Appendix A

Draft Corporate Plan 2010-13

June 2010 CONTENTS

Forward

1. Bridgend Now and in the Future ………………………………………………. 4

2. Strategic Theme 1: Strong Communities …………………………………….. 12

3. Strategic Theme 2: Young Voices ……………………………………………… 16

4. Strategic Theme 3: Healthy Living …………………………………………….... 21

5. Strategic Theme 4: New Opportunities ………………………………………... 24

6. Strategic Theme 5 & 6: Proud Past and Green Spaces …………………….. 27

7. Corporate Governance …………………………………………………………… 29

8. Financial Plan 2010-13 …………………………………………………………….. 32

9. Risk Assessment …………………………………………………………………… 37

2 FOREWORD Bridgend County Borough Council serves an area with enormous potential. As a local authority we can be justifiably proud of our diverse and strong communities. Geographically, the county borough is well situated, within easy reach of the cities to the east and west and with excellent links to Wales’s strategic road and rail networks. It is home to a large number of companies, ranging from small and medium-sized enterprises to big international firms. These logistic and economic benefits, together with an attractive coastline and a mix of urban and rural areas, helps the inflow of investment that continues to benefit the county borough and holds out the promise of a bright future.

Our overall aim is to become the authority providing the best local services in Wales. By working hard to achieve this vision, we will improve the quality of life of all those living and working in the county borough.

Our core values underpin the way in which we deliver our business. They require us to be:

 Fair - taking into account everyone's needs and situation

 Ambitious - always striving to improve and aiming for excellence

 Customer Focused - remembering that we are here to serve our local communities

 Efficient - delivering services that are value for money

As well as working hard for our customers, we place enormous value on the 7,500 people who are delivering that service and we aspire to be an employer of choice – a good place for staff to work.

Like all councils, Bridgend County Borough Council has faced serious economic challenges over the last couple of years, but we have worked closely with our national and local partners to help meet those challenges and secure the positive change we want for our communities. We have implemented a transformational programme that has led to a fresh focus on our priorities and changes to the way we deliver services to put a greater emphasis on our customers. Some services are already performing well and we are a council committed to making continuous improvement.

Together with our partners we want to achieve the best possible outcomes for the communities we serve. We will work together to create a bright future that preserves, celebrates and builds on the successes of Bridgend County Borough’s past and present.

This Corporate Plan sets out our agenda for the next three years.

Councillor Mel Nott Dr. Jo Farrar

Leader of the Council Chief Executive

June 2010

3 1 BRIDGEND NOW AND IN THE FUTURE Our vision is to become an Authority that delivers the best local services in Wales. This Corporate Plan gives strategic direction to the work of the Authority to achieve this vision and sets out the Council’s key improvement objectives for the next three years. It reflects our ongoing commitment to work in partnership with others to deliver services to our communities. It also outlines how our priorities will be taken forward.

Our Improvement Objectives for 2010-13

 To build safe and inclusive communities

 To develop sustainable housing solutions for those who are homeless or in need of affordable housing, and to improve private sector housing conditions

 To support vulnerable adults to live independently in their communities, promoting choice, empowerment, dignity and respect

 To provide services that meet the different needs of children and young people living in the Borough

 To develop learning communities that help children and young people achieve better outcomes

 To secure greater educational inclusion, so that all young people, including the disadvantaged and vulnerable and those with additional learning needs, benefit from earlier intervention and more effective local support

 To improve physical and emotional wellbeing by promoting active lifestyles, participation and learning

 To support our disadvantaged communities by promoting economic growth and sustainability

 To continue to promote Bridgend and its green spaces as a great place to live and enjoy

 To improve the way we work to ensure effective and efficient use of our financial, technological, physical and human assets

 To ensure that the Authority's moral and statutory duties in respect of equalities and human rights legislation are met

Our Strategic Themes for 2010-13

The new community strategy, Bright Future, is the overarching plan for the area. It sets the overall strategic direction for the strategic partnerships. The Council has recently adopted the themes of the community strategy: 1. Strong Communities 2. Young Voices 3. Healthy Living 4 4. New Opportunities 5. Proud Past 6. Green Spaces These themes reflect our shared vision of a “bright future” for Bridgend County Borough. They embody citizens’ priorities as well as WAG’s strategic objectives. They provide a central reference point for the Council’s collaborative work with its partners and a framework for this Corporate Plan.

The strategy has set out four priority areas for immediate joint action by the Local Service Board (LSB) partners: alcohol misuse; economic recession; emotional wellbeing; and citizen engagement. By pursuing these strategic priorities we will respond to changing needs, build better services and realise our vision for the area.

Other strategies and plans mentioned in each section provide greater detail on the actions that will be taken to achieve our goals. This is our highest level Plan: it deliberately focuses on the outcomes we hope to achieve and the main actions that will be pursued to deliver them.

In developing our priorities and planning our services we must take account of a range of factors. These include:

 National and regional priorities

 Population changes

 Health and social needs

 Economic trends

 Equalities and sustainable development

 Developing services locally in partnership

National and Regional Priorities

Public services face an unprecedented challenge over the next few years. At the heart of this challenge is the need to deliver improved services and better outcomes with the same or fewer financial resources. This requires a radical transformation in the way services are planned and delivered.

To meet the challenge, WAG has set out seven areas for action in “Better Outcomes for Tougher Times: The Next Phase of Public Service Improvement”. They are:  lining up around outcomes for citizens and communities;  offering public services that are more responsive to citizens;  achieving greater operational efficiency;  collaborating locally and regionally;  improving performance;  providing better information and evidence; and  incentivising and enabling improvement across public services.

WAG has also set 19 national strategic objectives that reflect the One Wales priorities and to which public services must commit. These objectives have been further translated into 10 strategic themes and a set of broad outcomes which WAG 5 is using as the framework for developing Outcome Agreements that are being introduced in 2010. These have a strong emphasis on encouraging collaborative working with other public bodies and the third sector. Local authorities and the Assembly Government are working towards developing these new agreements by the Autumn of 2010. Their aim is to improve outcomes for local people. The Council is working with WAG and partner agencies represented on the Local Service Board to develop an outcome agreement that reflects national and local priorities, which will be in line with the objectives set out in this plan.

The Local Government (Wales) Measure 2009 has reformed the statutory basis for service improvement and strategic planning. It links wellbeing and community planning with service improvement. It requires local partners to cooperate in delivering community strategic outcomes and to engage with citizens.

The Equality legislation, including new duties for public authorities concerning age discrimination, the UK General Election (2010) and the National Assembly for Wales Election (2011), will influence the way services are planned and delivered, as will future financial settlements and the availability of capital monies.

Population Changes

In 2008, Bridgend had a population of 133,900, the 9th largest among Welsh Local Authorities. From 2006 to 2021, it is projected that:

 Bridgend’s population will grow by 8,794 from 132,584 to 144,600, an increase of 9.1%, and within this:-

o The number of young people aged 0–15 will decrease by 1.18%, from 25,500 to 25,200.

o The number of adults aged 16-64 will increase by 3.9%, from 84,700 to 88,000.

o The number of older people (65+) will increase by 28.9%, from 22,400 to 31,500.

These projected changes in our population mean that we have to plan our services carefully in order to meet changing needs. Schools, transport links, leisure and social care services are examples of service areas that are affected by population changes and that fall within the Council’s responsibilities.

Health and Social Needs

Health and Wellbeing are important for the whole population of Bridgend, as they increase economic prosperity and raise the Authority’s health profile. The latest available figures show that:

 23.8% of the population of Bridgend County Borough (19,000 people) have a disability as defined under the Disability Discrimination Act (DDA), compared with 19.1% for Wales as a whole. More women (25.4%) are disabled than men (22.2%). Disability is most prevalent among men aged 55-64 and women aged 55-59: 50% of people in this age category DDA are disabled.

6  Life expectancy at 76.0 for males and 80.2 for females is below the Welsh average of 77.0 for males and 81.4 for females

 The number of people reported as being treated for mental illness in the County Borough in the 16+ population is 11% , higher than the Welsh average of 9%

Economic Trends

The County Borough has been hit by the deepest recession since the Second World War. Its economy has suffered hundreds of job losses. The job losses/relocations represented approximately 3.6% of the Borough’s estimated total workforce of working age (53,700) over the April 2008-March 2009 period.

The sectors particularly affected are automotive, construction, financial services and retail. The biggest single loss was the Budelpak COSi cosmetics factory – the largest employer in Maesteg.

The number claiming Jobseekers Allowance rose by c. 130% between June 2008 and November 2009, from 1,632 to 3,761. This rise is the third highest in Wales by local authority area and higher than the Welsh average of 92%.

The percentage of the working-age population claiming unemployment benefits rose from 2.0% to 4.6% from June 2008 to November 2009. The rise in the Ogmore Parliamentary constituency over the year to June 2009 was 3.5%, the highest in Wales.

On a more positive note, the Council has worked in partnership with various organisations to help people and businesses in the Borough by helping create job opportunities, develop skills and ensure investment in sustainable long-term solutions.

The Council has secured grants for local businesses and individuals with an aggregate value of more than £0.6million. The grants have made possible a further investment from the private sector of some £1.2 million.

The schemes to provide financial support to encourage business investment have created 214 jobs and safeguarded a further 476. A total of 132 enterprises have been supported and 37 new enterprises created.

The Tourism sector is important to us and for this reason, we have a scheme to support major events in the area, as these draw in significant private sector spending.

The Council has been successful in attracting capital grant funding from WAG’s School Building Improvement Fund for mainstream schools and Heronsbridge Special School, and from the Welsh Assembly for Flying Start and Early Years improvements. More recently, it secured funding of around £10m (to date) for projects under the Transitional Funding for school modernisation.

The Council has recently submitted further bids for Transitional Funding of £35m to WAG to allow the construction of the new Gateways to the Valleys Comprehensive School, a replacement school for Pencoed Primary School and major adaptations at Bryncethin Primary School involving some new build. Any award of grant would

7 require match funding from the Council’s Capital Programme and the availability of this is subject to there being no reduction in the amount of General Capital Funding available to the Authority.

Overall, schools were protected from budget cuts, and the budget for the Children’s Directorate increased by 4.4% compared to a Council budget increase of 4.1%.

Figure 1 shows the profile of employment opportunities by sector in the Bridgend area compared with the Wales and GB averages (these figures exclude self- employed, government supported trainees and HM Forces). Figure 1 - Percentage comparison of jobs by sector [Source: ONS 2008]

40.0%

35.0%

30.0% s b o j

25.0% f o

e

g 20.0% a t n e c

r 15.0% e P 10.0%

5.0%

0.0% Services Services Services Services (Public Manufacturing Construction (Distribution, (Transport & (Finance, IT, other admin, education Services (other) Tourism-related hotels & rest'ants) communications) business & health) Bridgend (%) 17.5% 5.7% 20.8% 3.1% 15.2% 33.6% 3.7% 7.1% Wales (%) 13.7% 5.2% 23.0% 4.3% 14.1% 32.9% 4.8% 8.6% GB (%) 10.2% 4.8% 23.4% 5.8% 22.0% 27.0% 5.3% 8.2%

Equality and Sustainable Development The Council is committed to promoting equality and fairness in all our roles as a community leader, service provider and employer. We know that:

 64,833 (48.9%) of the population are male.

 67,751 (51.1%) of the population are female.

 25,589 (19%) of the population are under 15.

 26,516 (20%) of the population are retired.

 33,146 (25%) of the population have a limiting long-term illness.

 45% of households have one or more persons with a limiting long-term illness.

 12% of people provide unpaid care to family or friends each week.

 98.6% of the population are from a White ethnic background.

 1.4% of the population are from a Black or minority ethnic background.

 70% of people describe themselves as Christian, and 21% as non-religious.

8 It is critical that sustainable development and equality policies are integrated into service delivery arrangements and underpin all aspects of our work.

Delivering Services Locally In Partnership

The Council is committed to strengthening partnership arrangements with Town and Community Councils and will consult with them to develop these arrangements further. Safer streets and communities are one of our priorities and a good example of an issue that requires close cooperation with the police. As licensing authority, we will support action to improve enforcement and crack down on underage drinking. We will also promote the development of Neighbourhood Watch Schemes and policing and increase investment in preventative measures. Welsh Assembly Government is encouraging public bodies to cooperate ever more closely. Collaboration, innovation, partnership, efficiency and better information and evidence will incentivise and enable improvement across public services through cross sector and cross boundary collaboration. Good progress has been made in developing the Bridgend LSB. The Council has played a leading role in this and in the new community strategy. Other achievements include:

 the appointment of the County Borough’s first joint locality director with Abertawe Bro Morgannwg University Health Board to better co-ordinate service between the council and the health board;

 the opening of the new Assisted Recovery in the Community (ARC) facility in partnership with Abertawe Bro Morgannwg University Health Board, which provides a new venue for community based support for people recovering from mental ill health. It also will act as a focal point for community based groups to utilise; and

 the creation of Studio 34, a skills centre, in partnership with Bridgend College. Its aim is to reduce the number of 16-19 year olds not in education, employment or training by providing a balance of formal and non formal qualifications with learning coach support in an environment conducive to learning.

The Council will continue to collaborate with its local, regional and national partners to improve services and respond more effectively to the local population’s needs.

The following paragraphs provide an overview of the 5 main strategic plans that underpin the development of the Bridgend area.

The Health, Social Care & Wellbeing Strategy - Bridgend CBC and the Bridgend Local Health Board are obliged to address the health and wellbeing needs and improve the quality of life of people within the County Borough. This duty is met by working in close partnership with the local NHS Trust, the National Public Health Service and the Bridgend Association of Voluntary Organisations to plan and deliver services. We need to ensure we provide services and create an environment that helps people achieve health and well being and minimises ill health.

Good health and wellbeing increase economic prosperity. Everyone must have access to first class services delivered by organisations working closely together. The Health, Social Care and Wellbeing Strategy has been developed on this basis

9 and all partner agencies are formally committed to an action plan with targets that tackle health inequalities and try to improve the quality of people’s lives.

The Unitary Development Plan - sets out the authority’s objectives for the development and use of local land. It reflects our long-term aspirations, based on a vision agreed by the community and stakeholders, and aims to identify an adequate and continuous supply of land to meet changing needs.

It guides growth and change in Bridgend, within the context of sustainable development and protecting and enhancing local character and sensitive environments. The UDP states clearly and concisely how places will change over the next 10 to 15 years.

The Children & Young People's Plan - covers partnership activities on health, Children's Services, education, social care, community safety and aspects of community justice. This Plan, based on the Assembly's 7 Core Aims for children and young people, sets out how, together, we will make this happen for children and young people so that they:

 thrive and make the best use of their talents

 live healthy and safe lives

 are confident and caring individuals, and

 know and receive their rights.

The Crime and Disorder Plan - is written collaboratively with South Wales Police, South Wales Fire and Rescue Service, and Bridgend Local Health Board (the responsible authorities) under the Crime and Disorder Act 1998. Collectively, these agencies, together with BCBC, have a statutory duty to formulate and implement a plan to tackle crime and disorder and anti social behaviour for Bridgend County Borough.

The agreed aim is to make the County Borough an even safer place in which to live and work. The plan sets out a range of initiatives that will address the main objectives and focus on:

 Quality of Life

 Reducing Violent Crime

 Tackling Prolific and Priority Offenders

 Improved Communication and Reassurance

The Regeneration Strategy - the County Borough has major assets including a great natural environment, and is an important base for world class manufacturing businesses. The vision of the regeneration strategy for the area ‘Fit for the Future’ is that, by 2021, Bridgend County Borough will be recognised as a self-contained, productive sub-regional economy, with a skilled and utilised workforce, in a place where people and businesses want to be. Working alongside other major local strategies, it builds on and integrates economic development and tourism, physical regeneration, and health.

10 Involving You In developing Bridgend’s Community Strategy, the Council consulted extensively across the partnerships and partners and directly with citizens, using the Bridgend Bulletin, the citizen panel, press, radio and other media. The objective was to engage citizens in agreeing a long term vision for the County Borough and the key issues that must be tackled by local agencies in its delivery.

The Community Strategy was published in April 2009. That Strategy is the central reference point for most of the Council’s strategic plans, highlighting key priorities for the local authority’s area, as identified by all partners and local communities. The outcome of that consultation process informed the development of this Corporate Plan.

The Council is working with its partnerships, partners and the Citizens to develop a citizen engagement strategy. This will support the interagency objective of increasing citizen engagement and making information progressively more available, so that a community profile can be developed that will support inter-agency planning.

As stated above, the priority themes of Community Strategy provide the 'framework' for the work that we do ourselves and with our partners. The following sections are built around these and provide the context within which Directorate Business Plans will be developed for all the Council's services. These plans lead responsibilities and timescales for taking actions forward.

11 2 Strategic Theme 1: Strong Communities

2.1 What are the quality of life conditions we want for people who live in the community?  Safe, vibrant, inclusive, healthier and sustainable communities  Strong and positive relationships between people from different backgrounds  Older people and people with disabilities living with dignity and independently in settings they prefer  Increasing numbers of people taking part in designing and delivering services that affect communities on a day to day basis  A flourishing and sustainable voluntary and community sector 2.2 What are we going to do to achieve this?

2.2.1 To build safe and inclusive communities We will work with our partners and use available funding to

3 reduce crime and anti-social behaviour

4 increase community engagement and cohesion

4.1.1 To develop sustainable housing solutions for those who are homeless or in need of affordable housing, and to improve private sector housing conditions We will

5 take action to prevent homelessness

6 invest in an affordable range of temporary housing options

7 Continue to support investment in the Housing Renewals Area and make best use of the full amount of the HRA resources to improve private sector housing

7.1.1 To support vulnerable adults to live independently in their communities, promoting choice, empowerment, dignity and respect We will

8 re-model adult social care to establish a new model of assistance and support that includes a range of enabling, preventative, specialist and interventionist approaches

9 develop an integrated model of health and social care

10 continue to improve the transition arrangements for young people with complex needs moving into adulthood

10.1 Plans and Strategies relevant to this priority theme - 12 -  Community Strategy  Community Safety Plan  Children and Young People's Plan  Local Development Plan  Health, Social Care and Wellbeing Strategy  Wellbeing Directorate Business Plan  Draft Adult Social Care Commissioning Strategy (Living Independently in Bridgend)

- 13 -  Better Health …. Successful Sport (Sport and Active Living Strategy)  Sports Council For Wales Local Authority Partnership Agreement  Bridgend Learning Disability Strategy  ABMU health Board Locality Operational Plan 2010/11  Strategy for Older People in Wales 2008-13  Joint Strategy for Older People Living in the County Borough of Bridgend (Never Too Old)  Social Care Workforce Development Plan  Welsh Language Scheme  Corporate Equalities Scheme

10.2 Recent achievements

11 The opening of new ARC community facility in Bridgend town centre (Assisted Recovery in the Community) which provides a new venue for community based support for people recovering from mental ill health. It is an environment that brings mental health services from the shadows to a place that will reduce stigma associated with mental ill health  First phase of Telecare completed. Currently a total of 462 installations have been completed. The service is well placed to achieve the target of 700 by 2013  Establishment of Community Integrated Intermediate Services (jointly with health) reablement element now rolled out across the borough, Mobile Response Team fully operational and recruitment for the Early Response element underway  Jointly with ABMU local health board, the establishment of Community Integrated Intermediate Services. The reablement element is now rolled out across the county borough, the Mobile Response Team is also fully operational  Utilisation of joint health care funding to develop a “support and stay” and liaison service involving health and social care staff. The “support and stay” aims to help people with dementia stay in their homes for as long as possible  Wildmill Community Life Centre assisted by Communities First Wildmill to secure £300k from CFAP to fund Community Centre refurbishment and extension  Completion of a Local Housing Market Assessment, Gypsy and Traveller Accommodation Assessment, Private Sector House Stock Condition Survey  Social Housing Management Grant funding over 2 years for an Affordable Housing Enabler  Troed Y Ton – construction is underway of the County Borough’s first ever Extra Care facility for older people at Kenfig Hill  Construction is well under way of a state of the art community resource centre for adults with learning disabilities and complex needs

11.1 Measuring performance

Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target

- 14 - SCA/001 The rate of 1.91 <3 1.97 <3 <3 <3 S1 delayed transfers of care for social care reasons per 1,000 population aged 75 or over

SCA/002 The rate of: 84.65 85 87.39 >85 >85 >85 S2 people aged 65 or over supported in the community per 1,000 people aged 65 or over 22.52 <22 21.93 <21 <21 <21 whom the authority supports in care homes per 1,000

HHA/013 The Not 10% 20.80% 26% S6 percentage of reporte all potentially d homeless households for whom homelessness was prevented for at least 6 months

PSR/002 The average 328 325 318 S7 number of calendar days taken to deliver a Disabled Facilities Grant THS/007 The 86.1% 93% 86.4% 88% S16 percentage of adults aged 60 or over who hold a concessionary bus pass

- 15 - 12 Strategic Theme 2: Young Voices

12.1 What do we want for all children and young people who live in Bridgend County Borough?

13 Learn and achieve

14 Participate and enjoy

15 Give and receive respect

16 Be healthy

17 Be safe

18 Be confident and self reliant

18.1 What are we going to do to achieve this?

18.1.1 To provide services that meet the different needs of children and young people living in the Borough We will

19 help children and young people achieve a flying start in life

20 provide high quality services that support vulnerable children within their families and communities, safeguard children in need of protection and secure the best possible outcomes for looked-after children

21 provide a range and choice of placements for children that meet their individual needs

22 improve the way our family support services work together to achieve better outcomes for children and their families

23 provide direct legal advice and support services, in both litigious and general areas

23.1.1 To develop learning communities that help children and young people achieve better outcomes We will

24 implement the School Effectiveness Framework

25 create community-focused schools that are fit for purpose and valued by their communities

26 support under-achieving children and young people to improve their basic skills and educational attainment - 16 - 27 provide relevant learning opportunities for students above the age of 14 and reduce the number of young people not in education, employment or training

27.1.1 To secure greater educational inclusion, so that all young people, including the disadvantaged and vulnerable and those with additional learning needs, benefit from earlier intervention and more effective local support We will

28 increase the capacity of mainstream schools to make effective provision for pupils with moderate learning difficulties

29 extend the range of initiatives and support for pupils with emotional and behaviour difficulties

30 improve the support for pupils at risk of exclusion, those who are looked after and those who are at risk of offending or are involved in the youth justice system

30.1 Plans and Strategies relevant to this priority theme  Community Strategy  Community Safety Plan  Children and Young People's Plan  Local Development Plan  Health Social Care and Wellbeing Strategy  National Service Framework  Integrated Children's System  Children's Services Placement Strategy  Youth Justice Plan  Children's Directorate Business Plan  School Modernisation Strategy and Asset Management Plan  14-19 Annual Network Development Plan  ”Starting to Act Differently” Action Plan  Post 16 Transformation Strategic Outlines Case  School Effectiveness Framework  Central South Consortium Implementation Plan  Bridgend Welsh Language Education Scheme  Education Inclusion Strategy  Disabled Children's Strategy

30.2 Recent achievements  Replacement for Archbishop McGrath and associated community facilities commenced  New Caerau Primary school opened January 2010  New build and remodelling work at Oldcastle Primary school completed March 2010  Key Stage 2 results continue to be above the Welsh average  Improved education attainment of looked after children at key stage 4 with Bridgend in the top quarter for LAC educational attainment  Attendance rates were at or above the Welsh averages for the year - 17 -  Removal of the serious concerns protocol imposed by CSSIW  An improvement of six percentage points in pupils’ attainment of the core subject indictor at the end of primary education over a three-year period (2006-09)  An improvement of four percentage points in the proportion of pupils achieving five or more GCSEs at higher grades (A*-C) over a three-year period (2006-09)  A reduction by over a half in the proportion of young people leaving full time education without a recognised qualification over a three-year period (2006- 09)  An increase of four percentage points in the proportion of 16 year olds remaining in full-time education and training over a three-year period (2006- 09)  Received an Excellence Wales award for young people's participation  100% attainment by Studio 34 students with good progression rates to further learning/training  Changing Tracks has re-engaged 159 young people in education, employment or training  300 families a year engage in family learning activities  During the 2009-10 cycle of Estyn school inspections in Bridgend, 91% of judgements on the key questions in the inspection framework have been at grades 1 or 2

30.3 Measuring performance Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target SCC/00 The percentage 13.5% <14.0% 13.7% <14.0% <14.0% <14.0% 2 of children looked S3 after at 31 March who have experienced one or more changes of school, which were not due to transitional arrangements, in the 12 months to 31 March SCC/03 The average 145 - 123.1 147 These targets are 7 external set annually as S4 qualifications they are based on point score for 16 predicted grades year old looked and there is a after children, in different cohort of any local children each year. authority maintained learning setting SCC/03 The percentage 85.7% 100% 95% 85% 85% 3 i)ii)iii) of: S5 young people formerly looked 66.7% 94% 95% 85% 85% - 18 - after with whom the authority is in contact at the age of 19 young people 44.4% 41.5% 45% 45% 45% formerly looked after with whom the authority is in contact, who are known to be in suitable, non- emergency accommodation at the age of 19 young people formerly looked after with whom the authority is in contact, who are known to be engaged in education, training or employment at the age of 19 EDU/00 The percentage 0.90% 1.75% 0.94% i) 1% i) 0.9% i)0.8% 2 of: S10 All pupils 0.00% 12.50% 5.26% ii) 20% ii)16% ii)10% (including those in local authority care), and Pupils in local authority care, in any local authority maintained school, aged 15 as at the preceding 31 August that leave compulsory education, training or work based learning without an approved external qualification

- 19 - EDU/01 The average 359 355 373 375 380 383 1 point score for S11 pupils aged 15 at the preceding 31 August, in schools maintained by the local authority

EDU/01 The percentage 5 of final S12 statements of 41.7% 43.18% 41.7% 41.7% 41.7% special education 92.6% 100% 92.6% 92.6% 92.6% need issued within 26 weeks: Including exception; and Excluding exceptions

EDU/01 Attendance of 93.30% 93.5% 93.3% 93.3% 96.4% 93.5% 6a pupils at primary school measured as a percentage of total sessions possible EDU/01 Attendance of 91.10% 91.2% 91.3% 91.3% 91.4% 91.4% 6b pupils at secondary school measured as a percentage of total sessions possible

- 20 - 31 Strategic Theme 3: Healthy Living

31.1 What are the quality of life conditions we want for people who live in the community?

32 Good health and healthier lifestyles

33 First class, responsive services for people who become ill

33.1 What are we going to do to achieve this?

33.1.1 To improve physical and emotional wellbeing by promoting active lifestyles, participation and learning We will use existing resources and external funding, such as CyMAL Funding, to

34 reduce alcohol misuse, alcohol-related anti-social behaviour and underage sales

35 support children and young people in making healthy eating choices

36 support participation activities such as schools councils and conferences organised by young people

37 ensure people have access to community-based cultural opportunities that enhance learning and development

38 expand access to counselling and therapies for young people

39 implement the new Sport and Active Living Strategy – Better Health, Successful Sport to improve levels of physical activity in the County Borough

40 strengthen food hygiene enforcement and education

41 ensure that looked-after children have the same experiences and opportunities as other children and young people

42 improve access to a range of quality library services across the County Borough

42.1 Plans and Strategies relevant to this priority theme  Community Strategy  Community Safety Plan  Children and Young People's Plan  Local Development Plan  Health, Social Care and Wellbeing Strategy  Wellbeing Directorate Business Plan  Better Health … Successful Sport  Sports Council For Wales Local Authority Partnership Agreement

- 21 -  Strategy for Older People in Wales 2008-13  Joint Strategy for Older People Living in the County Borough of Bridgend (Never Too Old)

42.2 Recent achievements  Launch of Access to Leisure scheme has provided membership of the Leisure services Bridgecard for £1 per week per household for those claiming identified benefits. The most recent data has shown there are now 1603 households engaged with the Access to Leisure project.  The Enhanced National Exercise Referral Service has seen the transferral of rehabilitation services for citizens with chronic conditions such as COPD and diabetes, from hospitals into community leisure facilities, resulting in improved attendance at appointments, and a sustained increase in levels of physical activity for some of the most vulnerable citizens in our community.  New family changing village opened at Bridgend Recreation Centre  State of the art Technogym fitness equipment and the Wellness system has been installed at Bridgend Recreation Centre and Maesteg Sports Centre  Intensive "Learn to Swim" model for primary schools has been introduced and recognised as "best practice" by Sports Council  Better Health Successful Sport strategy adopted  Project to integrate reference library resources and training facilities at Maesteg Sports Centre has been completed

42.3 Measuring performance Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target

LCS/002 The number 9360 (this 85000 8415 8500 8500 8500 S17 of visits to was visitors local only, not authority participants) sport and leisure centres during the year per 1,000 population where the visitor will be participating in physical activity

LCL/001 The number Not 3852 3968 3968 3968 S18 of visits to reported Public Libraries during the year, per 1,000

- 22 - population

- 23 - 43 Strategic Theme 4: New Opportunities

43.1 What are the quality of life conditions we want for people who live in the community?

44 More people are employed in Bridgend

45 More people have good basic and employability skills

46 More local people are employed at all levels in local companies

46.1 What are we going to do to achieve this?

46.1.1 To support our disadvantaged communities by promoting economic growth and sustainability We will

47 implement “Responding to the Recession: A Local Action Plan for Bridgend” to support local communities and businesses to ease the impact of the recession

48 strengthen and renew Bridgend’s infrastructure, including further investment (£200k) in highway infrastructure

49 take robust enforcement action where necessary and support compliant businesses

50 support the development of a skilled workforce in Bridgend to meet the challenge of economic growth and an ever-changing environment.

51 create vibrant and thriving towns and valleys

52 improve the quality of life in our disadvantaged areas

53 ensure an attractive and clean environment and contribute to tackling climate change

54 create opportunities for people to have education and skills to support economic growth and live prosperous, fulfilled lives

54.1 Plans and Strategies relevant to this priority theme  Unitary Development Plan  Regeneration Strategy  Garw Valley Regeneration Strategy  Valleys Regional Housing Strategy  Local Development Strategy (Rural Development Plan for Wales)  Convergence Operational Programme  Adult Community Learning Programme

- 24 - 54.2 Recent achievements  Changing Tracks has re-engaged 159 young people in education, employment or training  Implementation of the Family Employment Initiative, a multi-agency Communities First Outcomes Fund project assisting people back into employment  Recycled 95% of highway waste  in partnership with the Welsh Assembly Government progressing major regeneration of the key Ewenny Road site in the centre of Maesteg  launched the Bridges into Work and Working Skills for adults helping XXX adults into work and improving the skills of XXXX adults  As a leading partner in the future job funds we have created 360 job opportunities for young people in Bridgend County Borough  Launched a weekly kerbside recycling service for all residents  Introducing Designated Public Places Orders in Bridgend and Pencoed which has helped to reduce alcohol related anti social behaviour

54.3 Measuring performance Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target

Number of jobs created in SMEs via Convergence Funding local Successful 10 6 20 application bids approvals approvals for external £3.0m £3.0m £7.1m grants and the Rural Development Plan Percentage of population claiming government benefits (job seekers, income support, lone parents and others) WMT/004 The 40.13% 36% S14 percentage of municipal waste collected by local authorities sent to landfill - 25 - STS/006 The 92.5% 100% 97.16% 95% S15 percentage of reported fly tipping incidents cleared within 5 working days

EEF/002 The 1.47% 1% 1.84% 1% 1% 1% S19 percentage change in carbon dioxide emissions in the non domestic public building stock

- 26 - 55 Strategic Themes 5 &6: Proud Past and Green Spaces

55.1 What are the quality of life conditions we want for people who live in the community?

56 Town centres retain their character, heritage interest and local distinctiveness

57 Increased visitor numbers to all our towns and tourist attractions

58 Improved perception of our valleys, stimulating inward investment and encouraging visitors

59 Our natural and historical environment is protected and enhanced and land is used sustainably

60 Improved quality of services available to local people within rural communities

60.1 What are we going to do to achieve this?

60.1.1 To continue to promote Bridgend and its green spaces as a great place to live and enjoy We will

61 deliver and improve upon a quality and diverse programme of cultural venues and events that attracts new audience, participants and visitors to the County Borough

62 develop facilitated opportunities to participate in outdoor activity as part of the agreed Sport and Active Living Strategy – Better Health, Successful Sport

63 prioritise improving physical access to public rights of way in line with the PROW improvement plan

64 develop cycleways and community routes in the upper Llynfi Valley

65 improve coastal paths linked to the Wales Coastal Access Improvement Programme

66 prepare “Safer Routes in the Communities” Action Plan

67 develop facilitated opportunities to participate in outdoor activity as part of the agreed Sport and Physical Activity Strategy

68 continue to develop young people’s understanding and awareness of sustainable development and global citizenship

69 actively pursue the opportunity to gain green flag status within the County Borough

- 27 - 69.1 Plans and Strategies relevant to this priority theme  Community Strategy  Community Safety Plan  Children and Young People's Plan  Local Development Plan  Health Social Care and Wellbeing Strategy  Rural Development Plan  Sport and Physical Activity Strategy  Public Rights of Way Improvement Plan

69.2 Recent achievements  Restoration of 6 historic buildings in Phase I Maesteg THI grant scheme  Restoration of 12 historic buildings in Phase I Bridgend Town Centre THI and received a Civic Trust award, a green apple award and a commendation from the Georgian Group  Adopted SPG for Porthcawl Waterfront (100+ acre site of strategic importance)  Introduction of on-line ticket sales at Grand Pavilion  Implemented 5 Safe Routes to School/School Travel Plan projects  First Authority in Wales to be awarded a Safe Routes in Community grant with the authority process now being used as Best Practice  Publication of comprehensive catalogue of Walkers Trail Routes Information Leaflets  Opening of the Tremains Wood local nature reserve  Over 20 neglected and unused spaces identified by local people and communities have been transformed into ‘green’ assets by the Council’s Tidy Towns team  Opening of a new pocket park in Pontycymmer

69.3 Measuring performance Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target

Number of 3775,000 3800,000 1658,000 visitors to the at 6mths County Borough

- 28 - 70 Corporate Governance

70.1 What are we aiming to achieve?

71 The best local services in Wales

72 Improved the Council’s performance

73 A motivated, modern workforce

73.1 What are we going to do to achieve this?

73.1.1 To improve the way we work to ensure effective and efficient use of our financial, technological, physical and human assets We will

74 implement the Office Accommodation Strategy

75 continue to implement the ICT Strategy 2009-2012 to support the technology- enabled transformation of service delivery

76 implement the Council’s e-Procurement Project

77 strengthen collaboration with local, regional and national partners to develop working practices that utilise shared resources and develop shared knowledge bases

78 modernise and improve business processes ,including performance management arrangements

79 actively support the development of a national public service ICT architecture and infrastructure to improve information sharing

80 make elections and electoral services more accessible and better-run

81 promote an organisational culture where staff embrace the need to provide services efficiently and effectively, minimising bureaucracy and waste

82 provide a seamless customer experience by building on the progress we’ve made

83 develop a skilled workforce

83.1.1 To ensure that the Authority's moral and statutory duties in respect of equalities and human rights legislation are met We will

- 29 - 84 promote equality and fairness in services and workplaces to achieve equality outcomes

85 ensure the Council has suitable employment terms and conditions and pursues robust human resource practices

86 implement the Corporate Equality Scheme and Welsh Language Scheme

86.1 Plans and Strategies relevant to this priority theme  Community Strategy  Health Social Care Wellbeing Strategy  Local Development Plan  Children and Young People's Plan  Community Safety Plan  Asset Management Plan  ICT Strategy  Corporate Equality Scheme  Welsh Language Scheme  Office Accommodation Strategy  Capital Strategy 86.2 Recent achievements  Development of the Community Strategy through the Local Service Board  Embedded Quarterly Business Review Process  Awarded a "two ticks" disability symbol by JobCentre Plus  Launched a new pilot apprentice scheme  Introduced on-line recruitment  Developed a Volunteering Scheme  Awarded “Employer Pledge” award for work on the Basic Skills initiative  Launched the new online media centre for journalists  Developed and delivered Equality Impact Assessment training  The take up team has helped over xxxx residents of Bridgend County Borough claim a total of xxxxx helping to tackle poverty  ICT and Customer Services department’s Investors in People status has been renewed with special recognition of the new customer services team

86.3 Measuring performance Ref Description 2008/09 2009/10 2009/10 2010/11 2011/12 2012/13 Actual Target Actual Target Target Target BNF/004 The time taken 8.5 days 12 days Q3 10 days 9 days 8 days S20 to process 10.59 Housing Benefit (HB) and Council Tax Benefit (CTB) new claims and change events.

- 30 - BNF/005 The number of 686.4 No Annual 2000 2000 2000 per S21 changes of target as per per 1000 circumstances new 1000 1000 pop which affect pop pop customers’ entitlement to Housing Benefit (HB) or Council Tax Benefit (CTB) within the year.

- 31 - 87 Financial Plan 2010-13 Financial Context

A common feature in all our work is the desire to provide quality services that give Council tax payers value for money. Like all large organisations, we have to manage our finances carefully and in a way that enables us to direct our resources at our spending priorities and maintain delivery of core services. The Council’s revenue budget covers a three year period; the first year is fixed, with indicative or provisional budgets for the 2nd and 3rd year. The actions identified within this plan will be taken forward within the budgets available.

Spending Pressures The net cost of services provided by the Council in 2010/11 is £232.515m, an increase of £9.1m ( 4.1%) over 2009/10. The increase is needed not only to meet the cost of maintaining existing services but also to meet council priorities and policies and deal with the growth in demand. The main spending pressures include education, adult social care, looked after children and highways maintenance.

The budget also includes specific contributions to provisions for job evaluation/equal pay claims, energy, housing services and service reconfiguration.

The revenue budget agreed for 2010/11 and the indicative budgets for 2011/12 and 2012/13 are shown in the table below. The indicative budgets exclude price and pay inflation.

Directorate Revenue Budgets 2010/11-2012/13 Approved Indicative Indicative Budget Budget Budget 2010/11 2011/12 2012/13 DIRECTORATE £000 £000 £000 Children 115,094 115,554 115,815 Wellbeing 42,640 43,863 44,954 Communities 25,793 25,047 25,047 Corporate Development and Partnerships 4,322 4,463 4,519 Legal and Regulatory Services 5,591 5,621 5,627 Property and Finance 7,524 7,504 7,504 ICT and Customer Contact 5,507 5,586 5,669 Non Directorate Specific 26,044 29,060 28,520 232,515 236,698 237,655

Net Revenue Budgets by Service Area 2010/11 to 2012/13 2010/11 2011/12 2012/13 SERVICE AREA £000 £000 £000 CHILDREN Learning 86,415 87,203 87,534 Partnerships and Commissioning 12,267 12,267 12,267 Safeguarding and Family Support 16,412 16,084 16,014 WELLBEING Adult Social Care 34,578 36,021 37,112 Healthy Living 8,062 7,842 7,842 COMMUNITIES Regeneration, Development and Support 4,432 4,466 4,466 Street Scene 20,829 20,049 20,049 - 32 - Communities Business Unit 532 532 532 CHIEF EXECUTIVE Corporate Development and Partnerships 4,322 4,463 4,519 Legal and Regulatory Services 5,591 5,621 5,627 Finance and Property 7,524 7,504 7,504 ICT & Customer Contact 5,507 5,586 5,669 NON DIRECTORATE SPECIFIC Capital Financing Charges 10,215 10,215 10,215 Precepts and Levies 7,224 7,424 7,624 Other – including unallocated pay/ contract/price inflation and building maintenance 4,445 7,331 6,591 Provisions 4,160 4,090 4,090 232,515 236,698 237,655

The Council recently adopted the themes of the new community strategy, Bright Future and the following table illustrates the revenue budget broadly split over these priority themes for 2010/11:

Priority Themes £,000 Strong Communities 40,794 Young Voices 112,740 Healthy Living 3,242 New Opportunities 21,466 Proud Past 2,406 Green Spaces 9,085 Corporate Governance ( Including unallocated pay/price inflation 35,558 and capital financing charges) Precepts & Levies to other organisations e.g. Fire Service 7,224 Total 232,515

Capital Budgets and Spending Plans

The Council plans to spend £132.5m over the next ten years towards achieving the Council’s vision, of which it is planned that £123.3m will be from its own resources with an additional £25.2m from currently approved external grants. This programme will need to be revised if the level of approved capital funding from the Welsh Assembly Government is reduced below current levels as is widely expected. Opportunities to increase the amount of funding available from external sources will continue to be explored, in particular for the Schools Modernisation Programme and town centre regeneration projects.

Over £90.3m has been allocated to the theme Bright Future, Strong Communities. This includes an allocation of £19.75m for the new Gateways to the Valleys Comprehensive School, along with new primary schools in Caerau and Pen y Fai and a significant contribution to the new Archbishop McGrath RC Comprehensive School in Brackla which will include new community facilities for the area. It also includes an allocation of £29.8m to assist the disabled and elderly living at home through the provision of special facilities grants. Over £7m has been provided to complete the Bridgend Core Centre for people with learning disabilities along with satellite centres strategically placed around the County Borough.

- 33 - £18.9m has been allocated towards the theme Bright Future, New Opportunities. Of this, £7.2m has been allocated for works improving our highways and transportation network including bridge renewal and road safety schemes. Almost £1.5m has been allocated to town centre improvements in Bridgend and Maesteg. Actual investment should be substantially greater than this through the attraction of private investment and additional external funding.

A further £14.2m has been allocated to improve the Council’s property portfolio including £3m investment in additional office accommodation to reduce the Council’s requirement for leased properties. £1.6m has been provided to finance improvements to the Council’s IT infrastructure which provides essential support to the provision of day to day services.

The Council’s aspirations for future capital projects include further phases of the school modernisation programme and investment in the Bridgend Recreation Centre to incorporate a state of the art Library/Life Centre. Progress on these projects will depend on having the necessary finance and the Council is actively pursuing means of optimising external funding opportunities. Consideration will also be given to generating capital receipts from the sale of assets to help finance much needed major projects that will be of greater benefit for the community.

Total to Table 8 – 2009/10 2010/11 2011/12 2012/13 2013/14 2014- 2014 10 year Capital Budget 2019 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Strong Communities Caerau Primary 3,727 3,727 Pen Y Fai Primary 9 2,891 2,000 4,900 Llangynwyd Welsh Medium Comp 433 500 933 Archbishop McGrath Contribution 3,000 2,600 5,600 Primary School Amalgamations 2,915 3,371 1,154 7,440 Bryntirion Comprehensive Adaptations 700 788 1,488 Parc Derwen Primary School 495 3,680 4,175 Gateways to the Valleys Comprehensive School 488 950 6,312 4,000 4,000 4,000 19,750 Caerau Housing Renewal 1,077 1,077 Bridgend Day Centre / Satellite Centres 2,862 4,369 7,231 Mandatory Disabled Facilities Grants 2,840 3,000 3,000 3,000 3,000 15,000 29,840 Glanyrafon Resource Centre 425 425 Other minor schemes 2,146 1,214 400 3,760

Young Voices

- 34 - Heronsbridge Adaptations 135 135

Healthy Living Glamorgan Archives Contribution 541 50 591 Other Minor Schemes 588 588

New Opportunities Highways & Transportation Minor Works 500 500 500 500 500 2,500 5,000 Highways Structural Works 1,217 1,217 Road Safety Schemes 453 453 Bridgend Town Centre 298 339 188 825 Bridgend Transport Interchange 484 484 Maesteg Town Centre 293 327 620 South East Wales Local Investment Fund 182 328 306 816 Special Regeneration Funding 931 1,050 815 815 815 4,075 8,501 Maesteg Washery Land Rec 206 206 Oxford Street Regeneration 112 112 Other Minor Schemes 683 683

Proud Past Bryngarw Country Park Environmental Enhancement 16 16

Green Spaces Llynfi Valley Cycle Network 342 342 Nant Hir Blaengarw Environmental Improvements 80 80 Coastal Access Improvement 45 123 168 Safe Routes to Communities 496 496 Newton Bay Visitor Centre 95 95 Other Minor Schemes 325 325

Corporate Governance Asset Renewal 1,657 1,500 1,000 1,000 1,000 5,000 11,157

- 35 - Investment in ICT 668 500 500 1,668 Office Accommodation 3,000 3,000 Other Minor Schemes 114 531 75 75 75 375 1,245

Future design provision 280 680 680 280 1,400 3,320

Total Expenditure 27,563 29,131 20,025 13,750 9,670 32,350 132,489

- 36 - 88 Risk Assessment Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)

1 Impact of the recession: Accelerate and refocus the efficiencies programme so that it will deliver The reduction in public cashable and non cashable gains that 24 Links to all spending anticipated by all Budget constraint will allow targeted resourcing of front the priority political parties after the 2010 increases the need to line services. Up to March 2009 themes General Election means that generate efficiencies in efficiencies of £8.8m have been it is likely that the whole of the way core services are achieved with a further £1.4m forecast local government will face a delivered and the need to by March 2010. period of severe budget maximise the effective constraint. This will impact use of resources. A range of actions will be taken: on the ability of the council to Budget reviews in key areas – to be deliver services and the completed Nov 2009. wider economic activity and development of the County Other actions include:- Borough.  Shared services projects – Examples of the impact on HR/Training/Payroll/Audit specific service areas Since April 2008 benefit  Review property function include:- claimants have increased  Implement office by 11%. accommodation strategy Demands on benefits, social  Management and business services and homeless An increase in process reviews including the presentations have increased homelessness and lean thinking project whilst service income and housing need will impact  Increased use of technology to council tax are at risk. on the labour market, secure business efficiencies

37 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) economic development  Challenging core business and community cohesion activities to help identify scope whilst also potentially for further savings drawing resources from  Remodelling of services other council services.

2 Modernising our Schools Maintain strong programme and School modernisation will Schools will become or project management arrangements. 20 Creating facilitate improved levels of continue to be “unfit for Implement four phased programme of Learning achievement, community use purpose” leading to school modernisation and educational Communities of resources and helps to reduced attainment inclusion. Good progress has been improve the management of levels, increased costs, made on Phase 0 and Phase 1. the supply of places. health and safety issues, Option appraisals and feasibility inefficient use of studies are being undertaken for Specific risks relate to resources and poor Phases 2 and 3. funding and capacity inspection results. Phase 0 projects to be mainly  Raising funds completed by Spring 2012. Building through asset work associated with Phase 1 is management/sales. dependent on receipt of funding, and Prudential borrowing. Capacity in some primary the earliest date it could be achieved is Pressure on central schools will be insufficient Sep 2014. Phase 2 feasibility studies funding and grants. Some by 2015. There is a by July 2011 and phase 3 option £175m funding still needs need to reduce surplus appraisals by March 2012. to be sourced. places in secondary. Insufficient special school A total of £34m has been identified in  WAG grant places. the capital programme. This includes approval process grant funding and is on the assumption

38 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) changing. There is that GCF is not reduced in 2011/12. insufficient management capacity to successfully bid for future WAG support. Budget is exceeded by Approval for additional managerial £300,000 in areas of support being sought to ensure that  Reshaping, ancillary care and out of robust bids for funding are made. refocusing and expanding county residential additional learning needs placements. provision whilst Review of additional learning provision maintaining services. will be completed in 2010.

Restructure, and increase/reallocate expenditure to take account of known organisational, capacity and system shortfalls. Programme Management Board monitors progress through programme highlight reports with reviews of project risks. Ensure that resources are used effectively through robust programme and project management.

The two programmes should:  build capacity in mainstream schools  re-configure provision and support to schools

39 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)  review and re-shape budgets and the school funding formula  make better use of existing specialised provision.

Review school catchment areas. Carry out option appraisals in those areas where remodelling of provision is needed. Amalgamate and remodel secondaries to reduce surplus places. Plan for anticipated long term increase in pupils.

2 Remodelling adult social care 20 Caring for Existing service provision is The impact will be severe. Deliver a shared vision with strategic Our Future unsustainable because of 50% of people aged 85 partners to remodel services through a demographic and and over receive a medium term programme. The draft Opportunities epidemiological trends. By service. With current commissioning strategy “Independent for our 2015 the number of people service provision the Living in Bridgend in the 21st Century” Disadvantaged aged 85 and over will growth in numbers of is being finalised. This will include Communities increase by 23%. By 2030 older people over the next numbers will have increased 10 years will mean that  Making clear to stakeholders by 143%. an extra £4m (25%) will the impact of failing to make be needed. timely changes Spending on adult social  Implementation of plans to care in BCBC has been Additional special refocus assessment & care

40 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) reducing and has fallen services for younger management. below the Welsh average. adults (learning  Greater integration in service disability/mental health) delivery Significant pressure from could cost a further £4m.  Development of extra care referrals in all adult service housing groups is presenting  Implementation of the Telecare increased pressure and risk If adult social care is not strategy and mobile response across the whole of adult remodelled, the needs of service services; particularly services some groups/individuals  Development of the third sector for older people and will not be met and the  Extension of localised day transition services for young required efficiency services adults. savings will not be  Extension of re-ablement delivered. This will services impact vulnerable  Clarification of fees and charges members of the community and the resources and reputation of the Council. The proposals for remodelling these Managerial capacity services will be subject to external constraints could delay the review as part of the WAO regulatory modernisation agenda. Difficult decisions will plan. need to be taken. The recession means that WAG grant funding may be The new reporting at risk. It also means that framework will have a Development of social care workforce more clients will meet the significant workload, via SCWDP. criteria for fully funded particularly in its first year. packages of care.

41 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)

2 Managing staffing costs: Job evaluation is being approached Threat to the budget because The financial impact of jointly with the Trade Unions and is a 20 All of the costs associated with job evaluation is formally managed project. Actions are job evaluation and potential unknown. However the reported to the Programme additional pension fund potential future effect on Management Board on a monthly contributions. the council’s reserves is basis. Key stages include: considerable. The  JDQs checked and evaluated The council must modernise current provision of £7m by JE Team - completed 31 its pay structure in is likely to be insufficient March 2009 compliance with equal pay to finance equal pay  JDQs reviewed and validated legislation. claims and job evaluation. with TUs – Completed 30 Sept 2009 Meeting liabilities may Uncertainty will have an  Pay modelling - Target – necessitate diverting funds adverse effect on staff Nov/Dec 2009 from other priorities. and consequently service  New pay structure in place - users. Est. June 2010

The triennial actuarial review Financial impact on The project is progressing in due in 2010 will show that employer’s contribution is accordance with the project plan. the pension fund is under unknown at present. resourced. Envisage further consideration of pension fund benefits at national level. Unacceptably high sickness absence levels. Robust management of sickness absence through implementation of revised sickness absence policy agreed with the TUs.

42 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)

3 Supporting vulnerable The serious concerns protocol has 16 Creating children: Projected overspend on been removed as a result of the Learning LAC budget is £1.65m. progress made in management of Communities Identify and manage support Principally caused by casework and other areas. for vulnerable individuals and increased numbers of out Continue to implement the Supporting Caring for their families so that young of county residential Vulnerable Children Programme and Our Future people can become placements (up from 13 transition protocols. independent and self reliant. to 18) and use of Maintain corporate monitoring of the Children This will be achieved by: independent foster care programme via PMB. today, Adults placements (up from 44 Cabinet committee for corporate tomorrow  appropriate to 84). This results in parenting also maintaining close intervention less resource for oversight of progress  reduced risk to preventative services. children Improve the safeguarding of vulnerable  positive outcomes Failure is likely to lead to: children through the implementation of  cost effectiveness  Compromised the quality assurance strategy and  good transition safeguarding and lessons learnt from the case file audit planning for young wellbeing of children and Serious Case Reviews. people leaving care  Additional pressure on Action has been taken to reduce and those with tier 3 and 4 services caseloads disabilities  Deficiencies in specialist support Improving the quality of practice and Looked after children affecting universal the management of case work is numbers have increased in services crucial and will include:- the last year from 260 to 280.  An increase in the  Training staff on identifying and proportion of young assessing risks people identified as not  Use of case file audits to check in education, quality of practice

43 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) employment or In addition development of training. partnerships which facilitate  A less skilled and prevention/early intervention and flexible workforce; services that can provide appropriate  Increased social and packages of support is being economic costs arising progressed. from unemployment and disengagement; Review funding and undertake  Reduced social targeted commissioning. cohesion and Work with schools and other providers increased youth to: offending.  extend the range of course  A loss of reputation to options and equalise access the council opportunities;  Increased difficulty in  provide ‘learning coach’ support recruiting staff  improve basic skills support for disadvantaged young people;  improve the range and quality of the ‘complementary’ and extended curriculum;  increase the proportion of young people remaining in education and training post 16. Develop work experience and training opportunities for looked after children including apprenticeship schemes. Review of options for BCBC residential services. Commissioning of placements via

44 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) consortium arrangements

3 Maintaining infrastructure: Failure to maintain The Highways Asset infrastructure will result in Resources for road maintenance are Management Plan predicts a the council not meeting its allocated on a hierarchical basis: 16 Diverse and need for £37million to bring statutory obligations. Principal (A Class Roads), B&C and Sustainable all highways and structures unclassified roads. Resources have Economy up to an appropriate been targeted at A roads and standard. Of this performance indicators demonstrate £14.4million relates to roads. the impact. The % of A roads in poor An additional £9.4m needs to condition has reduced from 8.3% in be spent per annum to A poor quality highway 2007/08 to 7.57% in 2008/09. Over maintain the network in its network leads to the same period the % of non principal current state. increased third party roads in poor condition has increased liability claims, reduced from 10.8% to 11.92%. Funding constraints and the quality of life for citizens, subsequent reactive a loss of reputation and a The development of the asset approach to infrastructure possible adverse impact management plan and the Council’s maintenance will lead to an on economic activity. long term budget strategy will lead to increase in the number of increased investment in the Principal (A) roads classed Further budgetary infrastructure thus reducing the as in poor condition and the pressures could occur backlog of structural repairs. council failing to meet its due to unpredictable statutory obligations. weather patterns and the Cabinet commitment to this issue. worsening condition of the infrastructure, Provision has been made in the Weather patterns arising requiring emergency Highways maintenance budget for an

45 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) from Climate Change have repairs. additional £400,000 per annum on a had a major impact on recurring basis. structures such as culverts and bridges. Challenging insurance claims has reduced compensation paid to third parties. Loss of grants that are presently available to the Grants to combat flooding will be Council. sought WAG.

BCBC is developing a climate change strategy.

3 Reconfiguring Leisure Services: Outdated, unattractive Reconfiguration of the service, which 16 Caring for Existing arrangements are and unsafe leisure will need widespread political support, Our Future unsustainable and change is facilities will mean fewer is required or buildings will continue to essential. visits from existing deteriorate. Children customers and an inability today, Adults Despite investment of £10m to attract new sections of Conclude review of Sport & Recreation tomorrow over recent years our leisure the community. The and implement recommendations. buildings cannot be made result being a less healthy Cabinet has approved the draft service safe and attractive to population. The strategy for the sport and recreation customers within budgets. proportion of the service “Better Health, Successful population who use the Sport” and the proposed phase one Management capacity facilities is the lowest in implementation projects. presents a risk to the timely Wales at fewer than 10%.

46 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) delivery of the remodelled In phase two alternative management sports and recreation arrangements will be explored. service. Maintenance and renewal costs will increase whilst Determine and implement the shape income declines. and future provision of Healthy Living services that can be delivered within Difficult decisions will the resources available. need to be taken. Consultation with stakeholders and a timeframe for proposals is needed. Effective communication is essential.

Implement the action plan for the Climbing Higher Partnership Agreement with the Sports Council for Wales.

Structure to be reviewed to ensure appropriate management capacity.

The income drop has been factored into budget strategy discussions.

Explore alternative funding possibilities

47 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)

3 Using resources effectively: Directors are identifying budget Additional budget savings reductions to cover shortfall. There is 16 All The reduction in public of £7.2m will be required no scope for sustaining current service spending anticipated by all in 2010/11 a further delivery through the use of reserves. political parties after the 2010 £4.9m for 2011/12 and General Election means that £7.7m for 2012/13. The work of the Efficiencies the council will enter a period Programme Board is being accelerated of budget constraint whilst and refocused. Efficiencies of £8.8m demands on services will have been generated to March 2009 increase. Difficult decisions with a further £1.4m forecast for this will have to be made about year. competing priorities.

WLGA indicate that revenue Invest to Save initiatives stimulated by support grant increases will the use of reserves are being explored. be significantly less than Improved customer care through previously anticipated. technological solutions will assist in efficient handling of service users.

Identify and safeguard priority services

Controls include:

Capital  Robust medium-term financial planning, including increased The pressures are set out in financial monitoring other sections of the risk assessment.

48 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc)  Clear prioritisation Revenue Existing patterns of service  Exploration of different ways of provision are unsustainable funding service delivery. due to service pressures from:  Tight management of the revenue budget.  demographics;  volatile / increasing  Quarterly Business Reviews costs;  lower WAG  Effective monitoring by scrutiny settlements, reduced committees national non domestic rates receipts etc  changing demands

4 Maintaining strong working Strong leadership will develop effective relationships: partnerships with the NHS and other partners. This will include the Need to position the Council The impacts of not having continued development of a strong 12 Children to work with WAG, NHS and strong working Local Service Board that gives clear Today, Adults other partners to deliver relationships are difficult direction. Tomorrow improved services through to quantify. What is strong working relationships. certain is that poor Caring for Our relationships will lead to a Implement and monitor the delivery of: Future The establishment of the poor quality services. In Abertawe Bro Morgannwg key areas e.g. Children’s  Staff development programmes Opportunities

49 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) Local Health Board presents Services this will have a for our a risk. New relationships and long term detrimental  Formal agreements with Health Disadvantaged working arrangements will effect on vulnerable for adult mental health daytime Communities take time to be clarified and individuals and groups. opportunities become established. The risk is lessening as  The integrated services project BCBC engages with new The demographic profile of NHS colleagues.  Partnership strategies the population of the area However, the impact on highlights the need for all the wellbeing of the local  The transition protocol between public agencies to work population, the council’s Children’s Services and together. financial resources and Wellbeing reputation could be severe. This is especially Joint commissioning arrangements to so because of the identify and meet needs of children. vulnerable client groups affected. Engagement with new NHS colleagues.

4 Supporting Regeneration: Public expenditure Regeneration projects Contingency plans are in operation constraints and the private valued at approximately which include: 12 Valuing Our sector’s lack of business £120m could potentially Valleys confidence have resulted in be jeopardised by public Alternative transaction arrangements delay in major investment expenditure constraints. for the sale of land (e.g. timing and Realising the decisions. phasing of payments) Potential of our This in turn will have an Major Towns Porthcawl adverse economic impact Flexible phasing of the development.

50 Potential impact of failure Description of area / activity at Council's Risk reduction measures and/or Draft Link to Ranking (quantify in terms of risk controls Score Priority Theme numbers/cost/quality etc) on Porthcawl, Bridgend, Phase one tender to commence in Nov Phase 1 has had to change, Pencoed and Maesteg as 2009 with a developer selected in Jan concentrating initially on the projects are delayed or 2010. retail aspect only. Capital not completed and quality receipts will have to be used is compromised. Delay in exchange of contracts to allow to match fund external for market recovery. grants. This will result in: Seek grant funding to offset reduction Western Valleys Capital receipts being in land value and capital receipts. less than originally The three valleys have been anticipated. Target all appropriate external grant included in the Western Less funding through opportunities. Valleys Strategic Section 106 agreements. Regeneration Area. The Regeneration forums chaired by the council does not have Deputy Leader internal funding and so must manage relationships and project bids so that funding is obtained from WAG. This must then be matched by other funders and used in a timely and transparent manner.

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