CARDIFF COUNCIL AGENDA ITEM: 6 CYNGOR CAERDYDD
ENVIRONMENTAL SCRUTINY COMMITTEE: 8th April 2014
BEREAVEMENT & REGISTRATION SERVICES STRATEGY
Reason for Report
1. To provide Members with a briefing on the draft Bereavement & Registration Services Strategy due to be considered at the Cabinet meeting on the 10th April 2014. Once approved the Bereavement & Registration Services Strategy will set out how Cardiff Council will address bereavement and registration for the next 10 years.
Background
2. At its September 2004 meeting the Community and Adult Services Scrutiny Committee established a Task and Finish Group to examine bereavement services. At that meeting the Committee agreed the following terms of reference:
“To consider issues relating to Bereavement Services and contribute to the development of a strategy for this service”.
3. Committee published its Inquiry report titled “ Bereavement Strategy – An examination of Council’s provision of bereavement services and the need for a Bereavement Strategy” in February 2005. In the foreword to the report, the then Chair of Community and Adult Services Scrutiny Committee Councillor Brian Finn, said:
“The key findings and recommendations as detailed in this report, if fully accepted and implemented, will help to prepare a strategy that will develop this service over the next 10 years and help to move Cardiff County Council to a position of having a Bereavement Service that is well delivered and fit for the 21st Century and Europe’s youngest Capital City”.
1 4. Soon after the publication of this report in 2005, Bereavement Services presented its first Strategy document. At the time the service was in need of major investment and was operating to a financial deficit of over £500,000. The purpose of this strategy was to address these key issues and focus on building a Bereavement Service suitable for the Capital City of Wales and become the leading organisation in this field.
5. The original strategy was a success. The service reduced the operating deficit to nil and now comfortably matches its income and expenditure on an annual basis. The service has been able to apply major investment in all areas through careful use of its own self generated reserve. In addition to this the standards and services offered to the bereaved have improved dramatically. Customer satisfaction ratings are now consistently between 97% and 99% year on year, rising from around 50% 10 years ago.
6. The proposed draft strategy sets out the priorities and needs for the service over the next 10 years. The strategy highlights the key areas to be addressed to implement further improvements based on customer need and the requirement to invest in the service where necessary to ensure that Cardiff can continue to provide a sustainable and fit for purpose service that will at some point impact on every resident of the City.
7. In 2010 following a departmental restructure Bereavement Services and Registration Services joined together to form one Service Area. In 2011 Cardiff adopted the General Registrar Office New Governance Policy which allows for more flexibility in the delivery of the Registration Service. This strategy now encompasses changes and service improvements connected to the Registration Service.
Issues
8. The draft strategy focuses on meeting customer need and expectations for the future. It considers the current Administration’s core aims of:
• Economic Development and Job Creation; • Improving Education; • Protecting the Vulnerable.
2 9. The draft strategy document sets out the needs of the service and if adopted as policy it will commit to:
• Delivering a high standard and efficient service to the public and meeting and exceeding customer needs; • Developing a sustainable and affordable Bereavement & Registration service; • Ensuring that costs to the public are managed and kept at a competitive level to assist in keeping down the overall cost of a funeral and other key life events whilst preserving the income stream for the Authority; • Integrating the work and help that Bereavement Services offer into the wider community in order to help and protect the vulnerable and educate the public in any area of bereavement and funerals; • Highlighting to Elected Members the value and need for the service and working closely with other areas of the Authority to contribute towards meeting the current financial pressures facing the Council.
10. The draft strategy aims to provide a long term plan for the service and will form the basis of its annual business plan. Key needs identified for the service will be lifted from the overarching strategy document and implemented and monitored through the annual business planning process.
11. A copy of the draft Bereavement & Registration Services Strategy has been attached to this report as Appendix 1. The document has adopted the title ‘Cardiff Bereavement & Registration Services - A Statement for the Future – 2014 – 2024’.
12. The ‘Cardiff Council – Statutory Screening Tool Guidance’ document completed with this draft strategy has been attached as Appendix 2. This document ensures that all Cardiff Council strategies, policies and activities comply with relevant statutory obligations and responsibilities.
Legal Implications
13. The Scrutiny Committee is empowered to enquire, consider, review and recommend but not to make policy decisions. As the recommendations in this report are to consider and review matters there are no direct legal implications. However, legal implications may arise if and when the matters under review are
3 implemented with or without any modifications. Any report with recommendations for decision that goes to Cabinet/Council will set out any legal implications arising from those recommendations. All decisions taken by or on behalf the Council must (a) be within the legal powers of the Council; (b) comply with any procedural requirement imposed by law; (c) be within the powers of the body or person exercising powers on behalf of the Council; (d) be undertaken in accordance with the procedural requirements imposed by the Council e.g. Scrutiny Procedure Rules; (e) be fully and properly informed; (f) be properly motivated; (g) be taken having regard to the Council's fiduciary duty to its taxpayers; and (h) be reasonable and proper in all the circumstances.
Financial Implications
14. The Scrutiny Committee is empowered to enquire, consider, review and recommend but not to make policy decisions. As the recommendations in this report are to consider and review matters there are no direct financial implications at this stage in relation to any of the work programme. However, financial implications may arise if and when the matters under review are implemented with or without any modifications. Any report with recommendations for decision that goes to Cabinet/Council will set out any financial implications arising from those recommendations.
RECOMMENDATIONS
The Committee is recommended to:
1. Take account of the information received at the meeting, and;
2. Report any comments to the Cabinet for their consideration.
Marie Rosenthal County Clerk and Monitoring Officer 2nd April 2014
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CARDIFF BEREAVEMENT & REGISTRATION SERVICES
A STRATEGY FOR THE FUTURE
2014 - 2024
Bereavement Services Strategy
Introduction William Ewart Gladstone, a former British Prime Minister, famously said
“Show me the manner in which a nation or a community cares for its dead and I will measure exactly the sympathies of its people, their respect for the laws of the land, and their loyalty to high ideals.”
This powerful and accurate statement speaks for itself. Britain as a whole generally has the upmost respect for its dead, a good example of this is the numbers of people who regularly line the streets at Brize Norton to pay their respects to Soldiers being repatriated having been killed in action in foreign lands, soldiers they have never known or met but who the public feel an overwhelming sense of respect and compassion for.
We are all human and death is something that each and everyone of us will have to deal with at some point in our lives and learn to deal with and accept the powerful emotions of grief and loss.
It is essential that Cardiff Council does not lose sight of its service to the bereaved residents of the City or the valuable contribution that the Bereavement Services bring to the wider community.
The Council must also commit to the reasons why it provides this service at all. Obviously there is the issue of burying and cremating the dead but we must remember in undertaking these actions we are helping the bereaved through their own grieving process. We are responsible for providing the cemeteries and memorial gardens that people will visit repeatedly for years to come after they have lost a loved one and provide essential and affordable services for them to use. It is us who work to educate the bereaved and those who work with and support the bereaved in order that the wider community has a reliable service that they know and trust.
These issues and the service that Bereavement provide all link directly into the current Administrations core aims of Protecting the Vulnerable and Improving Education as well as the service being used by a wide range of local businesses which help in the Economic Development of the City.
The local authority, through its Bereavement Services department, needs to continue to provide a holistic environment in which the bereaved can grieve in a healthy manner. The service deals with over 500,000 visitors to its sites every year and in excess of 4000 funerals for the local population. As the City expands in the coming years these figures will also increase and this strategy aims to set out and prepare for issues such as this and identify how it can successfully develop the service to meet the needs of the bereaved over the next 10 years.
The first strategy published in 2005 has undoubtedly been incredibly effective, the service has benefited from clearing its operational deficit of over £500,000 and still invested in its infrastructure to maintain and improve standards for visitors. Since the original strategy was adopted Bereavement Services has worked hard to raise its profile and work towards providing the exceptionally high quality service to the public that is in place today. Coupled with the facts that the service has also been able to invest in its infrastructure, reach out to the wider community and have a
- 2 - Bereavement Services Strategy positive impact through its education and partnership working and just as importantly effectively balance its expenditure against its income making it a cost neutral service for the Authority are all compelling reasons why the service is a beacon to the rest of Wales and the UK and why the Council should be proud of its achievements to date.
The service is a success and by providing the high quality and essential services that it does has won a number of local and national awards. A key achievement is the attainment of the highest ‘Gold’ standard in the UK wide national benchmark set by the Carter for the Bereaved and is the only Gold standard service in South Wales and one of only two throughout the whole Country. In addition to this work has increased with partner groups and organisations such as those who work in social services and the caring professions and the University Hospital of Wales to help and educate those who deal with the bereaved on a regular basis.
During the period of the initial strategy document a decision was taken to place the Registration of Births Deaths and Marriages under the same management due to the close links of the two services with both aiming to achieve the very highest standards in terms of customer outcomes. This merger has been a success to date with key changes to modernise the Registration Service already underway.
It is no secret that much of the success of this service to date is attributed to the staff that the Authority employs. Although a relatively small team each and every one of the team is fully committed to providing the very best service to the public and are regularly looking at ways that the service can improve and meet the changing needs of the public.
This strategy document will pave the way for the provision of a high quality Bereavement and Registration Service for the City of Cardiff which will remain financially sustainable, respond to the challenges of the Local Authority in these austere times and remain at all times committed to the well being of the wider public who all use this key service and react positively to their needs.
Once adopted this strategy will meet the core aims of:
• Delivering a high standard and efficient service to the public and meeting and exceeding customer needs • Developing a sustainable and affordable service and ensuring that costs to the public are managed and kept at a competitive level to assist in keeping down the overall cost of a funeral and preserving the income stream for the Authority • To integrate the work and help that Bereavement and Registration Services offer into the wider community in order to help and protect the vulnerable and educate the public in any area of Registration functions, bereavement and funerals • Highlighting to Elected Members the value and need for the service and working closely with other areas of the Authority to contribute towards meeting the financial pressures facing the Council
Martin Birch Operational Manager for Bereavement & Registration Services for the City and County of Cardiff
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Background
The purpose of this strategy is to follow on from the previous successful first strategy which was published in 2005 and to provide a new way forward for continuing with the identified improvement works for the next ten year period. In July 2007 Bereavement Services was realigned from Culture Leisure and Parks to Strategic, Planning and Environment which presented the authority with an ideal point to review the 2005 document. In 2010 Bereavement Services was merged with the Register Office and moved within the Communities, Regulatory & Supporting Services Service Area and from 2013 has moved to the Environment Directorate. This allows for the development of a joint improvement strategy for both areas of the service and provides a vision for moving the service forward once more.
The strategy is linked to the overarching strategic framework of the Council’s priorities. Reference will be made to the Corporate Business Plan, Policy Action Plan, Cardiff’s Community Strategy and the Local Sustainability Strategy. This document provides a vision for bereavement and registration services outlining the key issues facing the division and detailing what must be done and cost implications. These actions will be risk assessed in accordance with the council’s Risk Management Policy to provide a comprehensive list of priorities. In addition, the actions from this document, will underpin the business planning for Bereavement and Registration Services on an annual basis forming the aims and objectives for each year.
In December 2004 a Scrutiny Services Task and Finish Group undertook a study of the service and produced a report outlining recommendations and key drivers to improve and enhance this essential service. These still remain important in driving the section onwards:
• Maintain and enhance the service from the perspective of our customers • Support the service as it faces a range of complex and interlinked issues • Provide a holistic approach • Provide a vision for the service that will benefit the staff, the Authority, elected members and stakeholders • Provide the foundations to improve performance in a UK context • Respond to Scrutiny recommendations
The strategy aims to ensure the service remains “fit for purpose”. To do so, the key issues that this strategy looks to address are:
• Ensuring the service meets customer needs, now and into the future • Lack of burial space for the future • Condition of buildings and infrastructure • Financial performance & sustainability • Memorialisation • Environmental standards • Disposal of foetal remains • Staff • Relationship with funeral directors and other key stakeholders • Raising the profile and awareness of the service
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In order to ensure that the strategy is a ‘live’ document it forms part of the Council’s Corporate Business Plan 2013-17:
Headline 2013/14 2014/15 2015/16
Continue to modernise our Implement Actions from the Registration RIE Implement actions from Bereavement and Present report to Scrutiny to Bereavement and Registration Prepare 10 year strategy documents for Registration Strategy update on progress made and Services improving accessibility Bereavement and Registration Services highlight improvements to the and choice services.
Annually items from the revised strategy will be fed into the overall Service area business plan and at a more local level to the Bereavement and Registration Services Business Plan which is produced annually and reviewed on a quarterly basis at operational meetings.
As the service operates in two distinct areas and In order to facilitate how this strategy can be implemented it will be divided into the two sections which can be read separately however delivery will be through a joined up approach of both services with staff interacting within both areas.
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Introduction to Bereavement Services
Statutory Duties
Under the Local Government Act 1972 and the Orders made thereunder, including the Local Authorities Cemeteries Order 1977 (LACO77) a Local Authority may provide and maintain cemeteries inside or outside of its area.
Under Article 4(1) of LACO77 a Local Authority must keep in good order and repair any cemetery that they are responsible for together with the walls, buildings and fences thereon and any other buildings provided for use therewith.
Section 4 of the Cremation Act 1902 provides that a Burial Authority’s powers to provide and maintain burial grounds or cemeteries or anything ancillary or incidental to the provision of cemeteries shall be deemed to extend to the provision and maintenance of crematoria.
The above legislation provides for a local authority to own and operate cemeteries and crematoria and charge such fees as they see fit. In addition to this the legislation extends to statutory requirements of keeping registers and plans of sites.
In 2008 the Cremation (England & Wales) Regulations were completely reviewed and re-written to tighten up the cremation procedure in the wake of the Shipman enquiry and offered the applicant for cremation an opportunity to inspect the medical forms completed by the doctors. Implementation of this change was challenging as the Ministry of Justice gave only 6 weeks notice of its implementation and this required fundamental changes to all of the statutory forms that the service administers.
The cremation of human remains is also governed by the Environmental Protection Act 1990 (EPA1990) with regard to emissions from the establishment. These must be recorded and submitted to the local Environmental Health office in order that a certificate to operate is granted on an annual basis.
Other legislation that impacts on bereavement services is that of the Public Health (Control of Disease) Act 1984, which states that a Local Authority becomes responsible for the disposal of any person who dies within its boundary where no other funeral arrangements are being made. Currently Bereavement Services undertake approximately 22 of these funerals per year; however with funeral costs increasing it is expected that there will be an increase in public health funerals in the coming years.
Future known issues include the replacement of the Medical Referee for cremation with a Medical Examiner appointed to issue a certificate for the funeral to proceed for all deaths. Details are still being worked on by the Ministry of Justice but it is anticipated that the delivery of this service will be administered by the Local Authority who will become responsible for the costs of the Medical Examiner and recovery of his fees from the public.
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Need for the Service The primary purpose of Bereavement Services is to provide facilities and services to address the loss of human life. The strategy’s development will clarify the direction of the Service for the next ten years whilst detailing service delivery standards. It should also serve to help raise awareness of the Bereavement Services available in Cardiff.
Bereavement Services is committed to delivering quality services to ensure that the bereavement experience occurs without error or insensitivity and meets the religious, secular, ethnic and cultural needs of the bereaved within the whole community. Such needs will continue to be monitored using census data as one of the basis for ideas. Bereavement Services provide cremation, burial, exhumation, memorialisation and information services to the residents of Cardiff and also to visitors from outside of the City and from abroad.
Bereavement Services is a vital, front line function which provides services to all members of Cardiff’s communities. Social health relies upon people both facing and meeting the inevitability of death, also the funeral arrangements and its procurement is rarely understood, therefore ensuring Cardiff’s residents obtain information relevant to funerals is important. To achieve this Bereavement Services has provided Know your Funeral Rights (Rites) talks which not only promotes choice so that a meaningful funeral service can be obtained, but also the value and need for a Will and provide copies of Advance Funeral Directives all of which bring about emotional and mental closure. Training courses to community groups, funeral directors and arrangers, health professionals and social services staff are run at regular intervals by Bereavement Services staff.
The Charter for the Bereaved was launched in 1994 by the Institute of Cemetery and Crematorium Management (ICCM). The objective was to provide a number of Charter Rights that the bereaved could expect to receive as a minimum standard of service. Since 1994 the Charter has evolved and is now used as the only national benchmark for Cemeteries and Crematoria throughout the UK by means of an annual Charter Assessment process. The Charter for the Bereaved includes 33 Charter Rights and an overview of these Rights is attached as Appendix 1. From this document the guiding principles of Burial and Cremation Authorities and the code of cremation practice has been developed and is attached as Appendix 2 & 3. Cardiff Bereavement Services has been rated a gold level service and is rated as the only Gold Service in South Wales and one of only two Gold services throughout the whole of Wales.
By providing high quality and professional services and meeting the criteria of the Charter for the Bereaved there is an opportunity to assist in a healthy grieving process which ultimately underpins the Community Strategy of Health Social Care and Well being. Psychologically, the grieving process may bring about complex emotional factors which have to be considered in all contact with the bereaved and any strategies which are implemented.
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This strategy aims to commit the Authority to the provision of this essential frontline serve, set a clear direction of travel for the future and build on its existing success.
Mission Statement:
To comfort the bereaved by providing a range of professional, caring and meaningful services during a time of need.
Community and Corporate Links
Corporate links: The current administration has three main aims for the authority. Bereavement Services’ strategy will consider these aims throughout and feeds into these aims in the following way:
Economic Development & Job creations: • Bereavement Services operates from a break even position and is able to provide a first class service without costing the council. • Potential for more income streams through the provision of wider services. • Provision of the Cardiff Council Funeral Service which has bought in a new business to the City. • Re-opening of the flower shop at Thornhill which has enabled a new business venture to be started. • Concerns have been raised by local businesses associated with Bereavement Services of the economic impact to them if Bereavement Services were no longer providing burial and cremation services.
Improving Education: • Use of Cathays Cemetery by local schools for history and biodiversity work. • To work with local schools by providing staff to cover elements of the curriculum associated with the Victorian era as well as death and bereavement • Use of the heritage trails within Cathays cemetery by local schools and groups • Work with University of South Wales history and drama departments to provide learning opportunities for students.
Protecting the Vulnerable: • Bereavement makes people vulnerable and all of the services and advice we offer help to alleviate the grief of this vulnerable group of people and empower them to make informed choices. • Cardiff Council Funeral service provides a fixed low priced funeral for all citizens of Cardiff. • Explore ways to improve and modify the Cardiff Funeral Service and consider future delivery models that continue to benefit the bereaved • Provision of talks to social services, the NHS and third sector groups to provide them with pre-need advice which they can advise their clients • Supply of baby memorials which keep costs low for vulnerable families
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• Explore the supply and manufacture of low cost grave memorials direct to the public. • Provision of pre-need funeral information to the public • Provision of a service 365 days of the year with staff available to assist families 361 days per year.
Pandemic Plan: Through all corporate plans for preparedness for a pandemic Bereavement Services forms a key part to ensuring that the authority is able to cope with a large increase in the death rate.
Throughout all the authority’s pandemic planning Bereavement Services was identified as having a pivotal role both in carrying out the burial or the cremation of the dead in the first instance or providing multiple occupant graves in which the dead can be buried for a later post mortem or prior to a final funeral service being arranged and undertaken once the pandemic is past.
The amount of work connected to such an emergency is vast and the plans currently in place provide a robust mechanism for Cardiff to deal with this eventuality. It is of course hoped that these plans will never be utilised but the Authority can be assured that should the worst happen Bereavement Services will be able to lead on the issue and manage the process in the most effective and ethical way.
Community Involvement
Bereavement Services has a vital role within the community both from its provision of a holistic environment in which to allow the grieving process to occur and with its involvement with the wider community through a number of initiatives.
Cathays cemetery provides a wealth of historical information about the city and its inhabitants. The current heritage walks are very well attended but more could be done with this very useful site and work is currently underway with the University of South Wales History and Drama departments to further expand the trails. Work has been carried out with the Living Churchyard project to link in Key Stages 1 and 2 activities to the cemetery with worksheets provided for the children. Furthermore work at Geography GCSE level and University geology studies have also been undertaken over a number of years. A programme to introduce and educate school children can be implemented and worksheets have been developed and thematically based studies more in keeping with recent curriculum initiatives have been made available to schools.
Community use of the cemeteries is multi-generational from those who use some of our cemeteries as a walk through to school, university and work to others who use it as part of the walking for health initiative each week. Memorial services are held at Christmas and Easter and a special baby remembrance service is held in June each year. This service is held in partnership with the University Hospital of Wales Chaplaincy and also Sands. There is also an active Friends group which was established as part of the outcomes from the last strategy and now has a membership of 80. This group holds monthly workdays within the cemetery, walks and lectures throughout the year.
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Achievements of the Previous Strategy
The strategy produced in 2005 provided a key driver for all improvements to the service. Since its inception customer satisfaction has increased and the service has become more proactive. Headline achievements include: • Bereavement Services becoming a break even service for the authority. • Removal of resident and non-resident fees. • Completed extensions to Thornhill and Western Cemetery to meet ongoing burial needs in the north and west of the city. • new waiting room facilities, roof and windows to Thornhill Crematorium including the refurbishment of the new chapels • Development of digital media to meet the needs of the bereaved from a digital music system, DVD recordings of services, web casting of services and visual tributes within services. • Replacement cremators to meet the rigors of the Environmental Protection Act. • A new Book of Remembrance Room providing quiet space for families to view their entry in the Book of Remembrance • Introduction of a digital Book of Remembrance allowing families to see their entry when they visit rather than just on one specific date. • Overflow car park at the crematorium • Development of a Friends group at Cathays Cemetery • Re-roofing of the chapels at Cathays Cemetery to provide a watertight building. • Adoption of the British Register of Approved Monumental Masons • Completion of new cemetery and crematorium regulations which provided information to the public concerning the justification for the regulation. • Development of a specialist horticulture team to meet the needs of the bereaved and carry out horticultural works within Bereavement Services. • Development of an out of hours burial service and same day service for those with a cultural need.
Consultation
Given that both the Bereavement and Registration Services are very much customer focussed it is essential to formally consult with those using our services to identify their needs for the future and incorporate them into this strategy.
Following a draft of the strategy consultation meetings were held with stakeholders and their views have been included within the strategy where appropriate.
The residents of the City are those who we provide our services for and consultation with our customers is an ongoing and regular event. Everyone using our services whether through Registration or Bereavement Services will receive a service provision questionnaire asking them about their experience and welcoming additional comments that we can use to improve the service.
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Key stakeholders and businesses that use the service engage in a formal ‘stakeholder’ meeting held every 6 months. This is a two-way forum whereby the service gets feedback from its customers and also discusses future proposals and ideas to improve the service.
Ethnic and specialist groups such as Hindu, Sikh, Muslim and the Stillborn and Neo Death Society (SANDS) are also consulted with on a frequent basis to ensure that the Authority is meeting their cultural and religious needs in relation to bereavement services.
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Section One: Summary of identified key issues
Overview
The service consists of 7 burial sites, 2 closed churchyards and a single crematorium with two chapels. The main office is located at Thornhill Cemetery and crematorium. Western and Cathays cemeteries also provide office facilities in order to serve the public.
The service operates over 7 days with staff available to deal with public enquires at weekends and bank holidays as well as throughout the working week. Cremation services are available Monday to Saturday and the burial service operates over 7 days to accommodate those with cultural needs who require burial as soon as possible after death.
All cemeteries and the Book of Remembrance room are open everyday with opening and closing times varying throughout the year.
The grounds maintenance works and grave digging operations are carried out by in house staff and no client/contractor split exists within the service. A total of 44 staff are responsible for the delivery of the service.
The actions identified within this strategy document are grouped into the categories of short, medium and long term plans. (Appendix 6)
Short term 1-3 years (2014 – 2017) Medium term 4-7 years (2018 – 2021) Long term 8 – 10 years (2022 – 2024)
These objectives will be captured on an annual basis as part of the Service Areas annual Business Planning Process and reported through the BIM process of Sports, Leisure and Culture.
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Key Issue – Lack of Burial Space for the Future
There are seven operational cemeteries and two closed Churchyards totalling 184 acres of land which must be maintained. This area of operational land is increasing by approximately an acre per year due to the take up of grave spaces.
There are currently approximately 180,000 graves within our cemeteries which increase by around 1000 per year. Approximately 1300 burials take place in these cemeteries on an annual basis which is made up of 1800 full burials and 500 interments of cremated remains.
The main cemeteries used for burials are Thornhill (45 acres), Western (44 acres), Cathays (86 acres) and Pantmawr (10 acres) however, no new graves are currently provided at Cathays. Radyr, Llanishen, and Llandaff cemeteries are also used for re- open. The needs of each cemetery are complex and the service demands are ever changing.
Concerns were raised by members of the Church in Wales who have burial grounds that there is a lack of burial space and most church yards are small in size. It is unlikely that there will be any new church burial grounds brought into use.
Service needs: • A review of the Local Development Plan needs to be carried out to look at the development needs for a new cemetery in the North and East of the City. The lack of future burial space is a major long term risk which will pressurise the service and needs urgent attention. • Bereavement Services must ensure that planning include proposed cemetery sites as with the proposed population growth of 35% a provision for new cemetery land must be made within any medium to long term City wide planning with the areas identified on any Local Development Plan. • A study needs to be carried out of the potential graves available for re-use across all sites. • Investigations into the feasibility of re-opening Cathays Cemetery which will follow on from the report into grave re-use and the study of grave availability in the cemetery. The reservation of graves at this site must also be considered alongside any new cemetery developments. • The need for and location of a new crematorium needs to be investigated alongside any funding options for such a venture including collaboration with a neighbouring local authority. • To establish a digitised plan off all sites incorporating Site Map, section plan with the ability to highlight specific grave number, photo of grave showing memorialisation and a copy of memorial permit. • Investigate the provision of 3 depth graves at any new site or extension to a site • Investigate the provision of a separate natural burial ground to meet the needs of those who would choose Natural Burial as a burial option.
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Key Issue – Condition of Buildings and Infrastructure
Cremation Service
Thornhill Crematorium, which opened in 1952, consists of two Chapels to meet the differing needs of the bereaved. The Wenallt Chapel seats 150 people and the Briwnant Chapel seats 50 people with a digital music system, web casting service and visual tribute service provided in both chapels. An organ is available to be used in the Wenallt Chapel should the family so wish and they can arrange for their own organist to attend. Meeting the needs of the bereaved and providing them with choice is a key element within this service and this is one of the drivers for any improvements carried out.
Over 2700 cremations take place each year using three cremators operating strictly under the Environmental Protection Act 1990. All staff operating the cremators has obtained the relevant professional qualifications. Mercury abatement equipment was installed in the crematorium in 2009 and this makes Cardiff compliant with the current legislation and not having to undertake any burden sharing agreements itself but has the ability to sell abated cremation credits to other crematoria who have not installed abatement equipment.
As the crematorium of a capital city it is imperative that Cardiff’s crematorium is a beacon of excellence in both its service delivery and its appearance.
Service needs: • Refurbishment of both the Wenallt and Briwnant Chapels and replacement of the chapels’ chairs over the ten year period to maintain the fabric of the chapels and carry out any identified improvements. It will also ensure that the crematorium remains competitive with any other crematoria within the area. • Consider increased toilet provision for the whole crematorium site and undertake the refurbishment of toilets for the Briwnant Chapel • Development of a redesigned floral tribute courtyard area. • Installation of disabled ramp access to the car park • Redevelopment of the front entrance to the crematorium and cemetery site at Thornhill & improvements to the exit area. • Installation of lighting to the exit road and provision of solar light posts in Gardens of Remembrance, exit area and car parks. • feasibility study into the development of a new crematorium • Investigate any proposed legislative changes which may affect the emissions from the cremation process and any works that may be required to the cremators to ensure compliance. • Consideration to be given to the music provision within the chapels from increased media platforms made available to the public to replacement of the organ. Additionally digital music provision to be reviewed on a timely basis. • Replacement of the Garden of Remembrance plinths and naming stones to go alongside the redesign of each garden.
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• Ensuring adequate service times are available to meet the forecast increased death rate and population increase in Cardiff. • Replacement of the current cremators will need to be considered during this time via capital investment due to the cost. • Continued expense of maintaining the cremators with new hearths and complete relines of the machines. • Undertake investigation into improving the ‘flow’ of chapel users into an out of the Briwnant Chapel.
Death Certification changes
One of the major considerations for both the burial and cremation service will be the introduction of the medical examiner and their role and the impact that this may have upon the service.
The introduction of this service will lead to significant associated costs for the bereaved which will be partially offset by the removal of medical referee fees and the doctors’ certificates for cremation. It appears that these new charges will have to be administered by the local authority. At present the Government is looking to introduce this process in October 2014.
Service needs: • Respond to legislative changes and prepare any system to collect and administer money for Medical Examiner’s service • Liaise with the local health board & review any changes with stakeholders once the authority are aware them
Burial Service
Thornhill In 2010 Thornhill Cemetery was extended to meet the needs of the bereaved and to provide a wider grave choice for those burying their loved ones. However, as the site continues to develop the need for increased provision for the bereaved has come to the fore.
Service needs: • Provision of a burial chapel at a suitable site to free times within the crematorium chapel. • Increased provision of mourners’ shelters on site in keeping with the shelter already placed on the extension area of the cemetery. • Replacement of the current baby lodge with a shelter style building to further meet with needs of bereaved families on the baby sections at Thornhill. • Refurbishment of the public toilets at the front entrance of the Thornhill site. • Development of the recycling and soil screen area allowing for the increased recycling of green waste both from Thornhill and other cemetery sites along with increased plastic recycling. The provision of a new shelter for the soil screen will provide staff with a leaner process for the recycling of soil and the housing of the skip within a covered area which will lead to deceased skip charges.
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• Redevelopment of the operational yard and mess room area • Investigate the future development and use of the previous office building. • Investigate the feasibility of a Funeral Directing service on site and the provision of the Cardiff Council Funeral Service via Cardiff Council staff • Investigate the feasibility of a Monumental Masons business and the sale of memorials direct to the public • Renewal of roads, paths, bench bays and signage • Development of new cremated remains sections both lawn and hard surface • Development of new Memorial Garden to include future provision of columbaria • Development of new burial sections to include, lawn, traditional and wild flower areas which would also allow for the scattering of cremated remains within the wild flower areas of the cemetery. • New memorial tree dedication area. • Undertake improvements to the woodland area. • Investigate the feasibility of carrying out Saturday morning cremated remains burials. • Investigate the introduction of full body columbarium • Review burial times for the burial of cremated remains
Western Western cemetery was extended in 2013 to provide additional burial land to the west of the City. Western cemetery offers burial sections for those of the Jewish and Muslim faith and there is a Jewish Prayer house on site. As the site has extended it is an ideal opportunity to look at the provision of office and yard facilities.
Service needs: • Provision of mourners shelters on the extension areas of the cemetery • Redevelopment of the office facilities, operational yard and investigate the provision of a flower shop on site • Public toilet provision • Investigate the Muslim, Greek and Jewish Facilities on site and to look at whether further provision is required. • Provision of a Muslim baby area • Investigate provision of a dedicated burial chapel • Redevelopment of the baby section with increased landscaping and the placement of a feature memorial in consultation with SANDS. • Renewal of roads, paths, bench bays and signage • Development of new burial sections to include, lawn, traditional and investigate wild flower areas which would also allow for the scattering of cremated remains within the wild flower areas of the cemetery. • New memorial tree dedication area. • Investigate provision of a new memorial garden to include the provision of columbaria • Investigate the provision of a digital book of remembrance hub on site. • increase landscaping and planting within the grounds & improve the vista of the access roads through the removal of the leylandii
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Pantmawr
Pantmawr cemetery has provision for both lawn and traditional graves. There is a small mess room and garage on site along with public toilets and the current store for archived records.
Service needs: • Redevelopment or relocation of the records room and its separation from the garage. • Repair and refurbishment of the public toilet and mess room building roof. • Investigate the Chinese burial provision and facilities on site and to look at whether further provision is required. • Survey of boundary trees in consultation with local residents and in collaboration with Western Power Distribution and Parks. • Renewal of roads, paths, bench bays and signage • Extension of cemetery and development of new burial sections to include, lawn, traditional and wild flower areas which would also allow for the scattering of cremated remains within the wild flower areas of the cemetery. • New memorial tree dedication area.
Cathays
Cathays cemetery is a listed park and garden and was opened in1859. The site is currently closed to all new burials but is used for burials in re-opened family graves. The site is a Site of Importance for Nature Conservation due the number of wax caps and it has also been awarded a Green Flag since 2008. The site is split into two sites one on Fairoak Road and the other on Allensbank Road where a cemetery yard is located.
Since 2006 there has been an active Friends group for the site which was identified as a need in the previous strategy. The group was formed using a constitution and works in partnership with Bereavement Services. Bereavement Services aim to be present at most of their executive meetings to provide guidance concerning works within the cemetery and also provide tools, equipment and staff to ensure that the events held are compliant with any health and safety legislation. Additionally the group is supported by Bereavement Services through staff time at events and also by distributing larger mail drops for the group.
The Chapels at Cathays are grade II listed buildings and are located at the main entrance to the old ground on Fairoak Road. They are listed by CADW as “buildings at risk”. Plans are in place to reuse these buildings for the benefit of the service and for use by the local community. To this end Landfill Tax grant money was obtained in 2013 with plans to allow access to one of the chapels.
In 2004 a feasibility study of the chapels was undertaken and some remedial works carried out to prevent the roof deteriorating any further together with ventilation works
- 17 - Bereavement Services Strategy to prevent any further dry rot. Potential proposals for the re-use of the buildings was also highlighted in the report namely: • The non-conformist chapel being reinstated as a burial chapel. • The Church in Wales chapel being converted into a multi-use function room to be utilised by bereavement services and the local community. • A new office for cemetery records and to provide a new disabled accessible contact point for visitors.
In 2008 a new feasibility survey of the buildings was carried out and this resulted in £400,000.00 being spent to replace the roofs to make them water tight and allowing the Porte Cocheres to be opened once more. The project was financed using the Bereavement Services reserve.
These plans uphold the principles of the Policy Action Plan to preserve Cardiff’s heritage and to:
‘protect and enhance the natural and built environment of the City’s parks and open spaces, and preserve and promote the heritage and history of the City’1
During the course of the initial strategy the issues relating to Cathays as a whole site have been identified as being in need of a separate specialist document that links directly into the overall strategy. It was therefore decided to produce a conservation management plan for the whole site and its infrastructure including the Victorian chapels.
Service needs: • Redevelopment and reuse of the chapels • Re-siting of the office into the chapel buildings to allow disabled access into the office • Improved public toilet provision on site and also on the Allensbank Road part of the site • Improved public information area • Redevelopment of the bier house • Improved signage on site • Continued work with the Friends of Cathays to further enhance and promote the site • Investigate the re-opening of the site for new burials • Improvements to the cremated remains area on Allensbank Road including any tree works. • Increased heritage potential of the site with the use of QR codes and Apps within the site to allow for more people to access heritage information about the site. • Developing of guided walks and talks with students from the University of South Wales History and Drama departments. • Redevelopment of the Fairoak Road roundabout area to the front of the chapels. • Carrying out of a tree survey to maintain the landscape of this historic site
1 Policy Action Plan p. 93
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• Continuance with the conservation management plan for the site using this to guide any works on site. • Improvement to the roads on site. • Undertake works from the maintenance programme. • Renewal of roads, paths, bench bays and signage
Closed churchyards
At present Bereavement Services is tasked with the maintenance of St Mary’s Churchyard in Caerau and the boundary wall at St Margaret’s churchyard in Roath. Both churchyards have historical value but St Mary’s was handed over to the authority in a state of disrepair. No burials have taken place in St Marys since and the building is falling into a state of ruin and is constantly vandalised by local youths and is a constant drain on Bereavement Services’ limited resources. In an era of unprecedented budget constraints serious consideration has to be given to how St Mary’s church and churchyard can be maintained and how the boundary wall at St Margaret’s can be kept in a good state of repair. Attempts have been made to combat this behaviour both with the formation of a Friends group and works carried out by a Communities First team working with local community groups and school.
Service needs: • Identify future sustainable options for St Marys • Work with the Friends of St Marys to preserve the ruin and its historic site • Investigate the possibility of transferring the ownership of St Mary’s Church and Churchyard to a third party
Roads, Paths & Boundaries Bereavement Services has a duty of care for all those who visit their sites. All the sites require constant maintenance and on going repairs.
Service needs: • Funding for the continuation of maintaining the boundary walls in Llanishen, St Mary’s, St. Margaret’s and Radyr. • Renewal of roads, paths, bench bays and signage • Survey of boundary trees
Asset Management
Bereavement Services has a considerable number of assets and infrastructure. All of the above cemeteries and the crematorium need to be maintained over the lifetime if the strategy. In order to ensure that these assets are maintained a survey of all buildings needs to be carried out and an asset management plan compiled and implemented during the ten years of the strategy.
Service needs: • Survey of all buildings to be carried out 2014-15 • Detailed asset management plan to be compiled and implemented.
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Key Issue – Memorialisation
The staff in bereavement services support over 1000 people every year to discuss options for memorialisation after cremation. Choosing a memorial and then visiting it are key steps in the grieving process – supporting and advising people of the choices available is an important element of the service. A wide variety of memorials are available and, ensuring mourners have informed choice is a major aim. New legislation allows memorials to be sold on a not for profit basis often providing a memorial choice for those who have limited income.
Bereavement Services are responsible for the maintenance and upkeep of War Memorials and some works of public art throughout the City. There is a limited budget for this work and grant funding is often sought as a way to undertake improvements.
During the period of this strategy a number of key anniversary dates will occur connected with both the first and second World Wars. Bereavement Services have responsibility for the upkeep and maintenance of the City’s War Memorials and a large number of War Graves. In order to ensure that these facilities are in a suitable condition and ready for the increased numbers of Memorial Services that will be held over this period investment and ongoing maintenance is required.
As the Capital City of Wales the Authority must ensure that these areas are in an appropriate condition given the high profile these events will generate over the next few years and is already working closely with the Commonwealth war Graves Commission and the War Memorials Trust as well as the Councils Protocol office to ensure these events are professionally delivered.
Service Needs: • Establish a new memorial garden at Thornhill with columbaria provision, plaques and other memorialisation • Development of new memorial garden at western Cemetery including columbaria • Provision of a range of memorials to increase income and provide choice and investigate the memorial options for those who collect the cremated remains from the crematorium rather than scatter or bury the cremated remains on site • Development of a memorial marketing brochure & improved area for display • Public art/Memorial cleaning – investigate development of an in-house bereavement services team to carry out this function for the entire council • Investment and ongoing maintenance of the City’s War Memorials • Work closely with the Commonwealth War Graves Commission and the War Memorials Trust to ensure that Cardiff can play its part in marking the numerous Anniversaries of major conflict • Carry out improvements to the traditional sections & consider any changes to the gravel that could be made. • Maintain diversification of sections to ensure choice for the bereaved • Continuation of the British Register of Accredited Memorial Masons (BRAMM) scheme • Investigate partnership opportunities to enhance the choice of existing memorial schemes and any new memorial schemes.
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Key Issue : War Memorials & Statues
Cardiff’s War Memorials and certain statues are also under the care of Bereavement Services. This includes annual maintenance, repairs and removal of graffiti when required. The current budget for undertaking this work is extremely limited and the cost of some of the works that may be needed to be carried out could be high. Many of the statutes and war memorials are listed structures and require significant liaison with CADW as well as the wider community for whom the war memorials are a focal point of remembrance.
Bereavement Services liaise with the British Legion constantly to ensure that their needs are met National War Memorial of concerning the annual services of remembrance and Wales any other anniversaries which occur. During this strategy the commemoration of World War One and other anniversaries will bring into the focus the memorials under Bereavement Services care in a major way. A four year plan of works and commemoration will be drawn up to ensure that the community are able to carry out their commemoration of this event.
One major issue and an increasing risk to the memorials is the problem of graffiti and theft. Works will be planned to ensure safety of the memorials which may be under some increased threat as the memorials become more widely known and publicised.
Service needs • Develop and carry out a four year plan to ensure the commemoration of World War One. • Investigate options for grant funding to assist in the care of all war memorials and statues. • Work with external agencies to ensure the best care and practice for the war memorials and statues. • Carry out a survey of all war memorials and place on the War Memorials Trust Online portal. • Carry out a condition survey of all the statues under the care of Bereavement Services.
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Key Issue – Grounds Maintenance Standards and Environmental Issues
Sustainability, Waste and Recycling: Cardiff Council takes its responsibility for the environment very seriously and here at Bereavement Services we do our best to impact on the environment as little as possible and to promote environmental awareness in the users of our services.
The Green Dragon award is used as a way to measure our environmental improvements. In 2013 Cardiff Council achieved level 3 corporately. Bereavement Services at its main site Thornhill Cemetery & Cardiff Crematorium achieved level 4 and the initiatives for this have been rolled out throughout the service division.
The environmental benefits of cemeteries and churchyards in Cardiff are significant. These sites can be managed to benefit the local environment in many ways. They can be visually enhanced by trees, wildflower plantings and bedding displays. They can improve air quality and certain management techniques can lead to an increase in the diversity and number of birds, insects and wildflowers to be experienced by the wider community. Additionally due to their urban setting the cemeteries can be a resource for community education in both local history and biodiversity. Moreover their landscaping is such that they should provide a holistic environment for a meaningful funeral.
The environmental benefit of cemeteries cannot be ignored. Cemeteries are often referred to as the ‘Green lungs’ of a city. The area provides a rich habitat for wildlife and a flora and fauna. However, the primary purpose of any cemetery cannot be forgotten and everything carried out must reflect Bereavement Services’ responsibility to carry out the burial of the dead. Certain areas of Cathays cemetery have been designated conservation areas and here the maintenance regime reflects this with the grass being cut and raked once per year at the end of the growing season. Further measures, such as the non-removal of brambles etc are in place to ensure the correct nesting and habitat. Primroses are also mapped on an annual basis and recorded. The Friends of Cathays Cemetery Group carry out works such as bramble clearance in agreed areas which will not damage habitats, to expose long lost memorials and also plant wildflowers and bulbs.
Where possible a number of environmental measures are already in place: • Tree pruning’s and fellings are chipped and used around the cemetery • Non-harmful herbicides are used for weed control • Plants sourced from the Council’s nurseries are grown in peat free compost and reduced packaging • Leaflets are printed on recycled paper or board • Paper used in the administration of the cemetery and crematorium is printed on recycled paper. • Double sided printing is encouraged & paper is re-used. • Conservation areas are maintained in Cathays Cemetery. • On site checks for burials are carried out by the staff based there rather than staff having to drive from different sites. • Use of water conservation where possible with water butts in certain cemeteries and lever taps. • Efficient use of the cremators to keep use of gas and electricity to a minimum.
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Green Waste Currently green waste from Thornhill is reused as compostable material in our compost area. This compostable material is then added to the screened soil and used in the refilling of graves. In 2007 a soil screener was purchased by Bereavement Services which allows soil to be screened and reused rather than buying in screened top soil.
A plastics recycling scheme and compostable waste scheme have been set up to reduce our waste going to landfill via the skip. All plastics are recycled via the ICCM plastics recycling scheme or re-used by local charities. Compostable and green waste, including separated wreaths are sent to the compost area before being added to the screened soil. New style waste segregation bins have been piloted at Thornhill and if, successful will be extended to other sites when new burial sections are developed. Our staff are actively encouraged to understand their role within this work and annual training is provided concerning sustainability and Green Dragon issues.
Service needs: • Development of the recycling and soil screen area allowing for the increased recycling of green waste both from Thornhill and other cemetery sites along with increased plastic recycling. The provision of a new shelter for the soil screen will provide staff with a leaner process for the recycling of soil and the housing of the skip within a covered area which will lead to deceased skip charges. • Development of recycling area at Western Cemetery • Development of an in house recycling system to reduce waste and associated costs across the service area
Grounds Maintenance
Grounds Maintenance staff maintain approximately 182,000 graves, plant and maintain nearly 18,000 bedding plants and 660sqm of bedding displays. The crematorium and burial grounds are specifically maintained to a high standard to provide comfort to the bereaved, aid the grieving process and meet the expectations of the bereaved. These expectations have increased significantly in recent times and are expected to continue to do so. In particular higher standards of maintenance are expected and also we face increasing incidences of families and loved ones wanting specific and individual arrangements. This requires flexibility but at the same time consistency in responding to those individuals whilst at the same time performing efficiently and effectively. Revenue budgets will need to be reviewed during the life of the strategy. Green Flags have also been awarded at Cathays Cemetery and Thornhill Cemetery and Cardiff Crematorium.
Grounds maintenance is carried out by our own directly employed grounds staff. Grounds maintenance encompasses other works aside from the basics of grass cutting and strimming which are required on a daily basis via service requests and on site requests direct from the public. Staff are trained to respond to requests for maintenance to carry out works on specific graves or memorial trees. They are also trained to locate graves and memorials trees as any instance of the wrong location
- 23 - Bereavement Services Strategy for any works being carried out would be catastrophic for the bereaved family concerned and risks bad publicity for the council.
The maintenance and management of burial grounds is obviously highly sensitive and goes much deeper than the basics associated with cutting grass. It is essential to effectively manage the site as a whole and deal direct with the public to manage memorialisation and deal sensitively with unauthorised items.
Revised regulations were introduced in 2008 as part of the previous strategy which addressed the issues of unauthorised memorialisation and set out a policy for dealing with these issues in a managed, sensible and sympathetic way, to date this has been successful and ensured standards have improved without the service attracting any negative publicity or causing unnecessary distress to the bereaved. This has been achieved through investing in training in our grounds maintenance staff and providing customer care and specialist bereavement training in order that they better understand our service users.
A neglected graves policy is in place in which graves are checked, photographed and the items removed and the grave returfed. This work requires staff to be trained in customer care and grave location. Grave reinstatement is another area in which our staff are required to provide service. After 16 weeks a grave is returfed or seeded to a standard acceptable to the bereaved. In some instances the family may not wish to have this service carried out or have already carried out some personalisation of the grave. Such a service requires staff trained to locate graves as once again the reputational damage to the council for incorrectly locating the wrong grave would be enormous.
Bereavement Services currently look after 512 graves under a keep in order scheme which encompasses additional grass cutting or planting. Through this scheme the maintenance of these graves is under contract and in some instances an annual fee is charged for the works, in the new strategy it is proposed to re-launch this scheme to generate additional income for the service and provide a sustainable and affordable service for the bereaved. The scheme involves the cultivation of these graves, weed removal and planting of summer and winter bedding. 493 of these graves are to be looked after in this manner in perpetuity. Most of these are located in our oldest cemeteries in some of the most difficult to locate areas. Without a full understanding of the cemeteries and use of plans it would be virtually impossible for them all to be located. As part of the bereavement strategy it would be hoped to increase the availability of this scheme on a yearly contract to help generate more income and offer a better service to the public. At present there are at least two private companies who offer this service within our cemeteries covering around 350 graves.
Given the specialist nature of Cemetery operatives and the age profile of a number of our key staff the service needs to consider succession planning. We are in real danger of losing a large amount of knowledge and experience that we currently have on the ‘front line’ when staff retire over the next few years. In order to address this and link to the Councils commitment to providing education and training the service will be looking to introduce an apprentice scheme to train and develop cemetery operatives for the future and ensure the specialist local knowledge held by many of the older members of staff is transferred to new staff.
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Cardiff Outdoors
Bereavement Services are responsible for a large amount of acreage within the City and are looking to expand Burial provision through the opening of new sites in the future. The planned Cardiff Outdoors project will no doubt have an impact on the service however until the project begins it is not yet known what the impact will be.
What is clear is that the current high standard of grounds maintenance standards must be maintained and continue to be improved and that there is a good argument for site based staff to remain within the service and bereavement services look to assist with supporting the achievement of efficiencies identified in the project by taking on a broader remit of maintenance functions at adjoining locations to the current cemeteries.
Service Needs:
• Woodland management plan for Thornhill including a five year plan for works and clearance to the woodland area on the exit road • Tree survey at Cathays • Rolling programme of refurbishment for the Gardens of Remembrance at Thornhill and Western looking at one garden per year. • Improvements in the landscaping of the traditional burial sections at Thornhill and Western cemeteries to meet the needs of the bereaved. • Improved standards of grave preparation by qualifying staff in ICCM courses • Improved standards of Grounds maintenance by increasing the number of staff holding a horticulture qualification. • Introduction of a Keep In Order/ Grave Maintenance service at all sites undertaken by grounds staff which will be an income opportunity. Memorial cleaning following these works could also be offered • Improved grounds maintenance standards with cut and collect on lawn sections. • Develop resilience to cope with longer and wetter summers and an extended cutting season • Develop an apprenticeship scheme to address the knowledge gap that will exist as a number of staff members approach retirement • Participate in the Cardiff Outdoors Project and identify where bereavement Staff can work in partnership with Highways and Parks to produce efficiencies for the Authority
Woodland Burial and Natural Burials
Woodland burial options are terms used to describe types of natural burial. This area of the site is aims at preserving a species rich habitat. Burials taking place in the area encourage the use of natural coffins, no embalming of the deceased and natural or no flowers. They are a long term sustainable way of burying the dead and provide an environmentally friendly alternative to families who are now more conscious of their impact upon the environment. Woodland burial options are available at Thornhill cemetery as an alternative to more traditional burials. The concept of Woodland
- 25 - Bereavement Services Strategy burial originated in the mid 1990’s and since then has grown in popularity to the extent that private sector companies are now offering woodland burial sites.
The idea of woodland burial is to offer a grave in a woodland environment without stone memorials, a wooden marker is provided if desired to mark the grave space. The area is managed to promote natural plants and wildlife, thus reducing the number of grass cuts a year in order to allow the area to naturalise.
A woodland scatter area has been developed at Thornhill which allows families the option to scatter cremated remains within a woodland setting. The scatter area comprises of a boardwalk above the woodland where the main family stands whilst one member of the family accompanied by a staff member chooses an area in which to lay the cremated remains to rest. In keeping with the traditions of woodland areas no flowers or tributes are allowed within this area.
Service Needs
• To adopt the natural burial ground charter. • Investigate wildflower burial meadows • Investigate the placing of bee hives on our sites • Improvements in the current woodland burial sections & investigate the possibility of a separate LA run Natural Burial Ground.
Wildlife and Wildflower Sections
Cathays cemetery has a number of its older sections designated as Wildlife and Wildflower areas. The idea is to promote natural flowers and wildlife within an urban cemetery environment. The grass areas are cut and the residue removed on an annual basis. Should any families wish, staff can make arrangements to have a path cut out to any grave within these sections.
A recently installed information point at the main entrance on Fairoak Road has further publicised these areas and there has been a considerable reduction in complaints received concerning the long grass.
More work is required throughout these sections and a detailed management plan will be formulated as part of the strategy to ensure that these sections meet their objectives of promoting wildlife and natural plants and flowers.
The development of both of this and the woodland burial initiative encompasses the spirit of the Sustainability strategy and link to the Policy Action Plan’s target to conserve local biodiversity.2
Service needs: • Investigate the provision of a wildflower meadow burial area • Investigate the provision of a wildflower meadow scatter area • Investigate the placement of bee hives on site.
2 Policy Action Plan p 93 as quoted on page 11 of this document
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Cathays Heritage and Conservation
Cathays Cemetery is a listed park and garden and as such requires a detailed management plan. The site is also a SINC and has conservation areas which require specific maintenance. A detailed management plan for the site has been drawn up and will allow works to be carried out by the Friends of Cathays, our horticultural staff and also volunteers from such groups as community payback. Service needs: • Maintenance of grassed areas to safeguard SINC status of cemetery and the habitats created by the conservation areas.
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Key Issue: Plant and Machinery Replacement
Bereavement Services are solely responsible for £220,000 of grave digging and grass cutting machinery including 5 excavators, 3 Dumper trucks, 1 tractor and 7 ride on mowers; these are all replaced on a phased renewal plan. The service area funds these purchases itself through its own reserve fund and therefore does not place additional strain on current corporate resources. The plant in place provides a guideline for the costs involved in the replacement of this kit over a period of time. The life of each machine is also planned so that as it ages it is moved to a quieter location to ensure we can get maximum usage from its overall life. Each machine is assessed to see if it requires replacement but with the new service level agreements in place though these plans now have to be shortened to cope with the year lead in for the request of a new machine until delivery on site. Such a process requires many meetings with CTS and lengthy discussions concerning the requirements and build quality of the machine to ensure that it meet our needs.
The replacement of hand tools is essential and this is carried out as quickly as possible to ensure that there is no delay in replacing kit used by our staff. Any delay to this purchase can have serious reputational consequences. If strimmers are not on site at the beginning of the season and the grass is not cut then this can be problematic. These purchases are now handled via our cemetery managers to ensure that any delays are minimised. We have a yearly renewal plan in place for the replacement of our strimmers and grass cutting equipment to ensure that grass cutting standards are maintained. Such a purchase also assists the service area in having lower HAV readings and increases the time staff can use the equipment as the newer machines will have lower HAV readings.
Service needs: • Annual replacement of appropriate grass cutting/ horticultural equipment • Ongoing maintenance of grass cutting/horticultural equipment utilising manufacturer’s replacement parts • Scheduled replacement of large plant • Freedom to source correct and appropriate plant and machinery to effectively deal with Cemetery related maintenance and grave digging
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Key Issue – Disposal of Foetal Remains
Foetal Remains
The term ‘non-viable foetus’ is used to describe all foetal remains for which neither a register nor a Coroner’s certificate is available and unlikely to be issued. Prior to the 24th week of gestation it is not possible to obtain registration documentation to enable disposal by either burial or cremation, nor is there any reference in current law covering the products of conception that have been aborted.
The ICCM published guidelines for the disposal of foetal remains in 1985 and updated in 1992. These guidelines are now regarded as the policy guidance for these types of disposal however the document still holds no legal status, but has been accepted as permitting the disposal of foetal remains in a decent and reverent manner. More recently the ICCM has developed the baby and infant funerals policy and guidelines which provide advice on the best practice when dealing with baby and infant funerals.
A caring and sustainable community needs to provide facilities for all people experiencing loss. The responsibility regarding the disposal of foetal remains has been left to hospitals in the past, although it should have been seen as an issue for the wider community.
The other major problem with this arrangement is that it often led to social exclusion. After the loss a mother may have a strong desire to find out what happened to the child’s remains, but this was not always possible. They were then excluded from a normal grieving process involving a cemetery or crematorium. It is important to recognise that whilst foetal remains pre 24 weeks gestation are not recognised in law, the miscarriage is still a bereavement to the parent/s.
In 2001 Cardiff County Council approved the cremation of foetal remains through Bereavement Services and an external Service Level Agreement was set up in 2002 to accept foetal remains for cremation from the Foetal Pathology Unit of the University Hospital of Wales. The service offers the opportunity for the family to attend a funeral service and to know the location of the final resting place where they are able to visit and grieve. At present the service operates on a monthly basis when a short service is held followed by the cremation.
It is intended that this service level agreement be extended in the form of a contractual agreement with the Trust. This will enable a respectful disposal for all foetal remains and offer the parents the opportunity to attend a funeral and grieve and not be excluded from the fact of their loss. Currently, internal hospital issues have led to a delay in further developing the service.
An independent Commission to examine the policies, practice and legislation related to the cremation of infants in Scotland was announced in 2013. The ICCM has been working closely with this commission and it is likely that further guidance will be forthcoming for crematoria throughout the United Kingdom. The presence of trained and knowledgeable staff is evident when looking at such issues and the continued training of our crematorium staff in any new guidance will be key to us maintaining our already high standards of work in this area.
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Service need: • Investigate Contract with UHW to deal with the appropriate disposal of all Foetal remains • Work with SANDS to ensure that the service provides suitable placement options for the sensitive disposal of foetal remains • Improve Memorial areas associated with infant death
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Key Issue – Cultural Need and Ethnic Funerals and Accessibility
Cardiff has an ever increasing multicultural population and each group has varying needs concerning funerals and bereavement. As the capital City of Wales the Authority must commit to working closely with all of these groups in order that it can deliver appropriate services that meet both their cultural and religious needs.
To date the service has developed well particularly with its dealings with the Muslim and Jewish populations and these relationships will continue to improve in the future. However we need to be mindful of other groups needs such as Sikh and Hindu and work closer to identify what more we can provide to these groups. Work also needs to be undertaken to ensure that the City can accommodate the needs of the new EU migrants settling in the City, many of whom their religious and cultural needs are currently unknown.
Bereavement Services has already established a close working relationship with leaders of the Muslim Community which has seen genuine improvements to the service delivered over the last 10 years. The Service area also needs to enhance relationships with other groups to ensure that it is meeting their cultural and religious needs. The Sikh and Hindu communities have expressed a need to facilitate the scattering of cremated remains into a water course which links directly to their religious beliefs. Bereavement Services will work closely with the community leaders to ensure that this provision is made at a suitable site in the City as a priority.
The service also needs to be accessible to all and any changes or new introductions will be backed up with a full Equality Impact Assessment to ensure that the service remains accessible to all and meets the needs of the entire population of the City.
Out of Hours Burial Service
This service was introduced in 2004-5 to meet the same day service requirements of those with a cultural need for burial within a 24 hour period. There is a small budget provision of to allow bereavement services to fulfil this obligation. This service shows the authority’s commitment to meeting the needs of all communities within Cardiff. Consultation with stakeholders in the implementation of this service was widespread and the feedback has been positive. The service is reviewed annually and there are regular meetings with the community.
The census records for 2011 show that the Muslim and Jewish populations, who are both the most likely to use this service, make up a combined total of 7% of Cardiff’s population. Since 2001 there has been a 3% increase. Indications are however that the ethnic population in Cardiff is likely to continue to grow in the future and will therefore put more pressure on this area of the service. The service is expensive to provide and Bereavement Services needs to monitor the cost of provision of the service against income and customer expectation and need.
Service Needs: • Continual review of service provision • Provision of Braille hymn books & large print hymn books • Provision of Braille signage where required
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• Ensure that corporate requirements concerning the Welsh Language are met and that staff training in Welsh is promoted. • Investigate the provision of weekend scatters and burials of cremated remains at Cathays, Western and Thornhill. • Establish a Muslim Burial Board to work with the Bereavement Services to develop and meet the cultural demand of this faith group • Develop closer working relationships with other faith and non-religious groups to ensure appropriate services can be provided • Investigate the provision of a camera to allow the witness of the coffin charge to be seen by the wider congregation to meet the needs of some ethnic groups • Develop a scatter area suitable for the dispersal of cremated remains into a flowing water course
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Key Issue – Relationships with service users
Bereavement Services has positive relationships with service users and proactively meets with funeral directors, masons, clergy and Officiants a twice yearly basis. This provides a vehicle for consultation about change and an avenue to discuss any issues which have arisen. Where necessary, questionnaires and additional interest group meetings are held with these groups to progress any improvements.
Bereavement Services is also a member of the Continuous Improvement for Bereavement Services in Wales. Through this group annual performance information is gathered and disseminated throughout the group. The group also provides a forum for the discussion of best practice and collaboration over issues which affect more than one authority.
Raising public awareness of the services provided is of fundamental importance. The need to continue with and expand this will be a key driver to communicating our service and any changes.
Death and bereavement are stressful times for people and the procurement of a funeral is a ‘pressure purchase’. In order to support the public with such a difficult decision, ‘Know your funeral Rights (Rites) seminars are held to empower the public in understanding the various options available to them and to enable them to make informed choices when the time comes to arrange a funeral. Additionally, training is provided to funeral directors and their staff, social services, NHS staff and community groups. Such training provides Bereavement Services with an avenue to provide information to those who will be communicating directly with the bereaved and assisting them in making informed decisions.
Memorial services are held at Christmas and Easter and a special baby remembrance service is held in June each year. This service is held in partnership with the University Hospital of Wales Chaplaincy and also Sands. Staff also promote the choices available through our services at events such as Family History Days and via the guided walks and events booklet. Bereavement Services give both heritage and education talks and guided walks and it is hoped that the Friends group will also be able to create further trails and thematic walks in the cemetery in addition to the trails they have already developed.
Staff are available 365 days per year to open the cemetery and provide advice to those who visit our sites. Bereavement services operates an open door policy for the public. The public are able to have access to our services and to view our burial records. Bereavement Services provides information for self arranged funerals, pre- purchased grave location requests, choosing of a grave for a funeral that has been booked. Staff will accompany families to specific graves and memorial gardens to choose a plot that they wish to use for full burial or the burial of cremated remains.
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Service needs:
• Continue to work in consultation with stakeholders to take forward improvements • Continue with twice yearly stakeholder meetings unless there is an extra ordinary requirement. • Training of stakeholders – FDs, Masons and health care professionals • Increase public knowledge in the service through events and information via trails, open days etc • Increase public and member awareness of the service through putting a communication plan in place • Work closely with leaders of ethnic groups to ensure that the City is fulfilling all of their Bereavement needs • Consider the expansion of on line booking to allow burial booking and also the booking of double slot services. • Work with Cardiff Bus to consider if public transport can be reintroduced to Crematorium.
Cardiff Council Funeral Service
In 1991 the Authority introduced the City and County of Cardiff Funeral Service within an anti poverty strategy. This was developed in an attempt to keep the costs of funerals down and consists of a tender exercise to all the local funeral directors. The current cost is £1030.00 or a funeral plus cemetery or crematorium fees. This service has now been rebranded as the Cardiff Council Funeral Service.
The service is provided on a bi-annual tender basis. A basic funeral specification is drawn up and tendered for by the local funeral directors. The lowest tender is then used to provide the base cost to the public. The service provides for collection of the deceased and transport to the funeral home, a coffin, preparation of the body, viewing in a chapel of rest, a hearse and a limousine. The cost also covers the funeral directors professional fees for making all the necessary arrangements and completing statutory paperwork.
The service is promoted and publicised by Bereavement Services however more work is required to raise the profile and make more of the residents of Cardiff aware of this alternative low cost option.
The extent and level of debt to the bereaved arising from funeral services is unknown and is thought to be significant. A debt counselling survey by Soldiers’, Sailors’, Airmen & Families Association (SAFFA) found that funeral bills accounted for 40% of all debt counselling. There is no financial incentive for Bereavement Services to undertake this work but the introduction of a fixed price funeral service ensures that the bereaved are aware of a baseline cost. The availability of a fixed price funeral supports the principles of Health, Social Care and Well Being outlined in the Community Strategy.
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In 2007 Bereavement Services were winners of the service delivery excellence for teams in the Council’s proud awards which highlighted the valuable daily work carried out by Bereavement Services’ staff.
To date the Cardiff Council Funeral Service has proved a great success and in order to ensure it continues to meet the needs of the wider public and develop in the future it is proposed to continue to promote the service widely and explore ways in which it can be further developed to ensure that it continues to meet the needs of the bereaved over the longer term.
Service needs:
• Making the provision of the Cardiff Council Funeral Service attractive to Funeral Directors to ensure its continuation • Offer a ‘direct to crematorium’ Cardiff Council Funeral Service run by Cardiff Council staff with the possibility of using a local Funeral Director to transport the body to Thornhill. • Provision of trained staff to ensure that FFMA guidelines are used in the procurement of any coffins. • Investigate future delivery options and content of the services offered to the bereaved • Investigate pre-paid funeral plans connected to the Cardiff Council Funeral Service.
Marketing Strategy:
The Corporate Plan 2013-17 sets out a clear commitment to ‘work smarter and better’ by developing a new approach to customer management that improves Council Services, making them more accessible, convenient and easier to engage. Most people are unaware that Bereavement Services can help with the practical matters that need to be dealt with when someone dies, including arranging a funeral. Communications will focus on the target audiences, promoting the benefits and options for choosing Cardiff Council’s Bereavement Services. A marketing strategy and communication plan will support the work and services provided by Bereavement Services. This plan will promote options and choice for the bereaved and increase the knowledge of the services and memorials provided by Bereavement Services.
Service needs: • Development of a marketing strategy for Bereavement Services • Promotion of the services and memorial options provided by Bereavement Services for the bereaved. • Build on the current business undertaken by the service and expand it to ensure the needs of the bereaved are met
Staff:
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Bereavement Services have a wealth of experience through the staff it employs and within the service 3 members of the team hold the full Institute of Cemetery and Crematorium Management Diploma. Three of the four cremator technicians are fully qualified to operate the cremators, with the forth currently undertaking the necessary training having only recently joined the service. The grave digging and grounds staff have various cemetery related accredited qualifications including COTS (Cemetery Operatives Training Scheme) and Horticultural qualifications.
In order to maintain a high level of service it is essential to invest in the current staff and look at ways to be more customer focused and responsive to the needs of the bereaved in line with the overarching corporate objective of the customer being at the heart of all service delivery. This may include offering to lead ceremonies over the scattering of cremated remains or training staff to become qualified in taking civil funeral services. Professional and accredited staff within such a specialist industry as bereavement services is key to providing a high quality service. Staff must be able to provide the correct advise to the bereaved and to be mindful of the environment in which they work and the tasks that they are undertaking from digging a grave to cutting the grass on a person’s loved one’s grave.
The ICCM have worked tirelessly to provide appropriate training courses for staff involved in Bereavement Services. These accredited courses cover:
Level 2 Certificate in Heath & Safety in the Burial Process Level 2 Certificate in the Safe use of Plant and Machinery (Excavators) Level3 Award in controlling the risks to Health & Safety in Cemeteries and Crematoria Level 2 Certificate in competence in the safe operation of Dumper Trucks, Hand held Hedge Trimmers, Self Propelled mowers, pedestrian controlled mowers, strimmers and tractor driving and related operations. Level1 Competence in safe manual handling – operations
One of the additional benefits of undertaking accredited training may ultimately be cost savings as the ICCM are currently working with key local authority insurance providers to have reduced premiums where there is accredited staff.
Annual Personal Performance and Development reviews are carried out in line with current Council policies which will develop the flexibility of staff and increase their all round awareness of duties undertaken by their colleagues.
One of the major issues that will affect Bereavement Services over the next ten years is the need to restructure the staff to reflect the growing needs of the service especially with the forecasted 35% population growth. This may also involve the creation of new posts if the death rate continues to increase and the population of Cardiff continues to grow. Moreover, the current staff’s age profile means that there will be a need to consider the skills that will be lost during the next ten years and succession planning and the up skilling of staff to take on these tasks. Additionally the number of staff able to use trailers will be depleted as those staff with ‘grandfather’ rights retire from the service. Another potential area for training staff could be the employment of apprentices.
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Bereavement Services is a vital part of the Council’s preparedness for any pandemic and plays a key role in ensuring that the City will be able to cope with any future emergency. Ongoing training and the retention of trained staff within the service area is of major importance to make certain that Bereavement Services can meet its role within any pandemic plan.
Service needs:
• Restructure of staffing to reflect the needs of the service • Succession planning • Up skilling of existing staff to take on new tasks and roles • Trailer training for grounds staff • Investigate introducing an apprenticeship scheme • Supervisory skills training for supervising staff • Investigate the need for additional staff as death rates increase and pressure on the service increases from the generation of additional business and population • Continue with professional bereavement related training courses & Welsh language courses for staff.
Review of Forms and Paperwork administered by Bereavement Services
There are many statutory and non-statutory forms that are administered on a daily basis within Bereavement Services; some can seem complicated to complete particularly by those who are recently bereaved.
The service area will undertake a complete review of all of its forms and documents and work towards Plain English Campaign Standards and achievement of the “Crystal Mark” to simplify the information given out.
Service needs:
• Achievement of ‘clear English ‘standard for forms. • Investigate the translation of key documents into other languages • Develop high quality literature about the service to promote it more widely • Ensure information is renewed regularly and kept up to date and relevant through all controllable channels
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Key Issue – Financial Performance
Budget & Finance
Bereavement Services currently operates with a budget of £2,354,730 (2013/14 position). The service currently stands in a strong financial position in that it covers its costs through the income it generates each year and is therefore self sufficient and operates a high quality service for the public at no cost to the Authority.
In 2005 when the initial strategy document was published Bereavement Services was in a severe deficit position of over £500,000 and this position was worsening each year. It was decided as part of this initial document that Bereavement Services should work to become self sufficient and fully match its expenditure with its income. This has now been successfully achieved through careful budgetary management and phased fee increases. In 2012/13 the service area recovered £2,385,743 in income, without the need to increase core fees and charges during that year.
In addition to this the service area successfully built a reserve fund through top slicing a small amount from each burial and cremation fee received to invest in large projects within the service. This has led to the service not only being placed in a strong financial position but service and facilities to the bereaved have also improved. Bereavement Services budgets have remained ring-fenced throughout the strategy and this has enabled the service to move forward effectively and take control of itself.
The financial element of the initial strategy delivered in this area successfully and the revised strategy intends to set out how this will develop further over the next 10 years.
Local Authorities throughout the UK are in a very difficult financial position and Cardiff is no different, services are being cut as unprecedented savings targets have to be achieved. Bereavement Services recognise these challenges and although in a strong financial position itself recognises that the service is part of the Council and needs to recognise the wider needs of the Authority without being seen as ‘profiting’ from the bereaved.
It is essential that Bereavement Services maintains its reserve and continues to invest in the service. To this end the ring-fencing of the budget that has served to assist with improving so much of the service in the past must remain. This budget has funded so much that has ensured that the service is identified as a leading example of a first class service throughout the UK.
To ensure that the service can address any major emergency works it will commit to building and maintaining a base reserve fund of £500,000. This will carry over each year and be utilised as necessary however the commitment to holding the £500,000 base will remain throughout the 10 year strategy period.
In order to assist the Authority during this difficult economic climate it is proposed to ensure that its budgets operate in a flexible manner to help and support the wider community in relation to Bereavement issues as well as continue to invest and
- 39 - Bereavement Services Strategy improve in our current service given that the service now has direct competition with the private sector establishment in the Vale of Glamorgan.
The service will explore options as to where it can help fund projects and initiatives for the wider community through its reserves on a regular basis by liaising with other Council service areas and third sector groups and partners associated with loss and bereavement. The reserve will be utilised in such a way that amounts can be drawn down into the revenue fund as required throughout any given year.
The Service area has a number of ideas to explore and implement during the course of this revised strategy with the aim of generating additional income which can again be used to invest throughout the Council and wider community.
It is proposed that each year the reserve income is reviewed and if required and appropriate an agreed figure may be drawn down to assist the revenue budget position for the service area.
In order to offer more flexibility it is proposed to merge the budgets of the Bereavement and Registration services together. This will benefit the Council two fold in that it addresses the current small deficit in the Registration service and provides an opportunity for services connected to Registration to benefit from the reserve and they be expanded in the future at no additional cost.
Providing a cost neutral service is important particularly as the Registration service is a statutory function and only has limited scope to generate additional income streams with many fees set nationally at a prescribed rate by central government.
Registration deal with in excess of 4000 death registrations annually, no charges can be recovered for this function but each registration takes up to 45 minutes of an officer’s time. This includes the provision of the Tell Us Once service which benefits many other Council departments by automatically notifying them when a death has occurred and saves time and cost in closing down accounts etc. Bereavement Services should therefore not be averse to allowing a small element of its income to help offset some of the cost of the Registration Service, as explained above this is one of the key services that the Council has to provide that allows Bereavement Services to function.
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Fees and Charges
Bereavement Services has been able to hold its fees and charges for the past two years which ahs been a welcome relief for the bereaved and well received by Funeral Directors, Elected Members and the wider community. The service has achieved the break even position that it set out to achieve and removed unfair subsidies such as the out of borough fee for non residents.
However the service cannot sustain this position indefinitely and operating costs for the service are continuing to rise and to ensure that investment in the service and wider community can continue it will need to increase fees and charges for its core services.
At present Cardiff is in a fortunate position of being seen as one of the most competitively priced services in the South Wales area, this is generally due to the success of the initial strategy and a recognition at that time that investment was needed and fees had to be increased at a gradual level.
The following table compares like for like fees across some of the other South Wales Authorities.
Cremation Fee Burial Fee Grave Purchase 2013/14 2013/14 Fee 2013/14 Cardiff Cemetery & £480 £580 £650 Crematorium Coychurch Crematorium £540 N/A N/A
Gwent Cemeteries and £489 £946 £872 Crematorium Caerphilly Cemeteries N/A £1,198 £578 - £1,561
Glyntaff Crematorium £550 N/A N/A
The Vale Crematorium £535 - £800 N/A N/A (Private)
This clearly shows that Cardiff has managed to keep its fees at a realistic level whilst still providing a high standard of service to the public. The service can afford to introduce small increases over the next 5 to 10 years to maintain investment in the service and ensure it is able to develop to meet customer needs and expectations.
The City of Cardiff is growing and it is estimated that by 2026 the population is expected to grow dramatically and is anticipating an increase of 35% or 125,000 people will be living in the City by 2033. We cannot avoid the issue that an increase in population also means an increase in the death rate albeit gradual. We must make
- 41 - Bereavement Services Strategy provision for this now to ensure that we can serve the citizens of the City in the future and look to identify and develop land suitable for cemeteries now. This obviously comes at a cost and it would be prudent to assign a formula to the current section 106 planning conditions which required a financial donation to the provision of cemetery space in the future.
Funeral Costs
It is no secret that Funeral Costs are increasing throughout the UK with the average UK funeral currently priced at £3,284 and in Cardiff the average cost being £3,500 - £4,000. And what’s more, these costs have risen at a rate of 7.2% p.a. since 2004, which is well above the general rate of inflation.
This figure only covers the basics of a funeral director, third party costs (minister fees, doctors’ fees and cremation or burial fees), a coffin, hearse and one following limousine. If you include flowers, death and funeral notices, order of service sheets, additional limousines, a memorial and venue hire and catering for the wake, you could add an additional £1,923 to the bill.
With the current economic environment putting pressure on jobs, incomes and pensions, it is not surprising that 17% of people in the UK struggle with the costs of arranging a funeral. On average, people struggle to find a shortfall of £1,246. If you multiply 17% of the 552,000 deaths in the UK in 2011 by the shortfall of £1,246, funeral poverty (the funding gap) stands at £117m.
There are several ways in which people try to fund this gap. Some apply to the Government for a Social Fund Funeral Payment. Others dip into their own savings and investments, and many have to cut down on the funeral or sell off personal possessions. Unfortunately the most likely outcome, however, is that people go into debt, whether that is borrowing from a friend, relative or a bank, paying for things on a credit card or owing directly to a funeral director.
It’s worth noting that the number of people dying each year in the UK is currently at an all-time low, thanks to ever increasing life expectancy. However, this number is expected to grow substantially in the next 20 years when a higher proportion of people (the baby boom generation) move into their later years and do eventually start to die. So, if the cost of a basic funeral continues to increase at the rate it has in recent years, the number of people with affordability issues is only going to increase as, in turn, will the funeral funding gap. Although as an Authority we cannot control the entire costs associated with a funeral as the majority of funeral directors are owned and operated by private companies who need to make a profit we can help to influence the overall funeral cost in the City.
The Council is responsible for setting the fees and charges which are paid by the public as part of the overall funeral cost, however invariably the costs for burial or cremation only make up between 5% and 10% of the overall funeral bill. That said, it is often the costs payable to the Local Authorities that are scrutinised more so than the fees paid to Funeral Directors for their services.
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In a bid to challenge the rising cost of funerals and make the procurement of a funeral more transparent for the bereaved the service area established the Cardiff Council Funeral Service. This is a low cost, high quality, fixed price funeral service available to any resident of the City. The service area produces a specification covering all of the elements required for a basic funeral and then tenders this to local funeral homes. The lowest bidder is then awarded the contract for 2 to 3 years.
At present the service is attracting around 150 funerals per year and is steadily increasing as the service is further publicised and the public are encouraged by the Council to ‘shop around’ and establish a fair price before committing to an agreement.
In these difficult economic times the Cardiff Council Funeral Service is a beacon to the rest of the UK funeral industry and something the Authority should not only be very proud of but continue to support and encourage to ensure that local residents are able to purchase a dignified funeral at a fair price. Cardiff Bereavement Services have recently provided information around this scheme to a number of other Local Authorities keen to help their residents and play a part in keeping funeral costs at an affordable level.
Bereavement Services regularly donates between £7000 and £10,000 per year to support local charities. The bulk of this funding is through the metal recycling scheme administered by the Institute of Cemetery and Crematorium Management; other funds are generated through our annual Memorial Services and also public donations.
At present this money is given to a single charity each year however it is felt that a better and more beneficial use of the funds would be to set up our own Charitable Trust and support more causes with smaller amounts throughout the Cardiff and South Wales area.
Key Budgetary Issues
• Bereavement Services Income to remain Ring-Fenced
• Bereavement Reserve to remain and be maintained at a level of £500,000 and investment in the service through this fund to continue
• Flexibility given to the use of the reserve to support bereavement related services throughout the Authority and Wider Community.
• Bereavement and Registration budgets to be merged.
• Bereavement Services to identify and implement additional income generating schemes
• Fees and Charges to be increased by a small amount to secure future investment in the service
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• Introduce a Section 106 income element to offset the cost of burial provision as the population of the City increases
• The Cardiff Council Funeral Service to continue to be provided and supported by the Authority and the service further developed to meet customer demand
• Set up and Introduce a Council owned Bereavement Charity where local groups can submit bids for funding for Bereavement related projects
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Key Issue: Collaborative working
Currently within local government there is an acknowledgement that there needs to be more collaborative working amongst local authorities. Regulatory Services has been piloted as an area within Cardiff Council which can look into this as a possible future way of working.
Bereavement Services currently carries out the digging of graves in Penarth Town Council.
Service needs:
• Consider and look at opportunities available for collaborative working with Bridgend, Newport and the Vale of Glamorgan and any other willing local authorities. • Continue to work with Penarth Town Council to provide grave digging services. • Identify and pursue any Bereavement Services related / memorial opportunities in the South Wales area.
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Section Two – Key Achievements
• Institute of Cemetery & Crematorium Charter for the Bereaved Awarded 1997 • Cemetery of the Year Award (Runner Up) – 2006 • Cemetery of the Year Award (Freedom of Choice) – 2008 • Cemetery of the Year Award (Cemetery Operatives Team of the Year) 2009 • Cardiff County Funeral Service (low cost, fixed price funeral option for Cardiff residents) introduced 1995 • Cardiff Council Proud Awards (Team of the Year) – Winner 2009 • Cardiff Council Proud Awards (Change, Innovation & Sustainability) – Finalist 2010 • Green Flag Award (Cathays Cemetery) – annually since 2009 • Green Flag Award (Thornhill Cemetery) annually since 2010
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Section Three: Supporting Documentation.
Details of guidelines legislation and statutes that affect the service
• Local Government Act 1972 • Local Authorities’ Cemeteries Order 1977 • The Cremation Act 1902 & 1952 • The Cremation Regulations 1930 plus amendments • Births & Deaths Registration Act 1953 • Coroners Act 1988 • Data Protection Act 1998 • Public Health Control of Disease Act 1984 • Environmental Protection Act 1990 PG5/2 • Still Birth (Definition) Act 1992 • Freedom of Information Act 2000 • Disability Discrimination Act 1995 • Race Relations Act 1976 and Race Relations Amendments Act 2000
Bereavement – Wide Guidelines: • Charter for the Bereaved • Guiding Principles of Burial & Cremation Authorities • The Code of Cremation Practice
Organisations that Guide and Influence the Provision of this Service
Institute of Cemetery & Crematorium Managers (ICCM) www.iccm-uk.com Confederation of Burial Authorities (CBA) (Now ICCM Corporate) www.iccm-uk.com The Cremation Society of Great Britain www.srgw.demon.co.uk/CremSoc The National Association of Monumental Masons (NAMM) www.namm.org.uk The British Register of Accredited Monumental Masons (BRAMM) www.bramm- uk.org
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Improvement Strategy for Cardiff Register Office
Background:
The purpose of this area of the strategy is to provide an analysis of the Register Office detailing the pressures and demands that influence the overall performance of the services and resulting in a strategy to meet those demands. The strategy is linked to the overarching strategic framework of the council’s priorities and the General Register Office Good Practice Guide to the delivery of local registration services. Reference will be made to the Corporate Business Plan, Service Area Business Plan and the Local Sustainability Strategy.
This document provides a vision for the register office outlining the key issues facing the division and detailing what must be done and cost implications. These actions will be risk assessed in accordance with the council’s Risk Management policy to provide a comprehensive list of priorities. Given the large amount of contact between registration services and the public the improvement strategy will provide an excellent opportunity for Cardiff Register office to develop and modernise its provision of the services it provides in the local area and improve their profile. This is the first such strategy for the register office.
Bereavement & Registration Services will provide services to
Support the community to celebrate and commemorate significant events3
It is the intention that this strategy document encompasses all of the known issues of this service over a ten year period and will:
• maintain and enhance the service from the perspective of our customers • support the service as it faces a range of complex and interlinked issues • provide a holistic approach • provide a vision for the service that will benefit the staff, the Authority, elected members and stakeholders • provide the foundations to improve performance in a UK context
The Key themes will be:
1. Leadership, strategies and collaboration 2. Customer and community focus and engagement 3. Resource activity and people management 4. Achieving outcome effectively and sustainably
3 Strategic Planning and Environment Business Plan 2010-13 Section 3.1
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The strategy aims to ensure that the service remains ‘fit for purpose’. To do so, the key issues that this strategy looks to address are:
• Access to the Register Office • Booking of register office appointments and ceremonies • Facilities and accommodation • Certificates of past record including their custody and security • Increased services • Raised profile of the service • Stakeholders and partnership working • Performance Management • Financial Sustainability
Corporate Plan
The 2013-17 corporate plan provides the overarching driver for all the improvement work being undertaken. Under ‘Protecting People’ the plan states
Continue to modernise our Bereavement and Registration Services improving accessibility and choice
This will be achieved by implementing the actions from the Registration Rapid Improvement Event and preparing and implementing this ten year strategy for the Registration Service.
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Introduction to Cardiff Register Office
In 2010 following a departmental restructure Bereavement Services and Registration Services joined together to form one Service Area. Registration Services are based at City Hall, King Edward VII Avenue. The main functions of the Registration Service are:
• The registration of births, deaths, marriages, civil partnerships and still births that occur in the Cardiff Registration District
• Taking notices of marriage and civil partnership for persons resident in the Cardiff Registration District
• Taking notices of marriage and civil partnership as a “Designated Office” for persons who are subject to immigration control who do not reside in Cardiff
• Conducting marriage and civil partnership ceremonies in the Register Office and at other approved premises in the City and County of Cardiff
• Issuing certificates of birth, death, marriage and civil partnership from archived records in the custody of the Superintendent Registrar
• Conducting Citizenship ceremonies and issuing nationality certificates
• Conducting celebratory ceremonies of Naming and Renewal of Vows
• Collection of marriage returns from the Clergy and Authorised Persons and maintenance of deposited marriage register from same
• Nationality Checking Service and settlement checking service
New Governance New Governance has been introduced to the Registration Service which commits a local authority to comply with the service delivery standards contained in the Code of Practice for Local Registration Authorities in England and Wales. In order to meet this, a service delivery plan is produced to show how the local authority will meet their obligations. The Service Delivery Plan has been agreed by the General Register Office and underpins the delivery of all services from the section. This plan gives its formal commitment to the Code of Practice and the Good Practice Guide. Each year
- 50 - Bereavement Services Strategy the service delivery plan is completed and submitted to the General Register Office along with Cardiff’s annual reporting of the services undertaken.
Service Delivery Plan: The boundaries of Cardiff registration district and sub-district are coterminous with those of Cardiff County Council. The Register Office and Head Office are based at City Hall, King Edward VII Avenue, Cardiff CF10 3ND. There is an out-station at the University Hospital of Wales, Heath Park, Cardiff mainly for the purpose of the registration of deaths and still births.
Contact Details: The Register Office City Hall King Edward VII Avenue Cardiff CF10 3ND Telephone: 029 2087 1680/1684 Fax: 029 2087 1698 Email: [email protected]
Opening Hours: Monday – Friday 08:30 – 16:00 Saturday – ceremonies only.
The outstation at the University Hospital is open from 10:00 – 4:00 Monday – Friday by appointment only. An out of hours emergency service is available by contacting the main County Hall telephone number below: 029 208722594 For the out of hours burial service the number is: 07976 011820. Staff
The number of principal Registrar officer posts is as follows:
1 Superintendent Registrar 1 Additional Superintendent Registrar 1 Deputy Superintendent Registrar 5 Registrars of Births, Deaths and Marriages
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Complaints Policy: The registration service is subject to Cardiff county council’s corporate complaints policy. Details can be found on the Cardiff council website at www.cardiff.gov.uk
Suggestions: The public are able to make suggestions for improvements to the service via the questionnaires that are provided to each informant and to parties who have had a civil partnership. During 2012-13 service redesign will be used to drive continuous improvements.
Equalities: The Cardiff registration service is committed to the council policy in treating all citizens regardless of age, disability, gender, race, religion, sexual orientation or language.
Business continuity A full business continuity plan is in place and is available for inspection. During 2012- 13 this will be reviewed as part of a desk top exercise.
Performance measures The plan incorporates a number of service led objectives which Registration Services will meet namely: 1. Events registered within the statutory timeframe:
• % of births registered within 42 days and total number of births • % of still-births registered within 42 days and total number of still-births • % of deaths registered within 5 days and total number of deaths
2. Customer waiting time:
2(i) Average waiting times for registration and notice taking - Birth registration /declaration - Still birth/declaration - Death registration/declaration - Marriage/ Civil partnership Notice (ii) % of customers seen within 10 mins of appointment time
3. Certificate applications:
• % of applications dealt with within 5 days of receipt
4. Customer satisfaction surveys:
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• % of satisfied customers, number of forms received and response rate.
5. Complaints:
• Total number of formal complaints received as a whole and as a % of all registrations.
The above indicators will be monitored through:
• data extracted from RON
• data from internal monitoring systems
• data from customer surveys
• Data from analysis of complaints received
In 2011 Registration Services undertook a lean management review of their customer service feedback. All questionnaires and databases have been overhauled to achieve these indicators more fully and to allow deeper analysis of customer feedback at operational meetings. The questionnaires have been more widely distributed and the return rate has increased. These questionnaires will be used to drive service improvements alongside new corporate initiatives such as customer journey mapping and service redesign.
In November 2011 Tell Us Once was introduced into the Register Office. The scheme’s take up is being monitored and in 2012-13 the challenge will be to widen the scope of services that can use the scheme’s information with work being started on a ‘B’ list.
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Statutory Framework
Registration services were established under the Registration Service Act 1953 which places a duty on each council to prepare a local ‘scheme’ and to appoint a proper officer. The proper officer provides the Registrar General with details of the organisation and coverage of the registration services within the authority and manages the local service. The proper officer is appointed by the local authority under the provisions of the Local Government Act 1972. Under the revised local governance scheme arrangements the local authority agrees to comply with the service delivery standards contained in the Code of Practice. This framework enables local authorities to plan, develop and deliver a registration service to meet the needs of the local community. The Good Practice Guide provides further information and guidance for Register Offices and reflects the need for a customer focused service delivered in a sensitive and efficient way to meet the needs of its service users.
The registration service plays a key role in the everyday functioning of civic society. Unitary and county councils are legally obliged to provide facilities for the delivery of birth and death registrations, civil marriages and partnerships and citizenship ceremonies. On average every person visits their local Register Office four times in their lifetime. For most people each of these visits marks a critical life changing moment such as the birth of a child or bereavement. Registration services recognise and record these life defining experiences and establish them on a legal and historical basis. Staff based at the Register Office assist the public through what can be complex processes at very stressful and emotional times.
Statutory duties of the Register Office include: • Birth Registrations • Preliminaries and solemnisation of marriages and civil partnerships • Death Registrations • Citizenship ceremonies • Provision of statistics to Central Government • Issue of Certificates • Registration of Still Births
All councils have to provide facilities and staffing to fulfil these functions. For further information please see the attached information from the good practice guide. (Appendix 4)
Non-Statutory Functions in Cardiff include: • naming ceremonies • renewal of vows ceremonies • nationality checking service • family history • Settlement Checking Service
Civil funerals can also be included and it is noted that these services provide huge opportunities for potential development of the services provided and income generation.
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Rapid Improvement Event:
In July 2012 a Value Stream event was held within the communities directorate which identified the need to improve access to booking appointments with the Register Office. In December 2012 a Rapid Improvement Event was held and an officer decision report prepared to outline the significant improvements which could be made to the process whilst improving the customer experience in booking an appointment with the Register office and gaining access to the services offered there. These services involve life changing events and are of great prestige to the council. Please see appendix 5 for the A3 outcomes of this event.
During the preparation for the event a large amount of preparatory work was carried out.
• 32,000 calls are received by the register office each year to provide 6000 birth, 3000 death and 1000 marriage/civil partnership registrations.
• 7000 hours of officer time required for appointments but currently there are only 6900 hours available to register.
• 22% of all calls made go to answer phone of which 27% ‘call backs’ fail. Dealing with the answer phone equated to 15 weeks of one officer’s time.
• Voice of the customer from questionnaires sent out to all service recipients is: o frustration at not being able to contact the register office to book an appointment or ceremony o frustration at not being called back o increased accessibility required outside of usual ‘office’ hours
Nationally Cardiff is one of the few authorities where there is no on line system in place to undertake register office bookings.
As a Self governing Register office Cardiff has to meet the performance demands of the General Register Office and these are shown below.
• 65% of births registered within 5 working days (NS 95%) • 11% of marriage/ civil partnership notices within 5 working days (NS 100%) • 81% of deaths after post-mortem registered within 7 days (NS 95%)
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RIE outcomes:
Registration Services are a more traditional service than most within the local authority. The development of the Good Practice Guide from the Register General’s Office is to be used as a driver to deliver a modern and effective service delivering high quality outcomes for service users. Each service user is sent a questionnaire asking them to rate their overall satisfaction with the service along with other aspects of the service which they feel may require improvement or they would like to see changed. Cardiff Council’s Register Office has a high customer satisfaction rate of 100% however, we are aware of the voice of the customer on the questionnaires received would like additional avenues and ways in which the service is delivered. From this service user feedback areas of improvement have been identified and are detailed in the strategy.
This event was held on 10th December 2012 and officer decision paper prepared to outline the significant improvements which could be made to the system. One of the areas highlighted was the need to provide customers with additional ways in which to book appointments with the register office for a number of important life changing events as well as provide an easier system for those wishing to ask for and pay for certificates of past record.
During the preparation for the event it was evident that a large amount of time is wasted simply dealing with the answer phone and the public are frustrated with not being able to contact the Register Office at the time of their first call. The outcome of the event was to consider the purchase an on-line booking and ceremony package which will guide applicants through the process of booking an appointment with the register office on line providing them with an email confirmation of their appointment time and a reminder of any pertinent information they are required to bring to the appointment.
The implementation of this package will have a number of benefits for the users of the register office 1. Ability to book an appointment 24/7 and reduce calls into the register office freeing up 15 weeks of an officer’s time. 2. Increased interest and income from the certificates of past record as these can be ordered on line. 3. Decreased ‘failure demand’ with reminders being sent out to the applicant and the ability to move appointments.
The provision of an on line system will take approximately 33% of all calls away from the register office as nearly one third of all appointments will book on line. This system is required to be specialist and meet the needs of Cardiff as a District office whereby more specialist cases will come to access the services of the register office.
Additionally one of the other issues highlighted was the lack of support for the original RSS system for Registration. There is no support for this system available internally and will require the purchase of either the RAFTS system from an external company or as part of the Zipporah registration system. This is a huge risk to the authority as this forms the only record of previous registrations from the 1990s until the use of the RON system.
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Key Issue: Population Growth:
There are a number of pressures facing the provision of the registration service. One of the main challenges that the service will need to deal with over the next ten years is the substantial increase in the population of Cardiff. Between 2011 and 2026 the population of Cardiff is expected to increase dramatically with one of the biggest percentage increases in population in the United Kingdom. By 2033 the population is expected to grow by 35% or 125,000. The Register Office is used by all of Cardiff’s residents and this large population increase will be a significant challenge for the service.
Service needs: • Ensure that services are able to meet the demands of an ever increasing population • Investigate how best to deliver the service to the increasing number of service users.
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Key Issue: Access to the Register Office
Cardiff’s citizens will all need to access the register office at various points within their lifetime. One of the key issues facing the register office currently is where its services are delivered. Following on from the RIE it was evident that the customer wants the ability to have appointments at the Register Office after their working day or even at weekends. Additionally the city centre location in City Hall, although central does have draw backs with poor parking availability and also no designated disabled parking. The reception area is also difficult to access for those in a wheelchair, infirm or simply having to bring a pram with them for a visit. Currently the Register Office’s services are delivered at City hall and also at an outstation in University Hospital of Wales where deaths can be registered for appointments made by the Bereavement Office. Moreover as the council localises its services through the development of Community Hubs it may be an opportune time to look at developing registration services at these points to ease access to the service for Cardiff’s citizens.
Service needs: • Progress the provision of a Registration and Bereavement Advice facility at other Council locations such as Community Hubs • Investigate the provision of a late night service • Investigate the provision of a Saturday morning registration service • Provide an on-line booking system • Investigate the provision of birth appointments at University Hospital of Wales • investigate the provision of register office only disabled parking • Provision of on line payments for services.
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Key Issue: Booking of register office appointments and ceremonies
Currently all bookings for the Register Office are taken on the phone by staff. Annually there are approximately 32,000 calls to the register office resulting in 6000 birth and 3000 death registrations. There are also 1000 marriage or civil partnership ceremonies. 7000 hours are required in appointment times but currently on 6900 can be offered. Staff are tied up answering the phone to book appointments and take certificate requests. One of the RIE outcomes recommended the purchase of an online booking system. By introducing an on line system this can save up to one-third of these booking requests by phone releasing staff time to actually take an appointment. Of additional benefit is the fact that the system can also release time by compiling a lot of the statistical data required by the General Register Office.
Service needs: • Provision of an online booking system
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Key Issue: Facilities and accommodation
At present the Register Office is housed in the North West side of City Hall. The accessibility to the office is poor as there is a mix of ramp and step access into the office and an external lift. Those visiting with prams are forced to use the wheelchair lift and in some cases are unable to use this due to the type of pram they bring to the Register Office when registering their baby’s birth.
There are no public toilet facilities available in this part of the building and no baby changing facilities. Staff must accompany those wishing to use the toilet to the facilities and wait for them to accompany them back to the reception area. For staff and the public alike this can be embarrassing and promotes an image of an out of date and out of touch council. Staff also waste time accompanying the public in this way and feel that their staff facilities should not be being used by the public in this manner.
The interview rooms in City Hall are also too small to cope with larger family groups wishing to support someone registering a life event. They are not cohesively grouped together with staff having to take people some distance to ‘return’ the family to reception and the way out. Furthermore the reception staff are not able to see that the registrar has completed their appointment as the registrar does not have to go into reception.
The accommodation in City Hall is not currently in a suitable location within the building nor grouped together in a manner which assists in a smooth working operation. The archives which are accessed throughout the day are held some way from the current general office and porters are required to provide support.
A lean way of working is hampered by the current accommodation simply due to fact that all of the offices are spread out along one whole side of City Hall with the west Entrance in between the blocks of offices. For the public too their frustration about not being able to park close by and to access disabled parking or simply bring a pram into the office when registering a birth is all to evident in the questionnaire responses received. Additionally it can also cause embarrassment to the public to have to be accompanied to the toilet at an already tense time.
Service needs • Investigate the moving of the Register office within City Hall to the front of the main entrance • Review of rooms in City Hall & provision of toilet and baby changing facilities • Improve access to the archives for staff • Investigate the provision of public toilet facilities, baby changing facilities and ramped access to reception area. • Improved facilities for the provision of register office weddings and a suitable waiting area. • Private interview rooms within the reception area to accommodate those who need to hold sensitive/confidential discussions with staff.
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Key issue: Certificates of past record including their custody and security
Certificates of past record are one of the main areas of the Register Office. At present they are housed in the basement archive and are accessed by staff as and when required. A porter is often used to bring up the registers for the staff to use for their searches. Searches are currently taken by telephone call or on forms completed at reception and there are two levels of service available. The development of an online service would not only assist the public but also reduce staff time answering the phone. A more streamlined reporting approach could also be introduced using an online ordering system.
Additionally the superintendent is responsible for the safe custody of the registers and certificates. The recent General Register Office Audit recommended the replacement of the current unused certificate storage with purpose built safes to ensure that the public are unable to access these where they could be used for fraudulent purposes.
Service needs • Provision of online ordering for certificates of past record • Provision of new service standards for delivery times for certificates. • Provision of secure safes for blank certificates • Improved access to the archives and use of an office nearby to allow staff to work close to the archives. • investigate the provision ways to make the production of certificates more efficient to increase the numbers of certificates produced • introduce on-line payments for certificates
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Key Issue: Additional Service Provision
The register office offers a number of services which are not utilised to their full extent namely renewal of vows and naming ceremonies. There are also additional income generating opportunities such as the provision of more Nationality checking Service appointments and the development of training and information for outside agencies such as solicitors in this area.
The Freedoms Bill allows weddings and civil partnerships to be carried out both at the Register Office and approved venues outside of the ‘traditional’ ceremony times. The accommodation of such ceremonies to provide customer choice is vital. Marriages and Civil Partnerships are also an area in which increased services can be offered to the customer. There may be the option to offer a wedding package or the webcasting of weddings and ceremonies as well as the provision of a DVD or CD of the event.
The recent changes in legislation with the changes to the Marriages Act mean that there may be an increased demand for same sex marriage and the need to accommodate those wishing to convert their civil partnership to marriage.
Service Needs: • Development of a training programme for outside agencies such as solicitors • Increase the number of NCS appointments • Introduce the webcasting of weddings and other ceremonies and the facilities to provide DVD or CD of the ceremony • Publicise the availability of out of hours marriages and civil partnerships • work with approved venues to increase the provision for out of hours marriages and civil partnerships to provide increased choice to the customer • Ensure that the service is able to meet the demands of the changes to the Marriage Act to undertake same sex marriages and the conversions of civil partnerships to marriages. • Investigate the provision of a civil funeral service
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Key Issue: Death Certification changes
One of the major considerations for registration service will be the introduction of the medical examiner and their role and the impact that this may have upon the service. The introduction of this service will lead to significant associated costs for the bereaved which will be partially offset by the removal of medical referee fees and the doctors’ certificates for cremation. It appears that these new charges will have to be administered by the local authority.
Service needs: • respond to legislative changes and prepare any system to collect and administer money for Medical Examiner’s service
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Key Issue: Raised profile and awareness of the service
In order to maintain the high standards of service it is essential to invest in the current staff and look at ways to make the service more customer focused and responsive to the needs of the customer. The service needs to put customer at the heart of all service delivery.
This may be achieved through increased access to the register office through the provision of outstations via the community hubs. The provision of increased information in the hubs will also assist in ensuring the public are aware of the services offered by the register office.
The staff also need to be ‘ceremony ready’ at all times leading to a more flexible staffing to increase the service on offer to the public and provide a platform for the improvements.
Service Needs: • Increase availability of the service at other council locations • Increase information about the service at other council locations • Provide staff with uniforms to ensure a professional corporate look and ceremony ready staff at all times • Develop ‘what the service stands for’ approach and introduce service standards. • increased choice and personalisation of ceremonies
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Key Issue: Relationships and partnership working
Positive relationships with service users underpins the improvements outlined in the strategy. Regular meetings with the General Register Office need to be continued as this is a way of ensuring continual improvement and ongoing dialogue. Continued liaison with the University Hospital of Wales will allow the provision of registration services there to be maintained and hopefully extended. Continual dialogue with approved venues will be necessary as the use of the Freedoms Bill becomes more widespread and some provision of training to outside agencies such as solicitors will enable the register office to avoid the public turning up with the incorrect documentation.
Service needs: • Continue with regular meetings with the General Register office and forward the strategy to them for consideration • Investigate the possibility of increased appointment types at UHW and hold regular meetings with the staff there. • Hold annual approved venues meetings to update them and provide feedback • look at benchmarking group for comparison of services provided • Training of outside agencies ranging from the provision of information leaflets to in-house run briefing sessions.
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Key Issue: Performance Management
Performance management is a key tool in ensuring that the strategy is implemented and its improvements measured. The development of performance targets for the register office and their ownership by the staff concerned will enable continuous improvement. Questionnaires are sent out to all those undertaking a registration or having a ceremony and these are reviewed on a monthly basis. These targets will feed into the service development plan for the register office and provide a 360 look at how the service operates.
Service Needs: • Development of Performance Targets for the register office in addition to those from the GRO • Staff awareness of targets & feedback from questionnaires
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Key Issue: Staff
The Register Office is one of the few services in the council which all of Cardiff’s citizens will use at various points within their lives. Such a vital service highlights the importance of ensuring that the customer is at the heart of all service delivery. Listening and responding to the voice of the customer must remain as one of the key drivers behind all service improvements.
One of the key resources within a customer facing service is the staff. Staff need to receive first class training to ensure that a flexible service can be offered to the public. A proposed restructure of the staff will allow for greater individual roles within the organisation ensuring that we meet the rigors of self governance and rotas will be in place to make certain that we are able to future proof the service for weddings and to take death registrations at short notice where there is a cultural need. Additionally it may be prudent to look at increasing staff provision to allow for more registrations outside of City Hall and to provide additional NCS appointments.
Service needs • Use of the LRSA training modules and GRO e-learning to provide training for staff • Restructure of staff and consideration given to the creation of new posts within the Register Office to meet service demands • Customer care training for staff.
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Key Issue: Financial Sustainability
In an era of unprecedented financial constraints upon local authorities the provision of its services needs to be financially sustainable. One of the ways to ensure this is to look for increased income opportunities. Income can be increased through the offering of more types of ceremonies such as naming and renewal of vows. Other ceremonies can be made more attractive with the provision of a ceremony ‘package’ for weddings for example. The provision of more appointments will not only help us to meet the needs of the service but also will increase the income it generates. Nationality Checking Service appointments currently generate income for the service but are not maximised in the number of appointments being offered. The provision of online certificates may also lead to an increase in income as people researching family trees may ask for copies of certificates.
In this era local government is being increasingly scrutinised in its ways of working and its provision of services. One of the aspects being looked at is collaborative working with adjacent local authorities such as Vale of Glamorgan and Bridgend. Papers for this are currently being prepared as a Service area wide programme.
Service Needs: • investigate ways to increase income within the Register Office services provided • Consider and look at opportunities available for collaborative working with both Bridgend and the Vale of Glamorgan local authorities.
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Budget and Finance
Cardiff Registration service has an operational budget of £720,060 and is budgeted to generate £534,500 per year. Actual budget figures for 2012/13 including all uncontrollable expenditure is as follows:
Costs £ Employees 493,912 Premises 20,590 Transport 4,203 Supplies and Services 44,419 Central Support Services 261,700 Communities Support Services 30,745 Capital Costs 330
Total Costs 855,899
Income £ Grants & Reimbursements -8,721 Charges for Services -81,840 Registration Fees -561,488 Nationality Checking Service -34,953 Internal Income -1,000 Contribution from Provisions -500
Total Income -688,502
Net Costs 167,397
This obviously leaves the service in a deficit position which needs to be addressed as part of this strategy and plans must be made in the first instance to recover the £167k deficit and in the future generate a small surplus.
The Registration service is limited in terms of the fees it can set itself as it is a Statutory Service and many fees are set by the General Registry Office and cannot be varied. There is however some scope to increase fees and ensure that the service can achieve a break even position.
The service however needs to keep the fees at a realistic level and for example not force the public to marry outside of the City because it is cheaper to do so. It must also explore all avenues of generating additional income and doing more for less during this difficult financial period.
The service generates income through the following:
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• Officiating at Marriage and Civil Ceremonies • Settlement Checking Service • Nationality Checking Service • Certificates
Recent introductions to the service will allow for Ceremonies conducted in the St David’s Room at City Hall to be transmitted over the internet so those unable to travel can see and hear the service and the couple will also have the opportunity to purchase a DVD of the ceremony. As this is a new introduction the income it will generate is unknown however the service will be widely publicised to customers.
There are also other income generating options that the service will look to introduce in order that the service can become completely self sufficient in the future, details of these options are included in the strategy.
A Rapid Improvement Event took place in 2013 and the findings of this have made up the bulk of changes that need to go forward in this strategy. Efficiencies driven out through this process will see a need for a restructure of the service to take place, it is anticipated that this exercise may also reduce the net cost of the service by freeing up time for officers to concentrate on generating additional income and still providing a high class service to the public.
The merging of both the Registration and Bereavement Budgets is a further option to consider and work towards a refreshed operating model in which staff are multi skilled to undertake a variety of roles across both services. This would allow for some of the Bereavement Surplus to offset a small amount of the current Registration deficit, but for accounting purposes the income from each service would remain separated.
The Registration Service is a statutory function of the Authority and is a service that must be provided and like many other Council Services invariably there is a cost to do this. The service will endeavour to cover all of its costs through income generation however fees for services provided need to remain competitive and affordable for the general public.
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Appendices
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CHARTER FOR THE BEREAVED
THE CHARTER IDENTIFIES THE FOLLOWING 33 RIGHTS
Burial procedure
1 It is your right to have a burial organised and conducted in a dignified and orderly manner, supported by competent, professional and caring cemetery staff.
2 It is your right to inspect statutory cemetery records.
Grave choice
3 It is your right to purchase a private grave for a period not exceeding 100 years. (This “Right of Burial” is a grave for one or more burials, and upon which you can place a memorial. To this purchase cost, a burial fee is also payable).
4 It is your right to choose to be buried in an unpurchased grave. (You cannot reserve space for further burials in this type of grave, nor do you have any right to place a memorial. Further un-related burials will occur in the future, the grave being “re-cycled”. For each burial, a fee is payable).
Cemetery memorials
5 It is your right to place a memorial within the constraints of regulations in force or to leave the grave unmarked.
6 It is your right and responsibility to maintain a memorial upon a grave during the period of grave rights granted to you. The memorial cannot be disturbed or moved during this period without your express permission, unless it poses a safety hazard. The safe erection and maintenance of the memorial is your responsibility.
7 Except where Charter members are the sole suppliers of memorials, it is your right to use any memorial mason of your choice, provided they are not prohibited by the Charter member.
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Appendix 1
Baby and infant graves
8 It is your right to be offered an individual grave for a baby or infant.
9 It is your right to be able to purchase an adult grave for the burial of a baby or infant, with sufficient depth remaining to allow adult burials.
Burials in private land
10 It is your right to receive factual information on burial in private land e.g. Gardens, farms, orchards, etc.
Cremation procedure
11 It is your right to organise and conduct a cremation in a dignified and orderly manner, supported by competent, professional and caring crematorium staff.
12 It is your right to inspect the crematorium under normal working conditions.
Cremated remains and memorialisation
13 It is your right to be offered a Book of Remembrance memorial, set in a Hall of Remembrance. This must include a designated place for floral tributes.
Ceremonies and belief
14 It is your right to hold a burial or cremation service at the cemetery or crematorium and define the type of music and ceremony.
15 It is your right to define the type of religious or secular (non-religious) format of the service.
Coffins and alternatives
16 It is your right to choose the type and design of coffin, within the constraints of availability, regulations and safe materials.
17 It is your right to obtain a coffin via your Charter member (biodegradable type). Communication
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Appendix 1
18 It is your right to receive a prompt response to any form of communication within the times specified by each Charter member.
19 It is your right to be given a table of cemetery and crematorium fees upon request.
Environmental issues
20 It is your right to be made aware of all known environmental issues relating to bereavement services. (Full details are given in the Reference Copy of the Charter for the Bereaved).
Social and community aspects
21 It is your right to receive a service that recognises your needs, without unfairness or discrimination e.g. religious belief, ethnic needs, disability, etc.
Funerals without a Funeral Director (independent funerals)
22 It is your right to organise a funeral without the use of a funeral director.
23 It is your right, as executor (or next of kin) to be given the body by a mortuary, hospital, etc. in order to carry out a funeral.
24 It is your right to be given a leaflet by your Charter member describing how to arrange an independent funeral.
Maintenance of grounds and grave digging
25 It is your right to be shown a specified standard of grounds maintenance. Where standards fail to meet the specification, you have the right to complain.
Regulations
26 It is your right to be given a list of regulations used by your Charter member. 27 It is your right to be given a written explanation of the reason why a regulation has been used to restrict or otherwise influence your rights.
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Appendix 1
Staff and expertise
28 It is your right to receive a quality service provided by trained and qualified staff. Where service standards fail, you have a right to question the level of expertise shown and to receive assurances regarding the ability of those involved.
Inspection
29 It is your right to be given an inspection of the cemetery or crematorium at any reasonable time.
30 It is your right to be given a copy of the “Guiding Principles of Burial and Cremation Services” or the “Code of Cremation Practice” under which your Charter member operates.
Grievance procedure
31 It is your right to use the grievance procedure if you are dissatisfied about any service provided by your Charter member. You can complain “on the spot” if you have the opportunity. If you continue to be dissatisfied, a series of stages leading to arbitration can be followed. Copies of the grievance procedure are available from your Charter member. Any Charter member who fails to offer the specified rights will have their Charter membership withdrawn.
Using a Funeral Director
32 It is your right to be given a copy of the item “Information on using a funeral director” (from the Reference Copy of the Charter for the Bereaved) by your Charter member. A small fee may be payable. This describes the funeral “package”, the absence of price transparency, the impact of large commercial firms, funeral pre-payment plans, etc.
Embalming
33 It is your right to be given a copy of the item “Information on Embalming” (from the Reference Copy of the Charter for the Bereaved) by your Charter member. A small fee may be payable. This describes the process of embalming, often referred to as cosmetic treatment by funeral directors. It addresses the issues of environmental impact and whether the process is necessary.
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Appendix 2
INSTITUTE OF BURIAL AND CREMATION ADMINISTRATION
Guiding Principles for Burial and Cremation Services
Caring for the Community
All cremation and burial facilities shall be managed with competence and efficiency, to ensure that the entire bereavement experience occurs without error or insensitivity, and meets the religious, secular, ethnic and cultural needs of the bereaved. The service shall comply with all statutory and Health and Safety requirements.
Service Sensitivity
The burial or cremation of a human body is a highly emotional occasion for those taking part. Each cemetery and crematorium must be managed to create and maintain an atmosphere of solace and respect throughout the entire proceedings. This sensitivity must extend to all staff and contractors working at facilities, through the application of bereavement sensitive specifications. Members will respond sympathetically to individual funeral needs and shall give a justifiable reason for refusing any specific request.
Staff
All staff should possess qualifications and undergo recognised training specific to their duties. At the senior management level, the appointment of staff in possession of the Diploma of the Institute of Burial and Cremation Administration should be seen as a minimum requirement. The appointment of all staff must emphasise the need for proper conduct and demeanour, as well as technical expertise. Staff must act and speak in a manner that recognises the sensitivity of bereavement, both during and outside working hours, and should not accept gratuities. All staff should be identified by name badges.
Environmental Issues
Every Charter member shall minimise the impact of bereavement upon the environment. This should encourage the greater use of earth friendly materials, particularly in coffins and containers used for burial or cremation, a reduction in fossil fuel usage and emissions to air, and the use of suitable ground for burial so that water borne pollution shall not occur. Metal residues found in cremated remains shall not be salvaged for any purpose. They shall not be removed from the crematorium and shall be interred in the grounds.
Individual Disposal
The importance of human beings as individuals and the manner in which they inter-relate with relatives and friends does not diminish in significance following death. It is important for the bereaved to know that the burial or cremation is individually carried out, and the following requirements must, therefore, be met: Appendix 2
General Conditions
(a) No coffin/container/shroud shall be accepted a cemetery unless the name of the deceased therein is clearly shown.
(b) The identity shown on the coffin/container/shroud shall be verified at every funeral.
(c) If burial is to occur, the body and its coffin/container/shroud shall be placed in the ` identified grave.
(d) If cremation is to occur, the body and its coffin/container/shroud/ shall be placed in the identified grave.
Requirements relating to Cremation
(a) A body shall not be removed from the crematorium after the service of committal, except by order of a Coroner or for some other valid reason.
(b) The container and the body shall be placed in a cremator and cremation commenced no later than 24 hours after the service of committal. Where cremation may not be carried out on the same day, the Applicant for Cremation shall be notified. The coffin or container with the body inside shall not be opened or otherwise disturbed, other than in exceptional circumstances, and then only with the express permission and in the presence of the Applicant for Cremation.
(c) Once a coffin or container has been placed in a cremator, it shall not be disturbed until the process of cremation is complete. On completion the whole of the cremated remains shall be removed from the cremator and reduced to granular form, except where this is specifically not requested, and shall be disposed of or released according to the instructions of the Applicant for Cremation.
(d) Cremated remains placed in the Gardens of Remembrance shall be treated with reverence and respect. If strewn, they should be obscured by soil or brushing. Where a local practice of strewing in the form of a cross or other pattern has developed, it is acceptable providing it does not result in the unsightly build-up or prolonged visibility of the cremated remains.
(e) Cremated remains must be labelled and released in suitable, unused containers, and where sent by post or carrier, cable of withstanding transit without damage.
Requirements Relating to Burial
(a) After the coffin/container/shroud and body have been committed into the grave, they shall not be removed or otherwise disturbed except for lawful exhumation, by licence and/or faculty or by the order of a Coroner.
Appendix 2
(b) Immediately after the mourners have departed the graveside, the grave shall be entirely backfilled and made tidy. This work will be completed on the day of the burial and must not extend overnight.
Inspection
Everyone has the right to inspect the crematorium or cemetery during normal working hours, upon application to the manager of the facility.
Appendix 3
CODE OF CREMATION PRACTICE
1. Conduct
The cremation of a human body is a highly emotional occasion for those taking part in the service. This must never be forgotten by the officials of the Crematorium, who must combine to create and maintain an atmosphere of reverence and respect throughout the entire proceedings.
2. Staff
The greatest care must be taken in the appointment of members of the Crematorium staff, any one of whom may, by conduct or demeanour, detract from the atmosphere of reverence which it is endeavoured to create. When an appointment is made, preference should be given to certificated applicants. In addition, it should be realised that the wrong type of person is capable of comment outside the Crematorium which can bring the Crematorium and Cremation into disrepute.
3. After Committal
(a) A body shall not be removed from the Crematorium after the Service of Committal except for a lawful purpose. (b) On the day when the Committal Service takes place, provided the necessary Authority to Cremate has been received, the coffin and its contents shall be put into the cremator exactly as they have been received on the catafalque, and cremated. (c) Once a coffin, with its contents, has been placed in the cremator, it shall not be touched or interfered with until the process of cremation is completed. On completion the whole of the Cremated Remains shall be collected and, following their reduction, shall be disposed of according to instructions received.
4. Correct Identity
(a) No coffin shall be accepted at any crematorium unless it bears adequate particulars of the identity of the deceased person therein. (b) Every care must be taken to ensure correct identification throughout the whole proceedings from the moment the coffin is received on to the catafalque until the final disposal of the Cremated Remains.
5. Separately Cremated
Each coffin given to the care of the Cremation Authority shall be cremated separately.
6. Metal Residues
Any metal found amongst the Cremated Remains shall not be salvaged for any purpose but shall be disposed of in aggregate in accordance with the directions of the Cremation Authority or Higher Authority. Appendix 3
7. Cremated Remains - Care to be taken
The utmost care shall be taken to ensure that the Cremated Remains resulting from each cremation shall be kept separate. Following their removal from the cremator the Cremated Remains shall be reduced and placed in a separate container whilst awaiting final disposal. If the Cremated Remains are to be strewn on the Garden of Remembrance, the ceremony shall be conducted with the greatest reverence and respect and in such a manner as not to leave the Cremated Remains visible. When the Cremated Remains are to be sent by rail or through the post, specially constructed containers shall be provided for this purpose, suitably labelled, and dealt with according to recommendations laid down by the Federation of British Cremation Authorities in their special leaflet on this subject. Cremation Authorities shall ensure, by Regulation, that Cremated Remains leaving their Crematorium always do so in a suitable type of container.
8. Mechanical Apparatus
Cremators and all other mechanical apparatus used in the Crematorium shall be kept in good repair, and regularly overhauled and cleaned to ensure their being kept in perfect working order, and to prevent friction noises which will distract or disturb mourners. Special attention shall be paid to mechanical devices which are particularly prone to develop imperfections.
9. Statutory Regulations
All cremations shall be carried out according to the provisions of the Cremation Acts and the regulations made thereunder, or under the appropriate statutory provisions and regulations applicable to the area in which a Crematorium is situate and, in those places where it is applicable, no cremation shall take place except on the written authority of the Medical Referee.
A guide for councils on the delivery of local registration services
Contents
Part 1 Introduction
Part 2 Statutory requirements and guide to good practice in the delivery of the local registration service
Part 3 Statutory and non-statutory standards
Part 4 Case study reports
Part 5 Code of Practice
Part 6 The role and responsibilities of the Proper Officer
Part 1: Introduction
1. Background 1.1 Civil registration plays a vital role in securing and protecting basic human rights, and in supporting community wellbeing and social inclusion. It is essential therefore that the local registration service continues to record high quality information, play its part in protecting human life and uphold the rights of individuals on access to information. The statistical information derived from civil registration is also important to policy making and in allocating national and local resources. Information from death registration is essential to the monitoring of the health of the nation.
1.2 Overall responsibility for civil registration in England and Wales rests with the Home Secretary. The administration of the service is shared between the Registrar General (RG) and local government. The General Register Office (GRO) oversees the quality of registration information, and monitors the technical delivery of the service. The GRO is part of the Identity and Passport Service (IPS). Local Authorities have responsibility for the operational delivery of the local service.
1.3 LACORS (Local Authority Coordinators of Regulatory Services) is a local government central body working with, and on behalf of local authority associations. LACORS facilitates good practice and consistency in the delivery of regulatory services, enhancing their contribution to local communities.
2. Improving customer service delivery 2.1 This Good Practice Guide focuses on the need to deliver a modern, effective and high quality registration service underpinned by four guiding principles to improve customer service:
• Setting national standards within a framework of clear accountability, designed to ensure that citizens have the right to high quality services wherever they live • Flexibility so that public service organisations and their staff are better able to provide modern public services • Devolution and delegation to the front line, giving local leaders responsibility and accountability for delivery, and the opportunity to design services around the needs of local people • Customer choice and the ability, if provision is poor, to have an alternative provider where legislation allows.
3. Raising standards 3.1 The LACORS / GRO Good Practice Guide (GPG) has been developed for use by Service Managers and registration staff to enable them to assess performance against national standards and in comparison with other councils. The Guide will also assist in consolidating good practice.
3.2 The Guide contains details of statutory requirements and non statutory service delivery standards, as well as advice on better practice and case study reports. The Guide has been subject to national consultation and is endorsed by LACORS and GRO.
3.3 The Guide should be read in conjunction with the Booklet ‘The Role and Responsibilities of the Proper Officer’ and the Code of Practice. Both are included within this file.
3.4 Local authorities wishing to commit to delivering local services to national standards should do so in accordance with the Code of Practice. Compliance with the Code is mandatory for local authorities wishing to adopt new scheme arrangements. The Code of Practice is reproduced at Part 5.
4. Application of the Code of Practice 4.1 All authorities will wish to consult locally and ensure the delivery of a registration service which meets both local needs and national standards. This will entail seeking the views of stakeholders and users of the service on at least an annual basis. The sample consulted should be reflective of the whole community and all sections of it, service users and potential users of registration services, including people who live outside the authority where they have a significant impact on demand. The sample will need to be large enough to provide reliable reflections of the whole community’s views. Local authorities will already have their own standards for consultation which may be applied.
4.2 The national standards which an authority must achieve will contain both national and local elements. The former must ensure that users of the registration service across England and Wales are able to discharge their statutory responsibilities within the timescales set out in the Marriage and Registration Acts, and have reasonable access to all statutory and non-statutory registration services. Where an authority does not offer any non-statutory services it should sign-post to an authority that does.
4.3 The national standards which all authorities must meet, and the performance standards that an authority should aim to meet through improvement, are set out in the following sections of the GPG. These standards are designed to be capable of measurement and allow self assessment and review.
4.4. The Code of Practice also requires the local authority to develop and publicize a registration service delivery plan reflecting the needs and expectations of customers and the rights of the general public. This should include a statement of the level of service which the authority commits to, and whether this meets national standards or better practice (‘improving’) standards. Local monitoring systems should also be in place to allow authorities to report on performance against the targets it has set itself. This must include reporting annually to the Registrar General against 5 Key Performance Indicators (KPIs):
Key Indicators 1. Events registered within statutory timeframe i) % of Births registered within 42 days ii) % of Still-births registered within 42 days iii) % of Deaths registered with 5 days 2. i) average waiting times for registration and notice taking. - Birth registration / declaration - Still-birth registration / declaration - Death registration / declaration - Marriage / Civil Partnership Notice
ii) % of customers seen within 10 minutes of appointment time 3. Certificate applications % of applications dealt with within 5 days of receipt 4. % of satisfied customers (evidenced from response to customer satisfaction surveys and actual number of returned forms) 5. Total number of formal complaints received (actual and as a % of all registrations)
4.5 All KPIs have been included (and highlighted) within the statutory and non-statutory standards table in Part 2 of this Guide.
5. Guiding Principles 5.1 The following guiding principles apply throughout the GPG:
• All standards throughout the GPG need to be achieved within any statutory or regulatory framework that applies • It is accepted that there will be instances where a local authority is unable to meet a target due to circumstances out of its control • The council decides itself how to define and measure customer satisfaction. The basis used should be consistent with council methodologies and policies for other customer facing services • The GPG approach is consistent with the existing statutory responsibilities placed on local authorities. Such requirements are therefore taken as a given and not generally referred to in the Guide • Sampling is a perfectly acceptable way of monitoring performance against some standards in the GPG as long as the sample is sufficiently representative to give a good measure of performance. It is not intended that the measurement of standards should impose significant burdens on local authorities and as long as monitoring systems are robust they will be acceptable • The standards have been set to recognise that some customers may not wish to take advantage of the level of service offered by an authority, and for example, prefer an appointment at a later date • Reasonableness and proportionality is assumed but not stated. A requirement to take account of consultation is a requirement to take into account a reasonable view • Information as provided by the informant(s) or copied from documents should be recorded in accordance with statute • The Guide also allows flexibility by not prescribing the form of any requirement or plan. This is to allow local authorities to draw on the corporate reports and plans which already exist • Notwithstanding national standards, there will be occasions where it is necessary to see customers at short notice, either because the inconvenience caused by requiring them to return at another time, or because of the urgency of the matter (e.g. death bed marriage), or because of the statutory requirements applying (e.g. registration of births and deaths). A3
Name of event:
Team Leader: Carmel Thomas
Serial no: Date: 10th December 2012 1. Reason for Action Go No Go
1. Purpose of the event is to: Improvements are required to: The VSA event held in July 2012 identified opportunities to a. People: improve customer access to the register office and to Improve the access to the Register office assist the register office in meeting the rigors of Self and booking of appointments to produce Governance. Customer access to the register office is efficiencies • limited to 34 ½ hours per week during Monday-Friday b. Quality: opening hours with over 32,000 telephone calls Increase customer access & reduce received annually. waiting times for appointments Future proof the register office to meet any 2. Aims: further legislative changes. To improve customer access to the Register Office and Meet performance targets. reducing ‘lost’ calls, ‘walk ins’ and doubling handling Reduce failure demand. of customer telephone calls. Free up officers to meet the demands of self governance performance targets c. Cost: and to increase the type of services that can be Reduce the number of hand offs in the provided. process and free up capacity Reduce staff time and produce efficiencies 3. In scope: Potential to increase income with The scope of this RIE will begin with customer contact to increased services. the point of service delivery. d. Time/Delivery: Increase the access to the Register office 4. Out of scope: and flow of bookings The content of the appointment and the office Decrease waiting time for an appointment accommodation/ location at City Hall. especially marriage notices & birth registrations by reduce re-work – calls to the public & missed appointments. 2. Initial State Go No Go (a)People (b) Quality 32, 000 calls received by register office each 65% of births registered within 5 working days (NS 95%) year 11% of marriage/ civil partnership notices within 5 working 6000 birth, 3000 death and 1000 marriage/civil days (NS 100%) partnership registrations 81% of deaths after post-mortem registered within 7 days (NS 22 % of all calls go to answer phone 95%)
VOC – 100% 27% of all ‘callbacks’ fail 95 80% 95 National Standard 60% 100 % • frustration with not being able to contact the 40% Cardiff Performance 20% 65 81 Register Office and customer not being 11 0%
p s ths c called back. ir r/ b mar coroner •Increased accessibility required outside of Appointment type ‘usual’ office hours (c) Cost (d) Time (delivery) 15 weeks worth of work for one person tied up with Annually: answer phone! 141 hours taken to download Hand offs: 6 for answer phone, 4 for calls answered. messages: £1432.56 7000 hours requirement for appointments but only 6900 hours of registrar time available. Therefore, waiting 364 hours of calls to those leaving times for appointments for births and marriage notices.
messages: £3698.24 1200 1000 800 65 hours wasted with failed call backs: Flow Time 600 Touch Time £660.40 400 200 0 Total: £5791.20 births deaths marr/cp ncs 3. Target State Go No Go (a) People (b) Quality
Customers able to book their appointments Meet performance targets where possible when they wish to Increase birth registrations completion figure by 20% 100% of calls answered by staff Increase marriage/civil partnership notices by 40% Improved access to the system to enable Increase death registration after Post mortem by 5% customer bookings to be actioned on first call
National Performance Standards
102 100 98 % 96 94 92 births marr/cp coroners
Appointment type
Reduce failure demand with call backs (c) Cost (d) Time (delivery)
Produce efficiencies with not having to deal Reduce hand offs and flow time with answerphone messages and call Reduce waiting times for appointments backs. This releases 570 hours of spare through increased service times and meet capacity national standards. Develop further services with time available Increased capacity = Decreased waiting and see more appointments – generate times increased income through spare capacity. Increase certificates of past record with increased capacity available. Go No Go 4. Gap Analysis
People Quality •Customers expect to access Access to records service without appointments Phone Systems •Legislative changes Answer phones •Staffing working patterns Access and accommodation issues •Registrars diaries and within City Hall appointments process Communication – website, Opening Hours info for clients. •Provision of services to UHW Insufficient Client details –
email, mobile etc. Legislation Reception staff working set hours No digital system for shared diaries, administration, records & payment Cost No public PCs Time No marriage specialist Provision of services to UHW Card not present payment Unsuitable phone system, systems answerphone Information requirements to achieve Missed/cancelled appointments right first time Unsuitable accom. Designated office for foreign nationals wedding registrations Corrections to registered details Go No Go 5. Solution Approach
Cause/Priority Solution Affecting Current State FS EC 1
2
3
4
5
6
E (ease) and C (cost) scoring O = Easy / Low Cost, ∆ =Medium / Medium Cost, X = Hard / High Cost Go No Go 6. Rapid Experiments Experiment Anticipated Effect Actual Effect Follow up Action 7. Completion Plans Go No Go Action Type Owner Date Done R/G Digitise Indexes DO IT AR/AP 31/03/2013 completed with rss work carried out by see below Zipporah for on line booking system Information Packs – Births DO IT AR/DD 28/02/2013 draft copy received - AR and DD to provide updated text - issue with company as they have now gone into liquidation. Ar to source other company to carry this out Remove answer phone capability & change DO IT AR 17/12/2012 hold message Accommodation wailing wall DO IT CT Immediate 03.01.13 Introduce Tuesday morning early opening DO IT AR 01/01/2013 15.01.13 Meet with Martin Thomas to sort out DO IT LH 01/01/2013 phones Expand information network with GPs/Midwives concerning births and DO IT AR 31/03/2013 deaths. Update website with Richard Mills – re: appointment needed/TUO update link for DO IT AR 07/01/2013 enrich @home Standard work templates for emails/text DO IT CT 07/01/2013 07.01.2013 (incl 15 mins prior to appointment) Update manual diary page to take email/mobile numbers for customers. How DO IT CT 07/01/2013 07.01.2013 does customer want to be contacted? Email / text message appointments & DO IT AR/DD 07/01/2013 09.04.13 reminders Examine outlook diary functionality DO IT AR 31/01/2013 Not suitable to be used for different appointment NO Go types. Review appointment schedule DO IT MB/AR 31/01/2013 new appointment structure via on line bookinh system Monitor missed appointments by type & DO IT AR/ Rec 31/01/2013 New spreadsheet in reasons why staff place Monitor marriages outside of core times DO IT AR 31/03/2013 only 1 received to date Specialist marriage team DO IT MB/AR 31/03/2013 staff structure revised ready for a marriage team & within new strategy Review documentation & communication DO IT AR/DD/A 31/03/2013 Within new strategy P/CT document Translate information into 5 key languages DO IT MB 31/03/2013 awaiting document – speak to Steve Jarman review CNP – look at new legislation and check DO IT AR Immediate 07.01.2013 compliance Introduce admin charge for searches DO IT MB 01/04/2013 awaiting new system now part of improvem ent strategy Undertake review of opening hours to PLAN MB/AR 28/02/2013 MB and AR considering now part explore late night and Saturday service new staff structure of improvem ent strategy Review working practices for reception PLAN MB/AR 28/02/2013 Mb and AR considering cover new staff structure wihtin strategy document Explore accommodation issues with Janine PLAN MB 31/01/2013 Email sent to FM - Nightingale & FM meeting to be arranged. MB to progress within Improvement Strategy Implement on line shared diary and online PLAN MB/CT/A 31/03/2013 ART approval awaiting certificates and payments system R contract number from procurement to proceed Investigate non-refundable deposit for Consider MB/AR 31/03/2013 with new system. NCS/DRO notice/Certs. Within new strategy document Investigate dedicated resource for UHW/Other locations for registration of Consider MB/AR 31/03/2013 MB and AR considering new staff structure. births and deaths Within plans of new improvement strategy Investigate and pilot additional time for Consider MB/AR 31/03/2013 addditional time not DRO appointments/monitor appointments required Investigate public PC access Consider MB/AR 31/03/2013 reception in City Hall No Go not suitable. 8. Confirmed State Go No Go (a) People (b) Quality • IT software and infrastructure in place There is a perception of performance to support self service. improvement. However this cannot be • Answer machine has been turned off confirmed until the annual data figures are and calls are handled by staff. collated in Apr 2014. • Implementation of the IT software and Birth Registrations currently at 96% the removal of the answer phone has Death registrations currently at 89%(3% above provided the opportunity for this national percentage) service to be provided. to be
(c) Cost (d) Time (delivery) •Answer machine has been turned off and The handoffs linked to the answer phone calls are handled by staff and improved have been completely removed and customer service provided. Actual data will showing a 100% reduction. be included in the annual return to GRO. The introduction of the IT software and •Data will be included in the annual return the electronic scheduling has improved to GRO and further analysis will be hand offs and flow time (figures to be undertaken. Further service development confirmed). has been transferred to the Registrars The introduction of a text reminder has Strategy. reduced the number of “no shows" and •Data will be included in the annual return increased capacity to deal with “walk ins” to GRO and further analysis will be The introduction of IT software has undertaken, supported by an income target improved capacity from 6,900 to 7000 an within the Registrars Strategy. improvement of 1.5%. Reflections:
1. Engaged with frontline operational staff who understand the business 2. Operational Manager engagement and support provides legitimacy to the solutions. 3. Decisions made 4. Confidence that decisions taken will be implemented 5. Positive toolkit. Opportunity to formally implement ideas that have been considered but not actioned previously. 6. Unable to have a full 5 day RIE due to lack of silver support. Team Leader and A3 Owner: Martin Birch / Carmel Thomas Sign-offs Name Date Sponsor: 1 2 3 4 5 6 7 8 9 Title: Register Office Bookings B1 – B3 Martin Birch Dec 12 A3 Start Date: Sept 12 30 Day Review: 10 Jan 13 Serial number: Team Leader: Event Date: 10-Dec 12 Day Review: 10 Feb 13 Team Members: MB,CT,JB,AD,JC,LH,AR Latest Update: 19-Nov -13 Final 60 File Location: End Date: XX/XX/XX Day Review: 10 Mar 13 90 Action Type Owner Date Done R/G 1. Reason for Action Go No Go Go No Go Digitise Indexes DO IT AR/AP 31/03/2013 RSS functionality tied 4. Gap Analysis up with getting on line see below y received - AR Improvements are required to: systemand DD to provide for on line a. People: updated text - issue booking Improve the access to the Register office People Quality 1. Purpose of the event is to: Access to records with company as they system and booking of appointments to produce •Customers expect to access The VSA event held in July 2012 identified opportunities to Phone Systems Information Packs – Births DO IT AR/DD 28/02/2013 drafthave copnow gone into improve customer access to the register office and to efficiencies service without appointments Answer phones liquidation. assist the register office in meeting the rigors of Self •b. Quality: •Legislative changes Remove answer phone capability & Access and accommodation issues DO IT AR 17/12/2012 Governance. Customer access to the register office is Increase customer access & reduce •Staffing working patterns Accommodationchange hold message wailing wall DO IT CT Immediate 03.01.13 waiting times for appointments within City Hall Introduce Tuesday morning early limited to 34 ½ hours per week during Monday-Friday •Registrars diaries and Communication – website, DO IT AR 01/01/2013 15.01.13 Future proof the register office to meet any appointments process info for clients. Opening Hours Meetopening with Martin Thomas to sort out opening hours with over 32,000 telephone calls Insufficient Client details – further legislative changes. DO IT LH 01/01/2013 received annually. •Provision of services to UHW Expandphones information network with Meet performance targets. email, mobile etc. GPs/Midwives concerning births and 2. Aims: Reduce failure demand. Legislation DO IT AR 31/03/2013 g Reception staff working set deaths. new staff structure To improve customer access to the Register Office and hours Update website with Richard Mills – re: No digital system for shared Monitor missed appointments by type & reducing ‘lost’ calls, ‘walk ins’ and doubling handling diaries, administration, DO IT AR/ Rec 31/01/2013 New spreadsheet in c. Cost: reasonsappointment why needed/TUO update link DO IT AR 07/01/2013sta ff of customer telephone calls. Free up officers to meet Reduce the number of hand offs in the records & payment Time place Cost No public PCs MonitorStandardfor enrich marriages work@home templates outside for of core the demands of self governance performance targets process and free up capacity Card not present payment No marriage specialist Provision of services to UHW DO IT AR 31/03/2013 only 1 received to date Unsuitable phone system, Specialisttimesemails/text marriage (incl 15 mins team prior to DO IT MB/AR 31/03/2013 staff structure revised 07.01.2013 and to increase the type of services that can be Reduce staff time and produce efficiencies systems answerphone Information requirements to achieve DO IT CT 07/01/2013 ready for a marriage provided. Potential to increase income with right first time Updateappointment) manual diary page to take Missed/cancelled appointments Unsuitable accom . Review documentation & team increased services. Designated office for foreign email/mobile numbers for customers. communication DO IT AR/DD/A P/CT 31/03/2013 3. In scope: d. Time/Delivery: nationals wedding registrations TranslateHow does informationcustomer want into to 5 keybe DO IT CT 07/01/2013 07.01.2013 The scope of this RIE will begin with customer contact to Increase the access to the Register office Corrections to registered details languages – speak to Steve Jarman DO IT MB 31/03/2013 awaiting document review CNPEmailcontacted? – /look text atmessage new legislation appointments and & the point of service delivery. and flow of bookings DO IT AR Immediate 07.01.2013 09.04.13 checkreminders compliance DO IT AR/DD 07/01/2013 Decrease waiting time for an appointment IntroduceExamine outlookadmin chargediary functionality for searches DO IT MBAR 01/04/201331/01/2013 awaiting new system Not suitable to be used 4. Out of scope: especially marriage notices & birth Undertake review of opening hours to for different appointment The content of the appointment and the office PLAN MB/AR 28/02/2013 MB and AR NO Go registrations by reduce re-work – calls to explore late night and Saturday service consideringtypes. new staff accommodation/ location at City Hall. Review appointment schedule DO IT MB/AR 31/01/2013 MB and AR considerin the public & missed appointments. Review working practices for reception structure cover PLAN MB/AR 28/02/2013 Mb and AR considering new staff structure 2. Initial State Go No Go Go No Go 8. Explore Confirmed accommodation issues with State Go No Go 5. Solution Approach Janine Nightingale & FM PLAN MB 31/01/2013 Email sent to FM - meeting to be (a)People (b) Quality Cause/Priority Solution Affecting Current State FS EC (a) People (b) Quality arranged. MB to 32, 000 calls received by register office each 1 progress within year 65% of births registered within 5 working days (NS 95%) Improvement 6000 birth, 3000 death and 1000 marriage/civil 11% of marriage/ civil partnership notices within 5 working 2 Strategy partnership registrations Implement on line shared diary and days (NS 100%) online certificates and payments 22 % of all calls go to answer phone 3 PLAN MB/CT/A R 31/03/2013 ART approval awaiting contract 81% of deaths after post-mortem registered100% within 7 days (NS syste m 80% 95 95 VOC – 95%) 60% 100 National Standard number from
% 4 40% Cardiff Performance ? 20% 65 81 ? • frustration with not being able to contact the 27% of all ‘callbacks’ fail procurement to 0% 11
Register Office and customer not being s p 5 proceed /c birth rr Investigate non-refundable deposit for a m called back. coroners Consider MB/AR 31/03/2013 with new system Appointment type NCS/DRO notice/Certs. 6 Investigate dedicated resource for •Increased accessibility required outside of ‘usual’ office hours UHW/Other locations for registration of Consider MB/AR 31/03/2013 MB and AR (c) Cost births and deaths considering new staff (c) Cost (d) Time (delivery) structure (d) Time15 weeks (delivery) worth of work for one person tied up with Investigate and pilot additional time for Annually: answer phone! DRO appointments/monitor Consider MB/AR 31/03/2013 141 hours taken to download Hand offs: 6 for answer phone, 4 for calls answered. appointments Investigate public PC access Consider MB/AR 31/03/2013 reception in City Hall not suitable. No Go messages: £1432.56 7000 hours requirement for appointments but only 6900 hours of registrar time available. Therefore, waiting 364 hours of calls to those leaving times for1200 appointments for births and marriage notices. messages: £3698.24 1000 800 ? ? 600 Flow Time 65 hours wasted with failed call backs: Touch Time 400 200 £660.40 0 births deaths marr/cp ncs E (ease) and C (cost) scoring O = Easy / Low Cost, ∆ =Medium / Medium Cost, X = Hard / High Cost Total: £5791.20 3. Target State Go No Go Go No Go 6. Rapid Experiments (a) People (b) Quality Experiment Anticipated Effect Actual Effect Follow up Action Customers able to book their appointments Meet performance targets where possible Prep Event 30 60 90 when they wish to Increase birth registrations completion figure by 20% 100% of calls answered by staff Increase marriage/civil partnership notices by 40% Improved access to the system to enable Increase death registration after Post mortem by 5% customer bookings to be actioned on first call National Performance Standards 01 08 12 16 19 22 102 100 98
% 96 94 92 births marr/cp coroners Appointment type 02 09 13 17 20 23 Reduce failure demand with call backs 03 10 14 18 21 24 (c) Cost (d) Time (delivery) 04 11 15 25 Produce efficiencies with not having to deal with answerphone messages and call Reduce hand offs and flow time 05 backs. This releases 570 hours of spare Reduce waiting times for appointments capacity through increased service times and meet 06 Develop further services with time available national standards. and see more appointments – generate Increased capacity = Decreased waiting increased income through spare capacity. times 07 Increase certificates of past record with increased capacity available. Key Issue Action Short Medium Long
A review of the Local Development Plan needs to be carried out to look at the development needs for a new cemetery in the North and East of the City. The lack of future burial space is a major long term Lack of Burial Space risk which will pressurise the service and needs urgent attention. Short Medium Bereavement Services must ensure that planning include proposed cemetery sites as with the proposed population growth of 35% a provision for new cemetery land must be made within any medium to long term City wide planning with the areas identified on any Local Lack of Burial Space Development Plan. Short A study needs to be carried out of the potential graves available for re- Lack of Burial Space use across all sites. Short Investigations into the feasibility of re-opening Cathays Cemetery which will follow on from the report into grave re-use and the study of grave availability in the cemetery. The reservation of graves at this site must also be considered alongside any new cemetery Lack of Burial Space developments. Medium The need for and location of a new crematorium needs to be investigated alongside any funding options for such a venture Lack of Burial Space including collaboration with a neighbouring local authority. Medium Long
To establish a digitised plan off all sites incorporating Site Map, section plan with the ability to highlight specific grave number, photo Lack of Burial Space of grave showing memorialisation and a copy of memorial permit. Short Investigate the provision of 3 depth graves at any new site or Lack of Burial Space extension to a site Medium Investigate the provision of a separate natural burial ground to meet the needs of those who would choose Natural Burial as a burial Lack of Burial Space option. Short Medium Refurbishment of both the Wenallt and Briwnant Chapels and replacement of the chapels’ chairs over the ten year period to maintain the fabric of the chapels and carry out any identified improvements. It will also ensure that the crematorium remains Cremation Service competitive with any other crematoria within the area. Short Medium Consider increased toilet provision for the whole crematorium site and Cremation Service undertake the refurbishment of toilets for the Briwnant Chapel Short Medium Cremation Service Development of a redesigned floral tribute courtyard area. Short Cremation Service Installation of disabled ramp access to the car park Medium Redevelopment of the front entrance to the crematorium and Cremation Service cemetery site at Thornhill & improvements to the exit area. Short Installation of lighting to the exit road and provision of solar light posts Cremation Service in Gardens of Remembrance, exit area and car parks. Medium Cremation Service feasibility study into the development of a new crematorium Medium Investigate any proposed legislative changes which may affect the emissions from the cremation process and any works that may be Cremation Service required to the cremators to ensure compliance. Long Consideration to be given to the music provision within the chapels from increased media platforms made available to the public to replacement of the organ. Additionally digital music provision to be Cremation Service reviewed on a timely basis. Medium Replacement of the Garden of Remembrance plinths and naming Cremation Service stones to go alongside the redesign of each garden. Medium Ensuring adequate service times are available to meet the forecast Cremation Service increased death rate and population increase in Cardiff. Long replacement of the current cremators will need to be considered Cremation Service during this time via capital investment due to the cost. Long Continued expense of maintaining the cremators with new hearths Cremation Service and complete relines of the machines. Short Long Undertake investigation into improving the ‘flow’ of chapel users into Cremation Service an out of the Briwnant Chapel. Short Respond to legislative changes and prepare any system to collect and Death Certification Changes administer money for Medical Examiner’s service Short Medium Liaise with the local health board & review any changes with Death Certification Changes stakeholders once the authority are aware them Short Medium Provision of a burial chapel at a suitable site to free times within the Thornhill Cemetery crematorium chapel. Short Increased provision of mourners’ shelters on site in keeping with the Thornhill Cemetery shelter already placed on the extension area of the cemetery. Medium Replacement of the current baby lodge with a shelter style building to further meet with needs of bereaved families on the baby sections at Thornhill Cemetery Thornhill. Short Refurbishment of the public toilets at the front entrance of the Thornhill Cemetery Thornhill site. Short
Development of the recycling and soil screen area allowing for the increased recycling of green waste both from Thornhill and other cemetery sites along with increased plastic recycling. The provision of a new shelter for the soil screen will provide staff with a leaner process for the recycling of soil and the housing of the skip within a Thornhill Cemetery covered area which will lead to deceased skip charges. Short Thornhill Cemetery Redevelopment of the operational yard and mess room area Short Investigate the future development and use of the previous office Thornhill Cemetery building. Short Medium Investigate the feasibility of a Funeral Directing service on site and the provision of the Cardiff Council Funeral Service via Cardiff Council Thornhill Cemetery staff Short Medium Investigate the feasibility of a Monumental Masons business and the Thornhill Cemetery sale of memorials direct to the public Medium Thornhill Cemetery Renewal of roads, paths, bench bays and signage Short Medium Long Development of new cremated remains sections both lawn and hard Thornhill Cemetery surface Short Development of new Memorial Garden to include future provision of Thornhill Cemetery columbaria Short Development of new burial sections to include, lawn, traditional and wild flower areas which would also allow for the scattering of Thornhill Cemetery cremated remains within the wild flower areas of the cemetery. Short Medium Thornhill Cemetery New memorial tree dedication area. Short Thornhill Cemetery Undertake improvements to the woodland area. Short Medium Investigate the feasibility of carrying out Saturday morning cremated Thornhill Cemetery remains burials. Short Thornhill Cemetery Investigate the introduction of full body columbarium Medium Thornhill Cemetery Review burial times for the burial of cremated remains Short Provision of mourners shelters on the extension areas of the Western Cemetery cemetery Short Redevelopment of the office facilities, operational yard and Western Cemetery investigate the provision of a flower shop on site Medium Western Cemetery Public toilet provision Medium Investigate the Muslim, Greek and Jewish Facilities on site and to Western Cemetery look at whether further provision is required. Medium Western Cemetery Provision of a Muslim baby area Short Western Cemetery Investigate provision of a dedicated burial chapel Short Medium
Redevelopment of the baby section with increased landscaping and Western Cemetery the placement of a feature memorial in consultation with SANDS. Short Western Cemetery Renewal of roads, paths, bench bays and signage Short Medium Long
Development of new burial sections to include, lawn, traditional and investigate wild flower areas which would also allow for the scattering Western Cemetery of cremated remains within the wild flower areas of the cemetery. Short Western Cemetery New memorial tree dedication area. Medium Investigate provision of a new memorial garden to include the Western Cemetery provision of columbaria Medium Investigate the provision of a digital book of remembrance hub on Western Cemetery site. Long increase landscaping and planting within the grounds & improve the Western Cemetery vista of the access roads through the removal of the leylandii Short Medium Redevelopment or relocation of the records room and its separation Western Cemetery from the garage. Long Repair and refurbishment of the public toilet and mess room building Western Cemetery roof. Short Investigate the Chinese burial provision and facilities on site and to Western Cemetery look at whether further provision is required. Medium Survey of boundary trees in consultation with local residents and in Western Cemetery collaboration with Western Power Distribution and Parks. Short Medium Western Cemetery Renewal of roads, paths, bench bays and signage Short Medium Long Extension of cemetery and development of new burial sections to include, lawn, traditional and wild flower areas which would also allow for the scattering of cremated remains within the wild flower areas of Western Cemetery the cemetery. Medium Long Cathays Cemetery Redevelopment and reuse of the chapels Short Re-siting of the office into the chapel buildings to allow disabled Cathays Cemetery access into the office Short Improved public toilet provision on site and also on the Allensbank Cathays Cemetery Road part of the site Medium Cathays Cemetery Improved public information area Medium Cathays Cemetery Redevelopment of the bier house Long Cathays Cemetery Improved signage on site Medium Long Continued work with the Friends of Cathays to further enhance and Cathays Cemetery promote the site Short Medium Long Cathays Cemetery Investigate the re-opening of the site for new burials Short Medium Improvements to the cremated remains area on Allensbank Road Cathays Cemetery including any tree works. Short Increased heritage potential of the site with the use of QR codes and Apps within the site to allow for more people to access heritage Cathays Cemetery information about the site. Medium Developing of guided walks and talks with students from the Cathays Cemetery University of South Wales History and Drama departments. Short Redevelopment of the Fairoak Road roundabout area to the front of Cathays Cemetery the chapels. Short Carrying out of a tree survey to maintain the landscape of this historic Cathays Cemetery site Medium Long Continuance with the conservation management plan for the site Cathays Cemetery using this to guide any works on site. Short Medium Long Cathays Cemetery Improvement to the roads on site. Short Long Cathays Cemetery undertake works from the maintenance programme. Short Medium Long Cathays Cemetery Renewal of roads, paths, bench bays and signage Short Medium Long Closed Churchyards Identify future sustainable options for St Marys Short Medium Work with the Friends of St Marys to preserve the ruin and its historic Closed Churchyards site Short Investigate the possibility of transferring the ownership of St Mary’s Closed Churchyards Church and Churchyard to a third party Medium Funding for the continuation of maintaining the boundary walls in Boundary walls Llanishen, St Mary’s, St. Margaret’s and Radyr. Medium Boundary walls Carry out improvements to Llandaff Cemetery old ground Medium Long Boundary walls Survey of boundary trees Long Asset Management Survey of all buildings to be carried out 2014-15 Short
Asset Management Detailed asset management plan to be compiled and implemented. Short Establish a new memorial garden at Thornhill with columbaria Memorialisation provision, plaques and other memorialisation Short Medium Development of new memorial garden at western Cemetery including Memorialisation columbaria Short Provision of a range of memorials to increase income and provide choice and investigate the memorial options for those who collect the cremated remains from the crematorium rather than scatter or bury Memorialisation the cremated remains on site Short Development of a memorial marketing brochure & improved area for Memorialisation display Short Memorialisation Investment and ongoing maintenance of the City’s War Memorials Short Medium Long Work closely with the Commonwealth War Graves Commission and the War Memorials Trust to ensure that Cardiff can play its part in Memorialisation marking the numerous Anniversaries of major conflict Short Medium Long Carry out improvements to the traditional sections & consider any Memorialisation changes to the gravel that could be made. Short
Memorialisation Maintain diversification of sections to ensure choice for the bereaved Short Medium Long Continuation of the British Register of Accredited Memorial Masons Memorialisation (BRAMM) scheme Short Medium Long Investigate partnership opportunities to enhance the choice of existing Memorialisation memorial schemes and any new memorial schemes. Medium Develop and carry out a four year plan to ensure the commemoration War Memorials & Statues of World War One. Short Investigate options for grant funding to assist in the care of all war War Memorials & Statues memorials and statues. Short Medium Long Work with external agencies to ensure the best care and practice for War Memorials & Statues the war memorials and statues. Short Medium Long Carry out a survey of all war memorials and place on the War War Memorials & Statues Memorials Trust Online portal. Short Carry out a condition survey of all the statues under the care of War Memorials & Statues Bereavement Services. Medium Development of the recycling and soil screen area allowing for the increased recycling of green waste both from Thornhill and other cemetery sites along with increased plastic recycling. The provision of a new shelter for the soil screen will provide staff with a leaner process for the recycling of soil and the housing of the skip within a Sustainability covered area which will lead to deceased skip charges. Short Sustainability Development of recycling area at Western Cemetery Short Development of an in house recycling system to reduce waste and Sustainability associated costs across the service area Short Woodland management plan for Thornhill including a five year plan Grounds Maintenance for works and clearance to the woodland area on the exit road Short Medium Long Grounds Maintenance Tree survey at Cathays Short Medium Rolling programme of refurbishment for the Gardens of Remembrance at Thornhill and Western looking at one garden per Grounds Maintenance year. Short Medium Long Improved standards of grave preparation by qualifying staff in ICCM Grounds Maintenance courses Short Medium Improved standards of Grounds maintenance by increasing the Grounds Maintenance number of staff holding a horticulture qualification. Medium Long
Introduction of a Keep In Order/ Grave Maintenance service at all sites undertaken by grounds staff which will be an income opportunity. Grounds Maintenance Memorial cleaning following these works could also be offered Short Improved grounds maintenance standards with cut and collect on Grounds Maintenance lawn sections. Short Develop resilience to cope with longer and wetter summers and an Grounds Maintenance extended cutting season Long
Develop an apprenticeship scheme to address the knowledge gap Grounds Maintenance that will exist as a number of staff members approach retirement Short Long Participate in the Cardiff Outdoors Project and identify where bereavement Staff can work in partnership with Highways and Parks Grounds Maintenance to produce efficiencies for the Authority Short Woodland and wildlife To adopt the natural burial ground charter. Short Woodland and wildlife Investigate wildflower burial meadows Medium Woodland and wildlife Investigate the placing of bee hives on our sites Short
Improvements in the current woodland burial sections & investigate Woodland and wildlife the possibility of a separate LA run Natural Burial Ground Short Medium Woodland and wildlife Investigate the provision of a wildflower meadow scatter area Medium maintenance of grassed areas to safeguard SINC (Site of Importance to Nature Conservation) status of cemetery and the habitats created Woodland and wildlife by the conservation areas. Short Medium Long Annual replacement of appropriate grass cutting/ horticultural Plant & Equipment equipment Short Medium Long Ongoing maintenance of grass cutting/horticultural equipment utilising Plant & Equipment manufacturer’s replacement parts Short Medium Long Plant & Equipment Scheduled replacement of large plant Short Medium Long Investigate Contract with UHW to deal with the appropriate disposal Disposal of Foetal Remains of all Foetal remains Short Work with SANDS to ensure that the service provides suitable Disposal of Foetal Remains placement options for the sensitive disposal of foetal remains Short Medium Long Cultural Need & accessibility Continual review of service provision of out of hours burials Short Medium Long Cultural Need & accessibility Provision of Braille hymn books & large print hymn books Short Cultural Need & accessibility Provision of Braille signage as existing signage replaced Medium Long Ensure that corporate requirements concerning the Welsh Language Cultural Need & accessibility are met and that staff training in Welsh is promoted. Short Medium Long Investigate the provision of weekend scatters and burials of cremated Cultural Need & accessibility remains at Cathays, Western and Thornhill. Short Establish a Muslim Burial Board to work with the Bereavement Cultural Need & accessibility Services to develop and meet the cultural demand of this faith group Short Develop closer working relationships with other faith and non-religious Cultural Need & accessibility groups to ensure appropriate services can be provided Short Investigate the provision of a camera to allow the witness of the coffin charge to be seen by the wider congregation to meet the needs of Cultural Need & accessibility some ethnic groups Medium Develop a scatter area suitable for the dispersal of cremated remains Cultural Need & accessibility into a flowing water course Short Continue to work in consultation with stakeholders to take forward Relationships with Service Users improvements Short Medium Long Continue with twice yearly stakeholder meetings unless there is an Relationships with Service Users extra ordinary requirement. Short Medium Long Training of stakeholders – FDs, Masons and health care Relationships with Service Users professionals Short Medium Long Increase public knowledge in the service through events and Relationships with Service Users information via trails, open days etc Short Medium Long Increase public and member awareness of the service through putting Relationships with Service Users a communication plan in place Short Long Work closely with leaders of ethnic groups to ensure that the City is Relationships with Service Users fulfilling all of their Bereavement needs Short Medium Long Consider the expansion of on line booking to allow burial booking and Relationships with Service Users also the booking of double slot services. Short Work with Cardiff Bus to consider if public transport can be Relationships with Service Users reintroduced to Crematorium. Short Making the provision of the Cardiff Council Funeral Service attractive Cardiff Council Funeral Service to Funeral Directors to ensure its continuation Medium Offer a ‘direct to crematorium’ Cardiff Council Funeral Service run by Cardiff Council staff with the possibility of using a local Funeral Cardiff Council Funeral Service Director to transport the body to Thornhill. Short Provision of trained staff to ensure that FFMA guidelines are used in Cardiff Council Funeral Service the procurement of any coffins. Short
Cardiff Council Funeral Service Investigate future delivery options for Cardiff Council Funeral Service Medium Investigate pre-paid funeral plans connected to the Cardiff Council Cardiff Council Funeral Service Funeral Service. Long Marketing Strategy Development of a marketing strategy for Bereavement Services Short Promotion of the services and memorial options provided by Marketing Strategy Bereavement Services for the bereaved. Short Build on the current business undertaken by the service and expand it Marketing Strategy to ensure the needs of the bereaved are met Short Medium Long Staff Restructure of staffing to reflect the needs of the service Short Staff Succession planning Medium Staff Up skilling of existing staff to take on new tasks and roles Short Medium Staff Trailer training for grounds staff Short Staff Investigate introducing an apprenticeship scheme Short Staff Supervisory skills training for supervising staff Short Investigate the need for additional staff as death rates increase and pressure on the service increases from the generation of additional Staff business and population Long Continue with professional bereavement related training courses & Staff Welsh language courses for staff. Short Medium Long Forms Achievement of ‘clear English ‘standard for forms. Medium Forms Investigate the translation of key documents into other languages Medium Develop high quality literature about the service to promote it more Forms widely Short Ensure information is renewed regularly and kept up to date and Forms relevant through all controllable channels Short Medium Long Consider and look at opportunities available for collaborative working with Bridgend, Newport and the Vale of Glamorgan and any other Collaborative Working willing local authorities. Medium Continue to work with Penarth Town Council to provide grave digging Collaborative Working services. Short Medium Identify and pursue any Bereavement Services related / memorial Collaborative Working opportunities in the South Wales area. Short Medium Long Ensure that services are able to meet the demands of an ever population growth increasing population Short Medium Long Investigate how best to deliver the service to the increasing number of population growth service users. Short Long Progress the provision of a Registration and Bereavement Advice Access facility at other Council locations such as Community Hubs Short Access Investigate the provision of a late night service Short
Access Investigate the provision of a Saturday morning registration service Short Access Provide an on-line booking system Short Investigate the provision of birth appointments at University Hospital Access of Wales Medium Access investigate the provision of register office only disabled parking Medium Access provision of on line payments for services. Short Investigate the moving of the Register office within City Hall to the facilities & Accommodation front by the main entrance Short Investigate the provision of public toilet facilities, baby changing facilities & Accommodation facilities and ramped access to reception area. Short Improved facilities for the provision of register office weddings and a facilities & Accommodation suitable waiting area. Short
Private interview rooms within the reception area to accommodate facilities & Accommodation those who need to hold sensitive/confidential discussions with staff. Medium Certificates of past record Provision of online ordering for certificates of past record Short
Certificates of past record Provision of new service standards for delivery times for certificates. Short Certificates of past record Provision of secure safes for blank certificates Short Improved access to the archives and use of an office nearby to allow Certificates of past record staff to work close to the archives. Short Medium
investigate the provision ways to make the production of certificates Certificates of past record more efficient to increase the numbers of certificates produced Medium Long Certificates of past record introduce on-line payments for certificates Short Development of a training programme for outside agencies such as Additional Service Provision solicitors Medium Additional Service Provision Increase the number of NCS appointments Short Introduce the webcasting of weddings and other ceremonies and the Additional Service Provision facilities to provide DVD or CD of the ceremony Short Publicise the availability of out of hours marriages and civil Additional Service Provision partnerships Short work with approved venues to increase the provision for out of hours marriages and civil partnerships to provide increased choice to the Additional Service Provision customer Short ensure that the service is able to meet the demands of the changes to the Marriage Act to undertake same sex marriages and the Additional Service Provision conversions of civil partnerships to marriages. Short Medium Additional Service Provision Investigate the provision of a civil funeral service Short Medium respond to legislative changes and prepare any system to collect and Death Certification Changes administer money for Medical Examiner’s service Short Medium Raised profile Increase availability of the service at other council locations Medium Raised profile Increase information about the service at other council locations Short Provide staff with uniforms to ensure a professional corporate look Raised profile and ceremony ready staff at all times Short Develop ‘what the service stands for’ approach and introduce service Raised profile standards. Short Raised profile increased choice and personalisation of ceremonies Medium Continue with regular meetings with the General Register office and Relationships with Service Users forward the strategy to them for consideration Short Medium Long Investigate the possibility of increased appointment types at UHW Relationships with Service Users and hold regular meetings with the staff there. Short Medium Long Hold annual approved venues meetings to update them and provide Relationships with Service Users feedback Short Medium Long Relationships with Service Users look at benchmarking group for comparison of services provided Short Development of Performance Targets for the register office in addition Performance Management to those from the GRO Short Performance Management Staff awareness of targets & feedback from questionnaires Short Medium Long Use of the LRSA training modules and GRO e-learning to provide Staff training for staff Short Medium Long Restructure of staff and consideration given to the creation of new Staff posts within the Register Office to meet service demands Short Staff Customer care training for staff. Short investigate ways to increase income within the Register Office Financial sustainability services provided Medium
Consider and look at opportunities available for collaborative working Financial sustainability with both Bridgend and the Vale of Glamorgan local authorities. Medium Long
Cardiff Council Statutory Screening Tool Guidance
If you are developing a strategy, policy or activity that is likely to impact people, communities or land use in any way then there are a number of statutory requirements that apply. Failure to comply with these requirements, or demonstrate due regard, can expose the Council to legal challenge or other forms of reproach.
For instance, this will apply to strategies (i.e. Housing Strategy or Disabled Play Strategy), policies (i.e. Procurement Policy) or activity (i.e. developing new play area).
Completing the Statutory Screening Tool will ensure that all Cardiff Council strategies, policies and activities comply with relevant statutory obligations and responsibilities. Where a more detailed consideration of an issue is required, the Screening Tool will identify if there is a need for a full impact assessment, as relevant.
The main statutory requirements that strategies, policies or activities must reflect include:
• Equality Act 2010 ‐ Equality Impact Assessment • Welsh Government’s Sustainable Development Bill • Welsh Government’s Statutory Guidance ‐ Shared Purpose Shared Delivery • United Nations Convention on the Rights of the Child • United Nations Principles for Older Persons • Welsh Language Measure 2011 • Health Impact Assessment • Habitats Regulations Assessment • Strategic Environmental Assessment
This Statutory Screening Tool allows us to meet all the requirements of all these pieces of legislation as part of an integrated screening method that usually taken no longer than an hour.
The Screening Tool can be completed as a self assessment or as part of a facilitated session, should further support be needed. For further information or if you require a facilitated session please contact the Policy, Partnerships and Citizen Focus Team on 2078 8563 e‐mail: [email protected]. Please note:
- The completed Screening Tool must be submitted as an appendix with the Cabinet report. - The completed screening tool will be published on the intranet.
2.C.PPCF.002 Issue 1 Aug 13 Process Owner: Rachel Jones Authorisation: Chief Officer Page 1 of 12 (OM) Communities, Housing
Statutory Screening Tool
Name of Strategy / Policy / Activity: Bereavement & Registration Date of Screening: 18th March 2014 Improvement Strategy Service Area/Section: Bereavement & Registration Services Lead Officer: Martin Birch Attendees: Sandra Evans, Carmel Thomas
What are the objectives of the Policy/Strategy/Project/Procedure/ Please provide background information on the Service/Function Policy/Strategy/Project/Procedure/Service/Function and any research done [e.g. service users data against demographic statistics, similar EIAs done etc.]
The Improvement Strategy 2014‐2024 is aimed at continuing on from the • Service users are sent questionnaires after each time they use one previously successful strategy which was implemented from 2005. of Bereavement & Registration’s services. This information is The strategy aims to collated & used to drive service improvements • deliver a high standard & efficient service to the public meeting • Consultation focus groups have been held with service users such and exceeding customer needs as Funeral Directors, Monumental masons and Officiants. • developing a sustainable and affordable service ensuring costs to • census data and demographic figures produced by the authority the public are managed and kept at a competitive level have been used as a basis for all figures and projections. • preserving and income stream for the Authority • Bereavement Services are corporate members of the Institute of • to integrate the work and help that Bereavement & registration Cemetery & Crematorium Management which provides up to date Services offer into the wider community in order to help and guidance & information concerning the industry. protect the vulnerable and educate the public in any area of • regular stakeholder meetings are held to which all interested Registration functions, Bereavement and funerals. parties are invited to attend • Highlighting to Elected Members the value and need for the • Regular meetings are held with the General Register Office to service and working closely with other areas of the Authority to provide information and advice concerning the delivery of a contribute towards meeting the financial pressures facing the 2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 2 of 8 Jones (OM) Officer Communities, Housing
council. modern registration service. • Strategy aims are linked to the three main aims for the authority and this is detailed in the strategy on page 8
2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 3 of 8 Jones (OM) Officer Communities, Housing
Part 1: Impact on outcomes and due regard to Sustainable Development
Please use the following scale when considering what contribution the activity makes: + Positive Positive contribution to the outcome Negative contribution to the outcome Negative ‐ Neutral contribution to the outcome ntrl Neutral Uncertain if any contribution is made to the outcome Uncertain Not Sure
Has the Strategy/Policy/Activity considered how it will Please Tick Evidence or suggestion for improvement/mitigation Un‐ Ntrl impact one or more of Cardiff’s 7 Citizen focused Outcomes? + ‐ Crtn 1.1 People in Cardiff are healthy; + Bereavement makes people vulnerable and all of the services Consider the potential impact on offered help to alleviate the grief of this vulnerable group of • the promotion of good health, prevention of damaging people and empower them to make informed choices through behaviour, promote healthy eating/active lifestyles etc, the continued provision of pre‐need funeral information and • vulnerable citizens and areas of multiple deprivation talks to social services, the NHS and third sector groups to • Addressing instances of inequality in health provide them with pre‐need advice which they can then provide to their clients. Cardiff Council Funeral Service provides a low cost fixed price funeral for all citizens of Cardiff. The strategy will explore ways to improve and modify this service for the benefit of the bereaved. Provision of a service 365 days of the year with staff available to assist 361 days per annum. 1.2 People in Cardiff have a clean, attractive and sustainable Strategy will provide the steer for any environmental environment; + improvements for Bereavement & registration Services via the Consider the potential impact on introduction of new technology & the need to ensure that any • the causes and consequences of Climate Change and legislative rigors are adhered to and prepared for. creating a carbon lite city • encouraging walking, cycling, and use of public transport + Cemeteries are often called the lungs of a city. The strategy and improving access to countryside and open space focuses on the liaison and work with community groups, schools, Friends groups and also the provision of walks and talks throughout the year. All cemeteries are open 365 days per year 2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 4 of 8 Jones (OM) Officer Communities, Housing
Has the Strategy/Policy/Activity considered how it will Please Tick Evidence or suggestion for improvement/mitigation Un‐ Ntrl impact one or more of Cardiff’s 7 Citizen focused Outcomes? + ‐ Crtn and are maintained to ensure the upkeep of wildlife habitats. Two cemeteries have been identified as SINCs and are the holders of Green Flags. The strategy has identified the need to work with public transport to ensure that the needs of service users are reflected in the policies adopted. • reducing environmental pollution (land, air, noise and water) + All environmental impacts are kept to a minimum through water re‐use, use of ‘green’ heat through biomass boilers, wood burners and air source heating • reducing consumption and encouraging waste reduction, + One of the areas within the strategy is the consideration given reuse, recycling and recovery to wider use of recycling for green waste, use of wood within biomass and wood burners and the self sufficiency of the service in top soil via a soil screener. Waste to landfill is minimised through plastic and metal recycling via the ICCM schemes. • encouraging biodiversity + Each site is maintained to ensure that biodiversity is not adversely affected. Within the strategy there is a wider development of wildflower areas, the introduction of bees and the maintenance of a woodland area within the cemetery grounds. 1.3 People in Cardiff are safe and feel safe; + Strategy develops the Tell Us Once service to encompass further Consider the potential impact on aspects of the ‘B’ list. This will simplify the process for the public • reducing crime, fear of crime and increasing safety of to inform agencies of a death at the time of registering the individuals death. • addressing anti‐social behaviour • protecting vulnerable adults and children in Cardiff from harm or abuse 1.4 Cardiff has a thriving and prosperous economy; + As part of the strategy the key principles of the administration Consider the potential impact on concerning economic performance have been considered and • economic competitiveness (enterprise activity, social acted upon. Provision for increased access to the register office enterprises, average earnings, improve productivity) is also included within the strategy. • Assisting those Not in Education, Employment or Training • attracting and retaining workers (new employment and 2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 5 of 8 Jones (OM) Officer Communities, Housing
Has the Strategy/Policy/Activity considered how it will Please Tick Evidence or suggestion for improvement/mitigation Un‐ Ntrl impact one or more of Cardiff’s 7 Citizen focused Outcomes? + ‐ Crtn training opportunities, increase the value of employment,) • promoting local procurement opportunities or enhancing the capacity of local companies to compete 1.5 Pe ople in Cardiff achieve their full potential; + Continual staff training is included within the strategy. Provision Consider the potential impact on of pre‐need funeral advice and talks is also a key area within the • promoting and improving access to life‐long learning in strategy. Pre‐need information is vital to ensure that the Cardiff bereaved are making informed choices at a time of vulnerability • raising levels of skills and qualifications and pressure. Provision of improved access to the register office • giving children the best start is also addressed within the strategy • improving the understanding of sustainability • addressing child poverty (financial poverty, access poverty, participation poverty) • the United Nations Convention on the Rights of a Child and Principles for Older persons 1.6 Car diff is a Great Place to Live, Work and Play + The strategy ensures that the heritage and conservation of the Consider the potential impact on cemeteries is maintained and furthered and supports the • promoting the cultural diversity of Cardiff Friends of Cathays group in its endeavours. Active participation • encouraging participation and access for all to physical by local schools and the provision of trails and guided walks activity, leisure & culture further these principles. Cathays and Thornhill Cemeteries both • play opportunities for Children and Young People hold Green Flags and the strategy continues with this alongside • protecting and enhancing the landscape and historic the provision of a Conservation Management Plan for Cathays. heritage of C ardi f f • promoting the City’s international links 1.7 Cardiff is a fair, just and inclusive society. + The overall drive for the strategy is the improvement in service Consider the potential impact on for Bereavement and registration Services. Aspects within the • the elimination of discrimination, harassment or strategy address key areas of this point with the Cardiff Council victimisation for equality groups funeral service, proposed additional services within the Tell Us Once service and increased access to the Register Office via Hubs.
2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 6 of 8 Jones (OM) Officer Communities, Housing
Has the Strategy/Policy/Activity considered how it will Please Tick Evidence or suggestion for improvement/mitigation Un‐ Ntrl impact one or more of Cardiff’s 7 Citizen focused Outcomes? + ‐ Crtn • has the community or stakeholders been engaged in + All service users for Bereavement and Registration Services developing the strategy/policy/activity? receive questionnaires after using a service. These are then • how will citizen participation be encouraged (encouraging analysed and looked at for service improvements as the Voice of actions that consider different forms of consultation, the Customer. Consultation with masons, funeral directors and through more in depth engagement to full participation in Officiants has also taken place. There are six monthly service development and delivery)? stakeholder meetings held and the ask cardiff questionnaire has also been utilised as a questionnaire tool. Please give details/consequences of the differential impact (positive Will this Policy/Strategy/Project have a differential impact on and negative), and what action(s) can you take to address any any of the following: negative implications?
• Age (including children and young people aged 0‐25 and + The Strategy document is focused on service improvements and any older people over 65 in line with the United Nations project taken forward will be subject to an EIA Conventions) • Disability + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Gender Reassignment + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Marriage & Civil Partnership + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Pregnancy & Maternity + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Race + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Religion/Belief + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Sex + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Sexual Orientation + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA • Welsh Language + The Strategy document is focused on service improvements and any project taken forward will be subject to an EIA 2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 7 of 8 Jones (OM) Officer Communities, Housing
Has the Strategy/Policy/Activity considered how it will Please Tick Evidence or suggestion for improvement/mitigation Un‐ Ntrl impact one or more of Cardiff’s 7 Citizen focused Outcomes? + ‐ Crtn
Yes No 9 Is a Full Equality Impact Assessment Required? Is a Full Child Rights Impact Assessment Required 9
1.8 The Council delivers positive outcomes for the city and its + The strategy will provide many opportunities to work alongside citizens through strong partnerships business and the voluntary sector. Cross –boundary and Consider the potential impact on collaboration have been considered within the strategy. • strengthening partnerships with business and voluntary sectors • the collaboration agenda and the potential for shared services, cross‐boundary working and efficiency savings
SUMMARY OF APPRAISAL (highlight positive and negative effects of the policy / plan / project being assessed, demonstrating how it contributes to the economic, social and environmental sustainability of the city):
Community and Corporate Links
Corporate links: The current administration has three main aims for the authority. Bereavement Services’ strategy will consider these aims throughout and feeds into these aims in the following way:
Economic Development & Job creations: • Bereavement Services operates from a break even position and is able to provide a first class service without costing the council. • Potential for more income streams through the provision of wider services. • Provision of the Cardiff Council Funeral Service which has bought in a new business to the City. • Re-opening of the flower shop at Thornhill which has enabled a new business venture to be started. • Concerns have been raised by local businesses associated with Bereavement Services of the economic impact to them if Bereavement Services were no longer providing burial and cremation services.
Improving Education: • Use of Cathays Cemetery by local schools for history and biodiversity work. • To work with local schools by providing staff to cover elements of the curriculum associated with the Victorian era as well as death and bereavement • Use of the heritage trails within Cathays cemetery by local schools and groups • Work with University of South Wales history and drama departments to provide learning opportunities for students. 2.C.PPCF.002 Issue Status: 1 Date: Aug 13 Process Owner: Rachel Authorisation: Chief Page 8 of 8 Jones (OM) Officer Communities, Housing
Protecting the Vulnerable: • Bereavement makes people vulnerable and all of the services and advice we offer help to alleviate the grief of this vulnerable group of people and empower them to make informed choices. • Cardiff Council Funeral service provides a fixed low priced funeral for all citizens of Cardiff. • Explore ways to improve and modify the Cardiff Funeral Service and consider future delivery models that continue to benefit the bereaved • Provision of talks to social services, the NHS and third sector groups to provide them with pre-need advice which they can advise their clients • Supply of baby memorials which keep costs low for vulnerable families • Explore the supply and manufacture of low cost grave memorials direct to the public. • Provision of pre-need funeral information to the public • Provision of a service 365 days of the year with staff available to assist families 361 days per year.
Pandemic Plan: Through all corporate plans for preparedness for a pandemic Bereavement Services forms a key part to ensuring that the authority is able to cope with a large increase in the death rate.
Throughout all the authority’s pandemic planning Bereavement Services was identified as having a pivotal role both in carrying out the burial or the cremation of the dead in the first instance or providing multiple occupant graves in which the dead can be buried for a later post mortem or prior to a final funeral service being arranged and undertaken once the pandemic is past.
The amount of work connected to such an emergency is vast and the plans currently in place provide a robust mechanism for Cardiff to deal with this eventuality. It is of course hoped that these plans will never be utilised but the Authority can be assured that should the worst happen Bereavement Services will be able to lead on the issue and manage the process in the most effective and ethical way.
Community Involvement
Bereavement Services has a vital role within the community both from its provision of a holistic environment in which to allow the grieving process to occur and with its involvement with the wider community through a number of initiatives.
Cathays cemetery provides a wealth of historical information about the city and its inhabitants. The current heritage walks are very well attended but more could be done with this very useful site and work is currently underway with the University of South Wales History and Drama departments to further expand the trails. Work has been carried out with the Living Churchyard project to link in Key Stages 1 and 2 activities to the cemetery with worksheets provided for the children. Furthermore work at Geography GCSE level and University geology studies have also been undertaken over a number of years. A programme to introduce and educate school children can be implemented and worksheets have been developed and thematically based studies more in keeping with recent curriculum initiatives have been made available to schools.
Community use of the cemeteries is multi-generational from those who use some of our cemeteries as a walk through to school, university and work to others who use it as part of the walking for health initiative each week. Memorial services are held at Christmas and Easter and a special baby remembrance service is held in June each year. This service is held in partnership with the University Hospital of Wales Chaplaincy and also Sands. There is also an active Friends group which was established as part of the outcomes from the last strategy and now has a membership of 80. This group holds monthly workdays within the cemetery, walks and lectures throughout the year.
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WHAT ACTIONS HAVE BEEN IDENTIFIED OR CHANGES BEEN MADE TO THE POLICY / PLAN / PROJECT AS A RESULT OF THIS APPRAISAL:
No changes have been identified but an EIA will be carried out where required for any major policy/project change to the service. The strategy is aimed at improving the services Bereavement and Registration Services provide to the citizens of Cardiff and to future-proof these services for the next ten years.
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Part 2: Strategic Environmental Assessment Screening
Yes No 2.1 Does the plan or programme set the framework for future + development consent? 2.2 Is the plan or programme likely to have significant, positive or + negative, environmental effects?
Is a Full Strategic Environmental Assessment Screening Needed? Yes No If yes has been ticked to both questions 2.1 and 2.2 then the + answer is yes If a full SEA Screening is required then please contact the Sustainable Development Unit to arrange (details below)
If you have any doubt on your answers to the above questions regarding SEA then please consult with the Sustainable Development Unit on 2087 3228 [email protected]
Part 3: Habitat Regulation Assessment (HRA)
Yes No Unsure
3.1 Will the plan, project or programme results in an activity + which is known to affect a European site, such as the Severn Estuary or the Cardiff Beech Woods? 3.2 Will the plan, project or programme which steers + development towards an area that includes a European site, such as the Severn Estuary or the Cardiff Beech Woods or may indirectly affect a European site? 3.3 Is a full HRA needed? +
Details of the strategy will be sent to the County Ecologist on completion of the process to determine if a Habitat Regulation Assessment is needed. For further information please phone 2087 3215 or email [email protected]
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Appendix 1 – Statutory Requirements
It is possible that the Impact Screening Tool will identify the need to undertake specific statutory assessments:
• Equality Impact Assessment: This assessment is required by the Equality Act 2010 and Welsh Government’s Equality Regulations 2011. • Sustainable Development Bill: The Bill, when it comes into effect, will require sustainable development (SD) to be a central organising principle for the organisation. This means that there is a duty to consider SD in the strategic decision making processes. • Shared Purpose Shared Delivery‐ The Welsh Government requires local authorities to produce a single integrated plan to meet statutory requirements under a range of legislation. Cardiff Council must therefore demonstrate its contribution towards Cardiff’s own integrated plan; “What Matters”. • United Nations Convention on the Rights of the Child: The Children Act 2004 guidance for Wales requires local authorities and their partners to have regard to the United Nations Convention on the Rights of a Child. • United Nations Principles for Older Persons: The principles require a consideration of independence, participation, care, self‐fulfillment and dignity. • The Welsh Language Measure 2011: The measure sets out official status for the Welsh language, a Welsh language Commissioner, and the freedom to speak Welsh. • Health Impact Assessment: (HIA) considers policies, programmes or projects for their potential effects on the health of a population • Strategic Environmental Impact Assessment: A Strategic Environmental Assessment (SEA) is an European Directive for plans, programmes and policies with land use implications and significant environmental effects. • Habitats Regulations Assessment: The Conservation (Natural Habitats, &c.) (Amendment) Regulations 2007 provides a requirement to undertake Habitats Regulations Assessment (HRA) of land use plans.
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