered at the Public Inquiry, or oppose interpretation of recommendations of the Inspector which had already been accepted by Council. Minutes of the Council of the City and County of Swansea (11.09.09) Cont’d

All the “duly made” objections must now be considered and a decision made as to whether it was necessary to hold a further Inquiry. He referred to the Appraisal of Responses which commented on the objections received and set out a recommended response to each and considered whether a further Inquiry was justified. Having regard to the above it was concluded that the modifications to the UDP, as amended in the attached Appraisal of Responses, were acceptable and that the plan could proceed to adoption without the need for a further Inquiry.

His report also outlined the next steps in the process.

RESOLVED that:

(1) no further Inquiry be held into the City and County of Swansea UPD;

(2) the Post-Inquiry Modifications UDP, as further modified and amended in the Appraisal of Responses, be formally adopted in accordance with statutory procedures.

96. AUTHORISATION FOR THE FORMAL COMMENCEMENT OF THE LOCAL DEVELOPMENT PLAN (LDP) PROCESS

The Cabinet Member for Environment reported on the preparation of the Local Development Plan following its approval by Cabinet on 28th August, 2008.

RESOLVED that the report be noted and any future financial implications be considered as part of the budget process.

97. TREASURY MANAGEMENT ANNUAL REPORT 2007/2008

The Cabinet Member for Finance submitted the Treasury Management Annual Report for 2007/2008 which provided details of the Council’s Treasury Management Activities and compared actual performance against the strategy laid down at the start of the year. He also reported on Capital Prudential Indicators Outturn.

RESOLVED that the Treasury Management Annual Report 2007/08 be approved.

98. SINGLE EDUCATION PLAN

The Cabinet Member for Education submitted the Single Education Plan which provided an overview of progress in the actions detailed in the plan during 2007/08. Minutes of the Council of the City and County of Swansea (11.09.09) Cont’d

RESOLVED that the progress be noted.

99. REVIEW OF SCHOOL ATTENDANCE

Councillor J T Miles, former Chairman of the former Education and Lifelong Learning Scrutiny Board submitted the findings, conclusions and recommendations resulting from a review of school attendance and the outcome following its submission to Cabinet for decision.

The Cabinet Member for Education responded.

RESOLVED that the report be noted.

The Council adjourned for ten minutes.

100. REVIEW OF THE COUNCIL’S eGOVERNMENT PROGRAMME

Councillor R Kinzett, former Chairman of the former Performance Scrutiny Board, submitted the findings, conclusions and recommendations resulting from a review of the Council’s eGovernment Programme and the outcome following its submission to Cabinet for decision.

RESOLVED that the report be noted.

101. OVERVIEW AND SCRUTINY STRATEGIC WORK PROGRAMME 2008/2009 - UPDATE

The Council received the report of the Overview and Scrutiny Co- ordinating Group on the Overview and Scrutiny Strategic Work Programme for 2008/2009.

RESOLVED that the report be noted.

102. REVIEW OF ELECTORAL ARRANGEMENTS

The Chief Executive reported that the Local Government Boundary Commission had a duty to conduct a review of electoral arrangements in each of the 22 principal Council areas in Wales under Section 57 of the Local Government Act, 1972. The last set of reviews was conducted following Local Government Re-organisation between 1996 and 2001. The Commission intended to commence this exercise as soon as practicable after the Local Elections of 2008, with the aim of the final review being completed during 2011. It was intended that any changes should then take effect for the elections due in 2012. Should the Commission decide that it wished to propose changes in the existing electoral arrangements would have to be made to the Welsh Minutes of the Council of the City and County of Swansea (11.09.08) Cont’d

Ministers. The Minister for Social Justice and Local Government may then introduce these proposals, or modified proposals. The Consultation document specifically asked six questions and a suggested response was submitted for consideration by Council. The response was required by 19th September, 2008.

RESOLVED that the response, as amended, be approved and submitted to the Welsh Assembly Government by the deadline of 19th September, 2008.

103. MEMBERS’ ALLOWANCES AND EXPENSES 2007/2008

The Head of Legal and Democratic Services reported on the Members’ Allowances and Expenses for 2007/2008.

RESOLVED that the report be noted.

104. COUNCILLORS’ QUESTIONS UNDER PROCEDURE RULE 15

Sixteen member questions were submitted under Council procedure Rule 15. The relevant Cabinet Members responded by way of written answers. Supplementary questions in respect of Question 1-6 were dealt with in the allotted time and the relevant Cabinet Members responded.

105. COMMON SEAL

RESOLVED that the Common Seal be affixed to any document necessary to bring into effect any decision made at this meeting.

The meeting ended at 7.45 p.m.

CHAIRMAN

S: Council - 11 September, 2008

Item No. 8 (1)

Report of the Standards Committee

Council - 23rd October 2008

REPORT OF THE STANDARDS COMMITTEE FOR 2006 – 2007

Summary of Report

Purpose: This report sets out the work of the Standards Committee and Community Councils Standards Sub-Committee from January 2006 to December 2007.

Policy Framework: None.

Reason for Decision: For Information

Consultation: Standards Committee and Head of Legal Services.

Recommendation(s): It is recommended that the report be noted.

Background:

1.1. The Local Government Act, 2000 required the Council to set up a Standards Committee to promote and maintain high standards of conduct and probity in the conduct of elected Members of the City and County of Swansea. The Standards Committee has been in operation since October 2000

1.2. The fourth Report of the Standards Committee up to the end of 2005 was presented to Council on 13th April 2006. This is the fifth Report of the Standards Committee and covers the period from January 2006 to December 2007.

Membership:

2.1. The membership of the Standards Committee and Community Council’s Standards Sub-Committee during this period was as follows:- Standards Committee Independent Members: Council Members:

Professor I. Davies Councillor V Webb (Chairman) Councillor C M Waller

Mrs W.Y. Hainsworth Councillor Gareth Sullivan from 25.10.07 Mrs S. Jones Councillor John Miles from 25.10.07 Mr A. Novis

Councillor L D Bailey resigned from 06.07 Councillor D Thomas resigned 5.10.07 Councillor J Hague resigned 5.10.07 due to his being appointed to the role of Deputy Leader

Community Councils Standards Sub-Committee

Community Councillors Independent Members: S.Jones Mrs S. Jones (Chair) L James from 21.09.06 Mrs W.Y. Hainsworth D Richards from 21.09.06 Mr A. Novis Mr. C. Walton

Community Councillor J S Mills resigned 16.09.05 (and unfortunately he has since died) Community Councillor J T Jones resigned 24.07.06

Chairmanship

3.1 Professor Iwan Davies was the Chairman of the Standards Committee and Mrs Sian Jones was the Chairman of the Community Councils Standards Sub-Committee during this period. (Professor Davies continues to be the current Chairman.)

A. The Standards Committee:

4.1. The Standards Committee has met on 19 occasions since January 2006 and details of the work undertaken are set out below.

Dates of Standard Committee meetings during this period:

20 Jan 2006 26 Jan 2007 15 Feb 2006 9 March 2007 3 March 2006 20 April 2007 7 April 2006 1 June 2007 10 May 2006 (Joint with Sub) 18 June 2007 02 June 2006 25 June 2007 14 July 2006 13 July 2007 8 Sept 2006 5 Oct 2007 17 Nov 2006 16 Nov 2007 15 Dec 2006

Work Undertaken:

4.2. Dispensations:

i) 15.02.06 – Dispensation granted to Councillor J E Burtonshaw and former Councillor G H Burtonshaw: • to speak and vote in question and answer sessions and in relation to decision matters with respect to Phase 1 of the e- government/Cap Gemini contract; • to speak and remain but not vote in meetings which discuss but not make ant determinations regarding Phase 2 of the e- government/Cap Gemini contract; • they must declare an interest and withdraw from meetings for all matters relating to the determination of Phase 2 of the e- government/Cap Gemini contract; • Be allowed to remain and speak in meetings (including budget meetings ) when references to any aspect of the e-government programme incorporating Phase 2 appear which will result in determinations being made, but that they may not vote at such meetings; • The dispensation was to remain in force until – o The local elections 2008; or o The daughter/stepdaughter of Councillor J E Burtonshaw / former Councillor G H Burtonshaw terminates her employment with Cap Gemini; or o The daughter/stepdaughter of Councillor J E Burtonshaw / G H Burtonshaw contributes to them or their household. ii) 2.06.06 – Dispensation granted to former Councillor V Webb: a) to speak and vote when strategic and policy issues concerning the interests of blind and partially sighted people are discussed by any Council body. The dispensation did not extend to meetings considering the finances or property of a voluntary organisation of whose Management Committee or Board the Member is a Member of otherwise than as a representative of the Council. The dispensation did not extend to participation in any vote or discussion with respect to that business or organisation; and b) The dispensation was granted until the Local Government Elections of 2008. iii) 8.09.06 – Dispensation granted to Councillor Mary Jones: a) to speak but not vote when matters in respect of Employees’ terms and conditions were discussed by any Council body. The dispensation would enable Councillor Jones to speak and present reports and to answer any questions at meetings where such matters were considered. iv) 16.11.07 – Dispensation granted to the following Councillors/former Councillors having relatives working for the Authority to speak but not vote in matters affecting all employees, not individual cases:

• M E Gibbs; K Marsh; J B Hague; D Hopkins; S M Lewis; C Thomas; P Tucker; and D G Sullivan; and • the dispensation to last until the term of the current Council (May 2008) v) 16.11.07 – Dispensation refused to the following Councillors having relatives working for the Authority to speak but not vote in matters affecting all employees, not individual cases:

• L G Thomas; M J Hedges.

The Committee also agreed that Councillor M Hedges be invited to apply for dispensation in the light of the Committee’s decision that relying on the dispensation granted by the former Secretary of State for Wales needed review. This is due for consideration in 2008.

4.3 Complaints of Breach of the Code of Conduct and Investigations

A great deal of work has been undertaken by the Committee during this period on complaints referred to the Standards Committee from the Ombudsman regarding alleged breaches of the Code of Conduct.

i) In accordance with section 69 of the Local Government Act 2000, the Ombudsman may investigate cases in which a written allegation is made to him by any person that a Member (or former Member) has failed, or may have failed, to comply with the Code of Conduct.

ii) If the Ombudsman considers that a written allegation should not be investigated, under section 69(2) of the Act he will give written notification of the decision to the person who made the allegation. These notifications are reported for information to the Standards Committee.

iii) The purpose of an investigation by the Ombudsman under section 69 of the Act is to determine which of the following findings is appropriate:

a) that there is no evidence of any failure to comply with the Code of Conduct, b) That no action needs to be taken in respect of the matters which are the subject of the investigation, c) That the matters which are the subject of the investigation should be referred to the Monitoring Officer for consideration by the Standards Committee following a Report from the Ombudsman under section 71(2), or d) That the matters which are the subject of the investigation should be referred to the president of the Adjudication Panel for Wales for adjudication by a tribunal.

iv) The Ombudsman may cease an investigation at any time under section 70(3) of the Act and may then refer the matter to the Monitoring Officer under section 70(4) of the Act for further investigation.

During the period up to the end of 2007 the following were reported to the Committee:

Complaints made but not investigated by the Ombudsman under the provisions of section 60(2)

• 3/3/06 – Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor DJ.

• 7/4/06 – Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Councillor PMB against Councillor WGE. (This decision was later overturned by the Ombudsman)

• 14/7/06 – Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor IR.

• 14/7/06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor JH.

• 14/7/06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor DAR.

• 8/9/06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor SL.

• 17/11/06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor RS.

• 9/3/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Councillor PT.

• 20/4/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mr GP against Councillor KM.

• 20/4/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mrs MK against Councillor PB.

• 1/6/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mrs AT against Councillor JE.

• 5/10/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mr PJP against Councillor AL.

• 5/10/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mr GW against Councillor SL.

• 5/10/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mrs M, Mrs D and Mrs H against Councillor RS.

• 5/10/07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made by Mr JA against Councillor RW.

Investigations completed by the Ombudsman and reported to Standards Committee for Information - no evidence of breach or no action taken.

• 20/1/08 – Ombudsman concluded his investigation against Councillor M S and found no evidence of any failure to comply with the Code.

• 14/7/06 – Ombudsman concluded his investigation against Councillor RK and found no evidence of any failure to comply with the Code.

• 15/12/06 - Ombudsman concluded his investigation into an allegation made by Councillor RW against Councillor WF and found no evidence of any failure to comply with the Code.

• 9/3/07 - Ombudsman concluded his investigation into an allegation made by Councillor PB against Councillors CH, RK and PB and found that no action needed to be taken in respect of the matters which were the subject of the investigation.

• 9/3/07 - Ombudsman concluded his investigation into an allegation made by Councillor SL against Councillor RS and found no evidence of any failure to comply with the Code.

• 1/6/07 - Ombudsman concluded his investigation into an allegation made by Mr J against Councillor PM and found that no action needed to be taken in respect of the matters which were the subject of the investigation.

• 13/7/07 - Ombudsman concluded his investigation into an allegation made by Councillor PB against Councillor PB and found no evidence of any failure to comply with the Code.

Investigations discontinued under the provisions of Section 70 (3) of the Local Government Act 2000

• 26/1/07 – Ombudsman notified the Monitoring Officer that an allegation that Councillors CH, RK and PB had failed to observe the Code of conduct would be best conducted at a local level and he was therefore formally discontinuing the investigation and referring the matter to the Monitoring Officer to investigate. The Standards Committee expressed their concern at this decision to refer the matter for investigation to the Monitoring Officer. By letter dated 19/2/07 the Ombudsman advised that he had decided to rescind his decision. This was reported to the Standards Committee meeting of 9/3/07.

Investigations under the provisions of Section 70 (4) of the Local Government Act 2000 – referred to the Standards Committee for consideration.

The following allegations of breaches of the Code of Conduct were referred to the Monitoring Officer by the Ombudsman under the provisions of Section 69 (c) and 71(2) of the Act for consideration by the Standards Committee. Public Reports on each case were published on the Council’s website and therefore the names of the Councillors are included in this Report

(a) Report of the Standards Committee Re: Councillor John Newbury (14.07.06)

Standards Committee determined that:

(1) Councillor Newbury breached paragraph 22 (1) of the Code of Conduct in respect of a failure to declare an official visit to Nantong, China in the Council’s hospitality register but that no action was needed to be taken in respect of that breach;

(2) A letter be sent to all members of the Council to remind them of the need to adhere to the Code of conduct, for all interests and hospitality to be declared and for members to take advice of Officers in replying to Council questions. This was actioned.

(b) Report of the Standards Committee Re: Councillor Gareth Sullivan (14.07.06)

Standards Committee determined:

(1) there was no breach of paragraph 6 (1) (b) of the Code of Conduct in response to a written question made by Councillor Sullivan at the meeting of the Council on 15th December 2005;

(2) that Councillor Sullivan breached paragraph 22 (1) of the Code of Conduct in respect of a failure to declare an official visit to Nantong, China in the Council’s hospitality register but that no action was needed to be taken in respect of that breach; and

(3) a letter be sent to all Members of the Council to remind them of the need to adhere to the Code of conduct, for all interests and hospitality to be declared and for members to take advice of Officers in replying to Council questions. This was actioned.

(c) Report of the Standards Committee Re: Councillor Gethin Evans (26.01.07).

Having initially taken the view that the matters alleged did not amount to a breach of the Code, the Ombudsman reviewed the decision of his Investigating Officer and decided that there had been a mistake and the allegation disclosed a prima facie case and that the matter should be referred to the Standards Committee.

Standards Committee determined:

(1) there was no evidence of any failure to comply with the Code of Conduct and that no further action should be taken in respect of the matters which were the subject of the investigation.

(2) A letter be sent to all Members of the Council in order to remind them of their duty in respect of confidential information and advising them that they should seek legal advice in dealing with confidential “red” papers and that a breach of confidential information would be taken very seriously (this was actioned);

(3) The Committee expressed its concern over the Ombudsman’s decision to review the investigation after the committee had received correspondence that could be reasonably construed as indicating that the matter had been concluded.

(d) Report of the Standards Committee Re: Councillor Rhodri Thomas (25.04.07)

Standards Committee determined:

(1) there was no breach of Paragraphs 6 (1) (a) and 6 (1) b) and as such no penalty was imposed;

(2) there was a breach of Paragraph 7 (c) of the Code of Conduct in that Councillor Thomas made improper use of the telephone facilities for private purposes; and

(3) that Councillor Thomas be censured in respect of the breach of paragraph 7(c) the Code

(e) Report of the Standards Committee Re: Councillor Desmond Thomas (18.06.07)

Standards Committee determined:

(1) that Councillor Thomas was in breach of Paragraph 8(a) of the Code of Conduct and that Councillor Thomas be censured in respect of that breach; and

(2) that Councillor Thomas was in breach of paragraph 8(b) of the Code of Conduct and that Councillor Thomas be suspended from being a member for a period of one month.

Councillor Thomas appealed the decision to the Adjudication Panel for Wales and an Appeal Tribunal considered the appeal on 11th December 2007.

The Adjudication Panel notified the Monitoring Officer of the decision of the Appeal Tribunal on the 12th December 2007. The Appeal Tribunal decided by unanimous decision to uphold the determination of the Standards Committee that Councillor Thomas had breached the Code of Conduct.

The Appeal Tribunal further determined to endorse the decision of the Standards Committee that Councillor Thomas should be censured for breaching paragraph 8(a) of the Code and suspended for 1 month for breaching paragraph 8(b) of the Code.

Other cases reported to the Standards Committee

Former Councillor L Bailey – decision of the Adjudication Panel on 28 November 2007 that former Councillor Bailey had breached paragraph 7 (c) of the Code of Conduct in that he had misused computer equipment supplied by the Council. In doing so he had brought the office of Councillor into disrepute in breach of paragraph 6(1)(b). He had also breached paragraphs 4(a) and 9(d). Former Councillor Bailey was disqualified for 2 years and 6 months

5. Joint Meeting of the Standards Committee and Community Councils Standards Sub-Committee

A joint meeting of the Standards Committee and Community Council’s Standards Sub-Committee was held on 10 May 2006.

The Leader of the Council, Councillor C A Holley, attended the meeting at the invitation of the Committee and discussed the role of the Committee within the Authority and how ethical standards could be maintained within the framework of the Code of Conduct.

The Chair hoped the following issues could be taken forward:

1. Website Pen Portraits for Lay members 2. Dissemination of Good Practice 3. Training for members as part of the Seminar Programme. 4. Representations to WAG for resources for legal support. 5.The issue of the role of the Standards Committee and in the pursuance of becoming a Beacon Council to host a conference on Standards Committees in Wales. 6. An Annual Meeting with the Leader.

6. Other matters considered by the Standards Committee during 2006 – 2007:

6.1 Members’ protocol for the use of Council provided I.T. facilities - the Committee endorsed a revised Protocol. The key purpose of the Protocol was to protect the security and integrity of the ICT systems made available to Council Members as well as providing guidance to members for the use of those facilities.

6.2 Relationship Manager’s Annual letter 2004/5 – the Committee were addressed by Gill Lewis, the Council’s Relationship Manager of the Wales Audit Office on her role in regulating the Authority, the role of external audit and on her wider role.

6.3 The Corporate Complaints Officer Report – in September 2006, the Committee received a presentation by the Corporate Complaints Officer, outlining the number, nature and outcome of complaints made against the Council which fell within the remit of the Corporate Complaints Procedure. She also outlined recommended changes to procedure and the Standards Committee made suggestions for improvement.

6.4 Correspondence with the Adjudication Panel for Wales – September 2006, the Committee commented on the procedure of Tribunals. The Registrar to the Adjudication Panel commented that the number of hearings held up to that date was relatively small and the Adjudication Panel was continually looking to refine and improve its procedures and would consider the Committee’s comments.

6.5 Council Representation on the Swansea Local Health Board – the Committee endorsed the appointments made by Council in May 2006 and April 2007 of the Local Authority Members to serve on the Swansea Local Health Board. The Local Health Board and WAG had confirmed that this requirement had been agreed as a Protocol when the procedure was first set up and that it should still be followed but Standards Committee agreed that the appointments should be referred to the Committee at an earlier stage for endorsement.

6.6 Policy on Dealing with Unreasonable Members of the Public and role of Standards Committee in Appeals - in July 2007, the Monitoring Officer presented a draft policy for dealing with unreasonable or vexatious customers who behaved in an unacceptable manner. Comments were sought from the Standards Committee and the draft policy was further reviewed. The draft was re-titled the Unreasonable Customer Policy. The Policy was approved by Council in January 2008. The Standards Committee will have a role in the appeal process and a procedure for dealing with such appeals is to be considered by the Committee in 2008.

6.7 Indemnities – in November 2007, the Monitoring Officer reported that the Council had adopted a Form of Indemnity for Officers and Members in accordance with the Local Authorities (Indemnities for Members)(Wales) Order 2006. The Standards Committee have a role to play in granting an indemnity to Members and Officers in the circumstances set out in the report or to require reimbursement on the grounds outlined. The Committee noted the Form of Indemnity and adopted an Indemnity Protocol for dealing with requests.

7. Updates by Monitoring Officer

The Monitoring Officer has briefed the Committee and the Community Council Sub-Committee during this period on the following issues:-

• The new draft Code of Conduct; • The All Wales Standards Committee Conference 22/9/06; • Terms of office of Standards Committee Members and Community Council Standards Sub-Committee Members; • Meetings with the Ombudsman • The Standards Committee (Wales) Amendment Regulations 2006 • The Annual Report of the Ombudsman 2005/06 • The amended procedure for investigation of complaints.

8. Training Presentations by the Monitoring Officer:

Training was given by the Monitoring Officer on Members Interests, the current Code of Conduct and Standards cases reported in England and Wales to all Councillors on 24.09.07 and 26.09.07. This training was also given to the Standards Committee on the 5th October 2007.

B. The Community Councils Standards Sub-Committee

The Community Councils Standards Sub-Committee has met on 5 occasions since January 2006.

Dates: 24 July 2006 13 Sept 2006 5 Oct 2006 24 Oct 2006 13 March 2007

Work undertaken: 1. Dispensations

None were requested.

2. Investigation of Complaints

During the period January 2006 to December 2007 the following were reported to the Sub-Committee:

Complaints made but not investigated by the Ombudsman under the provisions of section 60(2)

• 24.07.06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Community Councillor LD from former Community Council.

• 24.07.06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Community Councillor LD from former Dunvant Community Council.

• 24.07.06 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Community Councillors DP,ED and VD from former Dunvant Community Council

• 13.03.07 - Ombudsman refusal to investigate an alleged breach of the Code of Conduct made against Community Councillors MT, JC and C. from Town Council

Investigations completed by the Ombudsman and reported to Standards Committee for Information - no evidence of breach or no action taken.

• 24.07.06 - Ombudsman concluded his investigation against Community Councillor JR from former Dunvant Community Council and found no evidence of any failure to comply with the Code.

• 24.07.06 - Ombudsman concluded his investigation against Community Councillor SH from Killay Community Council for alleged breach of the Code and found that no action was needed to be taken in respect of the matters investigated.

• 24.07.06 - Ombudsman concluded his investigation against Community Councillor JR and JM from former Dunvant Community Council and found no evidence of any failure to comply with paragraph 6(1)(b) and 7(b) of the Code and that no action needed to be taken in respect of paragraphs 12(b) and 16(1).

Investigations under the provisions of Section 70 (4) of the Local Government Act 2000

The following allegations of breaches of the Code of Conduct were referred to the Monitoring Officer by the Ombudsman under the provisions of Section 69 (c) and 71(2) of the Act for consideration by the Standards Sub-Committee Committee. Public Reports were published on the Council’s website and therefore the names of the Councillors are included in this Report

a) former Community Councillor Cllr D Lawlor(24.10.06), Penllergaer Community Council

The Sub-Committee determined:

(1) the decision of former Community Councillor Lawlor not to share with the Community Councillors information to which they were entitled was a serious breach of the Code of Conduct. Attention was drawn to the role of the Chairman and that he had no greater authority or responsibility than any other Member. The only additional powers which the Chairman had related to voting at a meeting and the power to call meetings and conduct of business, but there were no additional powers and duties. The complainant was entitled by law to all the information held by the Community Council and on the balance of probabilities, former Community Councillor Lawlor deliberately prevented the complainant and Members of the Council from knowing the true position. The Sub- Committee accepted that the Councillor’s action was not done vexatiously but it was nevertheless a breach of the Code.

(2) Having fully taken into account the statement submitted by former Community Councillor Lawlor, the Sub-Committee found a breach of paragraph 5(b) of the Code of Conduct and determined that the Councillor be censured;

(3) The Sub-Committee noted the comments made by Councillor Lawlor in his statement and determined that it had dealt with this matter in a timely manner having received the papers for this case for its meeting on 13 September 2006.

Other cases reported to the Sub-Committee

• 13.09.06 – The Sub-Committee received a report of the Investigating Officer in respect of allegations of a failure to comply with the Code by former Community Councillor CS from Llangennith, Llanmadoc and Cheriton Community Council. The Sub-Committee found no evidence of any failure to comply with the Code by CS.

• 24.07.06 – The Sub-Committee noted the decision of the Adjudication Panel for Wales to suspend Community Councillor DC from acting as a Member of Community Council for a period of nine months or, if shorter, the remainder of his term of office with effect from the 4.07.06.

3. Training

Training was given on the Code of Conduct by Monitoring Officer to existing Community Councillors and Clerks through the Community Council Forum in 21 November 2006.

C. FUTURE WORK ISSUES

a) Expiry of Terms of Office of Members of the Committee.

i) The term of office of all Local Authority Members and Community Councillor Members expired at the elections in May 2008. Such members if re-elected can only be appointed for one further term.

ii) The term of office for Independent Members can be for not less than 4 nor more than 6 years. They can be re-appointed for one further consecutive term but that term cannot be for more than 4 years. This has the following effect on the Independent Members of the Standards Committee:

Independent Appointment Terms Members Start End Professor Iwan 1st September 31st August 2008 Can be extended Davies 2002

Sian Jones 1st September 31st August 2006 - Cannot be extended 2002 Extended to 1st August 2008 * Wilma Hainsworth 1st September 31st August 2006 - Cannot be extended 2002 Extended to 1st August 2008 * Adrian Novis February 2005 January 2011

Clive Walton February 2005 January 2011

iii) It is important to note that the term of office of Mrs Sian Jones and Mrs Wilma Hainsworth expired on 1 August 2008 and they could not continue as Members of the Committee. It has been necessary to advertise for and appoint new independent members to replace them and to give training to those new members. There is currently still a vacancy. iv) Also, the term of office of the Chair, Mr Iwan Davies, expired on 31 August 2008 and it has been extended for a further term. b) New Code of Conduct

A new Code of Conduct has been introduced in Wales and all Councillors and Members of the Standards Committee will have to be fully conversant with its terms. c) Training

There will be a significant amount of training required to be done by the Monitoring Officer for all Councillors and members of the Standards Committee on the new Code. d) Protocol for dealing with appeals under the Policy on Dealing with Unreasonable Members of the Public

A Protocol is to be approved by the Committee during 2008. (This has been done). e) Updating the Procedure on dealing with cases before the Committee

Having gained more experience in dealing with cases referred to the Committee, there will be a review of the current procedure.

Recommendation: that the report be noted.

Background Papers: Agendas and Minutes of the Standards Committee and Community Councils Standards Sub-Committee

Contact Officer: David Daycock 01792 636086 19.3.08

Item No. 9 (A) (1)

Report of the Cabinet Member for Business Improvement & Efficiency

Council - 23rd October 2008

CORPORATE IMPROVEMENT PLAN 2008-12

Summary

Purpose: This report recommends to Council the Corporate Improvement Plan (CIP) 2008/12 to meet the statutory deadline for publication. The CIP seeks to combine into one document the previously separate Corporate and Improvement Plans. The CIP outlines the aims and priorities of the Council and describes how we intend to achieve these priorities. The CIP also reports on performance and sets out proposals for improvement action and targets. Policy Framework: Corporate Plan, Improvement Plan, Wales Programme for Improvement Reason for Decision: To comply with statutory guidance and to approve and publish the Council’s annual Corporate Improvement Plan by 31st October 2008. Consultation: Legal, Finance and Cabinet Member

Recommendation(s): Council is asked to approve the Corporate Improvement Plan 2008/12 for publication by the statutory deadline of 31st October and the production of a Summary Plan within one month of this deadline.

1. Introduction

1.1 The Wales Programme for Improvement requires Councils to publish an Improvement Plan each year in 2 stages. The first stage, which is classed as non-statutory and not subject to audit was agreed by Cabinet and issued in September 2008. Stage 1 is available on the Council’s web-site.

1.2 Stage 2 of the Improvement Plan, which is the subject of this report, is the statutory version and must be published and will be subject to audit. Publication must include a printed version readily available at libraries and other Council offices. This will also be available via the Council’s web-site. A user-friendly summary version is produced within a month of the full CIP being published. This will be prepared once Members have approved the full version attached and, like last year, will be published in the Swansea Leader.

1.3 The Corporate Plan is a document that we produce every four years, which sets out the Council’s aims, objectives and priorities. The last document ran from 2004-2008 and work has been ongoing to update and develop the new document.

1.4 This year we have combined the Improvement and Corporate Plans into a single Corporate Improvement Plan.

2. Content

2.1 Current Welsh Assembly Government Guidance states that the Improvement Plan must include the following:

2.1.1 Summary of the authority’s long-term strategic objectives.

2.1.2 A commentary on performance in the previous reporting year, highlighting progress towards key objectives and the extent to which key risks have been addressed. This should be supported by outturn performance information for the previous reporting year, including:

2.1.3 Audited data for all national strategic indicators, along with current and (if relevant) future years’ targets; • Data for all policy agreement indicators which are not national strategic indicators (i.e. policy agreement local measures), and a reiteration of policy agreement milestones and targets; • Data for all other indicators which illustrate progress towards the authority’s key objectives and/or alleviation of key risks. Where such progress could reasonably be quantified, the plan should also set out targets for the relevant indicators. 2.1.4 Summary of the key issues for improvement that will be delivered in future years, drawing on the current or most recent Joint Risk Assessment (whether or not the JRA is formally complete at the time the plan is prepared).

2.1.5 Full details of where to obtain further information.

2.2 In order to comply with the Guidance and deliver a document which is easy to follow, this year’s Corporate Improvement Plan comprises:

• Contents • Foreword • Mission, Vision, Aims, Values • Chapter 1 - Introduction • Chapters 2 to 6. The following is duplicated with a separate chapter for each of the 5 aims: Environment & Community, Economy, Children and Young People, Health and Social Care, Resources o Description of the aim. o Shared Priorities with the Community Strategy. o Description of the each key priority to deliver the aim. o What it is looking to achieve (outcome focussed) o Current Risks o Current progress in this area, including achievements. • Chapter 7 - Performance Management Framework • Chapter 8 - Regulation & Scrutiny • Chapter 9 - Finance & Costs • Chapter 10 – Summary of Performance 2007/08 • Chapter 11 - Further information and how to obtain it. • Appendix A– Key priority Action Plans • Appendix B– Performance Indicators Star Rating • Appendix C - Performance tables from 2007-8

3. Summary Version

3.1 The summary will be a concise document, based on the Corporate Improvement Plan, and will provide an overview of the authority's performance, focusing on its priorities for improvement. The summary will be targeted at the general public and will report high level data and key priorities.

3.2 The format is not prescribed by the Guidance. It must however, be written in plain language, be bilingual and accessible to all. As with previous Improvement Plans, the summary must be published widely and the local community made aware of its publication. This Council will:

• Publish a notice in the Evening Post (prior to publication) to notify the public that the Corporate Improvement Plan has been published. • Publish the Summary in the November 2008 issue of the Swansea Leader. • Place the summary on the Council’s Web page.

4. Financial Implications

4.1 The financial implications are considered in the Medium Term Financial Plan and the annual budget cycle.

5. Legal Implications

5.1 There are no legal implications associated with this report.

6. Recommendation(s)

6.1 Council is asked to adopt the Corporate Improvement Plan 2008/12 for publication by the statutory deadline of 31st October and approve the production of a Summary Plan within one month of this deadline.

Background Papers:

• Improvement Plan 2007-8 • Corporate Plan 2004-8 • Wales Programme for Improvement Framework

Contact Officer: Jeremy Stephens - Head of Performance & Strategic Projects 01792 63 7570 Richard Rowlands – Business Performance Manager, Performance & Strategic Projects. 01792 63 7570 Patrick Arran – Directorate Lawyer. 01792 63 6621 City & County of Swansea Council’s

Corporate Improvement Plan 2008-12

1 Contents

Page No. Foreword 3

Mission, Vision, Aims and Values ….. 6

Chapter 1 - Introduction ….. 8

Chapter 2 - Environment & Community …… 11

Chapter 3 - Economy ….. 13

Chapter 4 - Children and Young People ….. 15

Chapter 5 - Health & Social Care ….. 17

Chapter 6 - Resources ….. 19

Chapter 7 - Performance Management Framework ….. 21

Chapter 8 - Regulation Overview and Scrutiny ….. 23

Chapter 9 - Finance and Costs ….. 28

Chapter 10 - Summary of Performance 2007/08 ….. 31

Chapter 11 - How to Obtain Further Information ….. 34

Appendix A Key Priorities Action Plan ….. 36

Appendix B Performance Compared to Other Local Authorities in 91 England and Wales …..

Appendix C Performance Indicator Data Tables 2007/08 ….. 93

If you require this information in an alternative format, please contact the Business Performance Team on:

• Telephone 01792 636852 • Textphone 01792 636733 • E-mail to [email protected]

2 Foreword

Welcome to the City and County of Swansea Council’s Corporate Improvement Plan for 2008/20012.

2008 marks the end of the four year cycle of the last Corporate Plan published by the Authority in 2004, so this year we have taken the opportunity to merge our annual Improvement Plan for the coming year with our Corporate Plan for the period 2008-2012.

The Corporate Improvement Plan outlines this Council’s Objectives and Actions for next year, but also into the medium and longer term. As with previous Improvement Plans, these are aimed at achieving and sustaining improvement in performance and service delivery.

The past year has seen us deliver many exciting projects and continue with projects which will improve the environment in and around the City and County of Swansea. These include;

• The completion of a re-vitalised Civic Centre including a new, state of the art two-floor central library, Archive and Family History Centre and face-to-face Contact Centre;

• The official opening by The Queen and The Duke of Edinburgh of the new £32 million leisure destination, The LC;

• The completion and opening of the iconic new Sidings Bridge spanning Fabian Way which has been recognised in prestigious National and European awards;

• The culmination of the Single Education Plan, which ran from September 2006 to August 2008 saw the delivery of excellent results. The number of students attaining A* to C Grade has risen to its highest ever mark of 68.9%. In addition, attendance rates in both primary and secondary schools have risen steadily and the provision for pupils with Special Educational Needs has continued to increase.

• The identification of developers to deliver the regeneration of the Quadrant, St David’s, Paxton Street and Sailbridge sites, strengthening the waterfront links to the city centre;

• Continued improvements in the Park and Ride service including completion of the Fforestfach site and the opening of the new express link on the Landore route and a commitment to a feasibility study into the siting of a fourth site in the West of the city;

• The unveiling of the international class indoor bowls stadium at Plasmarl;

3 • The continued development of the new Welsh Medium Primary School – Y.G.G. Llwynderw in West Cross, and the rebuilding of the fire devastated Penyrheol Comprehensive School, which is on target for it’s completion date of September 2009;

• A revamped and refurbished Library in Gorseinon, with a commitment to do the same at Pontarddulais Library;

• The continuation of restoring Brynmill Park, including the opening of the new Discovery Centre;

However, despite these successes – of which the committed staff who ensured their delivery should be extremely proud – it is vital that we continue to look to the future in order for us all to come together in attempting to achieve our ultimate vision for Swansea, which is to ensure that by 2020, Swansea will be a distinctive European City.

With this in mind, and with the opportunity afforded to us by beginning a new cycle of the Corporate Plan, we have assessed the existing core aims of the Council and have re-focussed them to enable us to deliver our ambitious vision. The aims that we have identified as being the drivers to deliver the vision are as follows:

1. Improve and protect our environment and make communities safer so that everyone has a great place to live 2. Improve Swansea’s economic potential so that everyone is part of a thriving economy 3. Improve services for children and young people and raise standards of attainment and achievement so that everyone has the best possible start in life 4. Improve health and social care services for all so that everyone can enjoy the best possible health 5. Make the best use of our resources so that everyone’s services are the best they can be.

This plan will contain a chapter on each of these aims which will realistically outline exactly how we intend to deliver them, but will also show where we currently are in terms of this delivery but also highlighting the risks associated with not achieving our aims. It is vital that we remain aware of the whole picture in delivering our vision, and this will be underpinned by our Performance Management Framework and also the individual plans which outline how each aim will be delivered.

A sample of some of the specific initiatives that will help deliver our aims are:

• Ensuring that all services relating to the cleansing/maintenance of the street are well co-ordinated. • Minimising waste and maximising our composting and recycling through the extension of kerbside recycling of kitchen and green waste. • Providing an integrated transport system across all modes of transport.

4 • Improving and developing the City Centre. • Introduce the new education strategy QED 2020 which will continue to improve results and the condition of school buildings. • Reshaping and Reconfiguring Health and related services. • Implementing the Health, Social Care and Wellbeing agenda. • Introduce a Customer Service Strategy to continue to improve customer access • Achieve financial stability via the Medium Term Financial Plan

Despite the optimism with which we face the future, we must also be realistic about the current state of the global economy which has implications for us all, not least Local Authorities. Nonetheless, as an organisation, we will continue to work as efficiently and effectively as possible, and attempt to move toward the attainment of our aims as professionally as possible.

In terms of past performance, the following chapters will also explain in more detail how the Council has performed during 2007/08 and what the Council intends to do to improve performance over the next couple of years. Our website www.swansea.gov.uk provides further information on specific areas of interest.

Finally, we hope this report provides an interesting insight into the developments and challenges that the Council faces over the next year and beyond and would be interested to hear any comments you may wish to make.

LEADER CHIEF EXECUTIVE

5 Mission

Delivering quality services for a greener, safer more prosperous Swansea

VISION FOR SWANSEA

By 2020 Swansea will be a distinctive European City. A city where

• Everyone has a great place to live • Everyone has the best possible start in life • Everyone has a good education • Everyone feels safe • Everyone is part of a prosperous economy • Everyone can enjoy the best possible health • Everyone’s services are the best they can be.

COUNCIL AIMS

We want to continue to:

1. Improve and protect our environment and make communities safer so that everyone has a great place to live.

2. Improve Swansea’s economic potential so that everyone is part of a thriving economy.

3. Improve services for children and young people and raise standards of attainment and achievement so that everyone has the best possible start in life.

4. Improve health and social care services for all so that everyone can enjoy the best possible health.

5. Make the best use of our resources so that everyone’s services are the best they can be.

VALUES

Teamwork Working with others and in partnership to deliver services

Openness Valuing our customers, be clear about why we do things and be accountable for decisions we make.

Innovation Driving services forward through innovation and being sustainable in our approach to service delivery.

6

Respect Recognising diversity, respecting differences and valuing our culture and heritage

Enthusiasm Positively engaging and involving communities in decision making

Caring Understand people have different needs and deliver services accordingly

7 Chapter 1 - Introduction

Each year the Council has a statutory duty to produce an Improvement Plan that gives a broad picture of how the Council has performed over the past year. The Improvement Plan establishes the strategic direction and the most important priorities for the Council as a whole. The plan is also the Council’s main method of communicating performance to the public and stakeholders against aims and priorities.

There has been a considerable amount of work undertaken to line up a number of key agendas and work areas particularly since the recent Local Government elections in May. Some of this key work includes:

Corporate Plan – our previous Corporate Plan was a separate document which covered the period 2004-2008. With this plan due for updating and renewal this year, it seemed an opportune time to combine it with the Annual Improvement Plan. This will better demonstrate the links between the National Agenda, our Community Strategy, Improvement Agenda and Corporate aims and priorities.

Community Strategy – this is being revised for 2008 in line with the recent guidance from the Welsh Assembly Government. The process is being overseen by the Better Swansea Partnership and will include results of engagement and consultation with partners, groups and forums that have contact with the Council and other stakeholders. The revised Strategy will be available by next spring in order to allow for fuller engagement and meshing with other key strategies and plans.

The Community Strategy identifies a number of Shared Partnership Priorities where outcomes are clear, cannot be delivered by a single agency in isolation, are important to the community and can be practically delivered. Four of the Shared Partnership Priorities have been identified as priorities for Swansea’s Local Service Board. The Corporate Improvement Plan cross- refers to these Shared Partnership priorities for each corporate aim in each relevant chapter. Further details on the Community Strategy and related pages can be found on the Better Swansea Partnership website www.swansea.gov.uk/bsp.

Performance Management Framework – as part of developing the new Corporate Improvement Plan we are also looking at developing a new Performance Management Framework for the Council. This will help bring together key areas such as Business Planning, Risk and Performance Management, Service Challenge, etc., all of which are key in terms of assessing and improving the performance of the Council and its services.

Redefined Corporate Aims and Priorities – there are a number of factors influencing the development of the Council’s Corporate Aims and Priorities. At a national level the Council needed to take into account the Making the Connections agenda, new initiatives, legislation, changes and access to funding and Plan rationalisation. Locally we need to take into consideration

8 the outcome of the local elections and the mandate for the Administration, the priorities of our partners and how this impacts on the Council, the introduction of Local Service Boards and issues around budgets, risk and the outcome of Regulation and Audit work.

Each Corporate Aim is reported in more detail in the following chapters, including a brief summary of expected outcomes, risk and current progress and activities relating to that aim. Further information on milestones and timescales can be found in the attached appendices.

Sustainability – the Council is keen to take a holistic approach to investing in a sustainable future that ensures Swansea meets social needs by supporting an inclusive, vibrant, safe and healthy community. We want Swansea to be a region that continues to respect and enhance its valuable environment and we aim to promote economic success that ensures a dynamic work / life balance.

We aim to encourage developers and local businesses to become more sustainable and work closely with policy makers both at a local and national level on issues such as:

• Sustainability Appraisal Tools to identify sustainable business opportunities that will benefit new and current local businesses. • A Sustainable Development Unit that offers support to businesses via publications and guides on how sustainable development can be used to their advantage • Advice on grants and a website link to accessing further information • Promoting local sustainable businesses through the production of leaflets such as the Local Producers Directory and annual events like the Sustainable Swansea Awards.

Our current developments in this area include the development of a Corporate Sustainable Development Framework and Sustainable Procurement Action Plan.

Equalities – The Council has a number of schemes covering equality issues, such as:

• Disability Equality Scheme 2006-09 • Race Equality Scheme • Equality and Diversity Annual Review

All of these individual schemes will be incorporated into a Single Equalities Scheme that is currently being developed and will be published in 2009. In addition to this we also provide comprehensive guidelines to managers, include equality issues as part of our Staff Induction Programme and assess our services for compliance with equality schemes and legislation (through Equality Impact Assessments conducted in each Department).

9 Details of how to access related documents and further information on our website are given at the end of this report.

10

Chapter 2 – Environment & Community

Our aim is to Improve and protect our environment and make communities safer so that everyone has a great place to live.

Our shared partnership priorities from the community strategy under this aim are: • Climate Change • Energy and Carbon Management • Swansea Bay • Wildlife Diversity • Fear of Crime

Our first Key Priority is ensuring that all services relating to the cleansing and maintenance of the street are well co-ordinated.

The outcome will be increased positive public perception about cleanliness of localities and their safety and appearance overall. It is intended to improve the management of vacant land to improve community confidence and to engage with the communities to increase local pride. The fabric of the highway will be maintained to ensure it is fit-for-purpose and facilitates efficient and effective cleaning.

The nature of our risk in this area concerns Council departments working together effectively and public perception around cleanliness. Our current level of risk in this area is medium.

Our current progress involves teams working on a weekly cycle in specific areas to pick litter. Additionally, there are a number of other dedicated teams for City Centre cleaning and maintenance, beach cleansing, cleansing of dog fouling and flytipping. There are also seven Neighbourhood Environmental Action Teams (NEATs) which have a much wider remit to deal with wider maintenance issues to improve localities and spend periods of time specifically in different wards (on a rota) at least twice per year. We maintain the highway network through 5-year programmes, which includes roads, footways, lighting and bridges.

Our second Key Priority is minimising waste and maximise our composting and recycling.

The outcome will be achieving landfill allowance targets; a reduction in costs of landfill and landfill tax paid; increased participation in recycling; increased income from contracts involving recyclates; cultural change in approach to waste and waste minimisation; recognition by the public of their contribution to reducing the potential impact of climate change.

The nature of our risk in this area surrounds meeting national targets and avoiding financial penalties. Our current level of risk in this area continues to be high.

11 Our current progress in this area includes the Council making a fortnightly kerbside collection of dry recyclates available to all homes in the City and County. A third of the city has a fortnightly kerbside collection of kitchen and green wastes and five civic amenity sites are also provided for the free disposal or recycling of household waste.

Our third Key Priority is increasing the supply of good quality affordable housing and working towards improving Council housing up to the Welsh Housing Quality Standard (WHQS)

The outcome will be a significant improvement in housing condition and the additional investment needed to achieve this will bring wider economic benefits and contribute toward the regeneration of the estates.

The nature of our risk in this area concerns meeting the WHQS and supplying a sufficient level of affordable homes. Our current level of risk in this area continues to be medium/high.

Our current progress in this area includes the development of a strategy for increasing the supply of affordable housing and the development of a longer term strategy for the improvement of the stock following the tenant vote against stock transfer. The aim is for the strategy is to improve council housing to be supported by a financially viable Housing Revenue Account Business Plan that would be acceptable to Welsh Assembly Government and reflect the outcomes of a consultation process with tenants and key stakeholders. We are also developing an affordable housing delivery plan to provide a clear statement on how the Council intends to increase the supply of affordable homes. It will provide direction and support to stakeholders and partners in the delivery of affordable homes.

Our Key Priority Action Plans describing the specific actions that we will take to achieve each Key Priority under this aim and how we will measure their achievement can be found at Appendix A.

12 Chapter 3 – Economy

Our aim is to continue to improve Swansea’s economic potential so that everyone is part of a thriving economy.

Our shared partnership priorities from the community strategy under this aim are:

1. Economic Inactivity (Local Service Board priority) 2. Young People Not in Education or Training (Local Service Board priority) 3. Air Quality 4. High Levels Skills

Our first Key Priority is providing an integrated transport system across all modes of transport which considers the night time economy.

The outcome will be the social, economic and environmental benefits from improving access, improving safety and reducing the environmental impact of transport identified in the Wales Transport Strategy.

The nature of our risk in this area concerns transport infrastructure, congestion, car parking and public perception. Our current level of risk in this area is medium.

Our current progress in this area includes the implementation of the Local Transport Plan. We have asset management arrangements in place and there are programmes of maintenance and improvement underway for: carriageways and footways, retaining walls and bridges, traffic signal equipment, car parks and the shoreline. A civil parking enforcement scheme has been introduced and the Residents' parking preparation pool is due to be updated. We have provided taxi marshals and enforcement at key locations at critical times and will provide additional rank spaces within the City.

Our second Key Priority is improving and making public transport more attractive to encourage usage, which includes the provision of a modern Bus Interchange.

The outcome will be to increase public transport patronage, improving access, reducing congestion and air quality problems

The nature of our risk in this area is around having effective transport links, cutting congestion and reducing environmental impact. Our current level of risk in this area is low.

Our current progress in this area includes planning the redevelopment of the Quadrant bus station and completion of express bus routes planned during 2008-2010, together with expansion of park and ride facilities. Preparation of City Centre Metro infrastructure has been completed and the bus will be available from summer 2009.

13

Our third Key Priority is improving and developing the City Centre.

The outcome will be increased vitality, activity and prosperity, including the provision of additional employment and mixed uses, which will deliver a competitive economy, quality regional shopping centre, high quality environment, city living, waterfront city, accessibility and movement and a destination city with a regional role and distinctive identity.

The nature of our risk in this area concerns strategic delivery. Our current level of risk in this area is high.

Our current progress in this area includes the development of a draft Joint Venture between the Council and Welsh Assembly Government to deliver the City Centre Strategic Framework, which will facilitate and support development, transport, infrastructure and environmental enhancements within Swansea City Centre over the coming 10 - 15 years. Works to improve the infrastructure of the city centre core retail area has started and two key schemes will be delivered at Princess Way and Swansea Market to extend and improve retail facilities in the City Centre.

Our fourth Key Priority is improving skills for learning, work and life

The outcome will be improved skill levels appropriate to the needs of the individual and the economy.

The nature of our risk in this area concerns economic inactivity and associated problems, such as poor health. Our current level of risk in this area is medium.

Our current progress in this area includes targeting support to children, young people and adults with low levels of literacy and numeracy. Work- related training and development of high level transferable skills in schools.

Our Key Priority Action Plans describing the specific actions that we will take to achieve each Key Priority under this aim and how we will measure their achievement can be found at Appendix A.

14 Chapter 4 – Children & Young People

Our aim is to improve services for children and young people and raise standards of attainment and achievement so that every one has the best possible start in life

Our shared partnership priorities from the community strategy under this aim are

• Early Intervention & Prevention (Local Service Board priority) • Young People not in Education, Employment or Training (Local Service Board priority)

Our first Key Priority is delivering the QED (Quality in Education) 2020 programme.

The outcome is to improve children and young people’s achievement and attainment and deliver a progressive improvement in the learning environment and the physical condition of schools in Swansea

The nature of our risk in this area revolves around improved educational outcomes, school condition and the learning environment. Our current level of risk in this area is high.

Our current progress in this area is demonstrated through the Single Education Plan 2006-2008 and Priority 1 in the Children & Young People Plan from September 2008 onwards. Individual actions to deliver the priority include the implementation of Foundation Phase for nursery children in September to meet WAG’s statutory requirement. There has been an improvement in the GCSE results for 2008 compared with the 2007 results. There has also been a reduction in the number of 16 year olds not in education, employment or training. A programme is now being firmly established and well supported by schools to cover all improvement including raising standards, access and school organisation. A stakeholder forum has also being established for the emerging QED 2020 programme.

Our second Key Priority is improving Child and Family Services.

The outcome is to provide better service to the community in terms of speed and quality of assessments, the delivery and monitoring of planned services and positive outcomes for children and their families.

The nature of our risk in this area concerns safeguarding children in need. Our current level of risk in this area is high but measures are in place to address this.

Our current progress has an ‘improvement action plan’ in place. It aims for improvement across a wide range of provision, notably in workforce recruitment and retention, performance levels and sustainable team structures to meet anticipated service demand.

15 Our third Key Priority is reducing the impact of poverty on Children and Young people.

The outcome is to have improved outcomes for children and young people and their families/carers so that everyone has the best possible start in life and the factors that reduce opportunities for a good education and wider development in terms of health are reduced and preferably removed.

The nature of our risk in this area is about reducing the impact of poverty on educational attainment and health. Our current level of risk in this area is medium.

Our current progress in this area includes the work of the Social Inclusion Unit, Swansea Economic Regeneration Strategy (Swansea 2020), Priority 3 in Children and Young People Plan and the Single Education Plan. On a phased basis Flying Start operated in 8 catchments, providing free childcare, additional health visiting and basic skill support. Improved reading levels of pupils in the early years in areas of deprivation on a targeted basis especially where these were low.

Our Key Priority Action Plans describing the specific actions that we will take to achieve each Key Priority under this aim and how we will measure their achievement can be found at Appendix A.

16 Chapter 5 – Health & Social Care

Our aim is to improve Health and Social Care services for all so that everyone can enjoy the best possible health.

Our shared partnership priorities from the community strategy under this aim are: • Healthy Lifestyles • Income Maximisation • Health inequalities between communities

Our first Key Priority is reshaping and reconfiguring Health and related services in Swansea.

The outcome will be everyone being supported to achieve the best level of health and well being possible, living longer healthier lives; appropriate care being delivered in the best location at the right time by a range of organisations working together; communities and individuals being well informed and taking responsibility for their own health and well-being.

The nature of our risk in this area concerns joint working, the range and quality of services, promoting independence and personal responsibility in health matters. Our current level of risk in this area is rated as medium.

Our current progress in this area has identified four priority areas for Strategic Service Change identified by the Health Challenge Swansea Partnership. These are: • Redesigning Social Care Services for Older People. • Developing Social Care Services for Children. • Reshaping Mental Health Services. • Reshaping Acute (Hospital) and Community Based Care.

Our second Key Priority is implementing the Health, Social Care and Wellbeing agenda.

The outcome will be everyone being supported to achieve the best level of health and well being possible, living longer healthier lives; appropriate care being delivered in the best location at the right time by a range of organisations working together; communities and individuals being well informed and taking responsibility for their own health and well-being.

Our current level of risk in this area is medium.

Our current progress in this area has seen a second Health Social Care and Well-being Strategy being agreed for 2008-2001 which has been backed up by the production of a Year 1 action plan for 2008-09.

Our Key Priority Action Plans describing the specific actions that we will take to achieve each Key Priority under this aim

17 and how we will measure their achievement can be found at Appendix A.

18 Chapter 6 – Resources

Our aim is to make the best use of our resources so that everyone’s services are the best they can be.

Shared partnership priorities as outlined in the Community Strategy • Consultation and participation (Local Service Board priority) • Equal Access to Services

Our first Key Priority will concentrate on our Workforce Programme (e.g. Job Evaluation, Payroll, Sickness Absence Management, Workforce Modernisation).

The outcome will be more efficient and effective use of the Council’s staff resources. This will also include effective planning for future workforce requirements.

The nature of our risk in this area concerns workforce modernisation. Our current level of risk remains high.

Our current progress has seen programme planning and design work underway.

Our second Key Priority is improving customer access through a Customer Service Strategy.

The outcome is that standards for customer service are defined and implemented and that we fully exploit opportunities to improve the customer experience and to improve the level of customer satisfaction.

The nature of our risk in this area is about improving customer satisfaction and access. Our current level of risk in this area is medium.

Our current progress in this area is the setting up of a Corporate Customer Services working group. The draft Strategy is scheduled to commence a consultation process by the end of October 2008.

Our third Key Priority is living within our resources and achieving financial stability - including a Medium Term Financial Plan, sustainable asset portfolio and depot rationalisation.

The outcome for this priority is that core service funding is maintained and provision is made for unavoidable spending needs. We will also make the best of opportunities to generate capital receipts through our asset portfolio.

The nature of our risk in this area is about having sustainable assets and resources. Our current level of risk in this area is medium/high.

19 Our current progress includes work on maintaining and developing the Medium Term Financial Plan (MTFP) and Asset Management. We will also be completing a high level financial plan for the Depot review in 2009.

Our fourth Key Priority will focus on joint working arrangements with others, achieving efficiency and savings.

The outcome will mean a reduction in costs and the provision of a lean and effective service. It will also encourage best practice within the joint working arrangements and work towards achieving the Welsh Assembly Government’s targets for partnership working.

The nature of our risk in this area concerns improving joint-working and efficiencies. Our current level of risk in this area is medium.

Our current progress is around developing the Local Service Boards, partnerships and Convergence Projects to ensure they are meaningful, effective and delivering the expected impact. Formal programme management will be introduced to our partnership/joint working arrangements that will ensure strong governance, clear strategies, objectives and benefits realisation plans are in place for all joint working arrangements.

Our Key Priority Action Plans describing the specific actions that we will take to achieve each Key Priority under this aim and how we will measure their achievement can be found at Appendix A.

20

Chapter 7 - Performance Management Framework

The Wales Programme for Improvement is the national performance management framework for Wales. The Framework consists of a number of components:

• annual performance assessments for services and functions; • an annual joint risk assessment agreed between the Council and its regulators to identify risks to achieving improvement; • corporate and budget plans that account for the joint risk and annual performance assessments; • an annual improvement plan providing an overview of the council's performance, focusing on its priorities for improvement; • monitoring and evaluation of actions to feed into strategic planning and annual assessments.

This Corporate Improvement Plan seeks to combine the corporate and improvement plans and is the overarching strategic document of the Council’s own Performance Management Framework. The Performance Management Framework covers both corporate and service levels and applies to all staff across the whole organisation.

Each Service Unit prepares a Service Unit Plan covering a 4 year period, to be updated annually, and specifies their performance measures. The Plan sets out the principal service objectives for the Service Unit, the links to the Corporate Improvement Plan and the actions, measures and targets to be achieved.

These Plans together form the basis of the personal Appraisal and Performance Monitoring arrangements which will apply to all employees.

Our current progress in refining our performance management arrangements includes:

• Continuing to improve our service planning process. This includes plans to streamline the existing format and improve links with efficiency gains and the risk assessment.

• Engaging with the Welsh Assembly Government to implement a pan- Wales performance management software package (Ffynnon), which will improve the management and sharing of performance information.

• Managing a rolling agenda for monitoring performance and joint reports on financial and service performance are being produced where possible.

• Developing a performance management guide for officers and Members. This will include practical information and checklists on target setting.

21 y Testing of a range of National Strategic and Core Set Performance Indicators and setting up a programme and checklist to check accuracy, process and systems of data collection.

Some future challenges and opportunities include:

• Improving our business planning process further by seeking stronger alignment between the corporate centre and service areas as well as risk, financial, programme/project and performance planning processes.

• Continuing to ensure that our partnership working continues to be effective and that this links effectively with the collaborative agenda set out in Making the Connections and Beecham reports and the development of Local Service Boards.

• Reviewing our local performance indicators to ensure that these are still appropriate.

• Reviewing continuous improvement models that will help create the right environment for continuous improvement and recognise the importance of people in achieving improvement. Any model should assist in identifying areas for improvement, the causes of any issues and realistic solutions.

• Looking to implement Improvement Agreements that focus on local priorities for improvement as a way of addressing performance variations across Wales.

• Embedding sustainability and equality into our service and corporate planning arrangements.

• Accounting for any changes that are made to the Wales Programme for Improvement by the Welsh Assembly Government, including the possibility of establishing national minimum standards and outcome focused performance measures.

22 Chapter 8 – Regulation, Overview and Scrutiny

Audit and Inspection All councils are subject to audits and inspections by the Regulators to ensure that services are improving, procedures are being adhered to and that councils are financially sound and operate affective and efficient management practices. The Regulators include:

• Wales Audit Office (WAO). • Price Waterhouse Coopers (PwC, our external auditors). • Social Services Inspectorate for Wales (SSIW). • Estyn - the Education Inspectorate.

These audits and inspections are important to us for 2 main reasons:

• Confirmation that our approaches and procedures are appropriate, robust and effective. • Areas for improvement are identified.

Each year the Regulators undertake a range of new audits and inspections as well as following up on previous audits and inspections to ensure that previous recommendations have been implemented. The areas to be audited and inspected are defined each year by a process known as the “Joint Risk Assessment” which involves the Regulators and the Council discussing and agreeing areas of risk and importance and where improvement and assistance to achieve improvement is needed.

Councils are large and complex organisations delivering a wide range of services to large numbers of people and there are always areas for improvement.

Completed Audits, Inspections and Reviews 2007/08

Wales Audit Office Review of Sport and Recreation The City & County of Swansea is committed to achieving the Welsh Assembly Government’s ambitious targets to encourage ‘More People to be More Active, More Often’. The Welsh Audit Office reviewed the councils approach to meeting these aims and concluded: ‘the council has developed a sound strategic approach to increasing physical activity’. To be effective the main recommendation from the review suggests ensuring integration of the strategy across the whole council and its partners. Actions for 2008/2009 revolve around working towards this integration along with completing year 1 of the Climbing Higher physical activity strategy action plan and evolving systems to measure progress.

Price Waterhouse Coopers Review of e-Government Following a debate at Council, PwC was asked to carry out a review of some specified aspects of the Council’s eGovernment programme. While the review noted a sound methodology and programme management approach, it raised issues in respect of areas such as options appraisal, benefits assessment and

23 Member involvement. These points have been noted and included in an Action Plan which has been submitted to Cabinet.

Audits, Review and Inspections underway or planned 2008/09

• Financial accounts • E-government • Equal pay • Joint Resilience Unit • Adult Mental Health services • Asset Management • Planning services • Trust arrangements in the Leisure service • Anti-poverty (follow up) • Youth Offending Team Inspection

Joint Protocol for carrying out Audit and Inspection Work The Council, WAO and PwC have developed a joint protocol to ensure that we work together efficiently and with maximum beneficial impact.

The protocol outlines the way in which we will work with other regulators and inspectorates. It covers all performance audit and inspection work, agreed as part of the Regulatory Plan as well as national mandated work and any other performance work carried out by the WAO.

Overview and Scrutiny

What is Overview and Scrutiny? The Local Government Act 2000 requires Local Authorities to have executive arrangements, which means that decisions are taken on behalf of the Council, on most major issues, by Cabinet, which is made up of ten Councillors in Swansea. The Act also introduced an Overview & Scrutiny function in Local Government which aimed to:

• Strengthen accountability for decisions and performance; • Ensure that the needs of residents and community groups are reflected in Council policies through greater Councillor and public involvement in decision and policy making; • Support, promote and develop the Council’s community leadership role.

The overall aim of Overview and Scrutiny is to make Swansea a better place and to ensure that services are responsive to people's needs. A constructive and effective overview and scrutiny function, that works across organisational boundaries and engages the community, is also at the heart of the Welsh Assembly Government's vision for public services in Wales.

24 Overview and Scrutiny is undertaken by Councillors who do not hold Cabinet post. Each of these Overview Boards and Scrutiny Boards will keep a watching brief on different aspects of Council policies and services to ensure that the Council is achieving its aims. Detailed work is done through in-depth reviews and, for each review, the Boards will gather a wide range of evidence, including community views, and propose improvements.

Reviews Conducted in 2007/08

Five in-depth reviews were completed last year. The full reports can be found on the Overview and Scrutiny website http://www.swansea.gov.uk/scrutiny . A summary of each review is given below:

Council’s Use of Consultants The review was set within the context of the Council’s own Improvement Programme and the Welsh Assembly Government’s Making the Connections agenda. The aim of this review was to evaluate consultant engagement across the Council and make recommendations to improve the process, outcomes and effectiveness of consultant engagement. During the review evidence was gathered across the Directorate on level of usage of consultants, costs and purpose of the consultation. Fifteen recommendations were put to Cabinet, covering issues such as creating a skills database of officers who could be seconded as in-house consultants sharing consultancy services across and between neighbouring authorities and corporately improving the monitoring and evaluation of services provided by external organisations.

A copy of the report can be found on: http://www.swansea.gov.uk/scrutiny

Council’s eGovernment Programme This review was undertaken in response to concerns around the achievement of benefits and savings targets from Phase 1 of the programme. The review aimed to provide advice and lessons learned to aid the Council’s effectiveness when undertaking large contracts and projects in future years. A wide range of evidence was gathered, including interviews with Corporate Directors, Capgemini, Joint Trades Unions, the report of the Designated Independent Person and representation from Deloitte. The findings of the Performance Scrutiny Board acknowledged the clear need to modernise the Council’s systems but highlighted areas where the process could have been improved. Nine recommendations were put to Cabinet, covering many aspects of managing and delivering such a large scale project. A copy of the report can be found on: http://www.swansea.gov.uk/scrutiny

Population Estimates and the Census The Community Leadership Scrutiny Board conducted a review of population estimates based on the 2001 Census results and the preparation for the 2011 Census. The aim of the review was to identify ways to improve the delivery of improved local population estimates and more accurate findings from the 2011 Census. The review also looked at the impact the population estimates has on Council funding. The accuracy of the Census survey is critical to the

25 planning, development and delivery of local services, resources allocation and decision making. Among the findings of the Board were the issues of encouraging information sharing within the Council and with external bodies, and engaging communities to increase knowledge and awareness of the Census. Seven recommendations were put to Cabinet, including developing better engagement and information sharing with other organisations and advice to ONS on how its delivery of the 2011 Census could be improved.

A copy of the report can be found on: http://www.swansea.gov.uk/scrutiny

School Attendance The Education and Lifelong Learning Scrutiny Board felt that by undertaking a review of this topic it could make a positive contribution to improving a school attendance across schools in Swansea. The objectives were to increase awareness and understanding of school attendance issues and looking at whether local work on improving attendance is supported by trend data. In concluding its review, the Board identified key factors that can affect school attendance and that individual schools may use different methods of dealing with non-attendance. Five recommendations on proposals that could improve attendance were put to Cabinet.

A copy of the report can be found on: http://www.swansea.gov.uk/scrutiny

Working with the Community to Reduce Crime The Councillors who carried out this work took the view that the police, partner agencies and the public need to work closely together to solve crime and disorder problems and to improve the sense of safety within communities. To this end, the Board undertook a review to identify how best the community can become involved in reducing crime in Swansea. A number of surveys and interviews were conducted to gather evidence from individuals and organisations involved in community safety. The effectiveness of the ‘Partner and Communities Together’ (PACT) meetings were key factors in allowing partners to express concerns about community safety and as a forum for finding solutions to community issues. Recommendations took account of the introduction of a Local Accountability Panel (LAP) and suggestions made to the PACT Partnership on developing a performance framework to enhance the partnership and encourage further public engagement.

A copy of the report can be found at: http://www.swansea.gov.uk/scrutiny These reviews are currently being followed up to monitor implementation of agreed recommendations and measure the impact of the work of overview and scrutiny.

Policy and Service Reviews scheduled for 2008/09

The Councillors who sit on the Boards have recently identified areas of work for the coming year and topics for in-depth reviews. These will be:

• The Effects of Child Poverty on Educational Attainment • Improving Integrated Service Delivery especially in relation to 8 – 13 year

26 olds • The Development of a Cycling Action Plan • Communities First Programme • Social Services Community Transport. • Older People’s Respite Services. • Medium Term Financial Planning. • Performance Measurement / Management

These reviews will set out to gather a wide range of views and evidence on these areas so that improvements can be proposed. If you are interested in any of the above topics and would like to contribute to these reviews then please contact us. We will contact you when specific opportunities to get involved arise.

In addition to in-depth reviews, other aspects of Overview & Scrutiny include:

● Keeping Councillors briefed about key policy / service areas ● Questioning Cabinet Members and Directors/Heads of Service on matters of concern • Performance and Project Monitoring ● Contributing to audit and inspection activity through monitoring implementation of recommendations • Following Up Recommendations from previous Overview and Scrutiny Reviews

Overview and Scrutiny Unit For further information please visit our WebPages at www.swansea.gov.uk/scrutiny. To contact the Team either email [email protected] or telephone 01792 637732.

27 Chapter 9 – Finance and Costs

In meeting the needs and demands of our citizens, customers and stakeholders across the whole range of services for which the Council is responsible, a significant level of revenue and capital expenditure is needed. Where actions and improvements have a cost implication in the current year these are provided for in the budget. Actions and improvements in future years are either accounted for in the medium term financial plan or will be considered in future budget considerations. A detailed below is a brief summary of how the authority proposes to spend in budget during 2008/09

Local Government Settlement This year’s settlement represented very little change from the provisional settlement announced in November 2007. The Council received a 2.4% increase in Revenue Support Grant compared with the average increase of 2.3%.

Revenue Expenditure This is expenditure that the Council incurs on the day to day running costs of its services including salaries and wages, running expenses of premises and vehicles as well as the annual repayment of debt charges. The Council’s annual net revenue expenditure for 2008/09 on service delivery and contributions to other bodies such as Combined Fire Authority and Community Council precepts is £361.635m and this will be mainly financed by Revenue Support Grant and Council Tax.

Capital Expenditure The Council has earmarked £50.442m to be spent on capital expenditure for 2008/09. This amount whilst decreased compared to last year still equates to a substantial programme for improvement which will be spent on Guildhall Refurbishment, Special Needs adaptations, improvements to Council properties and Tir John remediation and pre-opening works.

Budget Process

In order for the Council to live within its resources and achieve a balanced budget in future years the following have been considered and reviewed:

• Unavoidable and essential spending needs. • Risks and uncertainties facing the Authority. • Likely resources. • The forecast overall budget position each year. • Savings options to achieve a balanced budget each year.

Pressures include Social Care expenditure, above inflation rises in care home fees, education services and fuel cost increases. The Council has established a contingency fund sufficient to deal with in year risk, increased selected fees and charges and increased Council Tax in line with inflation.

28 Like other Council’s in Wales, Swansea faces an extremely difficult financial position in 2008/09 and the foreseeable future. Unexpected increases in inflation and energy costs will require compensating reductions to be made in all areas of the Council budget. This may entail a downward revision of previously agreed programmes, projects and service initiatives.

However, significant progress has been made in developing a Medium Term Financial Plan over the last year. In order to take the work forward, plans and timescales will be agreed for achieving targets and further develop relationships between service and financial planning. The Medium Term Financial Plan includes the following proposals / targets for the reduction in absence costs; increase of fees and charges, and; reduced staffing costs.

Aim 1 – Environment & Community Priorities which support this aim include cleansing and maintenance of the streets, increasing composting and recycling and an adequate supply of good quality affordable housing. • The continuation of funding for the successful Streetforce and Neighbourhood Environment Action Teams (NEAT). • Savings include a significant reduction in landfill costs arising from the recent re-tendering exercise. • There is a risk of incurring financial penalties if we do not hit targets for increasing the recycling of household waste or minimising the amount of waste produced. • Capital expenditure is earmarked for Enveloping repairs traditional and non traditional properties £4.7m, window replacement of council houses £980K, rewiring programme £710K and boiler replacement programme £1.3M.

Aim 2 - Economy Priorities for this aim includes an integrated transport system, encouraging increased usage of public transport more, improving and developing City Centre and improving skills for learning, work and life. • The progress on the regeneration of the City Centre is progressing rapidly. • Capital expenditure is allocated towards the City Centre Core Improvements and redevelopment as in previous years to the value of over £500K.

Aim 3 – Children & Young People Priorities include QED 2020, Improvement of Child & Family Services and reducing the impact of poverty on Children and Young People • The poor condition of schools continues to provide a risk for the Council as does the consequent impact on standards. Some schools do not meet pupil’s needs and there are also falling numbers in some. The QED 2020 programme will be delivered over the long term to address condition issues as well as providing the appropriate number of places to meet demand. Maintenance and remedial work will occur as funding allows. • A number of financial pressures have been identified with further increases in the number of children with additional learning needs, looked after children, recruitment/retention of social staff work and new legislative

29 requirements. In order to address these requirements within the budget, particular areas of activity will have to be adjusted to reflect known service demand. Key areas for consideration include the need to develop further arrangements for Child and Family Services.

Aim 4 – Health and Social Care Priorities detailed include the reshaping and reconfiguring Health and implementing the Health, Social Care and Wellbeing agenda. • Pressures have been identified in Social Care, particularly Children’s Services. Considerable effort has taken place to improve budget monitoring, maximise income and to seek efficiencies wherever possible. • Expenditure is continuing to be earmarked for various Wellbeing initiatives ranging from physical activity across the City, continuing to develop the culture, recreation and leisure programme and Health Promotion work.

Aim 5 - Resources Priorities determined for this aim include Workforce Programme, improve customer care access and improved financial planning. • The Council has progressed on the Equal Pay Settlement. • The eGovernment budget will reduce during 2008/09 to reflect the end of this programme. The budget for 2008/09 provides a full year of running costs of the Contact Centre.

30 Chapter 10 – Summary of Performance for 2007/08

Achieving continuous improvement is the key aim for this Council. The performance in 2007/08 has shown that overall, 63% of performance measures have either improved, are the same as last year or are already at best performance. We have seen areas of improvement across all the main service areas such as:

• Average time to process new Housing Benefit claims has continued to improve going from 22.79 days in 2006/07 to 17.48 days in 2007/08.

• The percentage of Council Tax collected during 2007/08 at 96.39% surpassed both last year’s actual at 96.23% and the target of 96.25%

• Percentage of pupils in schools maintained by the authority in the previous summer achieving 5 or more GCSEs at grades A* - C or the vocational equivalent performed well at 55.60% against the all Wales basis of 54.2%. The result exceeded both the target of 52.70% and last year’s actual at 51.10%.

• Learners leaving Employment Training with a positive outcome continues to increase in performance with 86% against the target of 75%.

• The percentage of permanently excluded pupils attending between ten and twenty-five hours a week of alternative tuition rose from 13% in 2006/07 to 57.14% in 2007/08. Many issues will affect a pupil’s ability to attend the provision offered and this performance will change year on year because of the small numbers of pupils involved.

• The percentage of noise complaints responded to within 5 working days has maintained a high performance of 99.40% against a target of 98.50% compared to 97.60% for 2006/07.

• The percentage of municipal waste either reused or recycled at 22.51% surpassed both the target at 22.50% and the previous year’s actual of 21.20%

• The percentage of householder applications determined during the year within 8 weeks was at 70.5% and it is pleasing to note that last year’s actual of 65.7% was exceeded.

• The percentage of priority graffiti jobs completed within 7 days achieved a high response rate at 98.70% compared against the target of 93%

• The number of people using Public Library Services during the year per 1,000 population has shown an improvement in performance at 5,003 against last year’s value of 4,647

31 • The number of homeless families with children who have used bed and breakfast accommodation during the year except in emergencies again has shown a marked improvement at 5 for the year against a target of 25.

• The number of void properties continues to improve at 316 for the year and is a remarkable improvement against 416 for 2006/07 and this equates to 2.31% of the total amount of council stock

• The rate of delayed transfers of care for social car reasons per 1,000 population aged 75 or over produced a pleasing result of 6.78 exceeding the target of 9.

• The percentage of open cases of children on the children protection register who have an allocated social worker at 100% for the year continuing high levels of allocation against 93.9% for 2006/07

However, there are areas where further action is needed to improve performance. The following indicators have shown a decline in performance or have failed to achieve target

• The percentage complaints responded to within 10 days at 97.96% met the prescribed target of 90%. However, the result narrowly failed to achieve last year’s performance of 99.35%

• Percentage of pupils eligible for assessment at the end of Key Stage 2, in schools maintained by the local authority achieving the Core Subject, as determined by teacher Assessment finished at 72.60% and failed to meet the result of 73.85% for 2006/07 and target of 74%. Although the trend for this indicator over the four years has been upwards and in keeping with the all Wales results.

• The percentage of high risk business that was liable to programmed inspections that were subject to alternative enforcement activity for Trading Standards has decreased in performance from 95% to 90%. This is due to staff levels and sickness which should improve in future years

• The number of cars using park and ride services failed to meet the target of 337,000 by achieving a result of 314,612. However, it is pleasing to note that the result significantly improved on the performance of 267,827 for 2006/07

• The number of visits to outdoor sports facilities during the year per 1,000 population is at 766 and did not meet both the target of 943 or the values of 924 for 2006/07

• Whilst the performance of the proportion of unfit private sector swellings made fit, closed or demolished through direct action by the local authority at 5.01 did not meet last year’s actual of 6.92 and target of 5.5. The result was favourable against the other local authorities within Wales.

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• The percentage of clients with a care plan at 31st March whose care plans should have been reviewed that were reviewed during the year was at 63% and did not achieve the actual of 81.3% for 2006/07 and target of 70%. A larger service area has been included and has an obvious effect on performance.

More Detailed analysis of the Council’s performance for the period 2007/08 is contained in the data tables in Appendix C.

33 How to Obtain Further Information

Corporate Improvement Plan Performance & Strategic Projects have prepared this document on behalf of the Council. If you have any questions or comments on the content of this plan, you can contact the team in Performance & Strategic Planning by: Email to [email protected] Telephone 01792 636852

Part 1 of the Improvement Plan can be viewed on www.swansea.gov.uk/index.cfm?articleid=155

Community Plan If you are interested in finding out more about the Community Plan, then you can do so via the Council’s web-site by clicking on the following web-link: http://www.swansea.gov.uk/index.cfm?articleid=11050

Contact the Community Strategies Team by: Email at [email protected] Telephone 01792 636292

Making the Connections For more information on the Welsh Assembly Government’s “Making the Connections” initiative, visit the web-site by clicking on the following link.

http://new.wales.gov.uk/about/strategy/makingtheconnections/?lang=en

Swansea Futures More information is available on the website at www.abayoflife.com

Equality Schemes http://www.swansea.gov.uk/index.cfm?articleid=1917

Sustainable Development http://www.swansea.gov.uk/index.cfm?articleid=4275

Did you Know? Performance is monitored on a quarterly basis and reports are presented to Cabinet. If you would like to find out more about this please visit our website under the link for Councillors and Democracy.

Our website has daily news stories keeping you up to date with the latest news for Swansea, for example, progress with projects, service delivery issues, activities and events.

34 We operate an open and transparent culture and welcome views from the public when reviewing our policies. Reviews are undertaken by our Scrutiny Boards which consist primarily of Elected Members. If you would like to find out more about what’s on their work programmes or dates and times of meetings (which are open to the public) please contact our Scrutiny Officers on Swansea 01792 637257, or visit our website www.swansea.gov.uk/scrutiny

35 Appendix A – Key Priority Action Plans

Aim 1 - Improve and protect our environment and make communities safer so that everyone has a great place to live.

Key Priority Ensuring that all services relating to the cleansing / maintenance of the street are well co-ordinated Lead Director Corporate Director (Environment) Reason why this is Cleanliness and maintenance of the streets is a main priority of the public and clearly determines the way the Council’s a priority performance as a whole is viewed and can make or break reputations. Appearances of localities also impacts on community confidence, Community Safety and the prevalence of Anti-social behaviour. Current activity The cleansing function is presently mainly based upon litter picking to comply with the statutory Code of Practice. Teams of staff work on a weekly cycle in specific daily areas. Additionally, there are a number of other dedicated teams for the City Centre cleaning and maintenance, beach cleansing, cleansing of dog fouling and flytipping. There are also seven Neighbourhood Environmental Action Teams (NEATs) which operate on a much wider remit and spend periods of time specifically in different wards (on a rota) at least twice per year. This remit is intended to deal with wider maintenance issues to improve localities. The highway network is maintained in accordance with the respective legislation, further more where resource allows we meet the requirements of the relevant codes of practice. 5 year programmes are developed and undertaken for the main asset groups which include roads, footways, lighting and bridges. Outcome from To increase positive public perception about cleanliness of localities and their safety and appearance overall. It is achieving the intended to improve the management of vacant land to improve community confidence and to engage with the priority communities for an increase in local pride.

To achieve a positive and improving Cleanliness Index score which is an independently assessed measure of performance and is a statutory performance indicator.

To improve the local environmental quality by a more comprehensive approach to the street scene as a whole.

To ensure the fabric of the highway is maintained to a level that allows cleaning regimes to be efficient and effective

36

To ensure the highway asset is fit for purpose and contemporary.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Maintain the NEAT Refuse & Recycling Securing the Published Increase in Keep to Existing NEATs programme for the Manager / improvement of timetable for positive public programme; whole of the city and Supervisor - Dog appearance of each ward perception; improved Local county until March Fouling various “hotspots” greater Environmental 2009. and engagement with Audit Member/community communities; Management identified areas improved System (LEAMS) appearance of scores for land. localities; improved Cleanliness Index scores Develop the Divisional Officer – Development of September Greater Successfully Specific Grant programme for the Waste Management programme for 2009. Grant aid community audited spend of from Welsh implementation of / Enforcement each ward of the lasts until engagement; grant; Assembly the Tidy Town Officer – Waste City and County in 2011. improved liaison performance Government Initiative. Management conjunction with with schools, against locally (WAG). NEAT programme businesses; developed improved access; indicators; increased skills; number of events

37 new and initiatives wildlife/habitat developed; areas; increased Cleanliness Index scores

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Finalise new Head of Service – Complete March 2009 Positive feedback Improved LEAMS Existing staffing Streetscene Environmental negotiations with from Members scores for and redeployment arrangements and Management & workforce to and the public; localities; into new roles of introduce area Protection / introduce generic, efficiency savings Improved existing cleansing and Divisional Officer – multi-skilled area materialising; Cleanliness Index supervisory staff. maintenance teams Waste Management based teams greater skill base scores for across the city and across the Council for staff and localities and city county. area. supervisors; as a whole; greater improved involvement with perception ratings community from surveys. groups and networks.

38

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Agree extent of 2nd Head of Highways / Construction works April 2009 Improved Reduction in trips £80-100K council phase of city centre Head of Service – complete and grant condition of and falls investment and refurbishment, cost Environmental expended pedestrianised matched funding and secure bid. Management & streets in City from WAG Protection / centre Regeneration Co- ordinator

Carry out planned Planned Most works March 2009 Improved Improvement in £3m revenue and programmes for Maintenance completed and final year condition of these WAG Key capital investment Carriageways, Section Leader / by March 2010 asset groups Performance footways and Principle Lighting Indicators (KPI’s) streetlighting Manager (Operations) Obtain approval for Planned Programmes March 2009 Improved Improvement in £890K annual and undertake Maintenance approved all works and final year condition of WAG road KPI grant carriageway works Section Leader / completed by March 2010 strategic roads to secure WAG local Assistant Engineer roads maintenance Bridges & grant Structures Team

39 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Maintain the NEAT Refuse & Recycling Securing the Timetable Increase in Keep to Existing NEATs programme for the Manager / improvement of published for positive public programme; whole of the City Supervisor – Dog appearance of each ward for perception; improved LEAMS and County until fouling various “hotspots” year at least greater scores for March 2012. and one month engagement with localities; Member/community before start of communities; improved identified areas new financial improved Cleanliness Index year appearance of scores land. Develop the Divisional Officer – Development of Grant aid lasts Greater Successfully Specific Grant programme for the Waste Management programme for until March community audited spend of from WAG. implementation of / Enforcement each ward of the 2011. engagement; grant; the Tidy Town Officer – Waste city and county in improved liaison performance Initiative. Management. conjunction with with schools, against locally NEAT programme businesses; developed improved access; indicators; increased skills; number of events new and initiatives wildlife/habitat developed; areas; increased Cleanliness Index scores

40

Key Priority Minimising waste and maximising our composting and recycling Lead Director Corporate Director (Environment) Reason why this is The Council is, by law, required to reduce the amount of biodegradable waste sent to landfill or face fines for failing to a priority achieve the target. Additionally, the Council faces an increasing cost of landfill due to the Landfill Tax increasing by £8 per tonne for the next three years.

The ways of reducing the risk of not hitting the targets and incurring penalties, is by increasing the recycling of household waste or minimising the amount of waste produced or both. Current activity The Council makes a fortnightly kerbside collection of dry recyclates available to all homes in the city and county. Also, a third of the city has a fortnightly kerbside collection of kitchen and green wastes available. Five civic amenity sites are also provided for the free disposal or recycling of household waste. Outcome from Achievement of landfill allowance targets; reduction in costs of landfill and landfill tax paid; increased participation in achieving the recycling; increased income from contracts involving recyclates; cultural change in approach to waste and waste priority minimisation; recognition by public of their contribution to reducing potential impact of climate change.

41 Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Introduce weekly Head of Service – Reduction in March Adherence to January 2009 – Existing revenue kerbside collections Environmental residual waste to 2009 programme and expansion into and Sustainable of kitchen waste to Management & landfill introduction to first new area; Waste City and County in Protection / area by May 2009 improvement in Management accordance with Divisional Officer – recycling; Specific Grant agreed plan. Waste Management decrease in amount of residual Introduce fortnightly waste; increase in kerbside collections levels of of green waste composted waste

Completion of expansion by May 2009 Expand the Council’s Refuse & Recycling Increase in March Greater Increase in Existing revenue Trade Waste Manager / recycled trade 2009 participation and number of budget and Service’s recycling Commercial Waste waste and number of contracts Sustainable schemes Officer reduction in contracts; Waste residual waste increase in Management requiring amount of Specific Grant disposal recycled waste; reduction in residual waste requiring disposal

42

Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Introduce fortnightly Head of Service – Reduction in May Introduction of Percentages of Existing revenue kerbside collections Environmental residual waste 2010 scheme across municipal waste budgets and of plastics, cardboard Management & by landfill or area. recycled and Sustainable and textiles Protection / treatment. landfilled Waste Divisional Officer – Management Waste Management Increase in Grant recycling as percentage of municipal waste.

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Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Achieve, with the Waste Project Provision of new July Acquisition of Increase in Earmarked capital Council’s Waste Officer licensed site for 2009 planning amount of waste budget; existing Disposal Company, open windrowing permission and compost revenue budgets; the provision of new and maturing of waste licence for Sustainable composting in-vessel site. Waste arrangements to composted Management achieve targets waste. Transfer of Grant present arrange- ments from Tir John

44

Key Priority Increase the supply of good quality affordable housing and work towards improving council housing up to the Welsh Housing Quality Standard

Lead Director Corporate Director (Regeneration)

Reason why this is The authority is under a duty to provide an annual Housing Revenue Account (HRA) Business Plan that demonstrates a priority achievement of the Welsh Housing Quality Standard and its maintenance over a 30 year period. Current activity The development of strategy for increasing the supply of affordable housing and the development of a longer term strategy for the improvement of the stock following the tenant vote against stock transfer. The aim is for the strategy to improve council housing to be supported by a financially viable HRA Business Plan that would be acceptable to the Welsh Assembly Government and reflect the outcomes of a consultation process with tenants and key stakeholders. Outcome from The benefits of increasing the supply of affordable housing will be to meet the assessed demand and the benefits of achieve the priority improving council housing up to the Welsh Housing Quality Standard will be a significant improvement in housing condition and the additional investment needed to achieve this will bring wider economic benefits and contribute towards the regeneration of the estates.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Consultation and Programme To gauge August 2008 – Tenants and key Consultation Housing Futures communication Manager, Housing opinion on November stakeholders have completed Programme process with tenants Futures Programme defining the 2008 been provided (Housing and other key standard and the with an Revenue Account) stakeholders potential options opportunity to of funding its express opinion.

45 achievement. Report a draft long Programme Report for March 2009 Strategy is Decision is made Housing Futures terms strategy for Manager, Housing decision to supported by a on a longer term Programme improving council Futures Programme enable viable HRA strategy (Housing housing up to the implementation Business Plan Revenue Account) Welsh Housing of an agreed that is acceptable Quality Standard strategy to the Welsh Assembly Government and reflects the outcomes of the consultation process. Produce a draft Strategic Planning To provide March 2009 Delivery plan for Draft Delivery Housing Services Affordable Housing Manager, direction and increasing the Plan is endorsed (Housing General Delivery Plan which Housing Service support to supply of Fund – (HGF)) provides a clear stakeholders affordable homes statement on how the and partners is accepted. Council intends to involved in the increase the supply delivery of of affordable homes. affordable homes.

46 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implementation of Corporate Director Implementation To be agreed Council housing is To be agreed as To be agreed as agreed strategy (Regeneration) of the agreed as part of the improved up to part of the long part of the long strategy to long term the Welsh term strategy. term strategy improve council strategy Housing Quality housing up to Standard the Welsh Housing Quality Standard Implementation of Corporate Director Implementation By the Summer Council enables To be determined Housing Services Delivery Plan (Regeneration) of the agreed of 2009 the development as part of the (HGF) Delivery Plan for of a target number agreed Delivery increasing the of affordable Plan amount of homes – total to affordable be determined as housing. part of the agreed Delivery Plan and annual reviews

47 Aim 2 – We want to continue to improve Swansea’s economic potential so that everyone is part of a thriving economy

Key Priority Provide an integrated transport system across all modes of transport which considers the night time economy

Lead Director Corporate Director (Environment)

Reason why this is The Welsh Assembly Government requires the Regional Transport Consortia to prepare Regional Transport Plans a priority (replacing the Local Transport Plan 2000) which implement the Wales Transport Strategy (2008) Current activity Draft Regional Transport Plan published for Consultation in July 2008 Outcome from Social, economic and environmental outcomes relating to improving access, improving safety and reducing achieve the priority environmental impact of transport identified in Wales transport Strategy

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Complete Regional SWWITCH New Regional Submit to Regional Transport Report to Council Welsh Assembly Transport Plan for Coordinator / Group Plan Welsh Grant funding January 2009 Government South Leader – Assembly secured (WAG) grant to Transportation. Government support South (WAG) March West Wales 2009 Integrated Transport Consortium

48 (SWWITCH) Introduce Civil Group Leader – Reduced illegal Commence 1 Reduced Introduce Revenue budget Enforcement of Traffic Management parking September congestion/improved scheme parking 2008 Bus circulation and September 2009 access Monitor impact January 09 Commission City Group Leader – New parking Commission Parking strategy and Invitation to WAG Centre Strategic Transportation. strategy start Oct 08, facilities to support tender August 09 grant/revenue Parking Study completion the city centre Appoint budget March 09 consultants October 2008 Provide additional Divisional Officer - More taxis March 09 Smoother operation York Place – Revenue budget rank spaces within Licensing available at operational by the City ranks Christmas period

Provide taxi Divisional Officer - People use December 08 Orderly queues and Request to the Partnership with marshals and Licensing official ranks prompt dispersal Business BIDS enforcement at key from the area Improvement locations at critical District (BIDS) for times additional funding – Oct 2008 Operational, if bid successful, – Dec 2008

49 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implement Regional SWWITCH Improved 2009 -14 Funding attracted Annual Progress WAG funding for Transport Plan Coordinator / transport and Improved report 2010 Regional Transport Group Leader – access transport/access Plans Transportation. Implement Head of Service, Improved Phased Traffic Preliminary Joint Venture with recommendations of Transportation & pedestrian and approach flows/congestion design spring WAG/European Union European Boulevard Engineering cycle facilities 2009- 2009 Convergence/Developer Study for along and 2014 Pedestrian/cycle Secure funding contributions Oystermouth Road across movements 2009 corridor Oystermouth Implement 1st Road corridor phase 2009/10

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Key Priority Improve and make public transport more attractive to encourage usage, which includes the provision of a modern Bus Interchange

Lead Director Corporate Director (Environment)

Reason why this is Improving public transport is a key priority in the Wales Transport Strategy, the Wales Spatial Plan and the Draft a priority Regional Transport Plan.

Current activity Implementing the Swansea Metro scheme Outcome from Increasing public transport patronage, improving access, reducing congestion and air quality problems achieve the priority

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Opening of Landore Group Leader - Reduced journey Opening Journey time Opening Sept 08 Welsh Assembly Express Bus Way Improvements time for Landore September reduction, park Monitor use and Government park and ride 2008 and ride and journey time (WAG) Transport service and Swansea Metro reduction Dec 08 Grant other bus patronage services

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Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Completion of Group Leader - Increased public March 2009 Patronage/% Media campaign, WAG Transport Swansea Metro Improvements transport travelling by public with First (Jan – Grant/ Objective 1 infrastructure work patronage transport March 09) Journey times Monitor patronage, user satisfaction (June 09/October 09) Commence Quadrant Group Leader - Increased public Start spring User satisfaction Plan strategy of WAG Transport Interchange scheme Improvements transport 2009 Public transport alternative stops Grant/European patronage Complete satisfaction and information Union (EU) spring 2010 * (Autumn 08) Convergence Finalise Business Funding Plan (Dec 08) Start construction (Jan 09) Media campaign (Autumn 09) *assumes that re-tendering is not required

52 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implement Park and Group Leader - Fourth park and Completion late Increased Secure land and WAG Transport Ride service for West Improvements ride service 2010 patronage of park planning consent grant/Regional Swansea introduced and ride services 2009 Transport Plan (RTP) Funding Less traffic congestion on Oystermouth Road

Refurbishment of Network Rail / Improved Completion Improved Complete National Station Swansea High St Group Leader - passenger 2010 passenger feasibility study Improvement Station Transportation facilities satisfaction Oct 09 programme – Increased rail Finalise possible use of patronage scheme/secure RTP/EU funding Spring 09 Convergence funding

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Key Priority Improve and Develop the City Centre Lead Director Corporate Director (Regeneration) Reason why this is The City Centre has been under-performing, and it needs to be improved through investment in development, its public a priority realm, accessibility and activities, in order to generate increased vitality consistent with its role as a regional centre for retailing, employment and service provision. Current activity Delivery of a programme of regeneration initiatives which are based on the City Centre Strategic Framework Outcome from Increased vitality, activity and prosperity, including the provision of additional employment and mixed uses, which will achieve the priority deliver a competitive economy, quality regional shopping centre, high quality environment, city living, waterfront city, accessibility and movement, destination city, regional role and a distinctive identity.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Prepare a range of Strategy Further September Reports contain 3 No. studies City and County of studies in support of Development information on 2008 to March information which completed and Swansea (CCS) proposals identified Manager, Economic feasibility and 2009 can then be used draft final reports corporate project in City Centre and Strategic nature of by project received in teams, Welsh Strategic Framework Development proposals managers and accordance with Assembly identified in City scheme the project brief, Government Centre Strategic designers. within timescale (WAG) personnel Framework. and budget and external consultants; CCS and WAG regeneration

54 budgets.

Extend and improve Property Improved retail September New and 2 No. key CCS corporate retail facilities in the Development offer and 2008 to March improved retail schemes project teams, City Centre Manager, / City increase in 2009 floorspace delivered at WAG personnel, Centre Manager, vitality of City provided Princess Way and external Economic and Centre Swansea Market consultants and Strategic private sector; Development CCS and WAG regeneration budgets, private sector funding

55 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Deliver a programme Strategy Improvements to April 2009 to Property owners Annual CCS corporate of Building Development the fabric of the March 2012 and occupiers programme project teams, Enhancement Manager, Economic built agree to work with implementation WAG personnel, Schemes and Strategic environment of CCS/WAG to targets met and external Development the City Centre undertake identified budgets consultants and improvements and spent private sector; funding CCS and WAG commitments regeneration made budgets, private sector funding. Deliver a programme Strategy Improvements to April 2009 to Programme of Annual CCS corporate of Public Realm and Development the fabric of the March 2012 phased implementation project teams, Accessibility Manager, Economic built improvements programme WAG personnel, Enhancement and Strategic environment of, identified, with targets met and external Schemes Development and accessibility funding available identified budgets consultants and within the City and key areas spent private sector; Centre improved. CCS and WAG regeneration budgets, private sector funding.

56

Key Priority Improve Skills For Learning, Work And Life Lead Director Corporate Director (Education) Reason why this is a The skill levels of children, young people and adults vary but generally the level of basic, essential and high level skills priority are not uniformly high enough across Swansea to develop a thriving economy and ensure Current activity Targeted support for children, young people and adults with low levels of literacy and numeracy. Outcome from Improved skill levels appropriate to the needs of the individual and the economy achieving the priority

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Delivery of the Foundation Phase Skill levels begin From Sep 2008 Progress has Assessment of Welsh Assembly Assembly Early Years Adviser to improve been made in progress would Foundation Phase requirements for the and schools with starting to occur annually grant Foundation Phase (3 nursery settings implement the during the school to 7) and Skills Skills Curriculum new requirements summer term Existing delegated Curriculum (8 to 13) Head of Service funding in schools (Education Effectiveness)

57

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Target low attaining 7 Head Of Service Reading levels From Sep 2008 Improved levels of Targets to be Welsh Assembly year olds to improve (Education for low attaining literacy as established as grant reading levels Effectiveness) pupils begin to measured by project is Basic Skills improve annual age developed Agency grant weighted reading Existing delegated test scores at 7 funding and 11 years SEN survey funding Target low attaining Head of Service The number of April 2008 Initial pilot in one Targets to be Welsh Assembly 14 to 16 year olds to (Education NEETs starts to onwards school is established on grant improve essential Effectiveness) drop successful and basis of pilot skill levels and number of NEETs Existing funding support these young reduces people 16 to 18 to ensure they do not become NEET Develop the idea Currently sponsored Programme 2008/09 Programme ready Targets set as Existing funding Building Enterprise through the Children developed to be run from part of Education in and Young People Sep 2009 development of Grants applied for Swansea supporting strand of the programme the development of Economic innovation, enterprise Regeneration and entrepreneurship strategy for children and young people

58

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Build upon the Lifelong Learning Successful bid 2008/09 Bid is successful Expected start Existing funding success of the (LLL) Manager for convergence date mid 2009 Swansea Skills funding for the Convergence Service objective 1 LLL Service, FE funding funded project to colleges, develop a voluntary sector convergence funded and Swansea Regional Essential University Skills Partnership (DACE) to roll out an essential skills programme for adults in Swansea as part of the regional south west and partnership Deliver Basic Skills & Lifelong Learning Family learning 2008/09 Improved basic Existing funding Family Learning Manager programme skill levels for opportunities as part provided in 25 parents and their Assembly grant of an integrated primary schools children and Return to Learn and 1 secondary adults better able programme school. to provide basic skills support

59

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Deliver community Lifelong Learning Programmes 2008/09 All courses to Enrolment during Existing funding and targeted learning Manager successfully achieve Grade 2 in 2008/09 : programmes delivered by December 08. • 1000 students on Assembly grant Community Learning • 300 learners on e-learning • 360 starts, 91 awards, over the 3 yrs contract for Probation Service

Improve outcomes of Employment Number of 2008/09. Percentage of At least 72% Increased income leavers completing Training Manager leavers with leavers leaving leavers with a levels through Employment Training positive result at Employment qualification contracts courses end of course Training with a and/or another improved qualification and/or positive outcome. another positive outcome. Implement the new Employment Programme increased take up increase take up Increased income all aged work based Training Manager successfully by target group of from those aged levels through learning programme implemented 25+ 25 and over to contracts 200 by 2009.

60 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Delivery of the Foundation Phase Skill levels have 2008 to 2012 Successful Skill levels have Welsh Assembly Assembly Early Years Adviser improved implementation of improved as Foundation Phase requirements for the and schools with the Foundation measured by year grant Foundation Phase (3 nursery settings Phase and skills 2 and year 7 to 7) and Skills Skills Curriculum curriculum annual reading Existing delegated Curriculum (8 to 13) Head of Service requirements and tests and end of funding in schools (Education measurable skill key stage teacher Effectiveness) level assessment improvements over time Target low attaining 7 Head Of Service Reading levels Ongoing Improved levels of Reading test Welsh Assembly year olds to improve (Education for low attaining literacy as scores to be ready grant reading levels Effectiveness) pupils have measured by annually for year 2 Basic Skills improved annual age in April and year Agency grant weighted reading 7 in November Existing delegated test scores at 7 funding and 11 years SEN survey across Swansea funding and for schools in the bottom quartile in 2008

61

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Target low attaining Head of Service The number of 2008 to 2011 The number of NEETs at 16 Welsh Assembly 14 to 16 year olds to (Education NEETs at 16 NEETs at 16 dropped to 7% grant improve essential Effectiveness) drops and drops and from 9.1% in 2007 skill levels and increased increased number NEETs at 18 Existing funding support these young number of young of young people dropped to 9% people 16 to 18 to people remain remain EET in the from 15% in 2007 ensure they do not EET in the age age range 16 to become NEET range 16 to 18 18 Deliver the Building Currently sponsored Project 2009 to 2012 (i) Establishment Targets to be set Existing funding Enterprise Education through the Children successfully of a Junior as part of the in Swansea projects and Young People delivered Technium in development of Convergence supporting the strand of the Swansea the project development of Economic (ii) Increase in innovation, enterprise Regeneration skills supporting and entrepreneurship strategy innovation, for children and enterprise and young people entrepreneurship for children and young people Continued delivery of Lifelong Learning Courses 2009 to 2012 Improved adult To be established Welsh Assembly Basic Skills, Family Manager delivered basic skill levels depending upon grants and Learning and Work Employment and employability contracts contracts Based Learning Training Manager courses for adults Convergence funding

62

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Deliver the Corporate Director People with 2010 Production of an Produce a high South-West Knowledge Economy (Regeneration) skills agreed level Knowledge Wales Knowledge Strategy to improve appropriately Knowledge Economy Skills Economy Steering skills appropriate to aligned to the Economy Strategy Plan. Group the needs of the needs of the skills plan and economy Knowledge delivery Partner & Economy mechanisms Convergence Funding

63 Aim 3 – We want to continue to improve services for children and young people and raise standards of attainment and achievement so that everyone has the best possible start in life.

Key Priority Delivery Of The QED 2020 Programme Lead Director Corporate Director (Education) Reason why this is a Whilst standards are slowly improving in Swansea schools, attendance is increasing and exclusions reducing, there is priority a need to ensure this trend is maintained especially targeting low attaining pupils and schools. The condition of a large proportion of schools in Swansea is poor Current activity Single Education Plan 2006-2008 (April to Sep). Priority 1 in Children & Young People Plan (Sep 2008 onwards) Outcome from Improved outcomes for children and young people in terms of achievement and attainment achieving the priority An incremental improvement in the learning environment and the physical condition of schools in Swansea

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implement Early Years Adviser Implementation From Sep 2008 Implementation of Implementation of Welsh Assembly Foundation Phase and schools with of Foundation new pupil teacher required pupil Foundation Phase from September nursery settings Phase for ratios for nursery teacher ratios grant 2008 so that nursery nursery children children supported from Sep 2008 children meet the from September by grant funding Existing delegated Assembly statutory 1st 2008 funding requirement of a Implementation of adult to child ratio of Foundation Phase 1:8 curriculum for nursery

64

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Plan for the Head of Service Courses are Up to sep 2009 Courses are Course brochures Welsh Assembly implementation of the (Education available for all available to meet and options grant 14 to 19 Learning Effectiveness) year 10 pupils requirement available Jan Pathways Measure starting in sep 2009 Existing funding 2009 Improve GCSE Head Of Service Improvements in Reported Targets met or Exams 2007/08 Existing funding Results for 2008 (Education GCSE indicators nationally in exceeded and academic year compared with the Effectiveness) for 2008 and at Nov 2008 improvements CSI – 42% 5 % A* to C – 53% 2007 results and the least meeting compared to all 1 A* to G – 92% four year trend identified targets Wales

Reduce the number Head of Service Reduced levels 2007/08 Potential NEETS NEET 10% for Existing resources of 16 year olds Not in (Education of NEETs at 16 from school 2007/08 year 11 Education, Effectiveness) following a pilot remain EET over cohort of pupils as Employment Or in Dylan Thomas the period Sep 08 measured in Mar Training (NEET) School to Apr 2009 2009 Improve Attendance Head of Service Improvement in Reported Targets met or Academic year Grant funding 2007/08 compared (Inclusion) academic year nationally - exceeded & 2007-08 target with 2006/07 figure 2006/07 figures Secondary Dec 08 increase in 4 year Secondary – 90.2% Existing funding and 4 year trend Secondary-90.15% Primary Mar 09 trend & against all Primary – 92.1% Primary-92.5% Wales figures

65

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Continue to deliver Head of Service Increase in STF Ongoing Inclusion rate 4 STFs opened Existing funding the Specialist (Inclusion) facilities for maintained at or extended by plus additional Teaching Facilities variety of 99.6% March 2009 funding being (STF) programme Special sought. educational needs extended, re-modelled and/or opened Increase the number Head of Service Number of From Sep 2008 Places provided Places increased Existing funding of Welsh-medium (Education Planning places increased from 3903 to 4006 places & Resources) from Sep 2008 from Sep 2008 Begin public Head of Service Initial proposals Nov 2008 to Agreement to Nov 2008 – initial Funding being consultation on the (Education Planning consulted upon Mar 2009 continue process proposals outlined sought next proposals to & Resources) with proposals improve the condition and referral to Jan 2008 – Two of school assets and Welsh assembly month statutory learning for next stage consultation environments and period reduce surplus commences places

66 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implement the Early Years Adviser Implementation 2009 to 2012 Implementation of Implementation of Welsh Assembly Foundation Phase and schools with of Foundation new pupil teacher required pupil Foundation Phase nursery settings Phase so that ratios for nursery teacher ratios grant the required to year 2 children from Sep 2008 adult to child supported by with annual Existing delegated ratios of 1:8 for grant funding targets set by funding nursery and individual schools reception & 1:15 Implementation of to meet Assembly for years 1 and 2 Foundation Phase requirement by are implemented curriculum for 2012 & the curriculum nursery to year 2 requirement is children met Implement the 14 to Head of Service Courses are 2009 to 2012 Courses are Successful Welsh Assembly 19 Learning (Education available for all available to meet implementation of grant Pathways Measure Effectiveness) and year 10 pupils Learning Learning all schools/units for every Pathways Pathways Existing funding September Measure Measure and The first cohort requirement improvement in of year 10 pupils GCSE indicators have been at 16 and successfully outcomes at 18 catered for from 2008

67

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Continue to improve Head Of Service Improvements in Reported Targets met or Exams 2009/10 Existing funding GCSE Results (Education GCSE indicators nationally in exceeded and academic year annually Effectiveness) year on year Nov each year improvements CSI–43% 5 % A* to C–53.5% compared to all 1 A* to G–92.5% Wales (targets set with schools by statute 2 years in advance) Pilot programme Head of Service Reduced levels 2009 to 2012 Potential NEETs NEETs at 16 Mainly existing across all schools & (Education of NEETs at 16 identified year 11 reduced from resources units to reduce 16 Effectiveness) and provided with 9.1% in Sep 2007 year olds Not in September to 7% in Sep 2011 Education, guarantee to Employment Or become EET NEETs at 18 Training (NEET) 16 to 18 year olds reduced from 15% through a September at risk of in Sep 2007 to 9% guarantee and becoming NEET in Sep 2011 sustain employment tracked and of these young remain EET or are (Figures published people in the age re-engaged in Mar 2012) range 16 to 18 Continue to improve Head of Service Improvement in Reported Targets met or Academic year Grant funding Attendance annually (Inclusion) academic year nationally - exceeded & 2008/09 target 2006/07 figures Secondary Dec 08 increase in 4 year Secondary – 90.35% Existing funding Secondary-90.15% Primary Mar 09 trend & against all Primary – 92.5% Primary-92.5% (Figures not set for Wales figures subsequent years yet)

68

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Continue to deliver Head of Service STF 2009 -12 Inclusion rate STF Development Existing funding the Specialist (Inclusion) Development maintained at Plan reviewed plus additional Teaching Facilities Plan reviewed. 99.6% annually funding should (STF) programme Extend, re- this be needed – model or open depends on provision to outcome of meet changing reviews. identified need. Implement the first Head of Service Proposals 2008 - 2012 Proposals First set of Existing funding set of agreed (Education Planning implemented successfully proposals and funding being proposals to improve & Resources) implemented delivered from sought from the condition of Sep 2011 Assembly and school assets and other sources learning environments and reduce surplus places

69 Key Priority Improvement of Child and Family Services Lead Director Corporate Director (Social Services) Reason why this is Safeguarding and supporting children in need is a key responsibility of the Local Authority. An inspection in 2007 a priority highlighted significant weaknesses in certain areas of service delivery leading to a notification of ‘serious concerns’ on behalf of the Welsh Assembly Government. The areas of concern require urgent attention to meet improvement targets. Current activity An ‘improvement action plan’ is in place. It aims for improvement across a wide range of provision, notably in workforce recruitment and retention, performance levels and sustainable team structures to meet anticipated service demand. Outcome from Better service to the community in terms of speed and quality of assessments, the delivery and monitoring of planned achieve the priority services and positive outcomes for children and their families.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Workforce Principal Officer, Key workforce March 2009 Recruitment and Reduce the Achieve within performance Safeguarding issues are being retention figures agency staff use existing budget indicators and targets Children managed for key staff by 50%; Reduce are being used effectively improve Social Worker turnover to 15%, in line with national average Team managers Principal Officer, Progress March 2009 %of assessments Cumulative target Achieve within meet monthly to Assessment and towards carried out initial s for 2008/9 existing budget review key aspects of Case Management Improvement within 7 working respectively: 73% performance Plan Targets days; core within and 48% 35 working days Deliver milestones Head of Service Milestones March 2009 Improvement Key Children’s

70 contained in Child achieved – for across a range of Performance and Family example: speed key Children’s Indicators Improvement Action and quality of Performance contained in Plan assessments Indicators identifying Early Signs Protocol., March 2008 Deliver milestones in Head of Service Better delivery March 2009 Stability of Less than 15% of the Children’s and monitoring placements Children Looked Accommodation of services to After (on 31 Services Action Plan Looked After March) who have Children had 3 or more placements during the year

Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Produce a business Head of Service Children are April 2009 Business plan National and local Contain within plan for Child and safeguarded published and PIs will be existing budgets Family Services being contained in the implemented business plan

71

Key Priority Reduce the impact of poverty on children and young people Lead Director Corporate Director (Education) Reason why this is a Currently about 20% of children and young people live in poverty in Swansea and for some lower super output areas priority (1500 population), the level is 85%. There is clear evidence to show that children from areas of deprivation in Swansea generally suffer poorer health, have poor educational outcomes and are more likely to become unemployed, homeless and involved in crime. There are two secondary schools in deprived areas where attainment is significantly lower than the average for Swansea and Wales and represent some of the lowest in Wales. Current activity Work of Social Inclusion Unit, Swansea Economic Regeneration Strategy (Swansea 2020), Priority 3 in Children and Young People Plan (Sep 2008 onwards), Single Education Plan (2006 to 2008) Outcome from Improved outcomes for children and young people and their families/carers so that everyone has the best possible achieving the priority start in life and the factors that reduce opportunities for a good education and wider development in terms of health are reduced and preferably removed

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) On a phased basis, Early Years Hafod, Townhill, April 2008 to Settings operating The number of Welsh Assembly establish Flying Start Programme Waun Wen, March 2009 since 2007 show available places grant in 8 school Manager and Flying Clwyd/Arfryn & improved social & are taken up by catchment settings Start settings Seaview settings developmental April 2009 providing free operating. skills for children childcare, additional Blaenymaes and and improved health visiting and Pentrechwyth adults basic skills basic skill support settings ready & parenting

72

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Improve reading Head Of Service Improved levels Ongoing Improved levels of Reading test Welsh Assembly levels of pupils in the (Education of basic & literacy as scores to be ready grant early years in areas Effectiveness) essential skills measured by for year 2 in April Basic Skills of deprivation on a especially in the reading score 2009 and Nov Agency grant targeted basis two clusters of (and other) tests 2008 for year 7 Existing delegated especially where schools facing at 7 and 11 years funding these are low the greatest and comparison SEN survey challenges in over time funding terms of literacy and numeracy standards Deliver a more Head of Service Issues of Project started Reduced To be determined Existing funding integrated approach (Community economic in 2008 and unemployment, but measured in across agencies to Welfare to Work Regeneration) inactivity, ongoing increased benefits terms of but convergence through Swansea progression take up, improved employment, funding being Working so that routes to basic and benefit take up, sought. children and young employment and essential skills adults basic skill people affected by a more cost levels for adults levels poverty have their life effective welfare chances improved to work structure is in place Develop the next Head of Service Work Programme Action Plans in Appointment of Welsh Assembly stage of the (Community Programmes Preparation - place with realistic Communities First grant Communities First Regeneration) delivered that March 2009 and achievable Programme Existing funding Programme tackle economic targets. Manager - Nov 08

73 inactivity and Delivery of first child poverty as 12 month Successful Agreement of key priorities Action Plan - delivery of Action work plans for March 2010 Plans 2009-10 - Feb 09

74

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) An area approach to Children and Young Development of Starting in 2008 Definition and To be determined Existing grant and address the impact of People Strategy an intervention and ongoing Initiation of the by April 2009 core funding of poverty in the most Manager and prevention programme key agencies deprived lower super strategy which Re-targeted output areas in will incrementally Cymorth grant Swansea including address the funding from 2009 Flying Start, targeted needs of reading programmes children and in the early years, young people reduction in health currently living in inequalities, early poverty identification and programmes for vulnerable children especially 8 to 13, 14 to 19 Learning Pathways, not been NEET at 16, welfare to work programmes and an increase in the take up of benefits

75 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) A coherent strategy Various leads for Strategy 2009 to 2012 In areas of Targets to be Existing grant and which is operating specific projects implemented significant determined in the core funding of successfully involving overseen by the deprivation : areas of improved key agencies the projects for Flying Children and Young 1. Free childcare health, literacy Convergence Start, improved People Executive settings standards, funding 2. Significantly reading levels, Board and Local improved reading parenting and Welsh Assembly identification & Service Board. scores at 7 & 11 increased levels funding engagement of 3. Reduced levels of of childcare vulnerable children Sponsor : Lead children who are places, benefits and young people, Director for Children vulnerable take up and health becoming acute 14 to 19 Learning and Young People or chronic in visiting, Pathways, transition terms of needs exclusions, to education, 4. Reduced NEETs attendance in employment or levels at 16 to 18 schools and training 16 to 18, 5. Increased take up measured and of benefits Swansea Working 6. Improved Health published annually

76 Aim 4 – We want to continue to improve health and social care services for all so that everyone can enjoy the best possible health.

Key Priority Reshape and Reconfigure Health and Related Services in Swansea Lead Director Corporate Director (Social Services) Reason why this is It is important to modernise and rebalance health and social care services to achieve financial balance, deliver more a priority accessible services and increase people’s independence. Current activity The four priority areas for Strategic Service Change identified by the Health Challenge Swansea Partnership are: • Redesigning Social Care Services for Older People • Developing Social Care Services for Children • Reshaping Mental Health Services • Reshaping Acute (Hospital) and Community Based Care Outcome from There are three main Strategic outcomes identified in the Strategy: achieve the priority • Everyone is supported to achieve the best level of health and well being possible, living longer healthier lives • Appropriate care is delivered in the best location at the right time by a range of organisations working together • Communities and individuals are well informed and take responsibility for their own health and well-being

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Redesigning Respite Principal Officer Current respite February 2009 A clear Report with Care Services for Assessment and services for development proposals and Older People Care Management older people will strategy is in option appraisals Services for Older be reviewed and place for respite is presented to People options services HSCWB (Health presented for Social Care and

77 future Well-Being) development. Overview Board Review Residential Principal Officer Improved quality December A strategic view A strategic review Services for Children Child and Family of directly 2008 about the future of residential Accommodation provided development of services is Services residential residential commissioned services for services for and reported to children children is in place the Child and Family Service Senior Management Team

78 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Redesigning Social Head of Adult Older People March 2011 More older • Establishment of Care Services for Services will be people will be an extended Older People supported in the provided with assessment community by a services service for greater range of appropriate to domiciliary care social care their needs. provided by the services. Local Authority. • Increased access to long term care for older people with mental health problems. • Implemented a new model of day opportunities which will support re- enablement and promote independence.

79

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Reshaping Mental Head of Adult Mental Health March 2011 National Business cases for Health Services Services, in services will be Service improvements to conjunction with modernised with Framework Mental Health lead Health more community standards are services are personnel based support. met. submitted to and approved by the Welsh Assembly Government (WAG). Reshaping Acute Corporate Director More people are March 2011 More people • Local Care Units (Hospital) and (Social Services), provided with are managed and Locality Community Based in conjunction with treatment and outside Care Teams are Care lead Health support closer to hospital established. personnel their own homes settings. • A higher to increase Reduced percentage of levels of numbers of people are independence. people who supported in are delayed in their own homes. hospital once their active treatment is ended.

80

Key Priority Implement Health, Social Care and Wellbeing Agenda Lead Director Corporate Director (Social Services) Reason why this is There is a statutory requirement for the Local Authority and the Local Health Board to produce and implement a Health a priority Social Care and Well-being Strategy. It is one of the Local Authority’s four main plans, and outlines the intentions and priorities to lead the improvement in Health and Well-being in Swansea. Current activity A second Health Social Care and Well-being Strategy has been agreed for the period 2008-2011. A Year 1 Action Plan has been produced for 2008-2009. Outcome from There are three main Strategic outcomes identified in the Strategy: achieve the priority ƒ Everyone is supported to achieve the best level of health and well being possible, living longer healthier lives ƒ Appropriate care is delivered in the best location at the right time by a range of organisations working together ƒ Communities and individuals are well informed and take responsibility for their own health and well-being

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Implementing the Strategy for Older Increase older March 2009 Expansion of • Implement the Older People People Co-ordinator people’s community strategy Strategy participation in a transport development range of social Reduce the plan for 2008/09. activity and number of falls • Establishment of remaining Increase levels of Telecare service independent in volunteering by their own homes older people. as long as The number of

81 possible. telecare packages installed

Pursue opportunities Head of Adult Improved joint March 2009 Section 33 Further develop for Joint Working Services working across agreements in arrangements for provided by the Health and place • Community Health Act Social Services Equipment Service • Intermediate Care Services • Continuing Health Care - Learning Disability Services Support the Head of Adult Specific targets March 2009 Action Plans Monitored as part achievement of year Services for each action achieved of the Health one action plans for plan evidenced Social Care and the specific service Well Being user groups Strategy.

Work with Health & Head of A reduction in the March 2009 Annually reduce Contribute Revenue budget Safety Executive to Environmental number of the number of minimum of 55 prevent and reduce Health Services working days lost injuries in inspections to the the number of and workplace Swansea Fit 3 programme. workplace injuries in accidents in compared to the Swansea Swansea UK rate by 10% Undertake an per annum and awareness raising reduce the campaign

82 number of injuries targeting the necessitating over prevention of three days slips, trips and absence from falls across the work by 5% range of organisations in Swansea Using a partnership Health Alliance Co- Decrease the March 2009 Healthy Weight Develop, consult National Public approach to identify ordinator in prevalence of Strategy produced upon and publish Health Service and build upon conjunction with people a Healthy Weight (NPHS) current nutrition with officers from the overweight/obese Strategy and initiatives National Public supporting action Health Service plan for Swansea (NPHS)

83 Aim 5 – We want to continue to make the best use of our resources so that everyone’s services are the best they can be

Key Priority Workforce Programme Lead Director Corporate Director (Resources) Reason why this is Identified as a key programme to underpin Business Improvement & Efficiency and to support the delivery of other a priority corporate priorities. Brings together organisational and political projects under a single cohesive programme Current activity Programme planning and design work underway Outcome from Efficient and effective use of the Council’s staff resources. Effective planning for future Workforce requirements achieve the priority

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected outcome Timescales Measures of Key milestone Resources Officer Success (PI’s, deliverables, etc) Workforce Workforce Programme Brief March 2009 Aims and Under Programme Planning Programme Programme Plan and Objectives in Development Manager Blueprint Programme Brief Includes aligned to Programme corporate aims Manager, Feasibility of Programme Programme Plan Planner, Programme Administrator Equal Pay Head of Majority of claims October 2009 Number of Finalise contact Human Human settled, plans in place outstanding claims with non litigants. Resources (HR),

84 Resources for addressing Approval for Legal, External outstanding Phase management of Legal Advice One claims, Plans in phase 1 litigants place for Equal Value and equal value claims claims. Tribunal management. Pay & Grading Head of Framework in place for March 2009 Implementation of Agree project Under Human achieving Single equality proofed plan, including Development Resources Status agreement pay and grading resource issues. Includes Project system Undertake the Manager and various phases of Project Team the project. Pay modelling/costing. Pay negotiations. Implementation. Systems Head of Implementation of March 2009 Suitable option for Under Improvement/ Procurement replacement payroll replacing payroll Development Replacement and ISIS solution underway identified Includes Project Development for improving Implementation of Manager and effectiveness of ISIS option underway Project Team HR in place Relaunch/ rollout of ISIS HR underway Terms & Conditions Pay & Harmonisation of December Identification of Review current Under Review Rewards Terms & Conditions 2009 expected situation. Development Officer improvements from Agree those harmonised Terms conditions to be & Conditions within remit of

85 Feasibility of prioject. harmonisation plan HR Service Delivery Human Definition of future December Draft service level Draft proposal on Under Model Resources services to be provided 2009 agreement future service. Development Operations by Human Resources available and re Consult with Manager & Organisational structure of managers. Development. function Agree future Definition of role of model. managers in Council Implement. Employee Services Pay & Definition of future December Draft service level Draft proposal on Under Delivery Model Benefits transactional services 2009 agreement and re future service. Development Manager to be provided across structure of Re structure the Authority function function. Monitor and review. Policy & Procedure Learning and Fit for purpose review December Scope of employee Agree scope of Under Review Workforce of existing HR policies 2009 handbook defined policies to be Development Planning and procedures Refined policies addressed. Manager Prioritised action plan and procedures Consult with key for redevelopment available via stakeholders. Improved mechanisms handbook Propose revised in place for agreeing Identification of policies for policy revisions expected approval. Mechanisms for improvements from improving accessibility improved in place policies/procedures

Management Learning and Development strategy March 2009 Bespoke Draft plan Under Development Plan Workforce in place Management produced. development

86 Planning Development plan Consult with Manager produced for staff managers. Implement initiatives.

87

Key Priority Improve customer access – Customer Service Strategy Lead Director Corporate Director (Resources) Reason why this is To define and implement standards for customer service, to exploit opportunities to improve the customer experience a priority and to improve the level of customer satisfaction. Current activity Development of Customer Service Strategy Outcome from Strategy and Action Plan agreed and adopted. achieve the priority

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Develop Customer Head of Information Strategy and • Strategy Strategy & Action Corporate Services Strategy & Customer Action Plan ready for Plan is approved. Customer (CSS) & Action Plan Services agreed and consultation Services Working adopted. by end Oct Group 08. Change Leaders • Approval at Group. CMT by end 2008. Contact Swansea Development Manager

88

Key Priority Live within our resources and achieve financial stability – including Medium Term Financial Plan (MTFP) , Sustainable asset portfolio and depot rationalisation Lead Director Corporate Director (Resources) Reason why this is There is a significant shortfall in resources in future years. A strategic financial plan is needed to ensure that core service a priority funding can be maintained and provision made for unavoidable spending needs. The asset portfolio is a key consideration in terms of cost pressures and also opportunities to generate capital receipts. Current activity Annual budget and MTFP consideration; Asset Management Plan; Depot Review Outcome from Core service funding is maintained and provision made for unavoidable spending needs. A sustainable asset achieve the priority management portfolio.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Maintain and develop Head of Finance MTFP reported February 2009 Resourced MTFP Cabinet considers Existing staffing a MTFP to Council agreed draft proposals in resources December 2008 Produce the AMP Head of Corporate Work March 2009 Work Programme Draft report to Existing Staff and monitor delivery Property programme Delivered Corporate Briefing Resources of the work delivered in March/April programme 2009

Complete high level Head of Corporate First (high level) November Production of the RD to produce As identified at financial plan for the Property draft of the 2009 report report on potential Corporate Depot Review business plan operational Management efficiencies Team

89

Key Priority Joint working arrangements with others, achieving efficiency and savings. Lead Director Corporate Director (Resources) Reason why this is The drive to continuously improve the efficiency of our service delivery is central to making savings and reducing current a priority service costs. Joint working with others should provide economies of scale and the use of best practice to maximise the potential for savings Current activity Local Service Board’s/Partnerships/Convergence Projects/Joint arrangements Outcome from Reduction in costs. Lean and effective service delivery. Adoption of best practice including Assembly targets for achieve the priority partnership working.

Key actions to deliver this priority in the SHORT-term (until March 2009)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Introduction of formal Head of Clear business Ongoing Programme Programme Council’s Programme Performance & case, focus on Management Management Strategic Management into Strategic Projects delivering tools, templates Methodology Programme Office partnership/joint outcomes. and reporting governing key and equivalent working Delivery of arrangements initiatives. staff from partner arrangements. benefits. driving initiatives. organisations.

90 Key actions to deliver this priority in the MEDIUM-term (from April 2009 to March 2012)

Actions Responsible Expected Timescales Measures of Key milestone Resources Officer outcome Success (PI’s, deliverables, etc) Through programme Head of Clear delivery / Ongoing Identified Benefits Benefit Lead staff from all management Performance & improvement realised for all Realisation plan participating arrangements ensure Strategic Projects objectives for all parties produced and organisations strong governance, joint working being delivered clear strategies, initiatives objectives and benefits realisation plans are in place for all joint working arrangements

Consideration of Head of Finance Identification of Ongoing Identification and Savings proposals Aim to use opportunities for joint options for achievement of considered by existing resources working in the annual investigation budget savings Cabinet budget round.

91 Appendix B

Swansea’s Performance compared to other English and Welsh Unitary Local Authorities

How does Swansea compare with others? A number of the performance indicators in the following data tables contain a ‘star rating’. For the nationally available performance indicators, Swansea is compared with Welsh Local Authorities or English Unitary Authorities, whichever is the higher performing group (comparison is based on Swansea’s performance in 2007/08 and the published performance of other Local Authorities on 2006/07). This guide to comparative performance is illustrated by a star rating as defined below:

 Results in the top 25% of comparable authorities œ Results in the upper middle quartile range œœ Results in the lower middle quartile range œœœ Results in the lowest 25% of comparable authorities

This comparison assists with setting targets and helps to identify areas of good performance or where services require work to improve to a comparable standard with well performing authorities. Swansea has continued to make an improvement in performance compared to the previous year (2006/07) for the number of indicators in the categories for both 3 star and 4 star ratings, increasing by 7%. It is pleasing to note these improvements, in view of the number of changes and challenges for Swansea in terms of budgets savings and requirements. A table showing the figures and percentages over the last two years is as follows:

Star Rating 2006/07 2007/08 Last Year This Year Number % of Number % of of PIs PIs of PIs PIs Results in the top 25% of comparable authorities (4 Stars) 21 32% 18 22% Results in the upper middle quartile range (3 Stars) 10 15% 27 32% Results in the lower middle quartile range (2 Stars) 18 28% 23 28% Results in the lowest 25% of comparable authorities (1 Stars) 16 25% 15 18%

Total 65 83

92 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

CHIEF EXECUTIVE

Community Engagement & Scrutiny CLD01 The percentage N/A 38.19% N/A N/A N/A 39% 39.50% turnout for local elections

Marketing & Communications COMMS1 Percentage of 53% N/A N/A N/A N/A 53% N/A This PI is collected every 2 people who feel years, therefore, the next well informed reporting period is 2008/09 about the Council

1 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N CORPORATE DIRECTOR (RESOURCES)

Corporate Property/Asset Management CP1 Amount of £83,000 £24,550 N/A N/A N/A £150,000 TBA There is an expectation is that additional the target for this PI will be revenue met in 2008/09. generated from rental income CP2 Amount of capital £5,045,555 £1,799,354 £7,929,354 N/A N/A £8,171,000 £1,740,000 A number of these receipts completions have slipped into generated from 2008/09 as there are concerns land disposals over the state of property market affecting future aspirations. CP3a The percentage 17.50% 100% N/A N/A N/A of the portfolio for which an access survey has been undertaken

CP3b The percentage 2.50% TBA N/A N/A N/A Accessibility plans and of the portfolio for improvements works are being which there is an planned in consultation with accessibility plan Access Group following recent completion of access surveys.

EEF/001a Percentage 6.41% 7.46% 7% Yes Yes 8% To be advised This is based on a sample of change in carbon 13 non domestic properties dioxide and is therefore a provisional emissions in the result non-domestic public stock

2 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Finance BNF/001a The number of 344.36 291.69 250 Yes No 250 250 Target has been met, claimants visited although, actual is less than per 1000 previous year as the staffing caseload resources has been reduced - This will no longer be a PI for 2008/09. Star rating: * * * BNF/001b The number of 0.2 0.19 0.2 No No 0.2 0.2 Swansea has below average fraud staffing when compared investigators against Wales and England employed per Star rating: * * 1000 caseload BNF/001c The number of 19.31 20.41 30 No Yes 25 25 Swansea has dealt with more fraud complex and serious investigations per organised fraud cases which 1000 caseload has taken more resources. Long term sickness within section has also been higher. Star rating: *

BNF/001d The number of 3.76 4.06 4.95 No Yes N/A N/A Swansea has dealt with more prosecutions and complex and serious sanctions per organised fraud cases which 1000 caseload has taken more resources. Long term sickness within section has also been higher. Star rating: * *

BNF/002a Average time for 22.79 days 17.48 days 24 days Yes Yes 20 days 20 days Continued to improve and has processing new achieved an excellent score claims rating under DWP performance standards by being in the top 8% in UK. Star rating: * * * *

3 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Finance BNF/002b Average time for 11.79 days 8.26 days 12 days Yes Yes 10 days 10 days Continued to improve and has processing achieved an excellent score notifications of rating under DWP changes of performance standards. circumstances Star rating: * * *

BNF/003a Percentage of 99.80% 99.60% 99% Yes No 99% 99% Achieving a result above cases for which target the calculation of Star rating: * * * * the amount of benefit due was correct on the basis of the information available for the decision for a sample of cases checked post decision BNF/003bi Percentage of 77.86% 78.00% 70% Yes Yes 55% 55% Continued improvement. Housing Benefit Star rating: * * * overpayments recovered during the year as a percentage of the total amount of Housing Benefit overpayments identified during the year

4 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Finance BNF/003bii Percentage of 28% 27.60% 25% Yes No 20% 20% Star rating: * * Housing Benefit overpayments recovered during the year as a percentage of the total amount of Housing Benefit overpayments outstanding at the start of the year plus identified during the year

BNF/003biii Percentage of 7.47% 5.05% 6% Yes Yes 6% 6% Less write-offs compared to Housing Benefit previous year as all old debts overpayments have been previously written written off during off - debts are continually the year as a monitored throughout the year. percentage of the Star rating: * * total amount of Housing Benefit overpayments outstanding at the start of the year plus identified during the year

5 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Finance CFH/006 Percentage of 70.70% 82.30% 85% No Yes 85% N/A Performance continued to undisputed improve during 2007/08 invoices which following the implementation were paid in 30 of the new systems in 2006. days Star rating: *

CFH/007 The percentage 96.23% 96.39% 96.25% Yes Yes 96.40% Not yet set The amount of Council Tax of council tax due collected in the year has for the financial continued to increase. year which was Star rating: * * received by the authority

Human Resources & OD CHR/001 The percentage N/A See comment 10% N/A N/A 10% 10% No result provided due to of employees completion of HR/Payroll including system. However, an estimate teachers and figure of 14.43% has been school based calculated based on all staff who leave leavers. the employment of the local authority, whether on a voluntary or involuntary basis CHR/002 The number of N/A See comment 10 days N/A N/A <10 days < 10 days No result provided due to the working completion of the HR/Payroll days/shifts per system. However, a sickness full time figure of 5.07days has been equivalent (FTE) taken from the ISIS system for local authority the period Oct 07 - Mar 08. employee lost The target will be reviewed due to sickness once a full year's data is absence available. 6 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Human Resources & OD CHR/004 The percentage N/A See comment 2.60% N/A N/A 2.60% 2.60% No result provided due to the of local authority completion of the HR/Payroll employees from system. An estimated figure of minority ethnic 1.58% is taken from all new communities starters to the ISIS system

CHR/005 The percentage N/A See comment 1.91% N/A N/A 1.91% 1.91% No result provided due to of local authority completion of HR/Payroll employees system. An estimated figure of declaring that 0.81% is taken from all new they are disabled starters to the ISIS system under the terms of the Disability Discrimination Act 1995

HROD5 Percentage lost N/A See comment 3.20% N/A N/A 2.95% 2.75% No result provided due to the time accidents completion of HR/Payroll per 1000 system. An estimated result of employees 2.66% for the period Oct 07 - Mar 08 has been produced with a full year's result expected for 2008/09

HROD13 Percentage of top N/A See comment 45% N/A N/A 45% 45% No result provided due to 5% of earners completion of HR/Payroll that are women system. An estimated result of 34% for the period Oct 07 - Mar 08 is based on number of employees on the payroll system

7 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Information & Customer Services COMMS4 Number of 1,471,952 1,808,224 750,000 Yes Yes N/A N/A PI being replaced by new PI unique visitors to IT1 the Council's website IT1 Application 99.99% 100% 99% Yes Yes N/A N/A This PI is being replaced as it availability - is no longer considered percentage of relevant time in which the application is available to the user during supported hours IT2 Network 100% 100% 99.84% Yes Same N/A N/A This PI is being replaced as it Availability - is no longer considered measured as the relevant percentage of time the core elements of the data and voice network are available during supported hours IT3 Incident 97.43% 97.2% 74.58% Yes No N/A N/A This PI is being replaced as it Resolution times - is no longer considered measured as the relevant percentage of P1, P2 and P3 incidents actually resolved within SLA target resolution times

8 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Legal & Democratic Services CH02 The percentage 99.35% 97.96% 90% Yes No N/A N/A complaints responded to within 10 working days LEGAL1 Percentage of 95% 100% 95% Yes Yes 96% 97% prosecutions issued within 8 weeks of instructions LEGAL2 Percentage of 100% 100% 100% Yes Same 100% 100% Emergency Protection orders responded to within 1 day

LS20 Percentage of 79% 99.60% 85% Yes Yes 87% 89% instances where the instructing department was informed in writing of the outcome of their case within 10 working days

9 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Performance & Projects CH01 The percentage 74% 74% N/A N/A N/A N/A N/A This is the same result as of citizens previous year as the survey is satisfied with the carried out every two years. overall standards Next survey due to be carried of services out in 2008/09. provided by the authority

10 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

EDUCATION Education Effectiveness EDCP5a Percentage of 20% 17.30% 26.25% No No 27.50% 18.52% Falling levels of free school schools with meals (fsm), causing schools average KS4 to change WAG fsm point score in the benchmark group - this top quartile of adversely affects all parts of WAG benchmark this PI groups - achieving Core Subject Indicator at KS2

EDCP5b 33.33% 6.70% 33.30% No No 33.33% 13.33% Percentage of schools with average KS4 point score in the top quartile of WAG benchmark groups - achieving Core Subject Indicator at KS3 EDCP5c Percentage of 0% 14.30% 28.50% No Yes 33.33% 20% schools with average KS4 point score in the top quartile of WAG benchmark groups - average KS4 point score

11 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDCP21 Percentage of 51.10% 55.60% 52.70% Yes Yes 53% 53.50% A good improvement this year. pupils in schools Star rating: * * * maintained by the authority in the previous summer achieving 5 or more GCSEs at grades A*-C or the vocational equivalent

EDCP22 Percentage of 91.30% 92.40% 92% Yes Yes 92% 92.50% A continuing improving trend pupils in schools maintained by the authority achieving one or more GCSEs at grade G or above or the vocational equivalent EDCP24 Percentage of 39.40% 42.50% 41.50% Yes Yes 42% 43% A good improvement this year. 15/16-year-olds achieving the core subject indicator. Those pupils achieving at least grade C in GCSE English or Welsh Mathematics and Science in combination

12 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDU/002aii The number of 1 0 4 Yes Yes 3 3 LAC pupils are supported as pupils in local part of their care package. authority care, in Star rating: * * * * any local authority maintained learning setting, who attain the age of 16 during the school year and leave full- time education, training or work based learning without an approved external qualification

13 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDU/002bi The percentage 2.65% 2.17% 3.10% Yes Yes 2.89% 2.09% Appropriate qualifications are of all pupils being found for more pupils, (including those impacting in an improvement in local authority in performance. care) in any local Star rating: * * authority maintained learning setting, who attain the age of 16 during the school year and leave full- time education, training or work based learning without an approved external qualification

14 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDU/002bii The percentage 4.17% 0% 20% Yes Yes 15% 12% All young pupils for this cohort of pupils in local achieved a qualification. authority care, in Star rating: * * * * any local authority maintained learning setting, who attain the age of 16 during the school year and leave full- time education, training or work based learning without an approved external qualification

15 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance Improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDU/003 Percentage of 73.85% 72.60% 74% No No 75% 75% Since the removal of testing, pupils eligible for this decline is similar to that assessment at for an all-Wales level. the end of Key Star rating: * * Stage 2, in schools maintained by the local authority, achieving the Core Subject indicator, as determined by Teacher Assessment

EDU/004 Percentage of 58.60% 53.04% 58% No No 59% 59% The 2007 result is a slight blip pupils eligible for due to exceptional assessment at circumstances but is still in the end of Key line with the WAG benchmark. Stage 3, in Star rating: * schools maintained by the local authority, achieving the Core Subject indicator, as determined by Teacher Assessment

16 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Effectiveness EDU/006ai The number of 209 231 239 No Yes 260 244 Star rating: * * * pupils eligible for assessment, in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first Language) at the end of Key Stage 2

EDU/006aii The number of 194 189 194 No No 211 210 The target has only been pupils eligible for missed as it is difficult to assessment, in predict exactly the cohort size schools each year as pupils join and maintained by the leave. The percentage target local authority, has been achieved. receiving a Star rating: * * * Teacher Assessment in Welsh (first Language) at the end of Key Stage 3

17 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N Education Effectiveness EDU/006bii The percentage 6.94% 7.18% 7.39% No Yes 8.10% 8.19% An improving percentage of pupils eligible compared to previous year. for assessment, Star rating: * * in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first Language) at the end of Key Stage 3

18 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Inclusion EDCP12a Pupils receiving 83 60 83 Yes Yes 83 83 The result is an usual low fixed term number exclusions - Primary schools EDCP12b Pupils receiving 888 863 900 Yes Yes 900 900 The number of pupils seems fixed term to have stabilised as a result exclusions - of success in strategies to secondary prevent the need to exclude. schools EDCP12c Pupils receiving 2 5 5 Yes No 5 5 The result is an usual low fixed term number exclusions - special schools EDCP14 Learners leaving 82% 86% 75% Yes Yes 77% 77% Learner achievement Employment continues to increase. Training with a positive outcome EDCP26a The percentage 80% 42.86% 50% Yes Yes 50% 48% Many issues affect pupils' of permanently ability to attend provision excluded pupils offered attending less than ten hours a week of alternative tuition

19 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Inclusion EDCP26b The percentage 13% 57.14% 40% Yes Yes 50% 52% Many issues affect pupils' of permanently ability to attend provision excluded pupils offered attending between ten and twenty-five hours a week of alternative tuition EDCP26c The percentage 7% 0% 10% No No 0% 0% Many issues affect pupils' of permanently ability to attend provision excluded pupils offered attending more than twenty-five hours a week of alternative tuition EDCP28bi Percentage of 96.10% 89.33% 92% No No 86% 88% Staffing issues temporarily statements of lowered performance for part special of the year. educational need Star rating: * excluding those affected by 'exceptions to the rule' under the SEN Code of Practice prepared within 18 weeks

EDU/001 Percentage of 89.70% 90.31% 90.15% Yes Yes 90.20% 90.35% An improving trend. pupil attendance Star rating: * * * in secondary schools

20 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Inclusion EDU/007 Percentage of 91.90% 92.5% 92% Yes Yes 92.10% 92.50% An Improvement on last year's pupil attendance actual. in primary Star rating: * * schools EDU/008a The number of 0.06 0 0.2 Yes Yes 0.20 0.20 No permanent exclusions from pupils primary schools this year. permanently Star rating: * * * * excluded during the academic year per 1,000 pupils from primary schools EDU/008b The number of 1.17 1.16 1.2 Yes Yes 1.19 1.18 Strategies are in place to help pupils reduce the need for permanently permanent exclusions. excluded during Star rating: * * * the academic year per 1,000 pupils from secondary schools EDU/009a The average N/A 12.5 days 32 days Yes N/A 31 days 30 days This is the first year for number of school reporting this PI. Provision days that has been promptly offered. permanently Star rating: * * * excluded pupils did not receive an offer of full time appropriate education provision during the academic year

21 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Inclusion EDU/009b The average N/A 2 days 27 days Yes N/A 26 days 25 days This is the first year for number of school reporting this PI. Provision days that has been promptly offered. permanently Star rating: * * excluded pupils did not receive an offer of part time appropriate education provision during the academic year EDU/010a The percentage 0.01% 0.009% 0.01% Yes Same 0.01% 0.01% Percentage of days lost is not of school days increasing. lost due to fixed- Star rating: * term exclusions during the academic year in primary schools

EDU/010b The percentage 0.19% 0.194% 0.21% Yes Same 0.21% 0.21% Percentage of days lost is not of school days increasing lost due to fixed- Star rating: * * * term exclusions during the academic year in secondary schools

22 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Education Inclusion EDU/011 The average 37.8 322 N/A N/A N/A 325 330 This is the first year of external reporting of the new points qualifications score system in Swansea. point score for 16 Star rating: * * year olds, in learning settings maintained by the local authority

23 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

ENVIRONMENT Environmental Health Services EHS4 To investigate 100% 100% 95% Yes Same 95% 95% complaints re food safety and associated matters within 4 working days EHS8 Percentage of 97% 97% 90% Yes Same 90% 90% requests for consumer advice responded to within 2 working days EHS10 Percentage of 99.90% 98.30% 98% Yes No 98% 98% customers without appointments seen within 30 minutes in the Registration Service EHS21 Percentage of 88% 82% 85% No No 90% 90% Out-turn was distorted by an call centre influx of planning calls for a directed calls temporary period answered within 15 seconds

24 EHS23 Building Control 82 80.50% 80% Yes No 81% 84% Performance matrix. Score against the checklist of best practice compiled for England and Wales

25 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Health Services PPN/001ai The number of 43 41 N/A N/A N/A N/A N/A high risk businesses liable to a programmed inspection or alternative enforcement activity during the year for trading standards

PPN/001aii The number of 888 802 N/A N/A N/A N/A N/A high risk businesses liable to a programmed inspection or alternative enforcement activity during the year for food hygiene

PPN/001aiii The number of 1 0 N/A N/A N/A N/A N/A high risk businesses liable to a programmed inspection or alternative enforcement activity during the year for animal health

26 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Health Services PPN/001aiv The number of 23 21 N/A N/A N/A N/A N/A high risk businesses liable to a programmed inspection or alternative enforcement activity during the year for health and safety

PPN/001bi The percentage 95% 90% 100% No No 100% 100% Slight decrease in of these high risk performance due to staff businesses that sickness and maternity leave. were liable to a Star rating: * programmed inspection that were inspected/subject to alternative enforcement activity, for Trading Standards

27 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Health Services PPN/001bii The percentage 100% 100% 100% Yes Same 100% 100% Star rating: * * * * of these high risk businesses that were liable to a programmed inspection that were inspected/subject to alternative enforcement activity, for Food Hygiene

PPN/001biii The percentage 100% N/A 0% N/A N/A N/A N/A No high risk premises of these high risk identified for animal health businesses that were liable to a programmed inspection that were inspected/subject to alternative enforcement activity, for Animal Health

28 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Health Services PPN/001biv The percentage 43% 100% 100% Yes Same 100% 100% Star rating: * * * * of these high risk businesses that were liable to a programmed inspection that were inspected/subject to alternative enforcement activity, for Health and Safety

29 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Protection EMP8 Percentage of 90.96% 81% 85% No No 85% 85% An increase in the number of general pest service requests and a control & animal reduction in the number of impounding staff has affected performance service requests within 3 working days EMP13 Percentage of 97.60% 99.40% 98.50% Yes Yes To be To be deleted PI to be deleted noise complaints deleted responded to within 5 working days

EMP21ai Percentage of 20.49% 21.12% 21.20% Yes Yes 23% N/A Star rating: * * * household waste arisings which have been sent by the Authority for recycling

EMP21aii The total tonnage 24299.62 24341 25646 N/A N/A 28380 28820 of household waste arisings which have been sent by the Authority for recycling

30 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Protection EMP21bi The percentage 7.88% 7.89% 8.90% No Yes 9.75% 11.50% The waste indicators show a of household decrease in the amount of waste sent by the waste going to landfill and an Authority for increase in the amount of composting or waste being recycled and is in treatment by line with Council strategy. anaerobic However, some targets were digestion not met due to downturn in green waste collections and a delay in implementing cardboard/green and kitchen waste kerbside collections. Star rating: * * EMP21bii The total tonnage 9349.97 9091.2 10767 N/A N/A 12031 13250 of household waste sent by the Authority for composting or treatment by anaerobic digestion

EMP21ci Percentage of the 0.006% 0.03% 0% Yes Yes 0% 0.03% Hazard Waste Regulations total tonnage of meant an increase in household waste quantities of waste which arisings which needs to be thermally treated. have been used Star rating: * * to recover heat, power and other energy sources

31 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Protection EMP21cii Tonnage of 7.5 33.67 0 N/A N/A 0 34 Hazard Waste Regulations household waste meant an increase in arisings which quantities of waste which have been used needs to be thermally treated. to recover heat, power and other energy sources

EMP21di Percentage of 70.67% 70.82% 69.90% No No 67.25% 64% The waste indicators show a household waste decrease in the amount of arisings which waste going to landfill and an have been land increase in the amount of filled waste being recycled and is in line with Council strategy. However, some targets were not met due to downturn in green waste collections and a delay in implementing cardboard/green and kitchen waste kerbside collections. Star rating: * *

EMP21dii The tonnage of 83812.26 81637.07 84560 N/A N/A 82982 74500 household waste arisings which have been land filled

STS/003 The percentage 93.24% 87.40% 85% Yes No 85% 85% Star rating: * of reported fly tipping incidents on relevant land cleared within 5 working days

32 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Protection STS/005a The Cleanliness N/A 64.95 60.28 Yes N/A 64.95 N/A Index

STS/005b The percentage 91.74% 91.30% 95% No No 95% 95% Staff shortages being a major of highways and cause of shortfall, therefore, relevant land recruitment was instigated in inspected of a March to restore operational high or staffing levels. acceptable standard of cleanliness

WMT/001ai The total tonnage 29912.83 31021 32000 N/A N/A N/A N/A of municipal waste reused and/or recycled

WMT/001aii The total tonnage 11030.43 10519 12500 N/A N/A N/A N/A of municipal waste composted or treated biologically in another way

WMT/001bi The percentage 21.20% 22.51% 22.50% Yes Yes 23.50% 25% Star rating: * * * * of municipal waste reused and/or recycled WMT/002a The total tonnage 57659 54597 56750 N/A N/A N/A N/A of bio-degradable municipal waste sent to landfill

33 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Environmental Protection WMT/002b The percentage 66.32% 64.26% 65.75% Yes Yes 62.50% 61% Star rating: * * * of bio-degradable municipal waste sent to landfill WMT/004 The percentage N/A 68.94% 68.50% No N/A 67.40% 66% The waste indicators show a of municipal decrease in the amount of waste sent to waste going to landfill and an landfill increase in the amount of waste being recycled and is in line with Council strategy. However, some targets were not met due to downturn in green waste collections and a delay in implementing cardboard/green and kitchen waste kerbside collections. WMT/006 The percentage 100% 100% 100% Yes Same N/A N/A Indicator to be deleted from of households 1st April 2008. served by a Star rating: * * * * kerbside collection of two or more recyclables

34 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Planning EP3 Number of 1 0 1 No No N/A N/A Bishop's Wood Local Nature Nature Reserves Reserve failed to maintain a meeting with Green Flag status this year. In Green Flag order to retain status, criteria continued improvement should be demonstrated and this has not been possible due to lack of staff and financial resources.

PLA/004a The percentage 37.5% 30.6% 50% No No N/A N/A Performance was affected by of major planning the loss of key staff and the applications lack of experienced staff to determined process complex applications. during the year However, a review of the type within 13 weeks of major applications currently being processed, many with Environmental Impact Assessments revealing that these have been aspirational. The forthcoming comprehensive review of service targets will address this. Star rating: * *

35 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Planning PLA/004b The percentage 36.9% 42.9% 40% Yes Yes N/A N/A The forthcoming of minor planning comprehensive review of applications service targets will address determined target setting. during the year Star rating: * within 8 weeks PLA/004c The percentage 65.7% 70.5% 70% Yes Yes N/A N/A The forthcoming of householder comprehensive review of planning service targets will address applications target setting. determined Star rating: * * during the year within 8 weeks PLA/004d The percentage 58.8% 56.7% 65% No No N/A N/A Performance was affected by of all other the loss of senior officers planning within the area teams. applications Additionally this category determined contains applications which during the year are not straight forward, for within 8 weeks example referrals to CADW which involve an inherent delay in determination. The service review will consider whether the target was too aspirational. Star rating: * PLA/005 The percentage 55.9% 52.7% 60% No No 60% 60% The reduction in performance of enforcement levels are due to increased cases resolved workload, staff vacancies and during the year long term sickness equating to within 12 weeks a 6 month vacancy within the team. Star rating: * *

36 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Transportation & Engineering ETE5 Damage to roads 99.85% 99.87% 99% Yes Yes 99% 99% and pavements made safe within 24 hours

ETE7 Increase in 1,823 1,964 1,681 Yes Yes N/A N/A number of young people travelling to/from school in the Safe Routes to School project by cycling or walking ETE8 Number of cars 267,827 314,612 337,000 No Yes 370,000 425,000 using park and ride services ETE26 Percentage of N/A 88.52% 80% Yes N/A 80% 80% abandoned vehicles removed within 24 hours from the point at which the Authority is legally entitled to remove the vehicle.

37 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Transportation & Engineering THS/009 The average 4.65 days 5.53 days <7 days Yes No <7.00 days <7.00 days Star rating: * number of calendar days taken to repair street lamp failures during the year THS/010a Condition of N/A 2.5% N/A N/A N/A Require 2 Require 2 A revised PI definition used for principal (A) years data years data this year, therefore, unable to roads before a before a target compare with previous year's target can be can be set result set THS/010b Condition of non- N/A 2.9% N/A N/A N/A Require 2 Require 2 A revised PI definition used for principal/ years data years data this year, therefore, unable to classified roads before a before a target compare with previous year's target can be can be set result set

38 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

REGENERATION & HOUSING Community Regeneration CRE1a Number of 4,197 4,876 4,300 Yes Yes 4,300 N/A Children & Young People worked within specific areas of service delivery - Residential and Outdoor Activities

CRE1b Number of 24,257 10,420 18,000 No No 10,420 N/A The target is based upon the Children & Young number of active youth clubs People worked and centres, the number of within specific opening nights and the areas of service number of young people who delivery - Centre- use them. The target was not based Youth met because youth clubs were Work closed as a direct result of meeting the required budget savings and to allow refurbishment at centres. These have an impact upon contact with young people. Target provisional pending PI / target review.

39 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE1c Number of 40,389 31,538 23,000 Yes No 23,000 N/A Capturing the number of Children & Young attendances of children and People worked young people aged 5-19 years within specific who participate in out of areas of service school hours learning delivery - Out of accredited through Children's School Hours University. Targets for 2007/08 Learning were amended to reflect that the Swim Initiative is no longer included. Target provisional pending PI / target review.

CRE1d Number of 8,679 5,086 7,300 No No 7,300 N/A The target relates to the Children & Young number of contacts made People worked through street work. The within specific target was not met because of areas of service the Youth Service delivery - reorganisation in October Detached and 2007, a Career Break for the Outreach Youth Team Leader and no Youth Work Service Manager in post until November 07 impacting on this area of work. Provisional target pending PI / target review

40 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE1e Number of 16,908 26,199 18,200 Yes Yes 24,000 N/A The focus on delivering Youth Children & Young Information Services will be to People worked maintain quality, as opposed within specific to increasing the quantity of areas of service contacts. This emphasis delivery - Info- should lead to the number of Nation and contacts staying constant at Community around 2000 per month. Outreach Provisional target pending PI / target review CRE1f Number of 639 676 700 No Yes 600 N/A This is the number of young Children & Young people 14-25 years enrolled People worked on the Bronze, Silver and Gold within specific levels. It is planned to reduce areas of service the enrolment target from 700 delivery - The during 2008-09 and put some Duke of emphasis upon expanding Edinburgh's Gold Award opportunities to Award to schools young employees of CCS as a and colleges, staff development opportunity. youth centres Schools have declared it and Open Award increasingly difficult to provide groups teacher support for the Award. When schools reduce their enrolments or cease to run the Award it has an impact on the level of enrolments across the programme. Provisional target pending PI / target review

41 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE1g Number of 725 192 400 No No 192 N/A This target was linked to Children & Young Training Pathways and People worked specifically relates to the within specific delivery of the OCN credits areas of service awarded for training delivered delivery - to young people. Training Capacity-building Pathways ESF funding ceased training in youth in June 2007 and resources work and related have been greatly reduced for skills through the this area of work since June Professional 07. Provisional target pending Youth Work PI / target review Network (PYN)

CRE2a The CYP budget 18,806 19,580 14,950 Yes Yes N/A N/A spend on children and young people per 1000 population aged - 3 to 10 years

CRE2b The CYP budget 21,784 29,620 8,730 Yes Yes N/A N/A Provisional target pending PI / spend on children target review and young people per 1000 population aged - 11 to 25 years

CRE4 Percentage of 95.90% 98.70% 93% Yes Yes 93% 93% Provisional target pending PI / priority graffiti target review jobs completed within 7 days

42 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE5a Usage of 123,614 124,779 123,000 Yes Yes 123,000 N/A Provisional target pending PI / Community target review Centres - Children 0 - 10 CRE5b Usage of 67,474 76,464 67,000 Yes Yes 67,000 N/A Provisional target pending PI / Community target review Centres - Young People 11 - 25 CRE5ci Usage of 154,320 121,029 153,000 No No 153,000 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Sport fitness and health CRE5cii Usage of 13,855 21,814 13,000 Yes Yes 13,000 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Education CRE5ciii Usage of 123,601 118,018 123,000 No No 123,000 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Entertainment CRE5civ Usage of 17,031 18,586 16,500 Yes Yes 16,500 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Crafts

43 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE5cv Usage of 142,942 155,453 142,000 Yes Yes 142,000 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Special Interest CRE5cvi Usage of 83,839 79,504 83,500 No No 83,500 N/A Provisional target pending PI / Community target review Centres - User Number per group category - Children and Youth CRE5d Usage of 192,920 188,958 192,000 No No 192,000 N/A Provisional target pending PI / Community target review Centres - 50+

CRE6a The impact of 6.5 94.5 30 Yes Yes N/A N/A Project ended in June 08, Community therefore, no target figure set Regeneration for 2008/09 (CMB) on - the number of jobs created in new and existing social enterprises

CRE6b The impact of 250 4,250 350 Yes Yes N/A N/A Project ended in June 08, Community therefore, no target figure set Regeneration for 2008/09 (CMB) on - the area of premises developed (m2)

44 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Community Regeneration CRE6c The impact of 2 11 6 Yes Yes N/A N/A Project ended in June 08, Community therefore, no target figure set Regeneration for 2008/09 (CMB) on - the number of new social premises CRE7a The number of 280 263 240 Yes No 240 N/A Provisional target pending PI / CR projects and target review community groups worked with - assisted annually (less than 35 hours) CRE7b The number of 64 49 45 Yes No 45 N/A Provisional target pending PI / CR projects and target review community groups worked with - supported annually (35 hours or more)

45 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Culture & Tourism C&T1 Direct Net Cost £15,977,700 £18,163,600 £18,437,400 Yes No £18,485,600 N/A C&T2 Income £10,674,800 £11,424,400 £10,646,800 Yes Yes £10,826,300 N/A

C&T3 Usage (C&T- not 5,073,674 4,758,822 4,721,834 Yes No 5,376,000 5,468,300 inc Parks usage)

C&T4 Parks usage 19,400,000 16,300,000 15,000,000 Yes No 15,000,000 15,000,000 Through Swansea Voices, this year's calculation is deemed to be the most accurate assessment of total parks usage, therefore, future targets have been adjusted accordingly C&T5 Virtual usage 1,296,205 1,686,290 1,595,240 Yes Yes 1,855,000 1,947,750 (Web) C&T6 Customer 88% 85% 85% Yes No 85% 85% Satisfaction C&T8 The number of 17 18 17 Yes Yes 18 19 nationally recognised quality/environme ntal awards achieved by C&T

C&T9 The number of N/A 906,140 923,905 No N/A 954,215 973,963 participants attending education and training opportunities provided by C&T

46 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Culture & Tourism CTA5 Public use of the 8,779 8,591 9,000 No No 9,500 10,000 Archives Service throughout West Glamorgan

CTD6 Total recreational 256,085 300,054 250,500 Yes Yes 911,500 930,000 Changes in the definition of usage provided this PI mean that the target by Development has increased dramatically for & Outreach future the aspiration - use of dragon sport CTE2 Number of 576,011 497,369 399,100 Yes No 400,000 407,000 attendees to C&T events CTI4 Total usage of 1,346,656 1,341,320 1,297,000 Yes No 1,320,000 1,336,000 Indoor Leisure Facilities CTM5 Number of 364,261 347,297 385,000 No No 340,000 355,000 visitors to Museums CTO4 Total usage of 500,490 472,577 475,000 No No 455,000 435,000 Outdoor Leisure Facilities CTP6 Number of users 881,974 924,326 918,000 Yes Yes 851,500 874,000 Target slightly reduced due to of managed park more accurate assessment of facilities park counter recordings

CTT4 The amount of £255.6m £278.2m £260m Yes Yes £289.3m £300.8m money spent by visitors to the City & County of Swansea

47 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Culture & Tourism LCL/001 The number of 4,647 5,003 4,895 Yes Yes 5,300 5,400 Star rating: * * * people using Public Library Services during the year per 1000 population LCL/002a The number of 5.2 8 7 Yes Yes 7 7 Star rating: * * publicly accessible computers per 10,000 population LCL/002b The percentage 50% 47% 55% No No 55 60 Star rating: * * of available computer hours in use LCS/001a The number of 4,403 4,306 4,199 Yes No N/A N/A PI being replaced with visits to indoor LCS/002 sports facilities during the year per 1000 population LCS/001b The number of 924 766 943 No No N/A N/A PI being replaced with visits to outdoor LCS/002. sports facilities Star rating: * * * during the year per 1000 population WPLS37 Time taken to 5.4 years 3.42 years 8.5 years Yes Yes 6 years 6 years renew lending stock in libraries

48 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Economic and Strategic Development ESD1 Value of inward £46.1m £23m £40m No No £24.9m £43.5m Down on target due to specific investment schemes not coming on line related to for year plus a downturn in the property-based market leading to a lack of projects where demand for flats and a the authority consequent redesign of the owns some of all scheme. the land (or adjoining land which facilities the development)

DEV05 The percentage 69% 71% 70% Yes Yes 70% N/A Provisional target pending PI / of businesses target review that have started with the support of Business Centre Swansea and are still operating after 2 years of trading and receiving post-start support

DEV06 Number of 196 147 145 Yes No 145 N/A Provisional target pending PI / businesses that target review start with the support of Business Centre Swansea

49 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Housing EEF/001bi Percentage 16.53% 18.80% 19% No Yes Indicator Indicator being Although, locally set targets change in energy being replaced from were not met, our use and carbon replaced 1st April performance compares dioxide from 1st April favourably with other local emissions in the authorities. The WAG Policy housing stock: Agreement target of a 14% in the difference in the reduction in energy use the amount of has been met. energy used Star rating: * * * * EEF/001bii Percentage 13.22% 15.30% 16% No Yes Indicator Indicator being Though we did not meet our change in energy being replaced from locally set targets, our use and carbon replaced 1st April performance compares dioxide from 1st April favourably with other local emissions in the authorities and we have met housing stock: the original WAG Policy the difference in Agreement target of a 14% the amount of reduction in CO2 emissions. carbon dioxide Star rating: * * * * emissions

HHA/001a The number of 9 5 25 Yes Yes Indicator Indicator being Star rating: * * * * homeless being replaced from families with replaced 1st April children who from 1st April have used bed and breakfast accommodation during the year except in emergencies

50 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance Improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Housing HHA/001b The average 47 days 44 days 55 days Yes Yes Indicator Indicator being Star rating: * * * * number of days being replaced from all homeless replaced 1st April households from 1st April spend in temporary accommodation HHA/002 The average 39 days 36 days 60 days Yes Yes 60 days 50 days Star rating: * * * * number of working days between homeless presentation and discharge of duty for households found to be statutory homeless

HHA/008a The percentage 9.8% 7.9% 15% Yes Yes 10% 10% of homeless presentations accepted as statutorily homeless

HHA/008b The percentage 98.3% 98.3% 98% Yes Same 98% 98% Star rating: * * * * of homeless presentations decided within 33 working days

51 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance Improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Housing HHA/013 The percentage N/A 13.9% 12% Yes N/A 15% 16% of all potentially homeless households for whom homelessness was prevented for at least 6 months

HSG1 The amount of £1,070,142 £991,805 £920,000 No Yes £920,000 N/A Whilst target was not met, current tenant there was a 7.32% reduction arrears on the previous year in which the arrears dropped to below a million pounds for the first time since 1996/97. HSG2 The number of 416 316 350 Yes Yes 300 N/A This is a very low percentage void properties in terms of being only 2.31% of the Authority's stock

PSR/001 The proportion of 6.92 5.01 5.5 No No N/A N/A Discretionary Renovation unfit private Grants have been replaced in sector dwellings our policy by loans. However, made fit, closed the contract to facilitate loans, or demolished being undertaken in a through direct consortium with 6 other local action by the authorities has not been local authority signed due to legal issues. Therefore, at present we have been unable to offer loans to improve unfit properties. Star rating: * * *

52 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Housing PSR/002 The average 653 days 487 days 633 days Yes Yes 500 days 485 days Star rating: * * * number of calendar days taken to deliver a Disabled Facilities Grant.

PSR/003 The average 472 days 408 days 458 days Yes Yes 410 days 408 days Information up to 1st February number of 2008. calendar days Star rating: * taken to deliver an adaptation for a Local Authority tenant where the Disabled Facilities Grant process is not used.

53 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Corporate Building Services CBS1 Tenant 91.95% 93% 90% Yes Yes 90% 90% satisfaction with repairs service

HLS/010a The average 0.1 days 0.1 days 1 day Yes Same 1 day 1 day Further guidance received number of from LGDU on how to treat a calendar days situation when a repair is taken to attended but access is denied complete will be implemented during emergency 2008/09. repairs

HLS/010b The average 7.9 days 8.0 days 7 days No Yes 7 days 6 days Further guidance received number of from LGDU on how to treat a calendar days situation when a repair is taken to attended but access is denied complete urgent will be implemented during repairs 2008/09.

HLS/010c The average 18.8 days 20.3 days 19 days No No 18 days 17 days Further guidance received number of from LGDU on how to treat a calendar days situation when a repair is taken to attended but access is denied complete non- will be implemented during urgent repairs 2008/09.

54 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance Improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

SOCIAL SERVICES Adult Services SCA/001 The rate of 8.04 6.78 9 Yes Yes 8 7 Actual exceeding target, a delayed transfers pleasing result. of care for social Star rating: * * * care reasons per 1000 population aged 75 or over

SCA/002a The rate of older 102.12 98.67 102 No No 105 N/A Slight drop in performance due people (aged 65 improved identification of or over) helped to clients receiving multiple live at home per services as clients can only be 1000 population counted once. aged 65 or over Star rating: * * *

SCA/002b The rate of older 25.4 20.1 25.2 Yes Yes 22 N/A Actual exceeding target, a people (aged 65 pleasing result. or over) whom Star rating: * * * * the authority supports in care homes per 1000 population aged 65 or over

SCA/003a The percentage 90.58% 95.36% 90% Yes Yes 92% N/A Excellent result that exceeds of clients who are target. supported in the Star rating: * * * * community during the year in the age groups 18-64

55 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Adult Services SCA/003b The percentage 78.15% 80.27% 77% Yes Yes 80% N/A Excellent result that exceeds of clients who are target. supported in the Star rating: * * * community during the year in the age groups 65+

SCA/006 The average 22 days 6.39 days 22 days Yes Yes 10 days N/A Excellent result following number of improved data capture working days methods. SCA/006 will change taken from to SCA/015 for 2008-09. completion of the Star rating: * * * care plan to provision and/or installation of aids/equipment SCA/007 The percentage 81.30% 63.0% 70% No No 70% N/A This year we have included of clients with a the larger service area with care plan at 31st OPDS having an obvious March whose effect on performance. care plans should Star rating: * * * have been reviewed that were reviewed during the year

SCA/009 The rate per 12.49 12.47 13 Yes No 150 N/A Marginally less that last year's 1000 adults performance. SCA/009 will (aged 18+) change for 2008/09. This is supported in the defined as rate per 10,000 and community who the target now reflects this. receive a direct Star rating: * * payment

56 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Adult Services SCA/010 The rate per 167.05 158.77 182 No No 150 N/A Although slightly down on last 1000 adults year, this is still a high clients assessed performing indicator. during the year Star rating: * * * * who are provided with assistive technology as part of a package of care

SPP/001i The average 3.39 3.4 N/A N/A Yes N/A N/A A net increase of 9 units number of units of housing related support per 1000 head of population for floating support

SPP/001ii The average 0.23 0.2 N/A N/A Same N/A N/A one new unit included number of units of housing related support per 1000 head of population for direct access

SPP/001iii The average 0.96 0.9 N/A N/A N/A N/A N/A Net decrease due to number of units reclassification and contracts of housing ending related support per 1000 head of population for temporary accommodation

57 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Adult Services SPP/001iv The average 1.29 1.4 N/A N/A Yes N/A N/A Net increase due to number of units reclassification of housing related support per 1000 head of population for permanent accommodation

SPP/001v The average 9.3 9.6 N/A N/A Yes N/A N/A Net increase due to increase number of units in older persons floating of housing support related support per 1000 head of population for sheltered accommodation for older people

SPP/001vi The average 2.1 2.1 N/A N/A Same N/A N/A Same result as last year number of units of housing related support per 1000 head of population for community alarm services

58 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/001a The percentage 74.3% 78.0% 90% No Yes 90% N/A A steady improvement from of first last year. Further improvement placements of required. looked after Star rating: * children during the year that began with a care plan in place

SCC/001b For those 80.9% 85.3% 95% No Yes N/A N/A A steady improvement from children looked last year. Further improvement after whose required. second review Star rating: * (due at 4 months) was due in the year, the percentage with a plan for permanence at the due date

59 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/002 The percentage 16.7% 30.9% New/ N/A No N/A N/A Marked increase partly of children looked amended explained by improved after at 31st establishing collection on out of county March who have a baseline children. However, evidence of experienced one increased in school changes or more changes for children placed within of school, during Swansea. a period or Star rating: * periods of being looked after, which were not due to transitional arrangements, in the 12 months to 31st March

SCC/004 The percentage 6.1% 8.6% A rate Yes No A rate N/A Remains within acceptable of children looked between 5% between 5% parameters for change. after on 31 March and 15% and 15% Star rating: * * * who have had three or more placements during the year

SCC/007a The percentage 61.70% 74% >60% Yes Yes >60% N/A Poor performance in first two of referrals during quarters has distorted result. the year that However, last two quarters were allocated to show greater number of a social worker referrals screened by Intake for initial Service. Provisional target for assessment 2008/09. Star rating: * * *

60 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/007b The percentage 3.2% 6.2% <10% Yes No <10% N/A Poor performance in first two of referrals during quarters has distorted result. the year that However, last two quarters were allocated to show greater number of someone other referrals screened by Intake than a social Service. Provisional target for worker for initial 2008/09. assessment Star rating: * * *

SCC/007c The percentage N/A 19.8% <30% Yes N/A <30% N/A Poor performance in first two of referrals during quarters has distorted result. the year that did However, last two quarters not proceed to show greater number of allocation for referrals screened by Intake initial Service. Provisional target for assessment 2008/09

SCC/008a The percentage 42.8% 51.9% 60% No Yes 73% N/A Improvements have been of initial cumulative made, although, result is still assessments target short of target. carried out within Star rating: * * 7 working days

SCC/008b The average time 16 days 17 days 20 days Yes No N/A N/A Last number of assessments taken to falling just outside timescales - complete initial Target achieved. assessments that Star rating: * * * took longer than 7 working days to complete

61 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/009a The percentage 10.8% 11.20% Not yet set N/A Yes 48% N/A Recent improvements not of required core by CSSIW reflected in figure for the year. assessments Star rating: * carried out within 35 working days SCC/009b The average time 61 days 69 days Not yet set N/A No N/A N/A Large number of assessments taken to by CSSIW falling just outside timescales, complete those disruption in staff levels has required core hampered progress. assessments that Significant reorganisation will took longer than seek to address these issues 35 days through a dedicated team. Star rating: * * *

SCC/013ai The percentage 93.9% 100% 100% Yes Same 100% N/A Continued high levels of of open cases of allocations despite high staff children on the turnover and periods of child protection instability within teams register who have an allocated social worker

SCC/013aii The percentage 85.3% 92.2% 97% No Yes 100% N/A Continued high levels of of open cases of allocations despite high staff children looked turnover and periods of after who have instability within teams an allocated social worker

62 SCC/013aiii The percentage 58.4% 64.7% 65% No Yes 72.50% N/A Continued high levels of of open cases of allocations despite high staff children in need turnover and periods of who have an instability within teams allocated social worker

63 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/013bi The percentage 0.9% 0% 0% Yes Yes N/A N/A A good performance given the of open cases of position that has existed in children on the respect of qualified social work child protection staff. register who are allocated someone other than a social worker where the child is receiving a service in accordance with her/his assessment or plan SCC/013bii The percentage 10.8% 5.6% <5% No Yes N/A N/A Performance has been less of open cases of successful than SCC/013bi children looked and SCC/013bii after who are allocated someone other than a social worker where the child is receiving a service in accordance with her/his assessment or plan

64 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/013biii The percentage 7.3% 7.7% <10% Yes No N/A N/A A good performance given the of open cases of position that has existed in children in need respect of qualified social work who are allocated staff. someone other than a social worker where the child is receiving a service in accordance with her/his assessment or plan

SCC/021 The percentage 80.9% 90.3% Target set No Yes 100% N/A Improved performance. of looked after by CSSIW is Star rating: * * * children reviews 100%. carried out within statutory timescales

SCC/023a The percentage 0% 0.4% New N/A N/A N/A N/A Further improvement on of children looked amended numbers of fixed term after who were establishing exclusions. permanently baseline Star rating: * * excluded from school in the year 1st April - 31st March

65 PI Number PI Indicator Previous Actual Year Target Is Performance Future Future Comments Year 2007-08 2007-08 performance improving? Aspiration Aspiration 2006-07 on target? Y/N 2008-09 2009-10 Y/N

Child & Family Services SCC/023b The average 10.6 days 8.1 days New N/A Yes N/A N/A Further improvement on number of days amended numbers of fixed term spent out of establishing exclusions. school on fixed- baseline Star rating: * * period exclusions for children looked after who were excluded in the year 1st April - 31st March

SCC/034 The percentage N/A 96.8% 100% No N/A N/A N/A Good result given the target of child protection established. reviews carried out within statutory timescales during the year

SCC/038 The percentage N/A 94.6% New N/A N/A N/A N/A A very good performance of health amended assessments for establishing looked after baseline children due in the year that have been undertaken

66 Item No. 9 (B) (1)

Report of the Cabinet Member for Community Leadership & Democracy

Council – 23rd October 2008

SHADOW COMMUNITY STRATEGY

Summary

Purpose: To endorse the Shadow Community Strategy

Policy Framework: Local Government Act 2000, WAG Statutory Guidance on Developing and Delivering Community Strategies (2008) Reason for Decision: To facilitate the development of a revised Community Strategy in 2009 Consultation: Corporate Management Team, Better Swansea Partnership, Legal, Finance Recommendation: It is recommended that:

a) Council formally endorse the attached Shadow Community Strategy as the basis for the revision of the existing Community Strategy in 2009

b) Council ask the relevant Overview Boards to review the document to ensure that it is consistent with the principles of sustainable development, equality, social inclusion and community regeneration

c) Council ask the relevant Scrutiny Boards to development effective arrangements for the ongoing scrutiny of the shared partnership priorities

1. Background

1.1 The Local Government Act 2000 requires that every local authority facilitates the production of a community strategy for its area. Swansea’s Community Strategy was first produced in 2004 and has been updated annually since then. Every year the Our Ambition event provides the focus for participation and consultation. This ongoing process of developing and delivering the Community Strategy is overseen by the Better Swansea Partnership.

2. New Guidance

2.1 Earlier this year the Welsh Assembly Government published ‘Local Vision’ which provided further statutory guidance on the development and delivery of Community Strategies. This guidance seeks to ensure that community strategies make more of an impact. This follows

evaluation of the first round of Community Strategies in Wales which concluded that they were ‘strong on engagement but less strong on leadership…’ The new guidance also draws out the implications of the Beecham review and other recent policy initiatives for Community Strategies.

2.2 The new guidance states that a Community Strategy must:

ƒ Enhance the quality of life of local communities ƒ Contribute to the achievement of sustainable development ƒ Provide a mechanism to debate the needs, opportunities and aspirations of local communities

2.3 In addition a Community Strategy should:

ƒ Inform, and be informed, by major plans and strategies ƒ Provide a focus for continuous improvement ƒ Help partners develop their corporate priorities ƒ Consider how WAG / regional priorities relate to local priorities

2.4 In order to achieve these aims the community strategy must feature the following characteristics:

ƒ A long-term vision (10 to 15 years) ƒ A prioritised action plan (Short term) ƒ A commitment from partners ƒ Arrangements for monitoring, accounting and review ƒ Arrangements for coordinating partners and partnerships

2.5 Revised community strategies are expected to be in place by April 2010 at the latest and be reviewed on a 3 or 4 year cycle after that.

3. Shadow Community Strategy

3.1 In anticipation of a revised community strategy being produced in 2009, a proposed shadow Community Strategy (attached) has been developed. The reason for doing this is to ensure that any new strategies and plans can be consistent with the core elements of the proposed new strategy whilst, at the same time, providing the maximum opportunity for consultation and engagement on the detail.

3.2 This ‘shadow strategy’ includes the results of engagement and consultation with a wide range of partnerships, groups and forums leading up to the Our Ambition 5 Community Strategy Conference which was held in February 2008. More recently a Councillor Forum in July focused on the development of the Community Strategy along with the Corporate Plan.

3.3 Although the final design may be different, the intention is to keep the eventual Community Strategy document short and user friendly. The final document will be as publicly accessible as possible and include summaries of the key strategies and plans referred to.

3.4 This Shadow Community Strategy was endorsed by Cabinet at their meeting of the 13th October 2008.

4. Vision for Swansea

4.1 The proposed Shadow Community Strategy retains the existing 2020 vision but introduces 7 new themes. The vision, which is consistent with the Corporate Improvement Plan, now reads like this:

By 2020 we want Swansea to be a distinctive European City. A City Where: • Everyone has a great place to live • Everyone has the best possible start in life • Everyone has a good education • Everyone feels safe • Everyone is part of a prosperous economy • Everyone can enjoy the best possible health • Everyone’s services are the best they can be

4.2 Each of the seven themes is delivered through a clearly identified plan and partnership ensuring that there is a consistent and structured approach to delivering Swansea’s overarching strategies and plans.

5. Shared Partnership Priorities

5.1 As well as a long term vision, the community strategy identifies short term priorities that will make a real difference for local communities. Each is an existing strategic priority that can only be delivered by agencies and partnerships working together. Each has an identified method of delivery and measurable outcomes that can be monitored.

6. Overview & Scrutiny

6.1 The ongoing development and delivery of a revised Community Strategy will provide for a strengthened role for Councillors through Overview and Scrutiny. Specifically this will mean:

6.2 Overview – The Boards will have a key role in the development of the final revised Strategy and in the annual review process. Specifically this will involve ensuring that it is consistent with the principles of sustainable development, equality, social inclusion and community regeneration

6.3 Scrutiny – The Boards will have a role in monitoring the delivery of the Shared Partnership Priorities once the Strategy is finalised. Further work need to be done with the Boards to detail how this form of external scrutiny will work in practice.

7. Next Steps

7.1 If the Shadow Community Strategy is endorsed then 6 months of engagement and consultation, including the work with the Overview and Scrutiny Boards, will take place leading to the final Community Strategy being presented to Cabinet and Council for agreement.

8 Legal Implications

8.1 There are no legal or constitutional implications

9 Financial Implications

9.1 All costs can be met from existing budgets.

10 Recommendation

It is recommended that:

a) Council formally endorse the attached Shadow Community Strategy as the basis for the revision of the existing Community Strategy in 2009

b) Council ask the relevant Overview Boards to review the document to ensure that it is consistent with the principles of sustainable development, equality, social inclusion and community regeneration c) Council ask the relevant Scrutiny Boards to development effective arrangements for the ongoing scrutiny of the shared partnership priorities

Background Papers:

1. ‘Ambition is Critical’ Swansea’s Community Strategy 2004 (and subsequent updates) 2. Local Vision’ Statutory Guidance from the Welsh Assembly Government on Developing and Delivering Community Strategies March 2008 3. ‘A Shared Responsibility’ Local Government Policy Statement March 2007.

Contact Officer: Dave Mckenna 01792 636090 Legal Officer: Pat Arran

D R A F T

SharedAmbition is Critical

Shadow Community Strategy 2008

1 Introduction

1.1 The Community Strategy is the overarching strategy for Swansea. It sets out:

ƒ The long term vision for the area and how this is being achieved ƒ Shared short term priorities and how they are being tackled

1.2 The development and delivery of the Community Strategy is overseen by the Better Swansea Partnership. This is Swansea’s Community Strategy Partnership which includes the main public service providers as well as voluntary and business sector representatives. More information about the Better Swansea Partnership can be found at: www.swansea.gov.uk/BSP

2 Working for Tomorrow

2.1 The long term vision for Swansea is:

By 2020 we want Swansea to be a distinctive European City. A City Where: • Everyone has a great place to live • Everyone has the best possible start in life • Everyone has a good education • Everyone feels safe • Everyone is part of a prosperous economy • Everyone can enjoy the best possible health • Everyone’s services are the best they can be

2.2 Each theme linked to the vision is delivered through an identified main strategy and key partnership.

2020 Vision Strategy Key Partnership Everyone has a great Time to Change: Swansea’s Swansea Environment Forum place to live Environment Strategy (2006) Everyone has the best Children and Young People’s Plan Swansea Children & Young possible start in life (Draft: 2008) People Partnership Everyone has a good Swansea Learning Policy & Strategy Swansea Learning Partnership education (2006-10) Everyone feels safe Safer Swansea Partnership Strategy Safer Swansea Partnership (2008-11) Everyone is part of a Swansea 2020: Swansea’s Economic Swansea Economic prosperous economy Regeneration Strategy (2007) Regeneration Partnership Everyone can enjoy the Health Social Care and Wellbeing Health Challenge Swansea best possible health Strategy (2008-11) Everyone’s services are Making the Connections: Delivering Regional Partnership Forum for the best they can be Better Services in Wales (2004) South West Wales

2.3 These key strategies are supported by a number of other strategies and plans which have a vital role in ensuring that services are developed and delivered as effectively as possible. These include:

Unitary Development Plan / Local Development Plan Older People’s Strategy Local Housing Strategy (2007-2012) Community Regeneration Strategy (forthcoming) Climbing Higher Sport and Physical Activity Strategy Tourism Strategy Swansea Arts Strategy (forthcoming) “My Swansea” Culture and Tourism Strategy

(others to be included)

2.4 The Community Strategy, Children & Young People Plan, Health & Wellbeing Strategy and Local Development Plan have been identified by the Welsh Assembly Government as the being the four most important plans in any local area. As part of the drive to reduce the number of local plans, these four will be increasingly significant.

2.5 The Community Strategy is more than just a document – it is produced and updated as part of an ongoing process of evaluation and review which aims to ensure that the vision is being achieved and that strategies and plans are making a difference for everyone.

2.6 This Annual Review process will test the progress of these strategies and plans against 4 ‘cross cutting’ review themes. These are:

ƒ Sustainable Development: Ensuring that our strategies promote: “Development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” (Brundtland 1987) ƒ Equality & Diversity: Ensuring that we are promoting cohesive, plural and just communities where people, regardless of; age; disability; gender; sexual orientation; race & ethnicity; religion & belief; or Welsh language can feel valued.’ ƒ Social Inclusion: Ensuring we are tackling the causes and effects of social exclusion and poverty. ƒ Community Regeneration: Ensuring a fair deal for all of our local communities. 2.7 The Annual Review process will be open to the whole community and be overseen by the Council’s Overview Boards. Crucially the Overview Boards will report on the views of citizens about whether the vision is being achieved and which issues need to be prioritised in future strategies and plans.

2.8 In order to ensure that the long term vision is achieved, medium term risks will also be identified so that they can be prepared for. These risks, which will be called Horizon Priorities, will be reflected in new strategies and plans and could focus on issues such as:

ƒ Climate Change Adaptation ƒ Peak Oil ƒ Affordable Housing ƒ Infrastructure Resilience ƒ Economic Change ƒ Loss of Biodiveristy ƒ Demographic Change ƒ Flooding ƒ Water Resources ƒ Migration ƒ Obesity ƒ Health Risks ƒ Obesity ƒ Loss of Biodiversity ƒ Technological Change

3 Making a Difference Today

3.1 This Community Strategy identifies a number of Shared Partnership Priorities. Each Shared Partnership Priority has been included in Swansea’s Community Strategy because:

ƒ It is an existing and agreed strategic priority with a clear outcome identified ƒ No one partnership or agency can tackle it alone – it cuts across our key strategies and plans ƒ It is an important issue for the community – this is known through consultation evidence ƒ There is a clear, agreed and accountable method of achieving the delivery of the outcome ƒ Working together will lead to more effective services for citizens

3.2 Significant progress on these priorities is expected within the next 4 years. Progress will be monitored by the Better Swansea Partnership who will require a bi-monthly update on each priority from the relevant partnership. Progress will also be reported through the Council’s Scrutiny Boards.

3.3 Three of the Shared Partnership Priorities have been identified as priorities for Swansea’s Local Service Board. This is a new partnership arrangement with the Welsh Assembly Government that aims to address the most pressing and intractable service delivery issues facing citizens. More details can be found at: www.swansea.gov.uk/LSB

Shared Partnership Priorities

Issue Community Outcome Lead Strategic Delivery Partnership Air Quality Air quality in Swansea Swansea • Jointly through Regional improved through a Environment Transport Consortium. reduction in car use Forum City & County of Swansea Air Quality Action Plan / Regional Transport Plan Climate Change Increased resilience to Swansea • Proposed - development of extreme weather events Environment a multi-agency response caused by climate Forum through the development of change. a Climate Change Adaptation Plan.

Consultation Improved standards of Regional • Consultation Project / and public consultation Partnership Forum Local Service Board Participation for South West Wales Early Improve outcomes for Swansea Children • Targeted at wards in a Intervention and children and young & Young People secondary school Prevention people where they are Partnership catchment area using a affected by the impact of multi-agency joined up poverty approach to service delivery addressing the negative impacts of poverty /Local Service Board Economic Raise the employment Swansea • Economic Equity Delivery Inactivity rate from the current Economic Team / Swansea Working 70.7% by an overall 5% Regeneration Project / Local Service (6,700 individuals Partnership Board entering employment).

Energy and Reduce carbon Swansea • Sustainable Energy Action Carbon emissions by 26-30% by Environment Plan Management 2020 and by 60% by Forum 2050

Equal Access to The provision of Regional • Common Approaches to Services excellent services to all Partnership Forum Equalities – Project which (includes older citizens according to for South West aims to undertake a people) their need within the Wales feasibility study for the best City & County of regional / partnership Swansea approach to equality issues (proposed Making the Connections project)

Fear of Crime Improved outcomes for Safer Swansea • Neighbourhood young people, reduced Partnership management project crime and increased targeted at pilot community confidence community in target communities Health Reduction in health Health Challenge • Ongoing programme of Inequalities inequalities for citizens Swansea community based health Between in specific geographical needs assessments Communities communities in Swansea

Healthy Increased sport, Health Challenge • Climbing Higher Board and Lifestyles physical activity Swansea Partnership, and Health participation rates and Social Care and Wellbeing consumption of fruit and Prevention Priorities vegetables amongst working group children and adults across all sectors of the community High Levels By 2020 Swansea Swansea • South West Wales Skills becomes Wales’ leading Economic Knowledge Economy centre for the Regeneration Steering Group knowledge economy Partnership Swansea Bay Achieve consistent Swansea • Proposed – establish task compliance with Blue Environment force with convergence bid Flag standards to Forum building on initial meetings support increased that have taken place tourism and recreational activities and environmental improvements. Wildlife Biodiversity loss halted Swansea • Biodiversity Action Plan, Diversity and ideally increased Environment and NERC Biodiversity biodiversity within the Forum Duty Delivery coordinated City and County of by the Swansea Swansea Biodiversity Partnership

Young People The number of young Swansea Children • Research Project / Local Not In people leaving statutory & Young People Service Board Education, schooling at 16 will be Partnership Employment or reduced to 7% by 2010. Training

Item No. 9 (B) (2)

Report of the Cabinet Member for Community Leadership and Democracy

Council – 23rd October 2008

OVERVIEW AND SCRUTINY BOARD MEMBERSHIP

Summary Purpose: To increase the Membership of the Council’s Overview & Scrutiny Boards Policy Framework: Council Constitution

Reason for Decision: To ensure that the Council’s overview and scrutiny arrangements are as effective as possible Consultation: Legal

Recommendation(s): It is recommended that:

1) The Membership of the Council’s Overview & Scrutiny Boards is increased from 9 to 11 2) The Constitution be amended to give effect to the above.

1 Background

1.1 Council on the 15th May 2008 established new Overview & Scrutiny arrangements including the introduction of 4 Overview and 4 Scrutiny Boards. At this time the Membership of the Boards was set at 9.

1.2 Subsequently concerns have been raised about whether the Boards are of optimum size and, in light of those concerns; the issue has been reviewed.

2 Research into Best Practice

2.1 In reviewing this issue research was conducted by officers and shared with Group Leaders. The purpose of the research was to seek out best practice across the UK and relevant any relevant advice / guidance in relation to representation on Overview and Scrutiny in Local Authorities, using sources of information such as the Centre for Public Scrutiny. The research included:

• A snap-shot of current arrangements amongst the other 21 Welsh Local Authorities

• Case studies of Authorities which have been marked out for excellence in the area of O&S • A review of key documents which provide advice, including Ministerial Guidance and significant academic research

2.2 In the light of this new information it is proposed to increase the Membership of the Overview and Scrutiny Boards from 9 to 11. This will facilitate representation from all political groups.

3 Financial Implications

3.1 There are no financial implications.

4 Legal and Constitutional Implications

4.1 The Local Government Act 2000 requires that executive arrangements by a Local Authority must include provision for the appointment of one or more Overview and Scrutiny Committees. Guidance from the National Assembly (on executive arrangements) states that the precise arrangements for overview and scrutiny (including the number, membership and remit of the committees) are a matter for local choice. The proposed change is consistent with this guidance and the other relevant provisions of the Local Government Act 2000.

5 Recommendations

Recommendation(s): It is recommended that:

1) The Membership of the Council’s Overview & Scrutiny Boards is increased from 9 to 11 2) The Constitution be amended to give effect to the above.

Contact Officer – Dave Mckenna – 6090

Legal Officer - Patrick Arran

Background papers: Overview & Scrutiny Arrangements’ Report to Council, 15th May 2008

Item No. 9 (B) (3)

Report of the Cabinet Member for Community Leadership and Democracy

Council – 23rd October 2008

LEA GOVERNOR PANEL

Summary

Purpose: That Council agrees the amendments to the LEA Governor Panel Terms of Reference.

Policy Framework: Policy and Procedure for Appointment of L.E.A. Governors and Establishment of an L.E.A. Governor Panel - Council 14th April 2005.

Reason for Decision: To amend the Terms of Reference

Consultation: Legal and Democratic Services, Education, Group Leaders, Constitution Working Group

Recommendation(s): It is recommended that:

That Council agrees 1) the amended Terms of Reference be approved

1. The LEA Governor Panel was established by Council on 14th April 2005 with responsibility for recommending the appointment and removal of LEA Governors.

2. The Panel currently comprises of six Members selected from a pool of 11 Members which is politically proportionate

3. The Constitution Working Group has considered the constitution of this panel following the decision of the Challenge Panel held on 4th December 2007 which agreed as part of its recommendations that the Constitution Working Group be recommended to consider the proposals and practicalities of the LEA Governor Panel becoming a standing committee rather than a Panel of twelve from whom six Members would be chosen.

4. At its last meeting held on 13th October the Working group agreed the amended Terms of Reference of the LEA Governor Panel based on a fixed Panel of 11 Members (6 Swansea Administration, 4 Labour and 1 Conservative) with a casting vote for the Independent Chair (only in the event of a of a tie in voting). The quorum of the panel would be three Members and the independent Chair would not count towards the quorum.

The amended Terms of Reference are attached as Appendix 1.

5. The CWG also noted the template of the information given to the Panel in support of individual applications.

6. It is RECOMMENDED that 1) the amended Terms of Reference be approved;

Background papers: LEA Governor Panel Terms of Reference

Contact Officer: Stephen H Rogers 01792 636607 15.10.2008

Legal Officer Janet hooper

APPENDIX 1

L.E.A GOVERNOR PANEL TERMS OF REFERENCE

11 Members

6 Swansea Administration 4 Labour 1 Conservative

1. The Panel will be chaired by the Independent Chair - the Chair or Vice Chair of the Swansea Association of Governing Bodies - and will have a casting vote in the event of a tie. The quorum will be three and the Independent Chair will not count towards the quorum.

2. The Panel will meet on a regular basis and on pre agreed dates to consider any applications and make recommendations to Cabinet for filling LEA vacancies on Governing Bodies.

3. The Panel will use the following criteria in considering applications:

• Firstly the Elected Member(s) representing ward(s) in the catchment area of the relevant school;

• Secondly, if the Elected Members representing ward(s) in the catchment area of the relevant school do not express an interest, the vacancy be offered to other elected Members of the LEA;

• Following application of the above criteria, vacancies be offered to persons who, in the opinion of the Panel, would be suitable to the role of governor and who would contribute effectively to the school in terms of skills and experience.

4. In each of the above categories whenever there are more candidates than vacancies, LEA representatives will be appointed on the basis of whom, in the opinion of the Panel, will make the most effective contribution to the management of the school concerned.

5. The Panel will receive, discuss and determine any representations made to them whenever they make any change to representation on a particular Governing Body.

6. The Panel will hear any request made to them to remove an LEA Governor in Accordance with Regulation 27 of the Education (School Government) (Wales) Regulations 2005 and make a recommendation to Cabinet for approval.

The Panel will encourage all newly appointed Governors to undertake training to prepare them for their role. Item No. 9 (B) (4)

Report of the Cabinet Member for Community Leadership and Democracy

Council – 23rd October 2008

CHANGES TO COMMITTEE MEMBERSHIP

Summary

Purpose: That Council agrees the nominations for membership of the Groups below.

Policy Framework: None

Reason for Decision: To agree nominations for Committee Membership.

Consultation: Political Groups.

Recommendation(s): It is recommended that:

1) Council agrees the nominations for membership of the Committees/Boards outlined.

1.1 The Council, at its Annual Meeting on 15th May 2008, agreed membership of the various Committees / Boards as reflected in the lists submitted by the political groups to the Head of Community Leadership and Democracy.

2. CHANGES TO COMMITTEE MEMBERSHIP/OUTSIDE BODIES

2.1 The Groups shown have since submitted further minor changes/nominations which are outlined below.

Area 1 Development Control Committee Change Councillor P Black from voting to non voting member Add Councillor J Stanton as voting member

Licensing Committee Replace Councillor K Morgan with Councillor V Bates-Hughes

Health & Social Care & Well Being Overview Board Replace Councillor P Tucker with Councillor A Jopling

Environment, Regeneration & Culture Overview Board Replace Councillor A Jopling with P Tucker

3. UPDATES TO SCRUTINY/OVERVIEW BOARDS

Item 9 (B) (2) on the Council Agenda seeks approval for the expansion of numbers on Scrutiny/Overview Boards from 9 to 11 Members in accordance with the proportionality regulations. If Council approved the proposals for the increase the following nominations are submitted for approval;- Swansea Administration

Children and Young People Overview Add Councillor I Richard

Children and Young People Scrutiny Add Councillor P Meara

Environment, Regeneration and Culture Overview Add Councillor D Price

Environment, Regeneration and Culture Scrutiny Add Councillor J Thomas

Finance, Audit and Business Improvement Overview Add Councillor N Holley

Finance, Audit and Business Improvement Scrutiny Add Councillor R Lewis

Health, Social Care and Well Being Overview Add Councillor D Howells

Health, Social Care and Well Being Scrutiny Add Councillor MR Jones

Labour and Conservative Groups Names to follow

4 RECOMMENDATION

That Council

(1) agrees the nominations for membership of the Committees/Boards outlined.

Background papers: Local Government & Housing Act 1989, the Local Government (Committees & Political Groups) Regulations 1990.

Contact Officer: Gareth Borsden 01792 636824 15.10.2008 Z: Word /Committee /Reports/Council Item No. 9 (B) (5)

Report of the Cabinet Member for Community Leadership and Democracy

Council – 23rd October 2008

ROTA VISITS

Summary

Purpose: To make recommendations for revising rota visiting arrangements

Policy Framework: Children Act 2000 National Assistance Act 1948. Reason for Decision: To ensure the Authority’s Corporate Parenting and Protectio of Vulnerable Adults role is being fulfilled Consultation: Legal, Finance

Recommendation(s):

1. That Council accept the proposals contained in this report to ensure the Authority’s Corporate Parenting and Protection of Vulnerable Adults responsibilities are met.

2. That Council nominate 14 Members to carry out Rota Visits and that those Members identified take advantage of an induction/briefing provided by the Directorate prior to undertaking the visits.

3. That Council agree to the reporting on Rota Visit activity to the Health and Social Care Scrutiny Board as set out in paragraph 17of the Report.

4. That Council agree to amending the Rota Visit arrangements as set out in Minute No 42 of Council of 29 July 2004.

BACKGROUND

1. Rota visits to Social Services establishments were undertaken for many years within a framework which linked to the responsibilities of the original Social Services Committee which was a Committee of the whole Council. Following the introduction of the Local Government Act 2000 which brought in new constitutional arrangements, a report was presented to Council on 29 July 2004 (Minute No. 42) which reconfirmed the carrying out of rota visits as authorised Council business. Democratic Services regularly circulated a visiting rota to all Members of the Council. As part of the visit members were expected to complete a rota visiting report which was submitted to the Social Services Department for action.

3. The carrying out of rota visits is linked to the Council’s Corporate Parenting and Protection of Vulnerable Adults responsibilities and meets some of the relevant requirements of the Children Act 2000 as well as the National Assistance Act 1948. There is also a clear expectation by CSSIW that rota visits take place to the authority’s children’s residential homes as part of the Child and Family Improvement Programme.

4. Officers and Members should always bear in mind that these visits will be to people’s homes and it may be helpful to consider how we would wish to be treated by guests in our homes. The focus of rota visits should be on the quality of care provided as well as the physical standards of homes. In addition the visits give Members the opportunity to meet the staff and management teams, key workers of the clients and the residents, and to see the day to day running of the homes and centres. This is particularly important when visiting children’s establishments as it will enable Members to meet with children and young people and listen to their views. The visits also promote stronger links with the various services and allow a greater understanding of the services provided.

5. Given the demands on Members’ time, rota visits to Social Services establishments have noticeably declined over the years and this report aims to revise the format to re-establish a process.

DIRECT SERVICE PROVISION

6. The Authority manages a total of 28 establishments suitable for Rota Visits, 24 adult and 4 children. These are broken down into service client groups in Appendix 1.

PROPOSAL TO REVISE ROTA VISITS

7. As previously stated, the carrying out of rota visits is a whole-Council responsibility. However, it is now recommended that this responsibility be devolved to a smaller group of Members.

8. In order to facilitate the visits officers will prepare an induction/briefing session for Members and prepare an information pack to support the Members in their visits to the various services.

9. Members undertaking the rota visits will need to have a CRB check and arrangements will be put in place for this.

10. A revised pro forma will be drawn up for Members to feed back/send a report to the Head of Child and Family Services and the Head of Adult Services after each visit.

11. There is an expectation that each adult and children’s establishment is visited once a year. The administration for these visits will be co- ordinated by the Strategic Management Support Unit based at The Oldway Centre.

12. The rota timetable will be issued quarterly. This information will include the name of the Manager and the address and telephone number of the establishment. Arrangements to visit Adult establishments in any given quarter can be arranged by Members at their own convenience following a discussion with the relevant manager. However visits to Children’s establishments are to be set up for a particular day, date and time slot in discussion with Members and the establishment manager.

13. It is suggested that Members visit establishments in pairs. This will enable Members to divide up the visits to ensure that all the premises are covered but not to overburden their already busy workload.

14. These arrangements do not preclude any Member visiting a Social Services Day or Residential Service at any time.

15. Based on the number of adult establishments to be visited each quarter, i.e. 6, plus 1 children’s establishment, if a team of 14 Members were identified, this would mean that any 2 Members would only carry out one rota visit a quarter.

16. A list of the 14 Members nominated to carry out Rota Visits and their contact details are to be circulated to all Managers of Establishments on the Rota Visiting list so that they are aware of who these individuals are.

17. It is proposed that information is compiled to produce half yearly reports for presentation to the Health and Social Care Scrutiny Board providing feedback on the premises visited in the 6 month period and the comments received. This will assist with the monitoring of the visits and can be reported back to the CSSIW.

18. The procedure is to be kept under review and improvements made in response to Members’ comments.

Legal Implications

None

Financial Implications

This is the continuation and re-focussing of an existing rota visit system. As such there are no additional financial implications. The specific training mentioned will be financed from within existing Social Services Resources.

RECOMMENDATIONS:-

5. That Council accept the proposals contained in this report to ensure the Authority’s Corporate Parenting and Protection of Vulnerable Adults responsibilities are met..

6. That Council nominate 14 Members to carry out Rota Visits and that those Members identified take advantage of an induction/briefing provided by the Directorate prior to undertaking the visits.

7. That Council agree to the reporting on Rota Visit activity to the Health and Social Care Scrutiny Board as set out in paragraph 17 of the Report.

8. That Council agree to amending the Rota Visit arrangements as set out in Minute No 42 of Council of 29 July 2004.

Background Papers

None

Contact Officer:- Katrina Guntrip, Principal Officer Communication and Strategic Management 01792 636659

Legal Officer: Janet Hooper, Directorate Lawyer

Appendix 1 SOCIAL SERVICES ESTABLISHMENTS

ADULT SERVICES – MENTAL HEALTH SERVICES Day Service CREATE Solutions, Unit 10, Courtney Street, Manselton, Swansea. SA5 9NS Cwmbwrla Day Centre, Heol y Gors, Cwmbwrla, Swansea. SA5 8LP Residential Service Llanfair House, Norton Avenue, Norton, Swansea. SA3 5TP

ADULT SERVICES – LEARNING DISABILITY SERVICES Day Services Abergelli ADS, Abergelli Road, Fforestfach, Swansea. SA5 4DL. Glandwr Day Service, 225 Road, Landore, Swansea. SA1 2JG The Beeches Alternative Day Centre, 116 Eaton Crescent, Uplands Swansea. SA1 4QR West Cross Day Service, Tircoed, Fairwood Road, West Cross, Swansea. SA3 5JE Respite Services Acacia Road, 21 Acacia Road, West Cross, Swansea. SA3 5LF Alexandra Road Respite Service, 70-72 Alexandra Road, Gorseinon, Swansea. Glan-yr-Afon Gardens, 2a Glan-yr-Afon Gardens, Sketty, Swansea. SA2 9HY Residential Services Maesglas Community Support Unit, Maesglas Road, Gendros, Swansea. SA5 8BH Special Needs Day Services Birchgrove Special Needs Day Service, 31 Lon Gwesyn, Birchgrove, Swansea. SA7 9LD Parkway Special Needs Day Service, 49 Parkway, Sketty Park, Swansea. SA2 8JQ Trewarren Special Needs Day Service, 985 Llangyfelach Road, Treboeth, Swansea. SA5 7HR

ADULT SERVICES – DISABILITY SERVICES Residential Services Ty Cila, Wimmerfield Avenue, Killay, Swansea. SA2 7DA

ADULT SERVICES – ELDERLY SERVICES Residential Service Bonymaen, 62 Cardigan Crescent, Winchwen, Swansea. SA1 7DY Cartref, Pentrepoeth School Road, Morriston, Swansea. SA6 6HZ The Hollies (Residential and Day Service), Cae Cerrig Road, Pontardulais, Swansea. SA4 8PB Parkway (Residential and Day Service), Parkway, Sketty, Swansea. SA2 8JE Rose Cross (Residential and Day Service), Brenig Road, Penlan, Swansea. SA5 7BE St. John’s (Residential and Day Service), Cae Rowland Street, Cwmbwrla, Swansea. SA5 8NY Ty Waunarlwydd (Residential and Day Service), Swansea Road, Waunarlwydd, Swansea. SA5 4TQ Earlsmoor, Bryn Road, Brynmill, Swansea. SA2 0AU

Day Centres Norton Lodge Day Centre, Norton Road, Norton, Swansea. SA3 5TQ

CHILD AND FAMILY SERVICES Day Services Mayhill Family Centre, Mayhill Road, Mayhill, Swansea. SA1 6TD Residential Services Llwyncelyn Residential Houses – Ty Gwaun and Ty Cwm, Road, Cockett, Swansea. SA2 0FJ Nant-y-Felin, Milford Way, Blaenymaes, Swansea. SA5 5LR 10 Heol Barcud, Birchgrove, Swansea.

Item No. 9 (C) (1)

Report of the Cabinet Member for Education

Council – 23rd October 2008

THE CHILDREN AND YOUNG PEOPLE’S SINGLE PLAN 2008 – 2011

Purpose: This report advises on the outcome of the consultation on the Children and Young People’s Single Plan which ran from March 1 to May 31 2008

Policy Framework: Children’s Act 2004 (section 26) The Children and Young People’s Plan (Wales) Regulations 2007 (annex 2 Section 26) This will be a new policy which will replace the current Single Education Plan, the Young People’s Partnership Strategic Plan, and the Children and Young People’s Framework Partnership

Reason for Decision: The plan needs to come into effect 30 September 2008

Consultation: A wide consultation took place between 1 March and 31 May 2008. An analysis of consultees is provided in Appendix D

Recommendations: It is recommended that:

1) the response to the consultation is noted 2) the revised plan is accepted for approval by Council

1. Introduction

1.1 The Welsh Assembly Government requires all authorities to produce a Children and Young People’s Single Plan setting out its strategy for discharging its functions in relation to all children and young people – defined as those over the age of 19 receiving services under section 23C to 23D of the Children Act 1989 (care leavers) or youth support services with in the meaning of the Learning and Skills Act 2000. This requirement is grounded in primary legislation and has been the subject of detailed guidance. The Assembly Government also requires local authorities to co-operate with a range of local partners in improving the well-being of children and young people in its area (circular 35/2006).

1.2 Although current statutory duties for delivery of services remain, the Children and Young People’s Single Plan replaces the requirement for five current plans: • The (Social Services) Children’s Services Plan • The Single Education Plan • The Children’s Partnership Plan • The Young People’s Partnership Strategy and Annual Plan for Youth Support Services • The Children First Management Action Plan

2. The Consultation Process

2.1 In 2006 a Partnership Plan Consultation Group was established to ensure children and young people were fully engaged in the planning and consultation processes. A children and young person version of the plan was produced in addition to a summary version for members of the public. An extensive consultation took place between 1 March and 31 May 2008. 1593 responses were received: 1368 from children and young people, 120 from professionals and organisations and 105 from members of the public. The Welsh Assembly Government made a detailed response (Appendix A), which described the plan in these terms “Overall a good Plan. The challenging timescale for Plans is acknowledged but it is clear that substantial work [has] gone into this draft. Well structured – headings and text clear – a large body of detail but set out in easy to read format. ” A detailed response was also received from the Welsh Language Board (Appendix B). A summary of other responses is provided in Appendix C.

2.2 A Consultation Launch event was held on March 11 for professionals and organisations working with children and young people. 116 people attended from 44 organisations.

2.3 The YPP Participation Team and members of the Partnership Plan Consultation Group held two main consultation events for school councils of all Secondary Schools and cluster Primaries. The Teacher Advisor for Personal and Social Education carried out additional consultations with two Primary Schools that were unable to attend these events.

2.4 Menter Iaith held consultations in two Welsh Primary Schools and two Welsh Secondary Schools.

2.5 The Plan, summary and children and young people version was made available on the Children and Young People’s Partnership Website, with access to on-line and paper-based questionnaires.

3. Consultation Outcomes

Consultees expressed a broad support for the plan as a whole, and agreed with the priorities identified. In addition a range of particular and detailed issues were identified. Some of these have been adopted, and incorporated into the plan, others were already addressed but not made explicit in the plan. Where possible within a strategic document these have been included. Some issues will be raised with partners for further consideration. Other issues were either not possible, not desirable or not affordable. Responses are shown in appendices.

4. The Revised Children and Young People’s Single Plan

As a result of the consultation, the overall structure of the plan is unchanged, but some significant changes have been made to ensure greater clarity to some sections. In addition some detail has been added to respond to the issues raised. The plan has been accepted by the Children & Young People Executive Board. The revised Children and Young People’s single Plan 2008-2011 will be available in the Members’ Library and published on the Council’s website and the Children and Young People’s Partnership website. www.cypswansea.co.uk/plan Further copies will be available from the Children and Young People’s Strategic Unit (CYPSU) (ext 637743). A copy is attached in Appendix E.

5. Financial Implications

The Children and Young People’s Single Plan gives shape and strategic direction to the work of the Children and Young People’s Partnership. Implementation of the plan will be met through existing resources. It does not introduce new financial implications for the Authority.

6. Legal Implications

The Assembly Government required a draft plan to be consulted upon over a 12 week period and then following this consultation, adopted by the Children and Young People’s Partnership and then approved by Council by 31 July 2008. The tightness of the timetable has not enabled this to happen, but this has been acknowledged by the Welsh Assembly. There will be no material impact on the outcomes of the plan providing the plan is approved, published on the local authority website and comes into force by 30 September 2008.

7. Recommendation

It is recommended that:

a) The responses to the consultation are noted b) The revised plan is accepted for approval by Council

Background Papers:

1. Stronger Partnerships for Better Outcomes (circular 35/2006) 2. Shared Planning for Better Outcomes, Planning Guidelines and Regulations for local Authorities and their Partners on Children and Young People Plans, 2007 Welsh Assembly Government

Contact Officers:

Richard Parry (Lead Director for Children and Young People) Tel 01792 637515 Romey Ahmad (Children and Young People’s Strategy Programme Manager) Tel 01792 637170

Legal Officer: Stephanie Williams

Appendix A Children and Young People’s Plan 2008 Local Authority: Swansea Evaluation Summary Overall a good Plan. The challenging timescale for Plans is acknowledged but it is clear that substantial work gone into this draft. Well structured – headings and text clear – a large body of detail but set out in easy to read format. Focus on cross cutting themes – poverty, participation advocacy, and complaints and equality – also reviewing of integrated service delivery pilots an interesting approach. How link with health service local prevention teams? Partnership structure covers planning and other functions effectively- including monitoring and performance management, information sharing. Equality impact assessment on the CYPP a good idea. Equality issues will be evident in the work of all partners at every level or planning and management, so if the Strategic Policy Board has a lead responsibilities of others need to be clear. Clear read across between outcomes in HSCWBS and CYPP – excellent. Participation acknowledged to need development Further work needed on measures and acknowledged. This is also a national problem and committment in guidance to carry it out. Initial work in the Plan will help this process. Priorities are evidenced and clearly set out. In order for the Plan to do its job effectively, partners need to be held to account. There needs to be more detail of action planned in order to achieve each and who is responsible. Resources to be applied also need to be there and targets, measures and money needed for full picture, but this will take time to achieve in full. Criteria Strengths Areas for Development Comments General Introduction includes principles & values underpinning Good statement of key plan and rights commitment principles set by Exec Board p 11. Strong statements of vision focused on key principles in Figure 3.

Clear statement on p.6 of commitment to UNCRC.

Completed Plan will be

1

subject to an equality impact assessment.

Commitment to implementing NSF and priority actions for Plan states a commitment Linking priority NSF 08/09 included by the Programme Board to actions into the Core aim meeting the standards of priorities would show the NSF. greater integration Plan states the NSF has between local NSF help drive forward joint priorities and CYP Plan. working around safeguarding children Childcare Sufficiency Assessment publish separately Doesn’t appear to be referenced but there is a commitment to implement the Childcare Act. Brief description of planning process: key points from Yes Sections 5 and 6 of the needs assessment, views of children, young people and Introduction are families, and the service profile complicated – need to be able to explain this clearly to other partners and to families and young people. Clear, concise appropriate vision statement included Yes and basis in Core Aims Process to develop plan demonstrates involvement of key Good. General evidence of Plan signed only by LA Para 5.1 Interesting structure – a partners (LA departments, LHB, Health Trust, Police, cross cutting analysis and representatives so appears diagram would help to explain it. YOT, Voluntary sector) action throughout Plan. an LA doc. “Liaison” with HSCWB Joint Executive Do both the Executive Board and reported but where and the Strategic Programme Board how top level health have strategic functions and if so commitment to the CYPP how are they distinct? recognised? Joint Needs Assessment and Service profile: evidence Yes of analysis informing priority setting referred to in introduction Views of c&yp and families referenced and inform priority Participation less well Area for work of the PSU across setting - participation evidenced developed and not Wales and sharing of practice will evidenced in Plan – help. acknowledged as priority for future. Coherent accessible summary of intended improvement in Summary of strategy

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outcomes provided in Figure 3 and comprehensive summary of actions under priority themes in section B. Length and style meets guidance on accessibility Well-structured lot of information but in an easy to read format. Accessible version Public and c&yp issued At 20 pages more an executive summary to the CYPP rather than a public or c&yp version. Language and style not very accessible. Decision needed on Public/YP and children’s versions of final plan when issued. CYPP strategic intentions and priorities, rationale for Yes p16 table B1 priorities clear and cross referenced to core aim sections Key to definition of “Section”.. A, C1 etc would help. They are core aims. Performance management arrangements include Members of the Executive timescales, lead agency responsibility against each priority, board responsible for review of progress against targets, who monitors progress, priorities and actions how partners to be involved emphasised in their own agencies. How does this cover accountability for individual outcomes and delivery of actions in the Plan? Success measures throughout need to be smart. Agreed performance measures and priority outcome More work needed and This is also a national problem and targets using template – summary across core aims. acknowledged. committment in guidance to carry it Reference to need for further measures where relevant out. Initial work in the Plan will help this process Links made clear between CYPP and: HSCWB Strategy HSCWBS comprehensive Targets set for inequalities Focus of locality core teams on and detailed on c&yp agenda only immunisation, prevention services to older issues including transitions oral health and accidents people only disappointing. What and carers. Appendix disappointing. Obesity, of need for preventive focus on

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dedicated to c&yp. lifestyle, poverty? c&yp that aims to reduce demand Focus on BME groups on services over the next 20 Can see read across to rudimentary – reference years? priorities in CYPP – very only to 46 caravans good. indicates lack of serious Structure diagram p 70 has no consideration of reference to the LSB, CYP and disadvantage and poor Community Safety Partnerships or health in minority the LSCB – all covering key areas communities and groups of service coordination and and does not support the delivery. scope given in the CYPP. High priority to those in need: disability, mental health, Autistic Spectrum Disorder No information about how learning disability, asylum seekers and refugees (ASD) - Although autism is services for autistic children not mentioned, a priority is will be delivered. The to develop a multi agency Autistic Spectrum Disorder strategy to extend and (ASD) Action Plan for Wales improve services for should be considered in line disabled children. with plans for Autism including Aspergers syndrome, in general. Not clear about learning disability. Delivery of appropriate UK and all Wales policies, Most relevant are covered strategies and local priorities throughout the Plan Partners’ contributions to deliver priorities stated No – area for further work. Contribution of WAG grants Committed to producing a Strategic Funding Plan (p.15) to reconfigure Cymorth – by April 2009.

Flying Start acknowledged (p.32), and commitments for extension and integration of FS services.

CAF process established Generally throughout the Plan can be identified. Plans for preventative services evident Balance of services to move early intervention and prevention. P12

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Evidence of pooled funding Recognise the necessity Further development needed (p.15) but acknowledge will and acknowledged. take time to achieve. Joint Commissioning Strategy included, in place or planned CYPSP Board will develop a commissioning strategy – a timescale for this work should be included. Evidence of regional joint commissioning Does swamwac have a role in promoting commissioning? -Community Safety Plan Makes good links between Has clear targets and outcomes. the Community Safety Plan and the Children’s Plan -Community First Plan None. The Plan needs to consider This draft Plan represents a seriously the role disappointing missed The draft Plan includes Communities First opportunity. Communities First several statements about Partnerships can play in partnerships offer a direct and what the Communities taking forward any proposal established route to engaging First Programme is in Communities First areas. with the communities in the most designed to achieve but disadvantaged parts of Swansea demonstrates no at whom much of this Plan is commitment to engage targeted. with the Communities First Failure to engage the CF Partnerships in the city in Partnerships suggests that support. Swansea does not take seriously the need to involve and engage the community in devising and taking forward the proposed initiatives. Makes statement setting out responsibilities under: - The Sex Discrimination Act 1975 Recognises gender differences in a number of areas e.g. culturally appropriate services for minority ethnic women. Nothing specific for LGBTQ young people in areas required e.g. core Aim 2.

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- Race Relations Act 1976 and the Race Relations Identifies provision of Identifies poor uptake of Amendment Act 2000 culturally sensitive support health services by minority and mentoring. ethnic children, however, there doesn’t appear to be Identifies specifically anything specific identified to tailored services for address this. minority ethnic women and children. How does the plan link to Swansea’s Race Equality Scheme? In doing so, it would strengthen the document in relation to their race duties. - Disability Discrimination Act 1995, 2005, and disability Development of multi How does the plan link to equality scheme requirement agency strategy to improve Swansea’s Disability services and involvement Equality Scheme? In doing of disabled children. so, it would strengthen the document in relation to their Commitment to increase disability duties. provision of childcare for children with disabilities. - The Human Rights Act 1998 Seeks to involve children Practice to be developed and young people in decisions and in the design of new services. CORE AIM 1 section includes: Action on childcare provision stated based on childcare Reasonable analysis and sufficiency assessment (out of school hours/ childcare for commitment but not drawn at school age children under Core Aim 4). present from explicit CSAssessment. Reference to Foundation Phase roll out, also curriculum Priority to implement FP No detail provided in line identified challenges include aspects appear- note also 2.18 from 2008 and by 2010 with requirements in school buildings and staffing guidance Reference to Flying Start/Cymorth 0-3 services Good commitment to No particular reference to Flying Start Cymorth 0-3 but commitment to reconfigure Cymorth Reference to supporting parents, including teenagers and Parenting Strategy in Limited reference to family anti-smacking measures preparation (under Core support - nothing evidenced Aim 1, but presumably will on smacking.

6

cover support across age spectrum). No date for finalising Parenting Strategy. Plans for ICCs/integration of services Strong commitment to No discussion of ICCs principle of integrated services Plans for breastfeeding strategy Fine Completed Core Aim 1 template with targets set against incomplete each specified outcome measure Template includes local outcome measures and targets set incomplete against them CORE AIM 2 section includes: -number and range of school places including Welsh The Authority states their Specific information on how The plan is supported by a medium committment to developing the Authority plans to assess paper “Education: Review of and delivering a plan for the supply and demand for School Places and Organisation” reorganisation of schools places at both primary and during 2008-11, through secondary school level which they propose to together with an indication of ensure there are how this will be addressed appropriate places for would be welcomed. English and Welsh medium education. The plan explains that demand for Welsh medium education is growing at about 6% a year against a backcloth of falling rolls. The plan also notes that while the Authority has taken an active approach to reducing surplus places in its primary schools, which has been effective, there is still work to be done. -school admission arrangements None Reference to the Authority’s admissions policy and procedures should be included.

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-provision for pupils educated outside school Core aim 2 makes How will the partnership reference to young people ensure 25 hours provision? not in education, training or Is specific provision planned employment. for pregnant pupils/young mothers? Social inclusion in schools -bullying Targets should also reflect activity in prevention of bullying. How will the partnership ensure the implementation of race equality legislation? Please also include targets in relation to the tackling of cyber and homophobic bullying within schools. -child protection There are a number of Whilst the plan recognises Child protection in the education references to Safeguarding that education is a key sector is part of the overall throughout the plan, organisation in keeping safeguarding agenda set out including safeguarding as children and young people under Working Together Under a target area under Core safe from abuse and the Children Act 2004. aim 3 and within training exploitation, the plan does and workforce not make any specific development. references under Core aim 2 on how the authority exercises its functions with a view to safeguarding and promoting the welfare of children and young people in the education sector. WAG Circular 005/2008 published in April 2008 will provide a framework for determining priorities for child protection and well being in the education sector and future plans will need to be more specific in this area. -behaviour and attendance including monitoring The development of Please include more personal support and information regarding the

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counselling are highlighted promoting of positive and as local priorities. behaviour in schools and the There is mention within monitoring of behaviour. Core aim 2 of school How will the partnership attendance being below implement more preventative the Welsh average. activity in relation to pupil behaviour? Please include specific local targets in relation to the development of a schools based counselling service. Has a robust analysis of data relating to attendance taken place as part of the needs assessment? Has this revealed any correlations e.g. with vulnerable groups, ALN? What type of collaborative activity is envisaged to engage those persistent non attendees in education? -pupils with SEN and with additional learning needs Local priorities indicate These statements have not attainment of BME pupils, been translated into smart LAC, Gypsy and Traveller actions with performance pupils, and support for targets and lead agencies. vulnerable groups. Targets included are national. What has the needs Please ensure that local targets assessment highlighted in reflect actions in relation to relation to any barriers to specific groups: more able and learning for pupils with talented, SEN, Gypsy and Additional Learning Needs? Traveller, Minority Ethnic including EAL, Asylum Seekers Does the partnership and Children of Migrant envisage specific activity to Workers, School refusers, pupils promote inclusion within with disabilities, young offenders schools, including etc. collaborative work to Please develop specific smart enhance capacity? What local targets relating to particular

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targets would be put in place vulnerable groups. Targets for this? around the removal of barriers to What collaborative activity learning should reflect specific with Special Schools is local targets informed by the envisaged to promote needs assessment and analysis inclusion with mainstream of the barriers to learning schools for pupils with SEN experienced by vulnerable as part of the Unlocking the groups. What collaborative Potential agenda? activity is envisaged? What collaborative activity is planned to support pupils Please include specific targets. with complex needs and In addition please include their families? targets relating to the transition from KS4 of pupils with SEN. Provision of youth support services to secure entitlements Link should be made for 11-25 year olds between Extending Entitlement and the National Youth Service strategy for Wales Skills based curriculum (3-16) Priority is to ‘support No mention of transition in Web reference provided for Improving transition especially KS2-3 schools to implement new this section. documents providing further skills based curriculum No detail provided in line detail with literacy and numeracy with requirements of at its core’. guidance. Overall strategy includes appropriate reference to ‘support for transition between schools’. Healthy Schools Schemes increased Healthy schools needs to be added here, and could be linked to Community Focussed Schools development Contribution to YOTs – education of offenders? Children and Young Specified activity around people involved in young people in the criminal developing the plan justice system pre 18 and Needs assessment 18+ NOMs and engagement What we do well sections in education and training The Primary version is excellent. Cross Detail on data for this group

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referenced with UNCRC Outcomes led Links into secure estate Tier approach vulnerable when required at the top Service Level agreements to be in place with YOT Literacy Strategy Access to CAMHS focus Programmes of non-formal learning The Youth Service is It would be helpful to describe strongly represented within the methods by which non- the plan which also makes formal learning of the sort appropriate references to a promoted by the National Youth non-formal education Service strategy will be valued approach of the sort within the overall strategy of described within the National education and learning youth Service strategy promoted within the Plan. The Learning and Skills Act 2000 defines the role of the Youth Service and the concept of non-formal education. This is described as a process that does not necessarily lead to accreditation. There is a real concern that this is being missed in the plan and what is being developed are systems of formal education taking place in what are believed to be non-formal setting. The consequence of this inaccurate interpretation is likely to be the further distancing of some young people from learning as they are increasingly faced with learning systems closely aligned to formal methods including testing and external verification. Completed Core Aim 2 template with targets set against incomplete each specified outcome measure Template includes local outcome measures and targets set incomplete

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against them CORE AIM 3 section includes: Vision and strategic intent for health, social care and well being of c&yp - reference to HSCWBs, NSF standards on access to services Implementation of the Food & Fitness – Promoting Healthy Need to mention Food and Eating and Physical Activity Plan included Fitness Plan here, and as well as Climbing Higher in CA4. Link mention of Healthy Eating strategy here to Physical activity in CA4. Healthy Schools included cross-ref to CA2 Healthy schools needs to be included as delivery mechanism for some of the key foci Key elements local Framework for Personal and Social SRE mentioned as one No mention of PSE at all. Education focus of the plan ( but not (14-19) in relation to PSE (3-14) Framework)

Local CAMHS Strategy in place CAMHS a priority - Strong Time-scales for delivery of multi-agency approach to actions could be clearer. promotion of positive Links to NSF/ Saff targets mental health and ensuring could be developed. specialist CAMHS services meet needs of all under 18. Health Challenge Swansea (HCS) has a well- established health and social care planning framework which includes CAMHS. Positive Mental Health Group produced a needs assessment and action plan. Progress includes establishing an agreed CAMHS service model.

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Transition planning more satisfactory than the neighbouring authorities. Action on sexual health included Action on services and Specific needs of FE and HE awareness included students could be considered Action in respect of substance misuse and s-m services The report includes all Education strategies and You may wish to consider aspects of substance smoking prevention including references to both the misuse services and initiatives included, but could substance misuse strategy education and prevention be more specific reference to current and next 10 year programmes for substance supporting national strategy and the substance misusers. It also includes programmes –Smokebugs misuse treatment framework. children of substance and Smokefree Class misusers (Hidden Harm – Competition parental) Health advice and information provided Not included Completed Core Aim 3 template with targets set against Target not set each specified outcome measure CORE AIM 4 section includes: Youth support service recreation and leisure opportunities Plan identifies poverty as a Not clear how actions will Olympic impact included barrier address poverty as a Linked to health, wellbeing barrier to participation. and education (PE and Foundation).Recognises Need to link the National importance of appropriate Youth Service strategy facility development. Clear into the framework of priorities identified which youth support services are quite specific. Identifies role in providing recreation partnerships. Baseline and leisure opportunities data and outcome measures provided based on CH Recreation and leisure for 0-10s As above Play strategy including staffed adventure play Strong statement on play strategy linked to WAG strategy Climbing Higher: Next Steps implemented CH highlighted as strategic Link to LAPA Refers to Dragon, 560 and PESS driver to increase physical activity. Development of

13

CH strategic document. Out of schools childcare and holiday schemes Referenced and illustrates No specific reference to holiday how OOS childcare schemes crosses both childcare and Core Aim 4. Recognises important role of physical activity in OSHL Provision of art and cultural activities, including library and Thorough attention given museum services as a priority. Walking and cycling – safe routes to schools None Whole topic No mention of walking and cycling or safe routes to school schemes. Swansea CC has been awarded funding from WAG to implement such schemes. CORE AIM 5 section includes: Participation Strategy in place/referenced, Developing a local No timetable for arrangements/role of partners explicit participation strategy, production of the strategy. toolkit and action plan. Multi-agency partnership The Plan recognises the formed to promote this. relative lack of expertise around children’s participation – what measures will be put in place to address this? Advocacy and children’s complaints procedures in place Advocacy and Targets need to be representation for certain developed to support the groups p.61. Outcome outcome p.64. measure on freely available independent advocacy p.64.

Commitment to and strategic approach to equality x-ref Equality is identified as a general criteria and arrangements for self-assessment and cross cutting theme with review an equality statement provided up front.

The plan will be equality

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impact assessed. CORE AIM 6 section includes: Community Safety Partnership and Plan – referenced Community Safety Details given also of Partnership is referenced partnership working with other along with its strategy – organisations such as the Police, providing an over view of YOTs, substance misuse and its key aims. Health. Action to prevent accidents Fine – linked to inequalities Completed Core Aim 6 template with targets set against No targets/outcomes each specified outcome measure CORE AIM 7 section includes: Action planned on child poverty cross referenced to other The plan set a clear Plan mentions relevant sections of the Plan including: statement on the Communities First but is importance of child poverty not clear how local partnerships will be involved in developing services.

Plan identifies and commits to poverty reduction but is not clear on specific actions

Income poverty – maximising income/benefits Income Poverty Provision of advice service/increasing uptake of benefits needs to be strengthened with identification of local action. Also • Increasing uptake of free school meals but in a non-stigmatising way; • Reduce/abolish the hidden cost of education (i.e. school trips/uniform policies

15

etc); • Stronger ref to Increasing employability of local people especially disadvantaged groups (e.g. Lone Parents); • Could LA establish a Career Ladder for low paid workers and lead by example locally; • Training of LA employees to recognise needs of families in poverty and provide advice on help available Need to cover the LA role in increasing Employability of local people. Participation poverty - access Identifies poverty as barrier Plan needs to refer to to participation. wider areas of participation such as Cross referenced to other cultural, sport and arts aims. activities.

Need to identify more clearly how the most excluded and vulnerable will be included.

Service poverty - provision Acknowledgement of the Needs to show more barriers to accessing clearly how communities services will be able to influence the development of Plan recognises the spatial services. areas of deprivation. The plan is not clear on what services will be improved and how.

16

Appears to be a heavy reliance on communities without saying how they will be assisted.

Completed Core Aim 7 template with targets set against A full set of targets and The plan makes commitments to each specified outcome measure indicators needs to be set the establishment of several delivery groups but what will be delivered is unclear. Workforce Strategy includes partnership priorities for Good link from needs The authority may wish to Plan identifies a commitment to 2008-11 and assessment through to key revisit some of its developing a workforce strategy links with workforce plans of partners workforce priorities in core objectives from the point by September 2008. If the aims which are then of view of measurability eg Partnership intends to use the reflected in the workforce “implement and effectively strategy being developed by the section. use the common CYP Workforce Development assessment framework”. Network as a model for this, it Strong commitment to How will effective use be might want to revise its timetable integrated service delivery measured? Similarly as the Network’s draft strategy is timings of priority actions due to be submitted to WAG by Commitment to developing would benefit from being September/October for models for cross-authority more specific. consideration and comment. collaboration. Plan would benefit from linking commitment to integrated service delivery through to workforce actions

17 Appendix B

30/05/2008

Annwyl Syr / Madam

Cynllun Plant a Phobl Ifanc Abertawe Sylwadau Bwrdd yr Iaith Gymraeg

Mae Bwrdd yr Iaith Gymraeg yn croesawu’r cyfle i drafod Cynllun Plant a Phobl Ifanc Abertawe a hoffem nodi'r sylwadau canlynol ar y cynllun:

Sylwadau cyffredinol

Tudalen 7; Yng nghyd-destun cyfrifoldebau arweinwyr o fewn y fframwaith nodir fod y Bwrdd yn awyddus i weld y fframwaith yn penodi rhywun ar y lefel uchaf i fod yn gyfrifol dros yr iaith Gymraeg. Fe fydd angen i’r bartneriaeth cytuno ar hyn a sicrhau fod holl grwpiau ac is grwpiau'r fframwaith yn cynnwys darpariaeth Cymraeg ar eu hagendau wrth gynllunio.

Tudalen 10; Nodir yma fod y Cyngor sir yn bwriadu cyflwyno modelau gwasanaeth integredig ar gyfer eu holl ieuenctid mewn cysylltiad ag ysgolion yn eu cymunedau. Fyddwn yn annog y Cyngor felly i sicrhau, lle bo’n addas, fod y gwasanaethau hyn yn cael eu cyflwyno a gweithredu trwy gyfrwng yr iaith Gymraeg.

Tudalen 11; Mae’r Bwrdd yn falch fod y Cyngor yn rhoi sylw i’r iaith Gymraeg o dan y pennawd Gwerthoedd ac Egwyddorion ac arbennig yn sôn am gynyddu sgiliau a galluoedd ieithyddol yn y gweithlu. Cytunwn fydd y fframwaith yn cymryd camau gweithredol i sicrhau fod cynllun iaith yn cael ei ystyried a'u dilyn mewn ffordd briodol. Er hyn, teimlwn fod angen rhoi ystyriaeth bellach i’r iaith wrth sôn am bobl ifanc yn arbennig a dyle’r cyngor nodi camau cynllunio a datblygu i brif ffrydio’r iaith ymysg eu gwasanaethau ieuenctid er mwyn cyrraedd y diben hwn. Croesawn y cyfeiriad at Gynllun Iaith Cyngor Abertawe ar dudalen 11, ac yn arbennig y ffocws ar sicrhau capasiti o fewn y gweithlu i ddiwallu’r angen am wasanaethau cyfrwng Cymraeg.

Cytunwn â’r egwyddor o osod y plentyn neu berson ifanc, a’r teulu wrth wraidd cynllunio gwasanaeth. Wrth edrych felly ar gyflwyno gwasanaethau integredig, ac wrth gynllunio a chomisiynu ar y cyd, rhaid cofio am bwysigrwydd sefydlu dewis iaith. Wedi sefydlu, rhaid sicrhau dilyniant o gynnig gwasanaeth yn dewis iaith y defnyddiwr ar draws asiantaethau, neu bartneriaid wrth gynnig gwasanaeth. Byddai rhannu gwybodaeth effeithiol yn sicrhau bod dewis iaith yn cael ei barchu.

Nod Craidd 1 – Y Blynyddoedd Cynnar Cytunwn gyda’r angen i sicrhau bod amrywiaeth eang o wasanaethau hygyrch o ansawdd da ar gael i blant ifanc a theuluoedd. Un elfen greiddiol o hyn wrth gwrs yw sicrhau bod gwasanaethau cyfrwng Cymraeg ar gael i’r rhai sydd yn dymuno hynny. Yn hyn o beth, mae’n siomedig nodi na cheir unrhyw gyfeiriad ar ddarparu cefnogaeth a gwasanaethau drwy gyfrwng y Gymraeg yn yr adrannau sydd yn ymdrin â Chyn-geni a Gwasanaethau Mamolaeth, Ymwelwyr Iechyd, Cefnogi Teuluoedd nac Addysg. Ystyriwn y byddai hi’n briodol i’r Awdurdod roi sylw pellach i hyn.

Appendix B

Addysg Nodir fod lleoedd meithrin ar gael i 97% o blant 3 blwydd oed y Sir. Hoffwn bwysleisio'r angen i sicrhau fod lleoedd meithrin cyfrwng Cymraeg ar gael o fewn pellter teithio rhesymol, i’r nifer gynyddol o rieni sydd yn dymuno hynny i’w plant. Dylai unrhyw ymrwymiad i sicrhau staff cymwys i ddiwallu gofynion y Cyfnod Sylfaen (Tud 29) gynnwys yr angen i sicrhau staff sydd yn medru gweithio drwy gyfrwng y Gymraeg ar gyfer lleoliadau cyfrwng Cymraeg.

Gofal Plant Mae Deddf Gofal Plant 2006 yn gosod dyletswydd ar Awdurdodau Lleol i ystyried anghenion rhieni am ofal plant cyfrwng Cymraeg fel rhan o’r asesiad o Ddigonolrwydd Gofal Plant. Mae’n aneglur a yw’r Sir wedi cynnal yr asesiad hwn eto ai peidio. Nodir fod 3868 o leoliadau gofal plant cofrestredig ar gael yn y Sir, ond ni wyddwn faint o’r rhain sydd yn lleoedd Cymraeg. Yn hyn o beth, croesawn yr ymrwymiad i gynyddu nifer y gwasanaethau gofal plant cyfrwng Cymraeg (Tud 31). Cytunwn y bydd sicrhau staff cymwys sydd yn medru’r Gymraeg yn her wrth geisio sicrhau’r cynnydd hwn.

Dechrau’n Deg Ceir ymrwymiad cadarnhaol i ymestyn nifer y lleoedd a’r lleoliadau Dechrau’n Deg yn Abertawe, Bydd angen i ofal plant cyfrwng Cymraeg fod ar gael, yn ôl dymuniad rhieni, fel rhan greiddiol o hyn. Dymunwn bwysleisio pwysigrwydd gweithio mewn partneriaeth gyda Mudiad Ysgolion Meithrin er mwyn sicrhau argaeledd gofal plant cyfrwng Cymraeg fel rhan o raglen Dechrau’n Deg.

Byddwn yn awyddus i sicrhau fod cynllun Twf Bwrdd yr Iaith Gymraeg yn cael ei nodi ac yn dod yn rhan o dîm aml-asiantaethol y Fframwaith er mwyn cydweithio i hybu manteision magu plant yn ddwyieithog ac addysg magu plant.

Nod Craidd 2 – Cyfleoedd Addysg a Dysgu Croesawn y ffaith fod cefnogi addysg Gymraeg a’r dimensiwn Cymreig ehangach yn un o’r egwyddorion sydd yn sail i’r camau gweithredu. Yn hyn o beth, byddai’n briodol i’r Nod Craidd hwn gynnwys croesgyfeirio eglur at yr ymrwymiadau a geir yng Nghynllun Addysg Gymraeg y Sir. Byddai hyn yn atgyfnerthu’r gosodiadau a geir yn y Cynllun Plant a Phobl Ifanc hwn, ac yn fodd o ddangos fod ymrwymiadau’r Sir o ran y ddarpariaeth cyfrwng Cymraeg yn elfen annatod o gynlluniau ehangach.

Nodir fod y galw am addysg Gymraeg yn cynyddu tua 6% y flwyddyn. Mae’r Bwrdd yn ymwybodol o’r gwaith sydd eisoes yn digwydd yn y Sir, wrth geisio mesur y galw am addysg cyfrwng Cymraeg, fel sail i gynllunio strategol. Mae’n siomedig felly nad yw’r blaenoriaethau allweddol (Tid 38) yn cynnwys cyfeiriad at sicrhau fod lleoedd cyfrwng Cymraeg ar gael i gwrdd â’r galw cynyddol hwn am addysg Gymraeg.

Ystyriwn fod maes Llwybrau Dysgu 14-19 yn haeddu sylw penodol o ran y ddarpariaeth cyfrwng Cymraeg. Wrth i’r rhychwant cyfleoedd ehangu, mae’n hanfodol fod disgyblion sydd yn y gyfundrefn cyfrwng Cymraeg yn derbyn cyfleodd, ac yn cael eu hannog, i ddilyn cyrsiau yn y Gymraeg. Yn anorfod, bydd hyn yn gofyn am drafodaethau a chynllunio manwl rhwng darparwyr.

Mae’n siomedig nad yw’r Adran hon yn cyfeirio at ddilyniant. O fewn hyn, dylid rhoi sylw penodol i ddilyniant mewn addysg Gymraeg, er mwyn sicrhau trosglwyddo effeithlon rhwng y Cyfnodau Allweddol.

Hoffem petai’r fframwaith yn ystyried cyfleoedd addysg amgen ac anffurfiol gyfrwng Gymraeg wrth ymdrin â materion addysg a llwybrau dysgu. Nodir nad oes digon o Appendix B ddisgyblion yn cymryd diddordeb ymarferol yn yr iaith Gymraeg a fydd diddordeb gennym i weld sut fydd y fframwaith yn mynd i afael ar yr her yma.

Nod craidd 4

3.1 Nodir fod y fframwaith yn cynnwys gweithgareddau gofal plant o dan ddarpariaeth gofal plant, gofynnir felly fod y fframwaith yn nodi'r un ymrwymiad i gynyddu'r nifer o ofalwyr plant dwyieithog a Chymraeg (tud 16) yn nod craidd 4 wrth sôn am weithgareddau ehangach.

3.3 Croesawn y pwyslais rhoddir ar ymgynghori, arsylwi a gweithio mewn partneriaeth a phlant a phobl ifanc ac asiantaethau eraill wrth gynllunio a chyflwyno’r strategaeth chwarae. Cynigwn felly eich bod yn cydweithio gyda mudiadau Cymraeg megis Urdd Gobaith Cymru a Menter Iaith Abertawe er mwyn manteisio ar eu harbenigedd a phrofiad yn y maes gwaith ieuenctid, gweithgareddau hamdden a gweithgareddau chwaraeon gyfrwng Cymraeg.

Nid oes cyfeiriad penodol at yr iaith na chynyddu cyfleoedd chwarae, chwaraeon, hamdden na diwylliant yn yr adran hon. Yn ogystal â goblygiadau cynllun iaith y sir dylid ystyried yr iaith fel ffactor yn bob un o’r ardaloedd uchod. Dylid cynnwys pwynt gweithredu gyda’r bwriad o helpu pobl ifanc i adnabod iaith, hunaniaeth, treftadaeth a thraddodiad eu hun fel y nodir yn y Cwricwlwm Gwaith Ieuenctid.

Fel adroddwch ar dudalen 52, “Mae'n ofynnol yn ôl Nod Craidd 4 bod pob plentyn a pherson ifanc yn cael mynediad i weithgareddau chwarae, hamdden, chwaraeon a diwylliannol.” Byddwn wedi gobeithio gweld cydnabyddiaeth bod hyn yn cynnwys mynediad yn ei dewis iaith, a bod gweithgareddau ar gael trwy gyfrwng y Gymraeg. Deallwn, a gwerthfawrogwn fod yna ymrwymiad at brif ffrydio’r Gymraeg, a nodwyd ar dudalen 11, ond byddwn wedi disgwyl cyfeiriad at ddewis iaith yma, a hefyd ymrwymiadau penodol i’r perwyl hwn.

Nod 5 – Cymryd rhan wrth lunio Penderfyniadau

Croesawn fod plant a phobl ifanc yn derbyn gwasanaeth trwy gyfrwng eu dewis iaith yn cael ei gynnwys fel mesur o lwyddiant (tudalen 64). Serch hynny, byddai wedi bod gwerth sôn fwy am y pwynt yma ym mhrif destun yr adran ar nod 5. Nodwyd yng Nghynllun Iaith Cyngor Abertawe, dan Adran 9 ar Ymgynghori a Chyfranogiad, sut y bydd y Cyngor yn mynd o gwmpas sicrhau bod hyn yn digwydd yn gyson â’r egwyddor o gydraddoldeb rhwng y Gymraeg a’r Saesneg. Gellir fod wedi cyfeirio at hyn yn ogystal â nodi pwysigrwydd medru cyfrannu at benderfyniadau allweddol trwy gyfrwng dewis iaith y dinesydd.

Ch. Cynllun Datblygu'r Gweithlu

Cytunwn â’r angen i ymgymryd ag asesiad o ddigonolrwydd sgiliau’r gweithlu. Dan y darn yma o waith dylid mesur sgiliau iaith, er mwyn adnabod lle mae sgiliau digonol a lle mae angen edrych i gryfhau. Llynedd fe ymgymerodd Bwrdd yr Iaith Gymraeg ag asesiad risg yn y maes staffio, a bu Cyngor Abertawe yn rhan o’r asesiad. Yn sgil hwn cynhyrchwyd adroddiad penodol, gan gynnwys argymhellion ar gyfer y Cyngor, ac fe baratowyd adroddiad cyffredinol o argymhellion ag enghreifftiau o arfer da. Byddwn yn argymell edrych ar y rhain i’ch cynorthwyo â’r gwaith yma, ac mae croeso i chi gysylltu â ni am drafodaeth bellach ar hyn.

Wrth ystyried hyfforddiant ar gyfer staff, byddwn yn eich annog i sicrhau hyfforddiant ymwybyddiaeth iaith Gymraeg, fel un o’r gweithredoedd allweddol. Appendix B

Cytunwn fod cynnwys plant a phobl ifanc wrth wneud penderfyniadau yn allweddol pwysig i bob gwasanaeth. Awgrymwn felly fod angen cynnwys elfennau i godi ymwybyddiaeth ieithyddol pobl ifanc o fewn y Sir yn ogystal â’u hysbysu o’u hawl i ddefnyddio’r iaith wrth ddefnyddio gwasanaethau a mynegi barn trwy amryw ffynonellau'r sir.

Appendix B

30/05/2008

Dear Sir/Madam,

Swansea’s Children and Young People’s Plan Welsh Language Board Comments

The Welsh Language Board welcomes the opportunity to discuss Swansea’s Children and Young People’s Plan, and we would like to make the following observations:

General Observations

Page 7; In the context of leaders’ responsibilities within the framework, it is noted that the Board is eager to see the framework appoint someone at the highest level with responsibility for the Welsh language. The partnership will need to agree on this, and ensure that all the framework’s groups and sub-groups include language provision on their agenda at the planning stage.

Page 10; It is noted here that the county council intends to introduce integrated service models for all their youth in contact with schools in their communities. We would therefore urge the Council to ensure, where appropriate, that these services are presented and implemented through the medium of Welsh.

Page 11; The Board is pleased that the council draws attention to the Welsh language under the heading Values and Principles; and in particular, improving the workforce’s linguistic skills and ability. We agree that the framework is taking active steps to ensure that the language scheme is being considered and adhered to in an appropriate way. Nevertheless, we feel that there is a need to give further consideration to the language when referring to young people in particular, and the Council should note and develop planning stages to mainstream the language within its youth services in order to achieve this purpose. We welcome the reference to Swansea Council’s Language Scheme on page 11, and in particular the focus on ensuring capacity within the workforce to meet the needs for Welsh medium services.

We agree with the principle of placing the child or young person, and their family, at the heart of service planning. Therefore when looking at introducing integrated services, and by joint planning and commissioning, one must bear in mind the importance of establishing language choice. Having been established, the continuity of offering a service in the language choice of the user must be ensured by agencies and partners. Sharing effective information will ensure that language choice is being respected.

Core Aim 1 – The Early Years We agree with the need to ensure that a wide variety of good quality accessible services are available to young children and families. Of course, one original element of this is to ensure that Welsh medium services are available to those who wish to receive them. In this respect, it is disappointing to note that no reference is made regarding provision of support and services through the medium of Welsh in departments dealing with Ante-Natal and Maternity Services, Health Visitors, Family Appendix B

Support or Education. We believe that it would be appropriate for the authority to pay more attention to this.

Education It is noted that nursery places are available to 97% of the county’s 3 year old children. We would like to emphasise the need to ensure that Welsh medium nursery places are available within a reasonable travelling distance, for the increasing number of parents who wish this for their children. Any commitment to ensure that there are qualified staff who meet the requirements of the Foundation Stage (page 29) should include the need to ensure suffcient staff who are able to work through the medium of Welsh for Welsh medium locations.

Childcare The Childcare Act 2006 places a duty on local authorities to consider the needs of parents for Welsh medium childcare as part of the assessment of Childcare Adequacy. It is unclear whether or not the County has conducted this assessment yet. It is noted that there are 3,868 registered childcare locations in the County, but we do not know how many of these are Welsh language establishments. In this respect, we welcome the commitment to increase the number of Welsh medium childcare services (Page 31). We agree that obtaining qualified staff who are able to speak Welsh is a challenge when attempting to attain this increase.

Flying Start There is a positive commitment to extend the number of Flying Start places and locations in Swansea. Welsh medium childcare will need to be available, according to the wishes of parents, as an integral part of this. We wish to emphasise the importance of working in partnership with Mudiad Ysgol Meithrin in order to ensure the availability of Welsh medium childcare as part of the Flying Start programme.

We will be eager to ensure that the Welsh Language Board’s Twf scheme is documented and becomes part of the Framework’s multi-disciplinary team in order to work together to promote the advantages of bilingual parenting and education.

Core Aim 2 – Learning and Teaching Opportunities We welcome the fact that supporting Welsh education and the wider Welsh dimension is one of the principles that is the basis of the implementation stages. In this respect, it would be appropriate for this Core Aim to include a clear cross- reference to the commitments contained in the authority’s Welsh Education Plan. This would consolidate the statements contained in this Children and Young People’s Plan, and be a means of showing that the County’s commitments with respect to Welsh medium education is an essential element of the broader plans.

It is noted that the demand for Welsh education is increasing by about 6% a year. The Board is aware of the work that is already occurring in the County, when trying to quantify the demand for Welsh medium education, as a basis for strategic planning. It is therefore disappointing that the key priorities (Page 38) do not contain a reference to ensuring that Welsh medium spaces are available to meet this increasing demand for Welsh medium education.

We consider that the 14 – 19 Pathways to Learning deserves particular attention with respect to Welsh medium education. As the span of opportunities broaden, it is essential that pupils that are part of the Welsh medium system have opportunities, and are encouraged, to follow courses in Welsh. Unavoidably, this will require detailed discussions and planning by providers.

Appendix B

It is disappointing that this section does not refer to continuity/progression. Within this section, particular attention should be paid to progression in Welsh medium education, in order to ensure effective transition between the key stages.

We would like the framework to consider alternative and informal Welsh medium education opportunities when dealing with educational matters and learning pathways. It is noted that not enough pupils take a practical interest in the Welsh language, and we will be interested to see how the framework tackles this challenge.

Core Aim 4

3.1 It is noted that the framework includes childcare activities under childcare provision, it is therefore requested that the framework records/ notes the same commitment to increasing the number of Welsh and bilingual child carers (page 16) in core aim 4 when discussing broader activities.

3.3 We welcome the emphasis placed on consultation, observation and working in partnership with children, young people and other agencies when planning and presenting play strategies. We therefore propose that you work with Welsh medium organisations such as Urdd Gobaith Cymru and Menter Iaith Abertawe in order to take advantage of their expertise and experience in the youth field, Welsh medium leisure and sports activities.

There are no specific references to the language or to increasing play, sports, leisure or cultural opportunities in this section. As well as the county’s language scheme responsibilities, the language should be considered as a factor in every one of the above sections. An action statement should be included with the intention of helping young people recognise their own language, identity, heritage and tradition as expressed in the Youth Work Curriculum.

As you report on page 52, “It is a requirement of Core Aim 4 that every child and young person has access to play, leisure, sport and cultural activities”. We would have hoped to see acknowledgement that this includes access in the language of their choice, and that there are activities available through the medium of Welsh. We understand and appreciate that there is a commitment to mainstream Welsh, as noted on page 11, but we would have expected a reference to language choice here, as well as specific commitments to this effect.

Aim 5 – Participation in Decision Making

We welcome the fact that children and young people receiving services though the medium of their language of choice is included as a measure of success (page 64). Nevertheless, it would have been worth elaborating on this point more in the main body of text in aim 5. It was recorded in Swansea Council’s Welsh Language Scheme, under Section 9, Consultation and Participation, how the Council ensures that this occurs regularly, and the principle of equality between English and Welsh. This could have been referred to as well as noting the importance of being able to contribute to key decisions through the medium of the citizen’s language of choice.

D. Workforce Development Plan

We agree with the need to undertake an assessment of the adequacy of the workforce’s skills. To this effect, language skills should be measured, in order to identify where the skills are sufficient and where there is a need to strengthen them. Last year, the Welsh Language Board undertook a risk assessment in the area of Appendix B staffing, and Swansea Council took part in this assessment. As a result of this, a specific report was produced, which includes suggestions for the Council, and a general report suggestions and examples of good practice was also produced. We would suggest looking at these in order to assist you with this work, and you are welcome to contact us to discuss this for further discussion on this.

When considering training for staff, we would urge you to ensure that Welsh language awareness training as one of the key actions.

We agree that including children and young people when making decisions is essential to every service. We therefore suggest that there is a need to include elements to raise the linguistic awareness of young people within the County as well as informing them of their right to use the language when using services and expressing their opinions via the various methods employed by the County.

CYP Plan Consultation Summary Appendix C

Areas of comment Summary of comments Response Positive comments Majority of comments supportive of intentions and welcome ‘joined up’ planning Particular aspects of plan welcomed, e.g. focus on needs, early intervention, rights, NEETS etc Possible to see links to other action areas: e.g. Community Regeneration, 2020, Arts Structure Style & writing 74% of CYP questionnaire responses agreed structure and style retained clarity document clearly explained our intentions. 88.9% Glossary thought it easy to understand Readability 88% of public questionnaire responses agreed the Referencing plan was easy to read and understand coherence 86% of professional questionnaire responses

agreed the plan was easy to read and understand Written comments: Five suggestions of Glossary Ensured that abbreviations are explained

Several comments that it is either too ‘wordy’, too (Although these comments appeared to complex or too long: concur they differed depending on audience, and did not reflect questionnaire responses to readability) Too much cross referencing Improvements made to layout and density, replacing some written parts with more diagrammatic representation.

Not enough cross referencing: Improved the information on how the plan Lack of references to other documents connects to other plans Lack of coherence (core aims/priorities; vision/ Improvements made to explaining links principles/implementation/outcomes; challenges /commitments) Omissions Written responses It is difficult to list all needs groups. Listing Several references to specific needs groups specific groups has been avoided wherever Needs groups missing from list: young carers; LGBT; Travellers possible to avoid excluding. Needs Groups and Gypsies; Children in hospital; Young mothers; are only mentioned in relation to specifically SEN, targeted work

Where comments have identified specific Comments that needs of some children e.g. needs not being met e.g. play & disabled disabled children/ welsh language not addressed in children, Family learning, education, play & plan Traveller and Gypsy children, plan scrutinised to ensure all current and planned work is Voluntary sector visibility included. Outcome measures sought for both Where gaps remain, issues will be referred to services for further consideration.

Numerous references to lack of voluntary sector Addressed by Naming voluntary sector partners where Contribution from governance level to delivery (all specific initiatives are mentioned sections and across range of respondents) rd Showing sector involvement in governance Suggestion that this undervalues 3 sector as Naming key partners responsible for major ASD partners areas of strategic work Recognising sector contribution in core aim sections and narrative.

Strategies & programmes No reference to Autism Spectrum disorder Details of ASD Strategy and initiatives arrangements included No mention of Extending Entitlement, National Youth Service Strategy Included No reference to Family Learning (CA2) Information sought and included No reference to Childcare Sufficiency Assessment Included (CA1) No mention Health Vision Swansea Included Child Development Centre Included Extended information in Core Aim 3 Role of NPHS not explicit Comments, Additions, Several comments highlighted inconsistency Available provision is better documented Amendments between vision statement re equality of access and But certain gaps remain that cannot provision of services, in particular re disabled immediately be addressed e.g. workforce Equality of provision issues children and welsh language speakers capacity. These issues will be raised with Partnership Boards and Services

Omission of Education for Sustainable Reference Included though not suggested Development and Global Citizenship concepts measures as difficult to see how information Outcome measures offered could be gathered currently

Comments on age groups e.g. why age range of Remit of plan and statement of responsibilities plan stops at 19; concern that 5 – 11’s not equitably as given in guidance document, now included treated (i.e. boards/ funding/ provision) Resource details Concern expressed about resourcing the plan: A fuller explanation of available resources for a) Lack of detail CYP work in 2008/9 has been added b) Not recognising that some services are under-resourced and may not be able to Clearer acknowledgement given in challenges section of Core Aim 1 deliver on vision (NHS specific)

Link across to NSF not strong Referencing to NSF in relation particularly to Outcome Measures has been improved Focus Not strong on informal/non formal education Improved reference to youth support services (As per Learning & skills Act) Outcomes measures identified and included in Core Aims 2 and 4

Over emphasis on children in deprived areas/ Ensured that where outcomes and service needs groups. Does not address all children/ CiN in benefit all children, this is more explicit. Given non deprived areas/ CYP needing occasional help our priorities to improve outcomes for needs groups, (and the support shown for them) it is Most frequently made by public & some CYP difficult not to give this emphasis.

Governance, Structures, Concern over placement of 8 – 14 in structure Structure is currently under review partnership working Inclusion of voluntary sector not clear/ should be Comments will be considered strengthened

Priorities 78.2% of CYP questionnaire responses agreed with the proposed actions An average of 61.8% public responses agreed How well they fit with rest of plan importance of all priorities (most important: Learning & employment (85%) least important

Specificity Workforce development (60%);

93% agreed the reasons for selection were clear;

An average of 79.4% of professional questionnaire responses agreed the importance of all priorities (most important: addressing poverty (90.1%) least important: Workforce development (69.1%) 96.3% agreed the reasons for selection were clear.

Written comments:

Concerns about link between priorities and core Core aims now included as part of Section B aims: Vision, Values, Principles. Connection to a) more cross reference/ joined up priorities and commitments made in Section b) unwieldy combination B1 Too broad/ generalised Link between priorities, specific action and change required has been strengthened Challenges / Commitments Commitments should address challenges (not well Not all challenges can be addressed in 3 year (Core Aims) linked) span of plan Explanation that the commitments are drawn from priority actions identified in other service and development plans given in Section B1

Absence of any real data to demonstrate scale Valid comment, but difficult to do challenges comprehensively because not all data exists Link between Priorities and Needs Assessment information strengthened Implementation: Quite wide range of comments about lack of clarity Given the wide range of consultees, there Delivery issues around delivery how will plan be delivered may be some confusion between a strategic How will delivery be measured/ fed back/ funded/ plan and a delivery plan. To address this we who’s responsible have: Explained that the commitments are drawn from priority actions identified in other service

and development plans (Section B1) Included a visual representation of those links

Needs: more work on PIs/ system for delivery Addressed. (At time of drafting plan the outcome measures chart was work in progress) Resource issues several questions raised about how our intentions will be resourced: Expanded Resourcing section a) whole plan (mostly public and CYP) Shown range of sources of funding available b) shift to early intervention currently for CYP work across partnership c) personal support and counselling (NHS) An explicit statement that development will be met within existing resources (e.g. re- d) ISD e) Improving opportunities for children in configuring funding) has been strengthened poverty Outcome measures for income maximisation Benefit take-up) have been established Outcomes Weak on this aspect. Addressed (At time of draft plan this was work in progress) Needs more detail to show how outcomes will be Section B1 makes more explicit reference to achieved changes and action

Appendix D Analysis of Consultation Respondents

Totals: Questionnaires and written responses

Questionnaires & Written Reponses

CYP Public Org Online 34 41 46 Paper 1,328 61 37 Other 6 337 Total 1,368 105 120

Age Breakdown for CYP Questionnaires

Percentage of Age Total Total (1,362) 5-10 305 22.40% 11-19 983 72.20% 20-24 29 2.10% 25+ 14 1.00% Unknown 31 2.30%

School Questionnaire Returns (Known)

Attended an Didn’t Attend an Event Event Primary 5 14 Secondary 8 0 PRU 0 2 Total 13 16

Written Responses received from

Category No Name Organisation 1 Education Planning and Resources Public 2 Alan Twelvetrees CYP 3 LAC Forum Public 4 Caroline Davies Public 5 Sylvia Partridge CYP 6 Fairbridge Organisation 7 Social Inclusion Unit Organisation 8 Swansea Young Carers Action Group CYP 9 Kirsty James (Pontarddulais) Organisation 10 The National Autistic Society Cymu Organisation 11 Access to Learning Organisation 12 Family Learning Organisation 13 Fairbridge Organisation 14 Swansea Young Carers Action Group CYP 15 SNPT Crossroads Organisation 16 Association for the Welfare of Children in Organisation 17 Joint Organisational Transitional Plan Task & Organisation 18 Women & Child Health, AMB U NHS Trust Organisation 19 Pontarddulais Town Council Organisation 20 Traveller Education Service CYP 21 LAC Forum Organisation 22 Education for Sustainable Development & Organisation 23 Social Services Department CYP 24 Gypsies & Travellers Organisation 25 Sports Development Organisation 26 Play Partnership Organisation 27 Menter Iaith Abertawe Organisation 28 Welsh Language Board

Page 1 Appendix D Analysis of Consultation Respondents

Organisation 29 Swansea Young Families Scheme Organisation 30 Maternity Services Organisation 31 SYGNET, Terrance Higgins Trust Organisation 32 Play Right Organisation 33 Youth Service Organisation 34 Youth Participation Team Organisation 35 ABM U NHS Trust Organisation 36 Economic Regeneration Organisation 37 Voluntary Sector Organisation 38 NSPCC Organisation 39 Arts, Robin Hall Organisation 40 LHB Sue Heatherington Organisation 41 Special Families Forward Organisation 42 Bookstart/Flying Start Coordinator Organisation 43 LHB, Andy Griffiths Organisation 44 Welsh Women's Aid Organisation 45 Bonymaen Communities First Organisation 46 YOT Organisation 47 Swansea Youth Arts Partnership Organisation 48 WAG

Page 2 Item No. 9 (D) (1)

Report of the Cabinet Members for Environment and Education

Council - 23rd October 2008

PETITION - TRAFFIC REGULATION ORDERS ON LLANGYFELACH ROAD/ HEOL DDU

Purpose: To advise Council of a petition concerning the proposed Traffic Regulation Orders around YGG Tirdeunaw School

Policy Framework: Council Procedure Rules.

Reason for Decision: To respond to petitioners.

Consultation: Legal, Finance, Police, Local Ward Members

Recommendation(s): It is recommended that:

(i) The petition is noted. (ii) That the Traffic Regulation Orders be implemented. (iii) That officers work with Tirdeunaw and Daniel James School to produce a Safer Routes in Communities bid to the Welsh Assembly Government in future years.

1.0 Introduction

1.1 A petition has been received containing 313 signatures; in addition to this 159 letters were received from parents objecting to the proposed Traffic Regulation Orders on Heol Ddu.

1.2 The petitioners feel that as the schools have used this site for a number of years, the use of the roads for parking whilst taking their children to and from school by parents, is well established.

1.3 The petitioners and parents are concerned about their children crossing a busy section of highway if they cannot park within close proximity to the school.

2.0 Background

2.1 The reason that the Traffic Regulation Orders (TRO) were first proposed was because of concerns from local residents and local businesses and due to the level of traffic congestion along Heol Ddu at school start and finish times. Council officers were requested to introduce parking restrictions to ensure that Heol Ddu was clear for the passage of vehicles and that residents were able to gain access / egress to their properties at all times. In addition, the Traffic Regulation Orders will ensure that there are clear lines of visibility on the approach to the Pelican Crossing on Heol Ddu, to maximise pedestrian safety.

2.2 The TRO proposals for Heol Ddu were drafted as a result of significant levels of consultation between Traffic Officers and Local Members, with an agreement being reached back at the end of August 2007. Schedules were drafted and advertised in September 2007. The Authority received in response 159 letters of objections and a petition containing 313 signatures.

2.3 A public meeting was held at Tirdeunaw School during October 2007. One of the issues raised concerned the possible provision of a car park on the school ground or on a grassed area near the school. The Education Department were asked to look into this issue, and have commissioned a preliminary design and estimate to be produced.

2.4 It has to be accepted however that even if car parking is provided, once the traffic regulation orders are implemented some parents may have to park further away and walk their children safely to the school gates. A pelican crossing and localised footway improvements have already been introduced, which help parents and school children to safely cross Heol Ddu.

2.5 The concerns of parents were appreciated and it was agreed to hold back the implementation of the Traffic Regulation Order scheme until the possible provision of additional parking could be further examined. However, as it was not possible to progress any further with additional parking the TRO lines were laid and signs erected at the beginning of August 2008. However, the Authority has not yet made the Traffic Regulation Orders legally enforceable and the signs remain covered. Therefore, at the present time, parents can continue to park in this area. It is intended that this will remain the case until the petition objecting to the proposals has been presented and debated at Council.

2.6 In the meantime relevant Council officers have reviewed progress to see if there is anything further that can be done to help resolve the issues raised in the correspondence.

3.0 Proposals:

3.1 A cost estimate for construction of the car park is approximately £250,000. It is clear that no such finance exists to progress such a scheme, even with any assistance that might be offered by parents, which has yet to be quantified.

3.2 Officers have approached the Head Teacher of Ysgol Tirdeunaw, to offer assistance in producing a bid for Safer Routes in Communities in future years. It is suggested that a joint bid with Daniel James School would only improve the prospect of success for such a bid and would be well received by the Welsh Assembly Government. It is anticipated that such a bid would work to provide facilities that give parents a real alternative other than parking directly outside the school gates, with the associated road safety dangers that such actions bring.

3.3 Officers of the departments will also look at the possibility of other measures to address the concerns of the parents and local residents and road safety issues. These include the possibility of having other options to enable limited drop off and pick up and changing the finishing time for YGG Tirdeunaw.

4.0 Financial Implications:

4.1 The Traffic Regulation Orders are being funded through the Welsh Assembly Government Road Safety Grant 2008/ 09.

5.0 Legal Implications

5.1 There are no legal implications which affect this report other than to note that the Traffic Regulation Orders would need to be made by 17th September 2009 or the proposals would need to be re-advertised

6.0 Recommendation:

6.1 It is recommended that:

(i) The petition is noted. (ii) That the Traffic Regulation Orders be implemented (iii) That officers work with Tirdeunaw and Daniel James Schools to produce a Safer Routes in Communities bid to the Welsh Assembly Government in future years.

Background Papers:

Petition received October 2007 containing 313 signatures objecting to the proposed Traffic Regulation Orders on Heol Ddu.

Letters from 159 parents/ carers objecting to the proposals as they are unreasonable, unfair & discriminate against the children who wish to speak Welsh.

Contact Officer: Mark Thomas 01792 636233 File Reference: 12.02.719 “U”/Traffic/Projects/T650/LlangyfelachRd/Reports/HeolDduReport

Item No: 9 (E) (1)

Report of the Cabinet Member for Environment

Council – 23rd October 2008

PETITION: OBJECTION TO THE TEMPORARY ROUTING OF THE THROUGH CAE CASTELL, LOUGHOR

Summary

Purpose: To report back after a Site Visit following the earlier report to Council on 19 June 2008.

Policy Framework: Council Procedure Rules.

Reason for Decision: To respond to petitioners.

Consultation: Legal and Finance and Local Member.

Recommendation(s): It is recommended that; (i) the petition be noted and that the temporary route via Bwrw Road is confirmed (ii) a meeting be arranged with the developers to progress the missing link.

1. Introduction

1.1 A petition was reported to Council on 19 June 2008 objecting to the temporary routing of the Celtic Trail cycle route through Cae Castell, Loughor. Council resolved that consideration of this matter be deferred pending a site visit. The site visit was held on Wednesday 6 August 2008.

2. Petition

2.1 The Council has been working in partnership with , the sustainable transport charity, and other councils to complete the Celtic Trail cycle route across South Wales, with Objective 1 funding. This petition relates to the section of the Celtic Trail between Culfor Road (adjacent to the A484 Link) and Bwrw Road, Loughor.

2.2 Due to delays in developing two residential developments it has not been possible to acquire all the land required to construct the off road section of the Celtic Trail between Culfor Road and Bwrw Road. The

attached plan shows in green the completed off road sections. The uncompleted sections are shown in blue and yellow.

2.3 As a temporary measure it was proposed that the Celtic Trail should temporarily be routed through Cae Castell in order to provide an alternative route, shown in red. A petition has been received objecting to the temporary routing of the Celtic Trail cycle route through Cae Castell, Loughor, raising concerns about safety to both cyclists and residents and possible damage to property by users of the route.

2.4 In view of these concerns, an alternative route, using Bwrw Road (shown in pink) was identified and a circular letter was sent to the residents of Bwrw Road advising them of this temporary route. No adverse comments have been received.

2.5 At the site visit it was agreed that the temporary route via Bwrw Road was appropriate. Futhermore it was agreed that a meeting should be arranged with the two housing developers, as soon as possible, in order to progress the permanent route. This is being arranged.

3. Financial Implication

3.1 The Celtic Trail scheme is being funded through Objective 1, however works had to be completed by the end of April 2008 in order to be eligible for this funding. It will therefore not be possible to use Objective 1 to construct the missing link when the land becomes available. However other funding opportunities such as the Welsh Assembly Government Environment Grant may be appropriate.

4. Legal Implications

4.1 Appropriate legal orders will be made and confirmed to maintain and dedicate new permanent sections of the Celtic Trail as a route for pedestrians and cyclists.

5. Recommendation(s)

5.1 It is recommended that; (i) the petition be noted and that the temporary route via Bwrw Road is confirmed (ii) a meeting be arranged with the developers to progress the missing link.

Background Papers Report to Council - 19th June 2008. Contact Officer: David Whitehead – Group Leader, Transportation 01792 636091 Legal Officer: Rod Jones File Reference: 32.2.002

Petition Cae Castell, Loughor

Parc Bwrw William Road Culfor Road Parkfield Farm

Cae Castell

Leucarum Court

Cycle Track Sections:

Built Sections Leucarum Court (Proposed) Parkfield Farm (Proposed)

Temporary Diversions: via Cae Castell via Culfor Road Item No. 9 (F) (1)

Report of the Cabinet Member for Economic and Strategic Development

Council – 23rd October 2008

TALL BUILDING STRATEGY

Summary

Purpose To present further proposed amendments to the Draft Strategy.

Policy Framework Unitary Development Plan Technical Advice Note 2 - Design

Reason for Decision Authority is required to allow the report to progress to Council for formal adoption of the Tall Building Strategy.

Consultation Legal and Finance Planning Services Transportation

Recommendation It is recommended that : 1. The amendments to the Draft Tall Buildings Strategy as set out in the response schedule and Section 2 of this report be agreed. 2. The Tall Building Strategy as amended be adopted as Supplementary Planning Guidance (in line with Policy CC4 and EV1 of the UDP) following the successful conclusion of the formal adoption period.

1. Introduction

1.1 Members will recall that the draft Tall Building Strategy document was presented to Council earlier this year following a period of public consultation. The draft report was accompanied by a schedule of responses together with the recommended changes based on consideration of the points raised.

1.2 Issues were raised at the Council meeting and accordingly it was resolved that the draft strategy should be deferred to a further meeting of Council. This would allow officers an opportunity to consider the points raised and to incorporate any other comments from members

1.3 Following the meeting all members were contacted and given an opportunity to forward any comments they considered relevant. There was no response to this process and accordingly the further consideration is limited to the points raised at Council.

2. Points Raised

2.1 Tawe River Corridor The river corridor is included within the “Consider Zone”. The point was made that the boundary of the zone should not extend beyond the Morfa Road section of the corridor and there was concern that this was not sufficiently defined. It is relevant to note that the plan on page 18 does limit the consider zone to Morfa Road with the northern boundary being the former Hasties site. It is accepted however that the area is not defined in the text on page 19. Proposed therefore that under the Policy Overview section the text be expanded as follows: • Tawe Riversdide Corridor – the Morfa Road section of the corridor, with the northern boundary being defined by the former Hasties site.

2.2 Highway Infrastructure There was concern that the introduction of tall buildings would place stress on the highway network given the density of occupation. This is an important point and there is considered to be scope for strengthening the transportation references in the report as follows : Page 19 Principles – add bullet point “ Demonstrate compatibility with the transport infrastructure” Page 21 Policy –under ‘Transport’ insert additional paragraphs . “Tall buildings introduce intensive levels of use and activity to a site and therefore the relationship with transport infrastructure (particularly public transport) and existing activity patterns needs careful consideration. In particular, traffic generation and parking demand requires special evaluation.” “Developments will need to be considered within the context of all anticipated proposals which will have a bearing on the transport infrastructure to ensure there is no overloading of the system. Any additional infrastructure and facilities which may be required together with the means of delivery will need to be identified and met by Planning Obligation”.

2.3 Meridian Quay There was concern that the paragraph on page 19 which refers to Meridian Quay is sending out mixed messages. Reference to this section is also made in the response schedule. It is proposed that the paragraph is revised as follows. “ The potential exists to introduce well designed and prestigious buildings at the Waterfront Gateway which marks an important interface between the foreshore and the link to the retail heart of the city centre. These could provide a visual marker to the location of the waterfront and contribute significantly to the innovative and excellent design quality which is expected to mark the comprehensive redevelopment of this area.”

2.4 Tall Building Definition In looking at the Swansea context, the draft strategy considers a tall building to be one which is substantially taller than surrounding buildings. More specifically the definition is set out as “a building that is more than twice the height of adjacent buildings.” Concern was expressed that this definition was not an absolute, in the sense that it did not refer to a specific building height (say 10 or 12 storey) at which point the strategy would apply. An examination of a number of other local authority tall building policies has indicated an approach which mirrors the Swansea policy. These take a lead from the Commission for Architecture and the Built Environment (CABE) guidance which advises that tall buildings should be defined as buildings which are substantially taller than their neighbours and /or which significantly change the skyline. Some authorities who have adopted this definition have also tried to be helpful by adding a statement which gives a general indication of what is considered. The Birmingham City Council report for example adds that it may be helpful as a rule of thumb to consider buildings of over 15 storey as tall. On the other hand the Plymouth report defines any building over approximately 6 storey to be tall. Liverpool and Newcastle, however, simply adopt the CABE advice. It is considered that attempting to mix definitions as in the Birmingham can lead to confusion and raises dangers. There is also significant inconsistency between authorities as to what the set height should be. No amendment to the definition is therefore proposed.

3 Response Schedule

3.1 The responses to the consultation period were set out in a 19 page schedule which was presented as part of the previous Council Report. This schedule is attached as an appendix. It was prepared following a full analysis and due consideration of all the consultation returns. The recommended amendments to the report arising from due consideration of the points raised are set out in the Action column.

4. Financial and Legal

4.1 There are no specific financial implications which can be identified.

4.2 The adopted policy will provide supplementary planning guidance (SPG) and will be a material consideration in evaluating future planning application. Policy CC4 in the UDP requires all new development schemes in the City Centre to make a positive contribution to enhancing the environment. The amplification to this policy makes specific reference to the preparation of a Tall Building Strategy. Policy EV1 which covers general design principles also refers to the forthcoming Tall Buildings SPG.

5. Recommendations

5.1 It is recommended that:

1. The amendments to the Draft Tall Buildings Strategy as set out in the response schedule and section 2 of this report be agreed. 2. The Tall Building Strategy as amended be adopted as Supplementary Planning Guidance (in line with policy CC4 and EV1 of the UDP) following the successful conclusion of the UDP formal adoption period.

Contact Officer: D.Williams. 7271

Legal Officer: Rod Jones/Nigel Havard TALL BUILDING STRATEGY Schedule of Responses & Proposed Amendments (Action)

Ref Name Summary Response Action tbsc01 Mrs Clarke Do not build tall buildings in Swansea. I think they are The Strategy indicates that in 1 Brangwyn concrete and glass monstrosities, are ugly, and cut the Swansea context, Tall Close down on sunlight. Buildings can serve a Morriston number of important Swansea functions and promote a new SA6 6AS image for the City. It is recognised however that a high level of care is required in respect of siting and design. The strategy calls for Tall Buildings to be of the highest architectural quality. tbsc02 Michael I am all for tall buildings in the right place. I think we Positive support noted. Matthews must move forward to the future and in fact it will be 27 Oakhill Park good to see a little more height in our skyline. Skewen Neath SA106TQ tbsc03 Mr I Rapsey I agree that new tall buildings should be clustered Positive support noted. 82 Graig Road near to the proximity of Meridian Quay & the SA1. Trebanos Pontardawe Swansea SA8 4AS tbsc04 Mr Milne Would like to see lots more skyscrapers being built in Positive support noted. 16 Oak Tree Swansea and support this tall buildings strategy. Development proposals Avenue outside the defined zones will Sketty area should be kept free of big towers. need to prove the case, Swansea SA2 demonstrate how urban

1 8LL The University, Singleton Hospital, Sketty Lane and design objectives are met Brynmill Recreation Ground area could have a few big and be subject to stringent towers built there to develop the University further. evaluation.

Oystermouth Road could have several major Positive comments noted. skyscrapers built along it, particularly around the County Hall, Paxton St car park, alongside the Leisure Centre and around the Tesco site to create a Dubai style boulevard out of Oystermouth Road.

Along either side of Quay Parade there are more Parc Tawe area falls within possible sites such as the Parc Tawe and Sainsburys the City Centre Gateway areas to create an impressive entrance into Swansea zone where tall buildings will by road. be welcomed. The Sainsbury site falls within the ‘consider zone’.

The Strand and High St Train Station areas would Support for the Railway also be suited to big skyscrapers, particularly with Station Gateway area is office and business space. noted.

The Tawe Riverside area is a fantastic opportunity to The potential for transform Swansea with towers the full stretch from regenerating the Tawe Parc Tawe up to and past the Liberty Stadium into Riverside corridor is Landore and Llansamlet. recognised in Council Policy.

The closeness of the City Centre with the , Marina, SA1 port entrance could allow for a Hong Kong harbour style model with a great cluster of towers and skyscrapers in a small area close to the water. tbsc05 Pete Rogers I am in favour of tall buildings, provided they are Proposals for tall buildings 44 Frederick architecturally aesthetic or meritorious. will be assessed against key Place design principles and the Llansamlet The tall building currently being constructed in content of the wide ranging

2 Swansea Swansea Maritime Quarter is the sort of structure supporting infrastructure as Swansea needs to encourage. defined in Appendix 1 of the Strategy. Support noted. tbsc06 Roger Bowen The city needs more landmark buildings but care must Support noted. The strategy 9 Llys Dol be taken in their positioning and be planned in zones advocates the clustering of Morriston and not built in isolation. tall buildings. The strategy Swansea requires microclimate factors SA6 6LD Consideration must be given to optimum sunlight in to be taken fully into account. the canyons that are created by tall buildings. Considering must be given to the effects of sunlight and An open but secure environment. shadowing and reflection and glare. Consideration must also be given to underground The strategy requires parking and integrated transport links. detailed consideration to be given to parking and access The opportunity to make the building a landmark by and indicates that wherever making use of modern technology to entertain, inform possible parking should be or promote the city. underground. tbsc07 Mike Jones The strategy is welcomed, especially now that there is Positive support noted. The White House an apparent lack of prime development land. The Meridian Quay location Hotel and was identified as a Federation of Concerned that a precedent has been set by Meridian development site as part of Small Businesses Quay, it has been build too near the waters edge, the overall framework for the 4 Nyanza blocking the sea view from a number of key vantage Maritime Quarter. The Terrace points, one notably being from the new balcony of the regeneration framework for Swansea National Waterfront Museum. the Maritime Quarter SA1 4QQ indicates Meridian Quay as a This type of building should be located further inland key development site which to prevent the sea view from being disturbed. completes the sense of enclosure around the dock How will the road infrastructure bear up once it is fully basin. Sea views are occupied? generally restricted by the change in level and Meridian Would not a mixed use be a more suitable use? Quay serves as a beacon to

3 identify the seafront location. I think it is perfectly right to have tall buildings in the Support noted. centre, but not in the suburbs.

I Welcome the decision to demolish the Sketty Park Reference to the Dyfatty flats. Flats is noted.

I welcome your comments about refurbishing existing There are no proposals at buildings and wonder if the City Council has any plans present for such action. to refurbish the Dyfatty flats which could be improved along the lines of 'The Tower' programme, turning them into executive flats, possibly helping to regenerate this sensitive part of the City. tbsc08 Chris Westhead I cannot see the reasoning behind the proposal that It is acknowledged that the Page 19 under the 7 The Glebe no future development should exceed the height of reference to not exceeding “Principles” heading – delete Bishopston Meridian Quay's Tower. the height of Meridian Quay “The height of future Swansea introduces an unnecessary buildings should not be seen Setting a restriction on planning may mean Swansea restriction which removes to exceed the present height misses out long-term through developers dismissing future consideration. set by Meridian Quay”. the City due to this rule. tbsc09 Adam West I felt that overall the scope for using the eventual All proposals will have to be 19 Osterley policy as a basis of support for numerous taller assessed against key Street buildings was too great. principles and accompanied Port Tennant by a range of supporting Swansea The document naturally focuses a lot on the Meridian information. There are only 4 SA1 8HJ Quay development, already contentious and already references to Meridian Quay divisive. – it is misleading to state that the strategy focuses a lot on this scheme. The building site overshadows the City Centre and will The building will not cast a shadow over it, and makes lower rise overshadow the City Centre. properties in that section of the marina less attractive It will however provide a by its very presence. beacon for city centre users which identifies the presence From all along the promenade, the building appears of the Maritime Quarter and

4 as a block obstruction on the breathtaking natural, the seafront on the open 10km sweep of the bay. promenade. The sweep of the bay is not obstructed. The document suggests the possibility of taller The strategy supports the buildings next to it, which horrified me. clustering of tall buildings to create key focal points and There is no need for any building in Swansea city mark the presence of defined centre to be higher than 15 stories. gateways.

Building such high buildings along the river and coast Clustering at key points does will have the psychological effect of walling off and not produce a continuous enclosing those pleasant areas wall of development.

The document does not advocate strictly limiting the The definition of a tall height of any further proposed buildings. building is one which is twice the height of adjacent Swansea City Council needs to act as guardian and buildings. It would not be preserve the character of the city before it does appropriate to place specific become too built up. height limits since the context can vary considerably. tbsc10 Stephen Williams Can we please have tall buildings in the centre of The character of the City 25 Bellevue Road Swansea for office/business use, to attract workers Centre is changing in respect Swansea back into the city from the Enterprise Zone. of urban scale and within this SA1 5QB context there is a role for a No more 29 storey buildings on our waterfront critical mass of taller designed to make developers rich. buildings to mark the strategic gateways. Appropriate areas of the city centre fall within the zone where tall buildings may have a positive impact. tbsc11 Janice Swansea does not need tall buildings. Tall buildings can be iconic McCutcheon structures, signify areas of 42 Owls Lodge The monstrosities you are building in SA1 - i.e, blocks regeneration, act as symbols Lane of flats - will turn in to squalid tenement areas in years of economic activity and

5 Mayals to come. project a new image for the Swansea City. Tall buildings need to SA3 5DP be managed and the strategy calls for management systems to be put in place. tbsc12 N Brown Frankfurt is used as an example, surely Perth in There is only limited The Barn Western Australia is a fine example of tall buildings in opportunity within the Great Kittle Farm a similar waterside type location. Strategy to set out examples Kittle of good practice. It is Swansea Tall buildings need to be slender constructions, not acknowledged that Perth like Orchard house which in my opinion is too wide & demonstrates the value of tall ugly, the new skyscraper in the marina is spot on, and buildings. The strategy calls should set the standard for others that follow. for tall buildings to be of slender proportion and Land in the centre will become scarce in the future, elegant in design. and a tall building strategy will give the city a big city look, without taking up too much space. Support noted. tbsc13 K Fisher The Swansea skyline is a gift for its communities. The Tall buildings must work 62 Bryn Street more tall building erected in the city, the less our within the grain of the city, Brynhyfryd communities can enjoy it. creating a legible Swansea environment. Landmarks aid SA5 9HR The resources that are required by such buildings will movement and orientation cause a drain on the resources for others, increasing and can define important congestion on Swansea roads. routes. Tall buildings can place demands on Many apartments have been built in Swansea infrastructure and recently. Perhaps we should wait and see their effect consequently the policy before a soulless 'mini ' is built and we lose the requires that the proximity of essence of this city. buildings to sustainable transport modes needs to be demonstrated. Swansea is experiencing significant economic and physical regeneration. The aim is to set standards for other cities

6 to follow. tbsc14 P Khairhddin Tall buildings rarely enhance the atmosphere or Tall buildings can have an 30 Landor environment of a City. important role in the Avenue regeneration of Swansea. Killay Swansea should seek to have it’s own identity and Care is required in terms of Swansea limit the height of tall buildings otherwise we’ll just be siting and design to ensure like the third world cities of concrete. the delivery of a positive new image of the City. tbsc15 Philippa Watkins We are pleased with the criteria laid down by the The strategy requires that tall Swansea Civic strategy e.g. Tall buildings should relate to their buildings work with the Society surroundings. topography and grain of the Ty Nant City and also demonstrate Cwm Farm Lane Slab buildings should be avoided. sensitivity to historic areas. Sketty The strategy recognises that Swansea Tall buildings which are integrated into the landscape the width to height ratio can SA2 9AU are much more preferable to those against the affect the usual dominance skyline. and aesthetic quality. Accordingly buildings are At street level the buildings should create an required to be of slender interesting environment for pedestrians. proportions. Tall buildings must be considered in Tall building should be built in clusters rather than relation to strategic view dotted around in a random setting. corridors and the topography of the City. High quality public realm is an essential requirement. The strategy calls for interaction at street level, with active frontages. The strategy gives general support for the clustering of buildings. tbsc16 Eileen Walton & It is regrettable (or worse) that a “Tall Buildings Swansea is now undergoing Philippa Watkins Strategy” had been absent from the planning process a development renaissance Swansea Civic until now. and this has prompted the

7 Society need for a Tall Building Ty Nant The WYG document should have given greater Strategy. Cwm Farm Lane recognition of the impact of tall buildings as viewed at The strategy calls for the Sketty close quarters from ground level, and upon the mocro impact of buildings on the Swansea climate created around such structures. One of the microclimate to be assessed SA2 9AU artists impressions within the report viewed the and for public relative skyline profile of the city from Swansea Bay. realm/interaction at street Only relevant to dolphins and passing ships? level to form an integral part of the design. The skyline profile across the water is relevant when viewed from the Mumbles end of Swansea Bay.

It is pleasing that under the recommended strategy, This is not the case. The projects such as Meridian Quay will no longer be strategy supports the acceptable. clustering of buildings. The City Waterfront adjoining It would be of great concern if previous errors of Meridian Quay is viewed as judgement were used within the planning process to an area where well designed justify replication under the suggestion for “clusters” tall buildings can have a i.e. build more high rise blocks next to Meridian Quay. positive impact. tbsc17 Eirwen Harry Page 3 A tall building is defined in 12 Melcorn Drive The third paragraph is undermined, by the second’s relation to the height of Newton avoidance of specific sites and appropriate building adjoining buildings. It is not Swansea heights. appropriate to seek to be SA3 4UN prescriptive in terms of defining appropriate heights. The words safety and sustainability are also left out in Agree that a reference to Page 3. The Strategy – add this crucial opening section which should set the sustainability should be as follows: “….be well overall tone. included in the opening designed, demonstrate the section. application of sustainability principles and be close to

8 …..” Sustainability is referred to on page 5 but only in the There is a clear statement on Page 5 amend final point context of maximising densities and proximity to page 5 that Tall Buildings “…sustainable development transport. should set a precedent for through the application of sustainable development. best practice requirements, For the interest of clarity – maximising densities and amend the reference as proximity to public transport.” indicated.

Large developments in have to derive 10% of Noted. The Sustainability their power requirements from renewable sources. section on P.21 indicates that opportunities for introducing renewable energy technology must be considered. Page 5 It states that tall buildings are playing an ever- The existing waterfront increasing role in the future development of our cities. regeneration programme Where is the evidence for this? (SA1/Maritime Quarter/ ) incorporates numerous tall buildings. Development interest in the City Centre also indicates the importance of tall buildings.

Page 13 Despite several tall buildings the scale of Swansea is Swansea is now undergoing Amend the reference on domestic. The photomontages here only emphasise a development renaissance page 11 to 29 storey. to me the complete aberration of Meridian Quay. which marks its growing role Neither seascape nor the hill contain this stark as a waterfront city. There is exception which is measures at 29 storeys on page 1 a growing pressure for and 28 on page 11. greater intensity of development within a city context. Page 16 para C The grouping of tall buildings at Swansea Point is to Support noted.

9 be welcomed, to a certain extent, though this sacrifices the outlook of many St Thomas residents.

Para D I find the use of “iconic” applied to the Meridian Quay Noted. Tower an extremely dubious one since it implies uncritical approval.

Page19. Proposals for tall buildings are all valid but I take issue The creation of landmark with part of the third, “create a legible and permeable buildings will aid orientation, environment.” They surely have the potential to define important routes and create huge barriers. promote movement. The aim is to strengthening gateways, Real alarm bells ring for me when I read the emphasise the form of the paragraph beginning “A 29 storey building, Meridian city centre and not to create Quay, is currently under development on the Marina. barriers. The height of future buildings should not be seen to The strategy supports the exceed the present height set by Meridian Quay.” clustering of tall buildings at What is to prevent similar heights being promoted in key ‘gateways’ and to act as the development nodes of the Seafront Strategy? a beacon, marking the This would be disastrous. I feel the only appropriate presence of the city welcome zones for buildings of this height are around waterfront and drawing the Railway Station and in the Strand. pedestrian movement See response to tbsc 08 through from the regenerated city centre. Support for the Strand Railway Station area is noted. Page 21 The desirability of underground parking is to be Meridian Quay allocates welcomed but has sufficient parking been allocated to parking spaces on a 1 to 1 Meridian Quay? ratio.

The paragraph on sustainability is good, though the There is considered to be a element of compulsory adoption of energy saving reasonable balance between

10 features is relaxed halfway through. setting requirements and encouraging other elements of best practice.

The last paragraph is excellent. Support noted.

Page 22 Renewable energy should be used for any night time Noted. illumination.

The possibility of revamping existing tall buildings is Support noted. welcomed.

The Strategy must limit building heights along the Development proposals will foreshore to the 5 storeys of County Hall. be assessed against the requirements of the strategy. It is not considered appropriate to set a defined height restriction for a specific area.

tbsc18 Steve Smith Page 3 Page 3. Principal Urban It would be helpful to link the images of existing tall Comment noted. Mark plan with letters to Designer buildings to the locations highlighted on the plan. show building location. City and County Perhaps use the images on page 10 which gives of Swansea. names of the existing tall buildings.

11

Page 5 The text should indicate that in addition to avoiding a Comment noted. Amend as Page 5, para. 4. slab appearance, tall buildings also must not appear suggested. Add sentence as follows: monolithic - a common failing of many of the ‘first ….more dominant. Tall generation’ tall buildings in Swansea. buildings also should not appear monolithic – a common failing of many of the first generation tall buildings in Swansea. Page 7 The comment about tall buildings set against a Noted. backdrop of townscape depends on view point as the document acknowledges later on.

Page 10 What are the two un-named tall buildings on the plan? Omission noted. Plan Page 10. Add building names. Should the wind turbine in the docks be indicated in a It is not considered tall structure in a similar manner to church spires? appropriate to refer specifically to the turbine in the docks. Page 11 This page would befit from images of some of the Comment noted. Page 11– add photographs ‘second generation’ tall buildings such as Meridian of Meridian Quay/Excelsior Gate and Aurora Tower as mentioned in the text.

Page 15 Perhaps make point that although these are key Comment noted. Add to final paragraph P.15. vehicular approaches, visual richness is an important “Visual richness is a factor consideration to take account of the much slower which should apply both to close up pedestrian experience. the distant and close perspectives of tall buildings. Page 18 Kingsway is a likely area of future change and a key The Policy overview section route through the city centre. Given the width of this makes it clear that the

12 key street, is there scope for a tall building ‘consider’ strategy applies to the whole zone along this corridor? of the Authority’s area, including the section of the City Centre not covered by the ‘consider’ and ‘welcome’ designations. In the event of an application coming forward for the Kingsway additional supporting material will be required to justify the case. Extending the zones into the Kingsway would dilute the rationale of the Gateway strategy.

Should the ‘welcome’ tall building zone in Parc Tawe The strategy makes the point Page 18. extend to the area between the two bridges – at that the zones do not Extend the ‘Welcome’ present this is shown as a ‘consider’ zone. represent a distinct designation to cover the geographical boundary. whole of Parc Tawe (Phase There is however considered 1). to be merit in marking the whole of Parc Tawe (phase 1) under the ‘welcome’ designation.

Page 19 How do the single line principles on this page relate to Comment noted. Amend the final sentence on the City & County of Swansea’s urban design P.19 as follows “…..how it objectives (last sentence on this page) and the key meets the general design principles set out on page 20. At present this development principles as is confused. set out on this page and the Design Requirements as set out on pages 20/21. The single line principles on page 19 require Extend the section as Page 19 amend ‘Principles’

13 justification linked back to the analysis. suggested. to ‘General Principles’ and extend the bullet points as follows: • Work with the Topography of the City. The point is made in Section 3, that buildings set against the backdrop of the surrounding landscape can have a lower impact than buildings that break the skyline. In the city centre therefore account will need to be taken of the relationship of proposed buildings to prominent topographical features such as Mayhill/Kilvey Hill and more locally the escarpment above the Strand. • Define key districts, gateways and areas of functional importance. The strategy refers to a number of city centre gateways which are influential in defining the welcome/consider zones on the Building Zone Plan (page 18). • Work within the grain

14 of the city, creating a legible and permeable environment. It is recognised that the character of the city is changing with the standard 3 storey height giving way to a more urban scale and character. As part of this process the strategy recognises that there is a role for strategically placed taller buildings. • Demonstrate sensitivity to historic areas, protecting and enhancing historic settings. The strategy recognises the importance of safeguarding historic parks and gardens, listed buildings, ancient monuments and conservation areas. • Exhibit highest standards of architectural design and public realm. The strategy places considerable emphasis on the need to comply with key design

15 principles and the preparation of supporting documentation such as Design and Access Statements and Visual Impact Assessment. The scheme design must be comprehensive, with full consideration given to public realm, the positioning of entrances and pedestrian access. • Create a memorable skyline. Consideration is to be given to sightlines and strategic view corridors. The design of the upper sections of buildings is also important if the skyline is to be enhanced. • Provide sustainable buildings with consideration given to the effect on the local microclimate. The requirement to respond fully to sustainable principles is fully recognised, as is the need to address

16 climate factors and the impact on the local microclimate.

Page 21 Perhaps we should set a minimum BREEAM rating? – The aim of seeking an often initial aspirations to achieve Excellent can often excellent standard should be reduce to Good due to costs and lack of real remain. commitment from the developer. Add following sentence to the Given that tall buildings are expected to be exemplars Sustainability section on of sustainability, how will the final BREEAM rating be Comment noted. P.21. “….. to achieve an checked? excellent BREEAM rating. In order to ensure that the proposed measures are delivered, a pre construction analysis which sets out the potential rating should be checked against a post completion assessment. On Council land this could be made a requirement of the land sale.”

Page 21. Sustainability add Suggest that you add ‘or equivalent’ after the as follows “……Excellent BREEAM rating given that EcoHomes will be replaced Comment noted. BREEAM rating or by the Code for Sustainable Homes sometime in equivalent”. 2008.

P. 23 Appendix 1 add as Page 23 Appendix 1 follows “…..Sustainability The Sustainability Statement should include pre- Comment noted. Appraisal, to include a construction BREEAM assessment (see above). preconstruction BREEAM assessment”.

17

P. 23 Appendix 1 add as Many visualisations are not accurate, but often a lot of follows “…..three emphasis is placed on this material. The 360 Visual Comment noted. dimensional visualisation. Impact analysis must include a stated methodology The 360 degree visual and be verified through recognised methods, such as impact analysis must include weather balloon flying on a still day, etc. Is there a a stated methodology and be British Standard for computer visualisations? verified through recognised methods, such as weather balloon flying on a still day.

Page 23 Appendix 1. Add The last thing we want is a full application for a tall the following sentence at the building with no prior discussions – the importance of Comment noted. end of the appendix. pre-application discussions needs to be stressed, but Pre-application discussions we need to flag up that there is a basic level of are recognised as having an information required up-front for pre-application to be importance role in the meaningful. planning process. A basic level of information is required (to be agreed with the planning department) if such discussions are to be meaningful.

Page 23 Appendix 2 Update references: Add to appendix 2. Add new CABE/EH Guidance on tall buildings – July Agree. 2007. Replace in appendix 2. Replace BD32 and Places Streets and Movement with Agree. Manual for Streets - 2007-11-28 Add to Appendix 1 following Page 23 Appendix 3 Agree. the new section on Pre- It would be useful to indicate in the main text that the application discussions.

18 Design Commission for Wales offers a Design Review “….The Design Commission service and given the sensitivity of Tall Buildings they for Wales offers a Design almost definitely will be asked for their views at the Review Service and given earliest possible stage. the sensitivity of Tall Buildings they will be asked for their views at the earliest appropriate stage.”

19 Item No. 10 (A)

Report of the Environment Regeneration & Culture Overview Board

Council – 23rd October 2008

RESPONSE TO REFERRAL OF NOTICE OF MOTION: HUMAN TRAFFICKING

Summary:

This report informs Council of the Board’s response following referral of a Notice of Motion.

FOR INFORMATION

1. Introduction

1.1 A Notice of Motion originally received by Council on 10th April 2008 was referred, without debate, by the Presiding Officer to Overview and Scrutiny.

1.2 Following the introduction of new arrangements for overview and scrutiny in May 2008 the referral was considered by the Environment, Regeneration & Culture Overview Board.

1.3 This meant that the Board would have to consider examining the matter, and respond by reporting back on the outcome of its deliberations to Council.

2. The Notice of Motion

2.1 The following Notice of Motion was submitted to Council on 10th April 2008 by Councillors A Lloyd, D Phillips, J Burtonshaw, C Thomas, M Child, J Miles, R Stewart and R Francis-Davies:

“There are more people enslaved today than there were 200 years ago when William Wilberforce led the fight to abolish slavery. Human Trafficking, the modern day slave trade, is the fastest growing form of international crime with 600,000 – 800,000 people trafficked across international borders each year. While women and children are particularly vulnerable to trafficking for the sex trade, human trafficking is not limited to sexual exploitation.

Across the world men, women and children, some as young as three years old, are bought and sold into prostitution, forced labour, domestic servitude and forced organ donation to name a few.

“An ounce of prevention is worth a pound of cure”.

Women are involved in 77% of trafficking cases worldwide, with sexual exploitation a factor in 87%. Forced labour is also a motive behind trafficking. The UK is a major destination for trafficked women. Police believe that about 4,000 have been brought in to the country by criminal gangs and forced to work as prostitutes. Police say that victims are found "all over the UK, not just in metropolitan areas".

Often, women are lured by adverts in their home countries for jobs such as restaurant staff, maids and child minders. The age of victims varies widely, but most are between 18 and 24. Police have also rescued a number of children. Victims can end up in any town or city where brothels operate. They are found in all the major towns and cities in the UK. The fate of many victims is unclear.

“I am not for sale, we are not for sale, no one should be for sale”.

Council therefore resolves:

• to adopt a “Not for Sale” policy

• that on behalf of the Council the Lord Mayor and Leader of the City and County of Swansea sign The Council of Europe’s Declaration on the Fight against Trafficking in Human Beings, which the UK Government has already signed and ratified

Council recognizes that the creation of resource centres, which provide specialised assistance to trafficked human beings, should be priority. Such centres would co-ordinate all aspects of victim care through the provision of secure walk-in shelters and longer term refuges, medical and psychological assistance and a 24 hour emergency telephone hotline.

To this end Council further resolves to initiate dialogue with our neighbouring local authorities, community groups, South Wales Police and the Welsh Assembly Government to determine the best and most efficient way that such centres could be created. Council also notes that the sex industry plays a major part in human trafficking, particularly of women.

Trinity Mirror Plc, which publishes the Western Mail, South Wales Echo and Wales on Sunday decided in November 2007 not to accept classified advertisements from massage parlours and other so-called “Health Clubs”.

Council also resolves to call on the South Wales Evening Post and other local Newspapers to follow this lead and refuse adverts such as those for “Happy Niki”, “Maria’ Massage” etc”.

3. Response of the Board to the Referral

3.1 The Scrutiny Board met on 28th July to discuss the referral and to agree an appropriate course of action and response to Council. The Board was provided with a briefing report from the Corporate Director (Environment) following which the Board agree that it should take evidence from a number of professional bodies/disciplines to develop a full understanding of the situation and potential solutions.

3.2 The Board met on the 8th September 2008 and welcomed D I Anthony Brown (South Wales Police), Ron Devine (South Wales Police), Nick Jupp (Borders and Immigration), Councillor Alan Lloyd, the Corporate Director (Environment) and Officers of the Licensing Division of the Environment Department to provide their views on human trafficking

3.3 A very detailed and robust discussion ensued with representations from all the attendant statutory bodies. Issues included:

• Council of Europe was very concerned regarding the amount of human trafficking for the sex and wider industries; • Human trafficking was a problem in Swansea and needed to be addressed; • Local press advertised daily for sex industry contacts; • The Council could look at ways of supporting and helping victims; • South Wales Police had taken a lead role in investigating human trafficking and had gained convictions against two Albanian nationals for trafficking in Cardiff; • Operations Pentometer 1 and 2 were set up to combat trafficking in the UK and had been a co-ordinated campaign involving law enforcement agencies and partners to tackle those being trafficked for the purpose of sexual exploitation. A major role is played by the UK human trafficking centre in Sheffield which offers a 24hr Helpline and website; • Trafficking was an horrendous crime where victims were often coerced or deceived into the situation and may be kidnapped, falsely imprisoned or sexually assaulted, however mental power over the victim is generally exerted rather than physical, with family members back home often used as targets and threats of harm; • Pentometer 2 focused on identifying the extent of trafficking with the aim of rescuing and protecting victims and bringing to justice the perpetrators; • Massage Parlours that advertise in the press were not breaking the law but South Wales Police had recently prosecuted five women for running brothels. The authorities must prove the manager knows what was going on behind closed doors in order to obtain a conviction; • The Police always looked to support victims and help them rehabilitate in partnership with Sexual Support Referral Clinic (SARC) and Pathways, a charity working in this field in South Wales. However ultimately the future of the victims is in their hands, some return home, some remain in the UK and stay in contact with the police and support services whilst others choose to move on and effectively disappear; • South Wales Police regularly visited the massage parlours in Swansea and spoke to staff but had not encountered any problems in the last twelve months; • Private houses offering services posed a far bigger problem and were difficult to control; • UK had limited intelligence on trafficking due to the control of gang masters and the power exerted over individuals which meant people were afraid to speak; • People were not only being trafficked in the sex industries but in other industries such as catering, often trafficked persons do not see themselves as victims of a crime and some pay up to £20K to get here • Immigration Services acting upon a tip-off had recently raided a massage parlour in Swansea, however at that time all the staff were discovered to be local residents; • Since February 2008, Border and Immigration received more powers whereby offenders can be prosecuted via civil legislation; • Once people were removed from the country they were immediately replaced due to the industry being extremely well organised; • If people were determined enough they would enter the country by any means possible; • Borders and Immigration would be looking to work with the Police and partner agencies in order to improve intelligence.

3.4 The Corporate Director (Environment) explained to the Board that some Local Authorities do regularly inspect premises offering massage and special treatments for cleanliness and safety. Whilst the Authority could undertake these checks under existing Health and Safety issues at Work legislation these establishments were not a high priority under this Act and the risks posed from the declared use of the premises i.e. massage, were very small. However, if the Council acted under this legislation the problem may be driven underground. She added that while there were Local Acts that applied to Swansea, namely the West Glamorgan Act 1987, there was no provision in this legislation to allow the introduction of licensing controls for massage parlours.

3.5 Generally very limited information is available from other Local Authorities as to how they dealt with the issue. However, the Board was advised that legislation would be required in the form of a Local Act to explore licensing controls for premises providing massage and special treatments. Promoting such a Bill through Parliament would be a lengthy and costly process. Whilst criminal legislation applied to the operation of brothels, any introduction of local enforcement in massage parlours by the Local Authority would have minimum value.

3.6 Following the discussion the Board was concluded that:

• the introduction of further legislation was not recommended as it may well drive the problem underground;

• measures to monitor and address the current situation should remain and the City and County of Swansea and Social Services Department continue to work with partner organisations in order to support victims of human trafficking.

FOR INFORMATION

Background Papers: Report of the Corporate Director (Environment) to ERC Overview Board: Licensing of Massage Parlours

Contact: Spencer Martin, Overview and Scrutiny Officer 01792 636734

Date: 26th September 2008

Legal Officer: Sandie Richards

Item No. 10 (B)

Report of the Environment Regeneration & Culture Overview Board

Council – 23rd October 2008

RESPONSE TO REFERRAL OF NOTICE OF MOTION: POST OFFICE CLOSURES

Summary:

This report informs Council of the Board’s response following referral of a Notice of Motion.

FOR INFORMATION

1. Introduction

1.1 A Notice of Motion originally received by Council on 10th April 2008 was referred, without debate, by the Presiding Officer to Overview and Scrutiny. 1.2 Following the introduction of new arrangements for overview and scrutiny in May 2008 the referral was considered by the Environment, Regeneration & Culture Overview Board. 1.3 This meant that the Board would have to consider examining the matter, and respond by reporting back on the outcome of its deliberations to Council.

2. The Notice of Motion

2.1 The following Notice of Motion was submitted to Council on 10th April 2008. Proposed by Councillor D Price, seconded by Councillor V Webb

234. NOTICE OF MOTION FROM COUNCILLORS DARREN PRICE, ADRIAN REES, RHODRI THOMAS AND VANESSA WEBB

Council condemns the Post Office closure programme by the Westminster Government, which could see 2,500 Post Offices close across the UK.

Council regrets the closure of so many Post Offices within the City and County of Swansea over previous years and reaffirms its commitment to the protection of this vital network.

Council sees the Post Office Network as a valuable social resource and acknowledges that there is potential to develop the network. Council therefore resolves to enter talks with the Post Office and other relevant agencies prior to the upcoming consultation period in an attempt to minimise the number of Post Office closures in the City and County of Swansea.

Council notes that this may take the form of re-locating branches to other public buildings such as schools and libraries”.

3. Response of the Board to the Referral

3.1 The Overview Board met on 8th September to discuss the referral and agree an appropriate course of action and response to Council.

3.2 The Strategic Director of Regeneration and Housing informed the Board of key issues in connection with the Post Office Network Change Programme.

The Key issues being:

• Four Post Offices in Swansea have to close. Three have been confirmed, 1 reprieved and 1 further has now been listed as a proposed closure. • 2 closures are in areas of low population and have a very minimal demand for Post Office services. • The final decision on Lone Road Clydach has yet to be made but it is likely that it will close as POL has already reprieved one branch from the original closure proposal list. • The Gors Avenue closure will leave the elderly, infirm and those with limited mobility in considerable difficulty as the alternative branches are difficult to access. • During discussions with POL it was made clear that if any body or organisation wished to provide Post Office services where a branch had been closed by the Network Change Programme the following stipulations would apply:

o The Retailer-Provider must be in a position to meet all of the costs incurred through the provision of additional Post Office outlets including, capital costs, training and all operating costs. o The only payments that POL will make to the Retailer- Provider are commission payments based upon the business that is transacted at these locations. o Contractual agreement will be drawn up and include stability, liability and guarantee of funding clauses. o The establishment of services in these locations must not impact on surrounding outlets.

Future closures are a real possibility particularly if POL loses the Post Office card account business when the current licence expires in 2010.

3.3 Discussions followed regarding the information provided, Issues included;

• The Programme involved the compulsory closure of up to 2,500 Post Office branches nationally. • The Post Office consultation for Swansea had taken place and resulted in 3 branch closures by mid September 2008. These were Garnswllt, Gors Avenue and Parkmill. • The proposed branch closure at Carnglas Road had been reprieved but a further proposed closure at Lone Road, Clydach announced as a result. • The final results of the closure programme in Swansea would be known at the end of the Clydach consultation period in mid October 2008. • The viability of making alternative arrangements for the replacement of PO services near to Gors Avenue and Lone Road, Clydach, by using Council or Community buildings in combination with other Council/Community services. Detailed proposals would need to be drawn up, discussions would be required with POL and a robust business plan put forward. No resources have been identified to carry this out this type of work in Swansea and the Council could not take on any additional costs within existing budgets. • The cost of retaining Council involvement until the end of the current consultation period in October is estimated at less than £5,000 and could be contained within existing budgets

3.4 Following the discussion the Board concluded;

(1) That Council involvement be retained until the end of October, when the result of the closure consultation process for Lone Road, Clydach and therefore this round of closures, would be known; (2) Stipulations by POL for replacing closed branches with PO functions at community facilities in Swansea would be expensive and difficult to comply with, a full feasibility would have to be undertaken and viability may still not be proved. No resources have been identified to undertake this work in Swansea, and costs cannot be met within existing budgets.

FOR INFORMATION

Background Papers: Report of the Strategic Director of Regeneration and Housing to ERC Overview Board: Post Office Network Change Programme

Contact: Spencer Martin , Overview and Scrutiny Officer 01792 636734

Date: 29th September 2008

Legal Officer: Sandie Richards Item No. 10 (C)

Report of the Finance, Audit & Business Improvement Scrutiny Board

Council – 23rd October 2008

RESPONSE TO REFERRAL OF NOTICE OF MOTION: E- GOVERNMENT PROGRAMME - PAYROLL

Summary:

This report informs Council of the Board’s response following referral of a Notice of Motion to the Scrutiny Board.

FOR INFORMATION

1. Introduction

1.1 A Notice of Motion originally received by Council on 19th June was referred, without debate, by the Presiding Officer to the Finance, Audit & Business Scrutiny Board.

1.2 This meant that the Board would have to consider examining the matter, and respond by reporting back on the outcome of its deliberations to Council.

2. The Notice of Motion

2.1 The Notice of Motion in question was submitted by Councillors M C Child, D Phillips, J E Burtonshaw, A Lloyd, J T Miles, C Thomas, R C Stewart, D W W Thomas and R Francis-Davies:

“This Council asks the Leader / Cabinet Member for Business Improvement and Efficiency to bring a report to council on the current state of its payroll IT plans, including the financial, legal and timescale implications for a wider understanding of the current situation and a debate on the way forward.”

3. Response of the Board to the Referral

3.1 The Scrutiny Board met on 30th July to discuss the referral and agree an appropriate course of action and response to Council.

3.2 The Board was aware that a report was due to be considered by Council on 31st July on the eGovernment Programme, including the payroll element, from the Corporate Director (Resources).

3.3 As the Notice of Motion was clearly directed to, and required action from, an individual, the Board agreed to take no further action, and refer the Notice of Motion back to Council.

3.4 Additionally the Board wished to inform Council that it was concerned at the practice of referral of Motions without debate.

4. Legal implications

4.1 The procedure for dealing with Notices of Motion is prescribed in Council Procedure Rule 11.5. This provides the Presiding Officer with absolute discretion as to how Notices are dealt with.

FOR INFORMATION

Background Papers: None

Contact: Brij Madahar, Overview and Scrutiny Coordinator 01792 637257

Date: 15th August 2008

Legal Officer: Sandie Richards

Item No. 10 (D)

Joint Report of the Head of Communications and Overview & Scrutiny Coordinating Group

Council – 23rd October 2008

OVERVIEW & SCRUTINY STRATEGIC WORK PROGRAMME 2008/09 - UPDATE

Summary:

The report provides an update on the Overview & Scrutiny Strategic Work Programme for 2008/09.

FOR INFORMATION

1. INTRODUCTION

1.1 The Overview and Scrutiny function exists to improve the performance of services, to provide an effective challenge to the executive and to engage non-executive Members in the development of policies, strategies and plans. At the same time Overview and Scrutiny is expected to promote community leadership and engage communities in Council business.

1.2 The overall aim of Overview & Scrutiny is to make Swansea a better place and to ensure that services are responsive to people’s needs. A constructive and effective overview and scrutiny function, that works across organisational boundaries and engages the community, is also at the heart of the Welsh Assembly Government’s vision for public services in Wales.

1.3 Each Board will keep a watching brief on different aspects of Council policies and services to ensure that the Council is achieving its aims. Detailed work is done through in-depth reviews and, for each review, the Boards will gather a wide range of evidence, including community views, and propose improvements.

2. COORDINATING THE WORK OF THE BOARDS

2.1 In order to ensure a coordinated approach to the work of overview and scrutiny, Overview Board and Scrutiny Board Work Plans are to operate within the framework of an overarching Annual Overview & Scrutiny Strategic Work Programme, which is agreed and overseen by the Overview & Scrutiny Coordinating Group.

2.2 The key principles underpinning the Work Programme are that:

• overview and scrutiny work should be strategic, relevant and add value • the Boards are independent of the executive and ultimately responsible for their own work plans • co-ordination ensures a consistent approach, the best use of resources and avoids duplication • the demands of the overview & scrutiny programme as a whole should be proportionate to the resources realistically available to deliver it

2.3 The Coordinating Group, made up of the Chairs and Vice-Chairs of the Boards, is responsible for ensuring that the work of scrutiny is manageable, realistic and achievable and will have the maximum impact. It has an important role, with respect to the work of the Boards in:

• providing an effective forum for liaison between Overview & Scrutiny Chairs and Vice-Chairs, and Political Group Leaders / Deputy Leaders • co-ordinating the work of the Boards (including the allocation of items) so as to avoid any overlap or duplication of work and maintain balanced work programmes that reflect a mix between planned and responsive work • ensuring that reviews are conducted by the most appropriate Boards and to identify the potential for joint reviews • ensuring the work of the Boards maximises the involvement of Members, and encourages community engagement as appropriate • raising awareness of the work of overview and scrutiny

3. OVERVIEW AND SCRUTINY STRATEGIC WORK PROGRAMME 2008/09

3.1 The work involves of the 8 Overview and Scrutiny Boards involves a mix of in-depth reviews, briefings, follow up of previous reviews, referrals, and monitoring. The Strategic Work Programme has been shaped from the agreed work plans and is attached as Appendix A.

3.2 It provides a forward look for the next 3 months, and also provides a mechanism to report back on the outcome of monitoring and assessment activities.

3.3 The Strategic Work Programme is updated and presented to every meeting of the Coordinating Group in order to enable the Group to discuss progress and the effectiveness of this work. The Group is also informed of any proposed new items of work coming out of the Boards during the course of the year.

3.4 Each Board is provided with a timetable of its work for the year as a standing item on each agenda to assist in reviewing progress and forward planning.

4. NEXT STEPS

4.1 Progress in relation to the Scrutiny Strategic Work Programme will be discussed at every meeting of the Coordinating Group and this will form the basis of a regular report to Council.

4.2 Council will be updated regularly on the Overview & Scrutiny Strategic Work Programme and progress in relation to the priorities of the eight Boards.

4.3 To encourage involvement in the work of the Boards, the Strategic Work Programme will also be published and available online and available to the public through the website (www.swansea.gov.uk/scrutiny), the overview and scrutiny blog (http://openswansea.cityandcountyofswansea.info/blog/) and the 'Open Source' briefing.

FOR INFORMATION

Background Papers: None

Contact: Brij Madahar, Overview and Scrutiny Coordinator 01792 637257

Date: 13th September 2008

APPENDIX A Overview & Scrutiny Strategic Work Programme 2008/09 (October – December) - as at 13th October KEY: CYP – Children and Young People; ERC – Environment, Regeneration & Culture; FABI – Finance, Audit & Business Improvement; HSCWB – Health, Social Care & Well Being

1. Current Reviews Review Board Stage Next Steps Developing Cycling ERC Evidence ƒ Questionnaire has Action Plan Overview Gathering been issued ƒ Consultation activity with Morriston Comprehensive School – 14/10/08 ƒ Progress Report to Board - 20/10/08 Communities First ERC Evidence ƒ School visit being Scrutiny Gathering planned for October ƒ Programme of other evidence gathering being established Medium Term FABI Scoping ƒ Scoping – 20/10/08 Financial Planning Overview Effectiveness of HSCWB Draft Final ƒ Final Report – Partnerships (Older Scrutiny Report 22/10/08 People) Social Services HSCWB Conclusions ƒ Discussion on Community Transport Scrutiny conclusions / recommendations – 22/10/08 Effects of Child CYP Evidence ƒ Task & Finish Group Poverty on Scrutiny Gathering to look at Bookstart – Educational 10/11/08 Attainment ƒ Task & Finish Group to look poverty and social inclusion – 24/11/08 ƒ Task & Finish Group to look at background data and child monitoring information – 8/12/08 Older People’s HSCWB Scoping ƒ Scoping – 5/11/08 Respite Services Overview ƒ Site visits to be arranged to Earlsmoor and Ty Waunarlwydd

 Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Integrated Service CYP Evidence ƒ Visit to Youth Centres Provision for Children Overview Gathering – 12/11/08 & Young People ƒ Visit from Wrexham Council being arranged ƒ Task & Finish Group - 26/11/08: Evidence from Partner Organisations Performance FABI Proposed ƒ Briefing & to identify Measurement & Scrutiny review work - 3/12/08 Management

2. Scrutiny Hearing Hearing Board Date Invited Impact of Changes to HSCWB 27/10/08 ƒ Task & Finish Group Minor Injuries Scrutiny meeting to review Casualty Unit at stakeholder views Singleton Hospital gathered following Board meetings held on 6/7 Oct.

3. Previous Reviews Review Board Stage Progress Council’s Use of FABI Follow Up ƒ Monitoring Consultants Scrutiny Implementation (Action Plan) – 22/10/08 Council’s e- FABI Follow Up ƒ Monitoring Government Scrutiny Implementation Programme (Action Plan) – 22/10/08 School Occupancy and CYP Follow Up ƒ Monitoring Innovative Solutions Scrutiny Implementation – 3/11/08 Working with the ERC Follow Up ƒ Monitoring Community to Reduce Scrutiny Implementation Crime (Action Plan) – 3/11/08 Population Estimates & FABI Awaiting ƒ Cabinet – 30/10/08 The Census Overview decision Energy Management FABI Follow Up ƒ Monitoring Scrutiny Implementation – 25/2/09 School Attendance CYP Follow Up ƒ Monitoring Scrutiny Implementation – 20/4/09 Compact with the FABI Follow Up ƒ Monitoring

 Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Voluntary and Overview Implementation - tba Community Sector Council Membership on ERC Follow Up ƒ Monitoring Development Trusts & Scrutiny Implementation - tba Community Partnerships Community Centres ERC Follow Up ƒ Monitoring Scrutiny Implementation – tba

4. Referrals Topic From Board Next Steps WAG Local Authority Council, FABI ƒ Board to consider Grants Feb 08 Overview response on 20/10/08 following announcement of Provisional Local Government Finance Settlement HMOs & Use Classes Council, ERC ƒ Briefing – 20/10/08 Order Aug 07 Overview Not for Sale – Human Council, ERC ƒ Report back to Trafficking Apr 08 Overview Council – 23/10/08 Post Office Closures Council, ERC ƒ Report back to Apr 08 Overview Council – 23/10/08 E-Government – Payroll Council, FABI ƒ Report back to Jun 08 Scrutiny Council – 23/10/08 Post 16 - Pupil Council, CYP ƒ Further report to the Transport Jun 08 Overview Board – 5/11/08

Tackling Excess Council, ERC ƒ Briefing – 1/12/08 Packaging Aug 07 Overview

5. Scheduled Briefings Topic Meeting Date For Spatial Planning ERC Overview 20/10/08 Board Youth Facilities ERC Overview 20/10/08 Board Adult Area Protection HSCWB Scrutiny 22/10/08 Board Committee Annual Report Collaborative Procurement FABI Scrutiny 22/10/08 Board of Penyrheol School Single Children and Young CYP Scrutiny 3/11/08 Board People Plan Children and Young CYP Scrutiny 3/11/08 Board People - Social Services Changes to Intermediate HSCWB 5/11/08 Board Care Overview Changes to Homecare HSCWB 5/11/08 Board Overview  Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Leasehold Policy HSCWB 5/11/08 Board Overview Children and Young CYP Overview 5/11/08 Board People Plan and Strategy Flood Risk Councillor Forum 19/11/08 All Councillors Digital Switch Over Councillor Forum 19/11/08 All Councillors Information Management FABI Overview 1/12/08 Board (Policy Development / ICT Security) Development of Resilience FABI Overview 1/12/08 Board Policy Traffic Calming ERC Overview 1/12/08 Board Street Trading in the City ERC Overview 1/12/08 Board Residents’ Parking ERC Overview 1/12/08 Board Making the Connections – FABI Scrutiny 3/12/08 Board Update on Improvement Fund Projects Performance Measurement FABI Scrutiny 3/12/08 Board & Management Regulatory Calendar – FABI Scrutiny 3/12/08 Board Quarterly Update Provisional Local FABI Scrutiny 3/12/08 Board Government Settlement Social Inclusion Unit HSCWB Scrutiny 3/12/08 Board Door to Door Rent HSCWB Scrutiny 3/12/08 Board Collections Older People’s National HSCWB Scrutiny 3/12/08 Board Service Framework Educational Attainment in CYP Scrutiny 15/12/08 Board Swansea Community Regeneration – CYP Scrutiny 15/12/08 Board Children & Young People 14-19 Learning Pathways CYP Overview 17/12/08 Board

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6. Monitoring & Assessments Item Board Date Assessment Strategic Waste ERC 11/8/09 Quarterly updates to be Procurement Project Scrutiny provided to the Board – next on 3/11/08 Performance HSCWB 10/9/08 Performance within relevant Monitoring – 1st Quarter Scrutiny service areas accepted. Some 2008/09 clarification sought on performance target in relation to Disabled Facilities Grants. Annual Report of the FABI 10/9/08 Board very pleased with Housing Benefits Scrutiny service performance, despite  Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Investigation Team some resource issues. Interim Audit Report to FABI 10/9/08 Although improvements Management (PwC) Scrutiny made, a number of weaknesses found. However the Authority has responded positively to implementing the recommendations made. Some aspects to be explored further by the Board. Annual Internal Audit FABI 10/9/08 Good performance in respect Report Scrutiny of work completed and targets, though affected by some loss of productive time (training; vacancies; sickness). Accepted opinion that on the whole no significant weaknesses in the system of internal financial control identified during work in 2007/08. Swansea Metro Project ERC 17/9/08 Board carrying out further Scrutiny monitoring of project – met with representatives from . Further meeting being arranged with stakeholders. Scrutiny Review of CYP 22/9/08 Board accepted the Cabinet School Attendance Scrutiny Member’s Action Plan to implement agreed recommendations Scrutiny Review of ERC 22/9/08 Board accepted progress with Relationship with Scrutiny implementation of Statutory Undertakers recommendations however some directed at statutory undertakers outstanding – to be followed up.

 Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Overview & Scrutiny Unit – Contacts Board Support Children & Young People Scrutiny Michelle Roberts Children & Young People Overview Michelle Roberts Health, Social Care & Wellbeing Overview Delyth Davies Health, Social Care & Wellbeing Scrutiny Delyth Davies Environment, Regeneration & Culture Overview Spencer Martin Environment, Regeneration & Culture Scrutiny Spencer Martin Finance, Audit & Business Improvement Karen Shadrach Overview Finance, Audit & Business Improvement Brij Madahar Scrutiny Research Jenna Tucker Other Support Team Leader Dave Mckenna Overview & Scrutiny Coordinating Group Brij Madahar Business Forum Spencer Martin Councillor Forum Dave Mckenna / Michelle Roberts Better Swansea Partnership / Local Service Liz Jordan Board Councillor Training & Development Dave Mckenna / Delyth Davies Community Strategy Development & Review Dave Mckenna / Karen Shadrach Local Democracy Week Spencer Martin Stakeholder Survey / Web Editor Jenna Tucker

Telephone: Dave Mckenna O & S Manager 636090 Brij Madahar O & S Coordinator 637257 Karen O & S Coordinator 636292 Shadrach Delyth Davies O & S Officer 637491 Michelle O & S Officer 637256 Roberts Spencer Martin O & S Officer 636734 Jenna Tucker O & S Research Officer 637732 Liz Jordan Project Officer 637314

 Website: www.swansea.gov.uk/scrutiny  E-mail: [email protected]  Blog: http://openswansea.cityandcountyofswansea.info/blog/ Item No. 11

Council – 23rd October 2008

MEMBERS QUESTIONS UNDER PROCEDURE RULE 15

Part A – Supplementaries

1. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for Finance indicate the net increase in council borrowing (excluding the Housing Revenue Account) since 2004?

Response of the Cabinet Member for Finance

Prior to 1st April 2004, there existed a system of statutory implemented capital controls exercised by The Welsh Assembly Govt. through the utilisation of credit approvals (borrowing limits) determined by the WAG.

1st April 2004 saw the adoption of the Prudential Code by Authorities in England & Wales. This allowed Authorities the discretion to fund capital projects by prudent, affordable, borrowing.

The levels of outstanding General Fund borrowing since 2004 are:

31/3/04 - £231m 31/03/05 £234m 31/03/06- £237m 31/03/07 – £261m 31/03/08- £298m

Therefore the net increase in overall borrowing of the General Fund since 2004 is:

03/04- 04/05 £3m 04/05-05/06 £3m 05/06-06/07 £24m 06/07-07/08 £37m

2. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for Housing tell Council:

a) What checks are made on Bed and Breakfast accommodation? b) Are spot checks made? c) How regularly are checks made and by whom? d) How many people, over the last 4 years, have been moved because of unsatisfactory conditions?

Response of the Cabinet Member for Housing

A. Fire and Rescue Authorities have a duty to enforce the Regulatory Reform (Fire Safety) Order 2005 in the common areas of all residential accommodation not forming a single private dwelling. The Protocol between Local Housing Authorities and Fire and Rescue Authorities to improve fire safety, which was agreed locally earlier this year, states that the Fire and Rescue Authority will take the lead in inspection and enforcement action in Hostels/B&Bs/hotels. Inspections are carried out at least every 3 years.

B&B are subject to a food safety inspection programme. Inspections are carried out by Council Food Safety Officers on the basis of risk and are related to the number of meals prepared on the premises. B&B premises are generally regarded as low risk and will therefore be subject to less frequent inspections.

B&B premises are also subject to Health and Safety visits and spot checks by Environmental Health Officers in response to referrals, enquiries and complaints from members of the public.

Annual inspections are carried out by Housing Options on all B&B premises used by the service. The inspection includes:

• A visit to the premises • Discussions with manager to reiterate responsibilities towards our client group. • A review of the day to day running of the B&B such as breakfast time, room cleaning and linen changes. • Inspection of bedrooms and dining room.

This year’s Housing Options annual inspection visits to B&B establishments commenced in June 2008. Three establishments remain to be inspected, and these are programmed for inspection by the end of October 2008. Inspections for next year are scheduled to be completed by March 2009.

In addition, the Barnados BAYS partnership (youth homeless service) inspect B&Bs used for 16 and 17 year olds on admission and usually at least once per week. All new B&B are inspected prior to use

B. Spot checks are carried out but are usually in relation to a complaint from a client or if there are concerns about the whether the client is actually occupying the B&B. Where there is doubt over whether a client is staying in a property the client can be required to report daily to Housing Options for a guarantee letter.

C. See A above

D. Since April 2008, 2 clients have been moved by the Housing Options Service following complaints about unsatisfactory standards. This information has been kept since the start of this year, and will continue to be kept in future. The 2 complaints were relatively minor and were resolved before these particular rooms were used for our homeless clients again. Where we are aware of ongoing concerns about a particular B&B, we will not use that B&B until the problem has been resolved.

General

The Local Authority has significantly reduced the use of B&B accommodation over the last 4 years and has developed an alternative to B&B scheme in partnership with Supporting People and a voluntary organisation, the Wallich. The 20 unit scheme is in the process of being extended to approximately 45 units.

We are currently working towards eliminating the use of B&B, and have already made significant progress towards this aim.

3. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for Finance inform the council

a) If the £4M spent on consultants for pre-contract signing work and a little post- contract signing work on the Cap Gemini e-government contract was included in the £11.5M figure quoted in the last council Council in answer to a question from Cllr Richard Lewis? b) Did that £4M figure included additional technical and legal consultant fees that surrounded the efforts to implement a payroll system and the eventual withdrawal from that element of the contract with Cap Gemini? c) What is the value of the consultant fees for payroll since its first aborted implementation date?

Response of the Cabinet Member for Finance

In respect of Monies spent on consultancy costs:-:

1. The expenditure of £11.5m includes £3.7m for eGovernment advisers. The remaining £304k (of the £4m) relates to an earlier year (2003/04) and is not included in the £11.5m.

2. The above figures excludes the cost of additional advice which the Council has taken in relation to the payroll element of the contract.

3. The value of Consultants fees paid in respect of payroll since the first aborted implementation date is £63,500 excluding legal advice. The latter cost is yet to be finalised.

4. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for the Environment give Council an update on the current situation regarding the Park & Ride site for the Liberty Stadium in Swansea Vale?

Response of the Cabinet Member for Environment

The Council has applied to the Court for a possession order to remove the Gypsy traveller families from the Swansea Vale park and ride site.

The current position is the Council’s ability to enforce its property rights and make available the Park & Ride site to the Liberty Stadium [and others] is prevented until the conclusion of the Council’s claim for a possession order against named and unnamed persons who are [unlawfully] occupying the site.

A judgment by the Court is expected on 20th October 2008, but in the meantime officers are trying to conclude the proceedings by consent. If agreement can be reached it would provide a means for the park and ride site occupied by the Gypsy Traveller families to be made available to the public again.

PART B – NO SUPPLEMENTARIES

1. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for the Environment tell Council how much has the infrastructure for the Swansea Metro (bendy bus) cost to date and how much more is expected to be spent on it?

Response of the Cabinet Member for Environment

The infrastructure works for the Swansea Metro are funded by a combination of Welsh Assembly Government Transport Grant and EU Objective One Grant. The total anticipated cost of the scheme is £11,800,000. Total expenditure to the end of September 2008 has been circa £8,000,000, giving future expenditure of £3,800,000.

2. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for the Environment indicate how long it should take after it is reported for

a) a pothole to be filled in and b) a storm drain to be unblocked

Response of the Cabinet Member for Environment

a) The response to repairing a pothole will depend on how severe it is.

(i) In the case of a dangerous pothole i.e. “ a pothole that would in a short time probably result in injury of damage” this would be repaired on a temporary basis immediately (within 24 hours) followed by a permanent repair as soon as practicable. The Department has a 99.9% record in this regard.

(ii) In the case of potholes that are not dangerous but meet the Authority’s intervention level i.e. 25mm on footway and 40mm on road, these have a target date of 20 days. The Department has a 65% record in this regard.

(iii) In the case of potholes that are not dangerous and do not meet the Authority’s intervention level then no action is taken but these reports are referred to planned maintenance who, dependant on resources, may undertake work as part of planned resurfacing programme.

b) The response to a blocked drain would also depend on the situation.

(i) A blocked drain that resulted in flooding of property or causes a danger to highway users would be attended to immediately.

(ii) A blocked drain that had no significant impact would be attended to when the crew where next in the area. This may be several months.

It is worth noting that the vast majority of blocked drains are due to leaf fall and litter. The Department co-ordinates its activities during autumn in particular to minimise this impact.

It should also be noted that blockages may be in the main sewer which is the responsibility of the Water Authority and not this Council.

3. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for Social Services tell Council

a) What assessment has been made of the number of private care home providers operating within or for residents of the City and County of Swansea that are private equity owned and the degree of risk to which services for the City and County of Swansea are exposed? b) What contingency plans exist to address any sudden failure in supply by such providers? c) What discussions have the City and county Council had with the Local Health Board regarding joint plans in this regard?

Response of the Cabinet Member for Social Services

a. The current worldwide financial position is clearly extremely complex and it is recognised that there could be impacts for social care. Whilst information is available about the overall position the specific situation for any individual organisation will depend on the exact nature of their operating circumstance.

As far as the City and County of Swansea is concerned it might be helpful to know that there are in excess of 750 individuals supported in the independent sector care homes. The Care Home sector within the City and County of Swansea consists of 105 Registered Care Homes providing 2,176 places of which 1,396 provide nursing care. A range of Care Homes in other geographical areas are also used.

Of this local market approximately 353 beds are in homes owned by major national providers which generally either rely on venture capital or significant bank finance. The national providers in the City and County of Swansea do not own more than two large homes each and one national provider owns 11 small care homes of between 1 and 11 beds. The remainder of the private sector care homes for adults in Swansea are owned by private individuals who own several homes across the region, this is the biggest proportion of type of ownership locally, or slightly fewer, are privately owned homes where the operator only runs one establishment in the sector.

The Local Authority does not have knowledge as to how all these businesses are financed. However, the Care and Social Services Inspectorate Wales considers the financial viability of an organisation as part of its registration and regulation processes. Also the agreement these homes have with the Local Authority includes the responsibility to inform the City and County of Swansea of any significant issues that affect the viability of their business. There could be potential issues, for instance, where a private care home owner may have investments in other companies which may affect their personal liquidity but the Local Authority would not be privy to such information.

It has been recently noted in market reports that healthcare, including care homes, still ranks highest among corporate finance houses as one of the best areas to invest which would indicate a level of confidence in the sector. This is due to the perception that healthcare is a relatively stable industry and the profit streams, therefore, reasonably secure relative to some other sectors. Although it is recognised returns can be small currently the security of a public sector customer base and predicted level of future demand are attractive.

Indeed for two of the local major national providers for older people who are private equity financed companies that have experienced financial difficulties recently these issues are reporting improved prospects. One has attracted a new private equity backer and the other has renegotiated its debts. Despite trade press reports of difficulties for some in the sector no major national closures have been notable in the adult care home sector due to the current economic climate. The intelligence around this issue that the Local Authority may have is based on receipt of some market information that the Contracting section of Social Services monitors, via national reporting, commissioning networks and liaison with regulators.

Nationally there have been concerns raised by Local Authorities to the Welsh Assembly Government Social Care Commissioning Working Group. There is a view that Value Wales could have the capacity and tools and intelligence to map the market nationally on behalf of all Local Authorities and LHB’s, especially as many of the operators concerned operate on a national basis.

b. Whilst there has been no specific contingency planning for this particular circumstance Social Services does have experience of care home closures for other reasons.

There have been two planned closures in the last year or so and a core plan and process has been developed to manage these circumstances. This is based on recommendations from draft WAG Guidance on Managing Escalating Concerns and Closures in Care Homes and has been applied in co-operation with the Local Health Board and Care and Social Services Inspectorate Wales where necessary. Arrangements for a joint Inter-Agency Monitoring Panel and Home Operational Support Panel to manage particular issues as described in the guidance have also been put in place.

However, it is also the case that should such enterprises go into liquidation an administrator is likely to be appointed and would need to take into consideration the duty of care the organisation has to residents. They may make provision to take over running of the home as a going concern until the position for the organisation has been more fully determined.

c. As noted above the Local Health Board are part of the joint arrangements that exist based on the recommendations from the draft WAG guidance.

4. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will Cabinet Member for Finance indicate the level of disputed debts from 2007/8?

Response of the Cabinet Member for Finance

1. The net debtor figure as shown in the audited 2007/08 balance Sheet was £51,084,000. This is made up as follows:-

£

Gross debt outstanding 61,541,000

Provision for bad debt -10,457,000

Net debt per the Balance Sheet 51,084,000

2. The gross debtor figure is made up of specific debts arising from specific services of the Council including Council Tax collection, National Non Domestic Rates, Housing rents, Estate rentals and Sundry debtors (Revenues and receivables). Each of the above services has its own debt recording and collection system and its own specific debt level at any point in time. 3. The External Audit Interim Report to management for 2007/8 stated that at the time of the internal audit review the Authority’s revenues and receivables system was showing a balance of £4 million classed as disputed. 4. The management response indicated that this was not a true figure for invoices actually in dispute, as other categories were included in this general description. We estimated at the time of the response that the figure was £1.2m. 5. This figure is now reduced to £ 615,978. Work continues with those Services which have raised these specific invoices to ensure that the remaining disputes are resolved.

5. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the Cabinet Member for Finance give an update on the current bad debt provision of the Council?

Response of the Cabinet Member for Finance

In respect of specific bad debt provisions, the current provision (which is calculated on an annual end of year basis) is £10,457,000 as at 31st march 2008analysed across the following income streams.

Income stream Bad Debt provision (£)

Council tax 4,820,000 NDR (including costs) 1,748,000 Housing rents 1,201,000 Estate rentals 150,000 Sundry debts 2,838,000 10,457,000

It should be specifically noted that the provision made is in respect of the cumulative debt as existed at 31st march 2008 in respect of each income stream and does not relate to 2007/8 income alone.

In respect of Council tax, NDR and Housing Rents the following table gives an indication of the relevant amounts collectable over the past three financial years:-

2005/06 2006/07 2007/08 Total £ £ £ £ Council Tax 77,129,000 81,793,000 85,065,000 243,987,000 NDR 59,981,000 62,222,000 63,395,000 185,598,000 Housing rents 34,825,000 35,979,000 37,861,000 108,665,000

In respect of the above income streams the following is a summary of debt written off over the same time period:-

2005/06 2006/07 2007/08 Total £ £ £ £ Council Tax 866,907 585,062 754,535 2,206,504 NDR 412,122 388,130 425,826 1,226,078 Housing rents 442,000 726,000 395,000 1,563,000

The bad debt provision is generally based on an analysis of age of debt with the exception of NDR (Business Rates) which is calculated specifically on debtor status (i.e. whether in administration, etc).

6. Councillors D Phillips, J Burtonshaw, A Lloyd, B Lloyd, C Thomas, J Miles, M Child, R Stewart and R Francis-Davies

Will the appropriate Cabinet Member tell Council the total cost of changing the name of County Hall to Civic Centre on all stationery, etc? Did consultation take place before the name change and were consultants used to advise on the new name?

Response of the Cabinet Member for Business Improvement and Efficiency

In respect of the cost of changing the name of County Hall to the Civic Centre on all stationery, etc., it was agreed as a principle at the appropriate project board that all existing supplies of stationery would be used up prior to any new stationery with the amended name being ordered. As far as I am aware this should have been the case.

The consultation regarding the name change took place at project board and members liaison group meetings where the Project Manager presented several signage options in graphic illustration form for the front of the building. This was a pre planning requirement where planners required this information to consider the planning application for the new library.

There were no consultants engaged in this process.

7. Councillors J Davies, R Francis-Davies, M Hedges, B Lloyd and R Stewart

With Llanllienwen Road being a major route to the hospital we accept traffic calming cannot be installed but there are serious speeding problems on the road. Will the Cabinet Member ensure that a 30mph flashing sign is installed?

Response of the Cabinet Member for Environment

I am aware of the concerns regarding the speed of traffic on Llanllienwen Road. The provision of a permanent speed camera near to the park entrance has already been investigated but road accident statistics were such as to not warrant the use of a permanent speed camera. Accident figures show that in the last three years to June 2008 there have been 4 slight accidents resulting in 6 casualties. This is below the guidelines set by the Department for Transport/WAG for a permanent speed camera. Should Members wish to have the complete details of the guidelines then I will arrange for this to be forwarded to you.

These concerns have already been forwarded to the camera partnership to request the periodic use of a mobile speed camera.

The Members request for an electronic 30mph flashing sign to remind drivers of the speed limit is noted. This request will be considered as part of a bid for funding from the camera partnership in the next financial year. This will be subject to a review of the effectiveness of similar signs in the Swansea area.

8. Councillors J Davies, R Francis-Davies, M Hedges, B Lloyd and R Stewart

Will the Cabinet Member for the Environment tell us when the bollards will be installed on the pavement, to stop vehicles mounting them at

a) Bedford Street and b) Garth View/ Clydach Road corner

These will be funded from the local members’ environment improvement schemes money.

Response of the Cabinet Member for Environment

Officers have advised Members previously that they could not support Member requests to install bollards at these locations. If vehicles are parking or driving over the footways this should be reported to the Police who have the necessary powers to take to the most appropriate action.

9. Councillors J Davies, R Francis-Davies, M Hedges, B Lloyd and R Stewart

Will the appropriate Cabinet Member give a date when the overgrowth opposite the houses on Springfield Street, between its junction with Pentrepoeth Road and Tawe View Crescent, be cut back?

Will he also give a date when the overgrowth around the bus stop on Clydach Road, approximately opposite number 345, will be cut back?

Response of the Cabinet Member for Environment

a) The overgrowth on Springfield Street will be cut back prior to the end of October.

b) A recent site inspection at the bus stop opposite 345 Clydach Road did not identify any overgrowth onto the highway, therefore no action is required.

10. Councillors C Thomas, B Owen, J Burtonshaw, H Morris and G Phillips

Will the Cabinet Member for Education explain why there are two portacabins outside Tirdeunaw School and what they are being used for? Have they received planning permission?

Response of the Cabinet Member for Finance

I understand that the School have hired a metal container for use under the Foundation Phase for storage of equipment and resources for outdoor learning.

A further two storage containers on site are also being used for the storage of Foundation Phase equipment, spare furniture etc.

One of the containers had previously been located to the rear of the school on the Daniel James site, with the school’s permission but at the request of the school was then relocated.

The containers are not being used as classrooms. They were considered more appropriate for storage purposes than wooden sheds.

I am not aware of advice having been sought of any officers within the Authority on the planning implications of the installation of these containers and they do not have planning permission. The school were aware of similar containers being used on other sites and did not realise that planning permission was required.

I understand that the school will need to make a retrospective planning application to retain the containers on site.