Council Summons

COUNCIL SUMMONS

You are hereby summoned to attend a Meeting of the COUNCIL OF THE CITY AND COUNTY OF SWANSEA to be held in the Council Chamber, County Hall, Swansea on Thursday, 25th October 2007 at 4.00pm

The following business is proposed to be transacted:

Page No’s 1. Apologies for Absence.

2. To Receive Disclosures of Personal Interest from Members in accordance with the provisions of the Code of Conduct adopted by the City & County of Swansea. (NOTE: You are requested to identify the Agenda Item / Minute No. Planning Application No. and Subject Matter to which the interest relates).

3. To receive and sign as a correct record the Minutes of the following Council meetings :

Council of 13th September 2007. 1-9 Extraordinary Council 4th October 2007. 10-17

4. Presiding Officer’s Announcements.

5. Leader’s Announcements.

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

7. Public Presentations:

(1) Swansea Credit Union - Loans and Savings Abertawe (LASA)

8. Cabinet Member Report(s)

(A) Community Leadership & Democracy Portfolio (1) Membership of Committees. 18-19

(B) Environment Portfolio (1) Countryside Access Plan - Consultation. 20-50

(D) Finance Portfolio (1) Treasury Management Annual Report 2006/07. 54-67 (2) Asset Management Plan for Property Assets 2007/08. 68-69

(E) Top Performance and eGovernment Portfolio (1) Annual Improvement Plan - Stage 2. 70-72

9. Report of the Head of Community Leadership & Democracy (1) Councillors Allowances Scheme 2007. 73-111

10. Report of the Scrutiny Coordinating Group (1) Scrutiny Strategic Work Programme 2007/08 - Update. 112-117

11. Members’ Questions under Procedure Rule 15. 118-125

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

This Council regrets the loss of the skateboard park from the Leisure Centre during the site’s redevelopment and hopes to provide a modern replacement for this facility in central Swansea as part of its plans for young people and sport across Swansea.

To this end it resolves to identify possible sites and the costs for developing these as replacement sites for a skateboard park, and will report back to council the options in 6 months. It also commits to consulting young people on the site and the types of facilities that would be provided.

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

Dated 19th October 2007

Georgie Thomas Head of Community Leadership & Democracy County Hall, Swansea To: All Members of the Council Z: Agenda /Council /2007Oct25

CITY AND COUNTY OF SWANSEA

MINUTES OF THE COUNCIL OF THE CITY AND COUNTY OF SWANSEA

HELD AT COUNTY HALL, SWANSEA ON THURSDAY, 13TH SEPTEMBER 2007 AT 4.00 PM

PRESENT: Councillor R J Lloyd (Presiding Officer) presided

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

V N Abbott D R James T H Rees P M Black Y V Jardine A R Richards G H Burtonshaw D I E Jones D A Robinson J E Burtonshaw M H Jones A M Seabourne M C Child W E A Jones G Seabourne A R A Clement R H Kinzett R Speht G G Clement E T Kirchner M Smith W J F Davies R D Lewis R C Stewart A M Day A Lloyd R J Stanton P Downing A T Lloyd D G Sullivan J Evans K E Marsh C Thomas E W Fitzgerald P N May D W W Thomas R Francis-Davies J T Miles J R Thomas J B Hague K E Marsh L G Thomas M J Hedges J Newbury R M Thomas C A Holley J T G Peters N J Tregoning P R Hood-Williams D Phillips D P Tucker D H Hopkins G Phillips C M Waller B J Hynes C L Philpott E V Webb D H James D Price J Woodman

66. APOLOGIES FOR ABSENCE

Apologies for absence were received from:

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

W G Evans P M Matthews R L Smith M E Gibbs A H Rees S M Waller D Jones S J Rice A R Welsby S M Lewis I M Richard

67. DISCLOSURES OF INTEREST

In accordance with the provisions of the Code of Conduct adopted by the City and County of Swansea no personal interests were declared.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 1 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 68. MINUTES OF COUNCIL

RESOLVED that the Minutes of Council held on 2nd August 2007 be agreed and signed by the Presiding Officer as a correct record subject to the following amendments:

1) The reference to “Mr P Siddick” in Minute 52 “Public Questions” be amended to read “Mr P Sillick”;

2) The reference to “8th August 2005” in Minute 55 “Urgent Matter” be amended to read “8th August 2007”;

3) The reference to “Chairman” in Minute 61 “A Review of the Authority’s Relationship with Statutory Undertakers” be amended to read “Vice Chairman”.

69. PRESIDING OFFICER’S ANNOUNCEMENTS

The Presiding Officer made the following announcements:

1) He referred with sadness to the recent death of former Lliw Valley Borough Councillor Isabella Mitchell (nee Davies). All stood in silence as a mark of respect.

2) He stated that Councillor S M Lewis had recently been admitted to hospital and expressed a hope that she would make a speedy recovery.

70. LEADER’S ANNOUNCEMENTS

The Leader announced that the School Asset Management Plan would form part of the agenda of Cabinet scheduled for 20th September 2007. He stated that a meeting had been arranged for 2nd October 2007 with all of the key stakeholders. This would be followed by meetings with the Schools.

71. PUBLIC QUESTIONS

Three (3) public questions were asked in relation to Minute 80 “Members Allowances and Expenses 2006 / 2007”. The questions were asked by Ms L Davis.

The Finance Cabinet Member stated that the questions would be the subject of a written response.

72. PUBLIC PRESENTATIONS

No Public Presentations were received.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 2 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 73. MEMBERSHIP OF COMMITTEES

The Leader reported that the Council, at its Annual Meeting on 14th May 2007, had agreed membership of the various Committees / Outside Bodies as reflected in the lists submitted by the Political Groups to the Head of Community Leadership and Democracy.

He advised that the Groups had submitted further minor changes nominations which were outlined.

RESOLVED that:

1) The nominations for membership of the Committees be approved as detailed below:

i) Area 2 Development Control Committee

Amend Councillor V N Abbott to be a Non Voting member;

Add Councillor C L Philpott as a Voting Member.

ii) Education and Lifelong Learning Scrutiny Board

Remove Councillor R H Kinzett and replace with Councillor A T Lloyd.

2) The changes in representation to the following outside bodies be withdrawn.

74. PETITION - REQUESTING TRAFFIC CALMING MEASURES ON GLAN YR AFON ROAD, TYCOCH

The Environment Cabinet Member reported on a petition from the residents of Glan yr Afon Road expressing their concerns regarding the traffic situation on their street.

Mr Poole made representations on behalf of the petitioners.

RESOLVED that:

1) The petition be noted;

2) The Environment Cabinet Member review the traffic management in the Sketty area.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 3 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 75. PETITION - REQUESTING RESIDENTS PARKING AT SWANSEA INSTITUTE, TOWNHILL

The Environment Cabinet Member reported on a petition from residents in the close proximity to the Swansea Institute Campus, Townhill expressing their concern regarding the lack of parking for residents on their street.

Mr Pym made representations on behalf of the petitioners.

RESOLVED that:

1) The petition be noted and the location added to the Council’s waiting list for residents parking to be investigated once the necessary funding becomes available;

2) The Environment Cabinet Member contact the Principal of the Swansea Institute regarding the concerns raised within the petition;

3) The Environment Cabinet Member circulate a list of all traffic calming work planned in date order.

76. PETITION - REQUEST FOR IMPROVEMENTS TO LANE BETWEEN PONTARDULAIS ROAD AND BRIGHTON ROAD, GORSEINON

The Environment Cabinet Member reported on a petition from residents in Gorseinon requesting improvements to the lane between Pontardulais Road and Brighton Road, Gorseinon.

Mrs Spencer made representations on behalf of the petitioners.

RESOLVED that:

1) The petition be noted and that the Authority undertakes works as described in paragraph 3.1 of the report;

2) The Environment Cabinet Member arrange a meeting between Mrs Spencer, the Gorseinon Electoral Division Councillor, representatives of the local School and relevant Officers in order to resolve the problem.

77. PETITION - FLOODING OF TRINITY STREET, GORSEINON

The Environment Cabinet Member reported on a petition from residents demanding action to stop the regular flooding of Trinity Street and adjacent properties.

RESOLVED that the petition be noted and that the Authority undertakes future actions as described in paragraph 2.2 of the report.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 4 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d

78. PETITION – REQUESTING EXTRA PARKING FACILITIES ON BIRCHFIELD ROAD, WEST CROSS

The Environment Cabinet Member reported on a petition from the residents of Birchfield Road, West Cross expressing their concerns regarding the lack of parking space on their street.

Mrs Jones made representations on behalf of the petitioners.

RESOLVED that:

1) The petition be noted and a scheme prepared should the necessary finance become available;

2) The Environment Cabinet Member arrange a further meeting between Mrs Jones, the West Cross Electoral Division Councillors and relevant Officers from Environment and Housing.

79. LOCAL HOUSING STRATEGY 2007 - 2012

The Housing Cabinet Member presented a report which sought approval for the Local Housing Strategy for the period 2007 - 2012.

He stated that the Welsh Assembly Government (WAG) requires each Local Authority in Wales to produce a strategy covering the period 2007 - 2012. The strategy covers all tenures and the format is prescribed in the guidance by WAG.

RESOLVED that:

1) The Local Housing Strategy 2007 - 2012 be approved subject to the removal of the section on Gypsies and Travellers (Pages 41 - 43 of the report);

2) The Gypsies and Travellers element of the Strategy be the subject of a further report to Council on 6th December 2007.

80. MEMBERS ALLOWANCES AND EXPENSES 2006 / 2007

The Finance Cabinet Member presented a report detailing the amounts paid to each Councillor in respect of allowances and expenses during the financial year 2006 / 2007.

RESOLVED that the report be noted.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 5 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 81. ST DAVID’S DAY - PROPOSAL ADDITIONAL DAY OF PAID LEAVE FOR COUNCIL EMPLOYEES

The report was withdrawn.

82. AMENDMENTS TO COUNCIL CONSTITUTION

The Head of Community Leadership and Democracy presented a report jointly prepared with the Presiding Officer and Monitoring Officer.

The report proposed a change to Members Questions, the number of Councillors required to invoke the Call in Procedure, amending the Member Support and Development Working Group terms of reference and rewriting the Rules of Debate Procedure Rule.

RESOLVED that:

1) The amendments regarding Member Questions be referred to a future meeting of the Constitution Working Group in order to allow further debate;

2) The Call In Procedure be amended to indicate that 5% of the total number of Councillors (currently 4 Councillors) be required to invoke the Call In Procedure;

3) Council Procedure Rule 10 “Rules of Debate” be deleted and replaced with those outlined in Appendix A of the report subject to:

a) The reference to “Leader” in paragraphs 10.6c) and 10.8 e) being amended to read “Political Group Leaders”;

b) The opening part of paragraph 10.19 “Closure Motions” be amended to read “At the end of a speech by another Councillor, a Councillor who has not taken any part in the debate may move without comment that…”;

4) The Member Support and Development Working Group’s terms of reference be amended to include the following paragraphs:

“3. The Agendas and Minutes of the Member Support and Development Working Group be e-mailed to all Councillors for information;

4. Council be provided with a 6 monthly update of the work of the Member Support and Development Working Group”.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 6 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 83. REVIEW OF COMMUNITY BOUNDARIES

The Presiding Officer presented a report which sought authority for a local review of Community Boundaries within the City and County of Swansea pursuant to section 55 of the Local Government Act 1972

He stated that the Local Boundary Commission for Wales had indicated to the Council that it would be reviewing the electoral arrangements for every principal area in Wales. Work was due to start towards the end of 2007.

He advised that whilst legislation prevented the Commission from carrying out such reviews, a mechanism existed whereby the Welsh Assembly Government was able to direct the Commission to undertake a review as a result of a request from the Local Authority. Due to pressures of work it was considered appropriate to seek such a direction for the Commission to undertake some or all elements of the local review.

RESOLVED that:

1) Council authorise a review of Community Boundaries or Community electoral arrangements within the City and County of Swansea;

2) A direction be sought from the Welsh Assembly Government to the Local Government Boundary Commission to undertake some or all elements of the local review;

3) The Head of Community Leadership and Democracy be authorised to move matters forward in consultation with the Head of Legal Services and Community Leadership and Democracy Cabinet Member.

84. SCRUTINY STRATEGIC WORK PROGRAMME 2007 / 2008

The Presiding Officer presented, for information, the Scrutiny Strategic Work Programme for 2007 / 2008 which outlined progress in relation to the priorities identified by the 8 Scrutiny Boards.

The report was amended to include the fact that the Environment Scrutiny Board had carried out a “Review of Hackney Carriages within the City and County of Swansea”.

RESOLVED that the report be noted.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 7 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d 85. REVIEW OF PUBLIC ENGAGEMENT WITH THE COMMUNITY STRATEGY

The Chair of the Community Leadership Scrutiny Board presented the report for information. He informed Council of the findings, conclusions and recommendations resulting from a recent Scrutiny Review and the outcome following its submission to Cabinet for decision.

RESOLVED that the report be noted.

86. MEMBERS QUESTIONS UNDER COUNCIL PROCEDURE RULE 15

Six (6) Member questions were submitted under Council Procedure Rule 15. The relevant Cabinet Members responded by way of written answers. Supplementary questions in respect of questions 1, 2 and 3 were dealt with and the relevant Cabinet Members responded.

RESOLVED that the Culture, Recreation and Tourism Cabinet Member undertook to provide Councillor David Phillips with a written response with regard his supplementary question on question 3.

87. NOTICE OF MOTION FROM COUNCILLOR R H KINZETT

Councillor R H Kinzett amended his original Notice of Motion prior to the commencement of the meeting. The amended Notice of Motion was circulated at the meeting.

The following is the amended Notice of Motion Proposed by Councillor R H Kinzett and seconded by Councillor P R Hood-Williams:

“This Council expresses its deep disappointment at the granting of a licence by the Labour / Plaid Cymru Welsh Assembly Government for the dredging of 1,050,000 tonnes of sand from the Helwick Bank over the next 7 years.

This Council is also concerned at the prospect of further applications for the dredging of 1.8 million tonnes a year of sand over the next 15 years from the Bristol Channel, just off Worm's Head.

This Council does earnestly request that the Environment Agency Wales commission independent monitoring of the environmental impact of the dredging from Helwick Bank, paid for by Llanelli Sand Dredging Ltd. This Council believes that it would be improper for the dredging company to commission its own monitoring and it waits a further report from Dr. Phillip Barber at an Extraordinary Council meeting on 4th October 2007”.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 8 Minutes of the Council of the City and County of Swansea (13.09.2007) Cont’d An amendment to this motion was moved by Councillor D Phillips and seconded by Councillor J E Burtonshaw. On being put, their amendment was declared lost.

An amendment was then moved by Councillor E V Webb and seconded by Councillor R H Kinzett. On being put this amendment was declared lost.

An amendment was then moved by Councillor G G Clement and seconded by Councillor M C Child. On being put this amendment was declared lost.

RESOLVED that the original Notice of Motion as amended be agreed as follows:

This Council is also concerned at the prospect of further applications for the dredging of 1.8 million tonnes a year of sand over the next 15 years from the Bristol Channel, just off Worm's Head.

88. COMMON SEAL

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

The meeting ended at 7.50pm

CHAIRMAN

Huw G Evans

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\03 - Minutes - 07Sep13.doc 9 CITY AND COUNTY OF SWANSEA

MINUTES OF THE EXTRAORDINARY MEETING OF COUNCIL OF THE CITY AND COUNTY OF SWANSEA

HELD AT COUNTY HALL, SWANSEA ON THURSDAY 4TH OCTOBER 2007 AT 5.00 P.M.

PRESENT: Councillor R. J. Lloyd (Presiding Officer) presided

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

P M Black K E Marsh R Speht A M Day P N May M Smith P Downing J T Miles R L Smith W G Evans J Newbury R J Stanton R Francis-Davies J T G Peters D G Sullivan J B Hague D Phillips C Thomas M J Hedges G Phillips D W W Thomas C A Holley C L Philpott L G Thomas P A Hood-Williams D Price R M Thomas B J Hynes T H Rees N J Tregoning Y V Jardine S J Rice D P Tucker D I E Jones A R Richards C M Waller M H Jones D A Robinson A R Welsby

89. APOLOGIES

Apologies for absence were received from Councillors V N Abbott, G H Burtonshaw, J E Burtonshaw, M C Child, A R A Clement, G G Clement, W J F Davies, E W Fitzgerald, M E Gibbs, D H James, W E A Jones, E T Kirchner, S M Lewis, A Lloyd, W K Morgan, A H Rees, A M Seabourne, G Seabourne, S M Waller and E V Webb.

90. DISCLOSURES OF INTEREST

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

Councillor J Newbury - Minute No. 100 - Petition - The introduction of a 20 MPH speed limit - boundary of Dunvant Primary School and Minute No. 98 - Petition Requesting Additional Residents’ Parking on Carnglas Road, Tycoch and withdrew during their consideration.

Councillor M Smith Minute No. 98 - Petition - Requesting Additional Residents Parking on Carnglas Road, Tycoch and Minute No. 100 - Petition - The introduction of a 20 MPH speed limit - boundary of Dunvant Primary School - and withdrew during their consideration.

10 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

91. PRESIDING OFFICER’S ANNOUNCEMENTS

Condolences

The Presiding Officer referred with sadness to the recent death of Mrs Eirlys Lewis, the wife of the late Councillor Tyssel Lewis and Lady Mayoress in 1982/83.

All present stood as a mark of sympathy and respect.

Best Wishes

The Presiding Officer reported that Councillor Gerald Clement, who had recently undergone an operation and was convalescing at home. He expressed the wish that Councillor Clement would make a speedy recovery.

Correction

The Presiding Officer requested that Council ignore the plans reproduced on pages 28 and 30 of the Council papers which had been printed in error.

Leader’s Announcement

The Leader reported that he had received a letter of thanks from Gloucester City Council expressing their appreciation for the assistance given by members of the City and County of Swansea Environment Department who had given their assistance during the recent floods. The Leader also expressed his thanks to the staff who had given their services.

92. PETITION - UNADOPTED ROAD AT PENLAN FACH ROAD, PENLAN

The Housing Cabinet Member reported on a petition from the residents of Penlan Fach Road requesting that the unadopted road in Council ownership falling within the Housing Portfolio be brought up to an adoptable standard. He advised Council that the road served 16 privately owned properties and that four options had been considered in respect of the repair of the road. However, the Housing Service had identified a significant backlog of repair required to its homes and did not have the investment needed to meet the Welsh Housing Quality Standard. In this context it was proposed that the minimum repair option be pursued. This would not however, bring the road up to an adoptable standard as requested.

11 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

RESOLVED that:-

(1) the minimum repair option be agreed;

(2) the lead petitioner be informed of the outcome.

93. PETITION - REQUEST FOR THE RELOCATION OF A BUS STOP ON MANSELTON ROAD, MANSELTON

The Environment Cabinet Member reported on a petition requesting the repositioning of the southbound bus stop at the junction of Manselton Road/Elgin Street to a position outside 113/115 Manselton Road. The petition had been submitted by residents of Brondeg and Brondeg Crescent, who felt that a bus stop at the new location would be more convenient for them.

He reported that the bus stop at the junction of Manselton Road and Elgin Street had existed for many years and was well used. The street layout of the area dictated that Manselton Road was the focal point to which residents walked from the surrounding streets to catch bus services. The area had recently been subject to a major traffic management scheme and a number of bus stops on Manselton Road had recently been upgraded with “build outs” to prevent cars parking at stops. He indicated that all bus stops were a relatively short walk from Brondeg and Brondeg Crescent.

He advised that relocating the bus stop to the proposed position would place it almost directly opposite an existing northbound stop, which would cause problems for buses travelling in opposite directions. Furthermore, during consultation as part of the traffic management scheme, the Ambulance Service had commented that if the bus stops were moved closer together it would have a negative impact on their response times.

Mr Anderson made representations on behalf of the petitioners.

RESOLVED that consideration of this matter be deferred to re-examine the proposals from local Councillors and petitioners and a further report submitted to Council.

94. PETITION - REQUESTING RESIDENTS’ PARKING ON ST. JAMES’ GARDENS, UPLANDS

The Environment Cabinet Member reported on a petition from residents of St. James’ Gardens, Uplands expressing concern regarding the lack of parking for residents on the street.

12 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

Mr G Ashley made representations on behalf of the petitioners.

RESOLVED that the petition be noted and the location added to the Council’s waiting list for residents’ parking to be investigated once the necessary funding became available.

95. PETITION - TRAFFIC CALMING AND ROAD SAFETY IN MANSELTON

The Environment Cabinet Member reported that a petition had been received from users of Manselton Road requesting a review of the new traffic calming measures as it was considered that they were not fit for purpose and constituted a hazard to both pedestrians and traffic.

Mr C Anderson made representations on behalf of the petitioners.

RESOLVED that consideration of this matter be deferred for a further meeting with residents on the proposals and a further report submitted to Council.

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

The Environment Cabinet Member reported on a petition from residents of Birchgrove Road requesting a review of the site of the pelican crossing installed in Birchgrove Road. The petitioners were of the view that the location of the crossing was detrimental to local business and the environment householders in the vicinity and that it constituted a hazard to both pedestrians and traffic.

Miss Shabir made representations on behalf the petitioners.

RESOLVED that the petition be noted and further examination of proposals from local Councillors and petitioners be undertaken and a further report submitted to Council.

97. PETITION - OUTLINING PROBLEMS WITH CHILDREN PLAYING WALL GAMES - FRANCIS ROAD, MORRISTON

RESOLVED that this report be withdrawn for further investigation.

13 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

98. PETITION - REQUESTING ADDITIONAL RESIDENTS’ PARKING CARNGLAS ROAD, TYCOCH

The Environment Cabinet Member reported on a petition from residents of Carnglas Road, Tycoch expressing concerns over the lack of parking for residents in the street.

Mr M Owen made representations on behalf of the petitioners.

RESOLVED that the petition be noted and the location added to the Council’s waiting list for residents’ parking to be progressed when funding became available.

99. PETITION - REQUESTING PARKING PROVISION ON ELGIN STREET, CWMBWRLA

The Environment Cabinet Member reported on a petition from residents of Elgin Street, Cwmbwrla expressing their concerns regarding a lack of available parking spaces on the street. He indicated that Elgin Street had been surveyed for the residents’ parking scheme twice in recent years and the location had failed by some distance to reach the parking level required for a scheme.

RESOLVED that consideration of this matter be deferred.

100. PETITION - INTRODUCTION OF A 20 MPH SPEED LIMIT - BOUNDARY OF DUNVANT PRIMARY SCHOOL

The Environment Cabinet Member reported on a petition requesting the introduction of a 20 MPH speed limit outside and in the vicinity of Dunvant Primary School. The petition has requested that the speed limit be installed so that it would provide the pupils of Dunvant Primary School the same level of road safety measures enjoyed by children attending Penyfro, Hendrefoilan and Cila Primary Schools. He advised that the 20 MPH speed limit around Hendrefoilan School had not been extended to include Dunvant Primary School due to uncertainty, at the time, about the merger plans about Dunvant Infants and Junior School which now forms Dunvant Primary School.

Mr R Adams made representations on behalf of the petitioners.

RESOLVED that:

(1) the petition be noted and a 20 MPH speed limit be implemented at Dunvant Primary School as soon as possible from WAG Safe Routes to Schools allocation;

14 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

(2) the criteria for the introduction of 20 MPH speed limits around schools be forwarded to all Members.

101. PETITION - THE PROVISION OF A PERMANENT BASE FOR NETBALL IN SWANSEA

The Leader reported on a petition which outlined support for the provision of a permanent base for netball in Swansea.

He advised that the petitioners drew the Council’s attention to the fact that netball was a major source of sporting activity for young girls and women in Swansea and the surrounding areas. It also outlined the support that existed for the provision of a permanent base for netball playing.

RESOLVED that:

(1) the petition be noted;

(2) consideration be given to supporting netball as a core physical activity within the Climbing Higher Strategy being developed by the Council.

102. PETITION - REQUEST FOR A CHILDREN’S PLAY AREA IN GOWERTON

The Leader reported on a petition from occupants of residential streets in Gowerton, principally Mount Pleasant, requesting the provision of a new play area. The petitioners were concerned that the provision of a play area was required to keep children off street corners and asked that the provision of a play area to meet the needs of children between the ages of eight and 15 years of age be considered.

RESOLVED that:

(1) the petition be noted;

(2) the request for the provision of an additional play area in Gowerton be considered as part of the Play Strategy being carried out by the Community Regeneration Service.

103. PETITION - PROVISION OF SECURE PARKING ON LAND AT THE REAR OF THE SHOPS ON PORT TENNANT ROAD

The Finance Cabinet Member reported on a petition calling upon the Council to provide safe and secure parking on the land at the rear of shops at Port Tennant Road.

15 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

He reported that the land had been acquired in connection with a proposed road improvement works but that it was no longer required for that purpose and had been declared surplus to requirements.

He reported that the potential range of uses of the land was limited due to its shape and location and was not considered to have a substantial market value. A series of meetings had taken place to explore the option with Ward Members and Officers to establish the range of options for this land and in particular a delivery mechanism. To assist this process a survey questionnaire had been distributed to local businesses and residents to clarify the extent of practical support available to support implementation of the project.

RESOLVED that:

(1) the petition be noted;

(2) the Council work with local residents and businesses to seek to identify a scheme to deliver environmental improvements and parking at this location.

104. DREDGING OF SAND FROM THE BRISTOL CHANNEL

The Environment Cabinet Member referred to the Notice of Motion agreed at Council on the 13th September 2007 regarding the dredging of sand at both Helwick Bank and from the Bristol Channel, off Worm’s Head. The motion expressed disappointment at the granting of a licence by the Welsh Assembly Government for the dredging of 1.050m tonnes of sand from the Helwick Bank over the next seven years. The Council was also concerned at the prospect of further application for the dredging of 1.8m tonnes a year of sand over the next 15 years from the Bristol Channel, just off Worm’s Head. He advised that the position of the Council with regard to the Helwick Bank application had previously been reported to Council.

The Council then received a presentation from Dr Phillip Barber who had been appointed by the Council to give expert advice on the new application currently with the Assembly.

Following the presentation Dr Barber answered questions posed by Members.

RESOLVED that:

16 Minutes of the Extraordinary Meeting Council of the City and County of Swansea (04.10.07) Cont’d

(1) the Council’s expert assessment which had been presented in response to the Environmental Statement form the main part of the Council’s response and that a meeting be sought with Resource Management Association and their advisers to discuss matters arising;

(2) the Council was also of the opinion that they could not support any application for dredging at the location area for 486 whilst the risk to the marine environment remained uncertain. The Council also noted the Interim Marine Aggregates Dredging Policy for South Wales states that 2.0m tonnes had been identified as the requirement for construction purposes per annum and wish to seek a reconciliation between this and current existing licences situated in location for aggregates in the Bristol Channel.

105. COMMON SEAL

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

The meeting ended at 7.28 p.m.

CHAIRMAN

S: Extraordinary Council - 4 October 2007 (SHR/HCR) 8th October 2007

17 Item No. 8 (A) (1)

Report of the Cabinet Member for Community Leadership and Democracy

Council – 25th October 2007

MEMBERSHIP OF COMMITTEES

Summary

Purpose: That Council agrees the nominations for membership of the Groups below.

Policy Framework: None

Reason for Decision: To agree nominations for Committee Membership.

Consultation: Legal.

Recommendation(s): It is recommended that:

1) That Council agrees the nominations for membership of the Committee outlined below. 2) The report in respect of Outside Bodies be noted.

1.1 The Council, at its Annual Meeting on 14th May 2007, agreed membership of the various Committees / Boards as reflected in the lists submitted by the political groups to the Head of Community Leadership and Democracy.

2. CHANGES TO COMMITTEE MEMBERSHIP/OUTSIDE BODIES

2.1 The Groups shown have since submitted further minor changes/nominations which are outlined below.

Committees

Standards Committee – remove Councillors JB Hague and DWW Thomas and appoint Councillors DG Sullivan and JT Miles.

Outside Bodies

University of Swansea Court and Council The University have revised and reduced their membership arrangements. The revised membership is shown below:- University Court (2 Members and 2 Officers) - appoint Lord Mayor, D Phillips, Chief Executive and Strategic Director of Education. University of Swansea Council (1 Member)- appoint P Black

18 3 RECOMMENDATION

That Council

(1) agrees the nominations for membership of the Committee shown;

(2) note the report in respect of the Outside Bodies.

Background papers: Local Government & Housing Act 1989, the Local Government (Committees & Political Groups) Regulations 1990.

Contact Officer: Gareth Borsden 01792 636824 17.10.2007 Z: Word /Committee /Reports/Council

19 Item No. 8 (B) (1)

Report of the Environment Cabinet Member

Council – 25th October 2007

COUNTRYSIDE ACCESS PLAN – CONSULTATION

Summary

Purpose: The purpose of this report is to feed back comments made during the Plan consultation period and seek authority to make amendments to the draft Plan.

Policy Framework: CROW Act 2000

Reason for Decision: The Authority has a duty under the CROW ACT 2000 to produce a Plan by November 2007.

Consultation: The draft Plan was endorsed by the Cabinet on 22 February 2007. It was issued for public consultation between 16th March and 11th June 2007,

Recommendation(s): It is recommended that:

1) It is recommended that the revised Plan, as attached to this report and as amended as indicated in the detailed response table attached at Appendix A, is adopted by Council and published as a final document.

1.0 Background

1.1 The Countryside and Rights of Way Act 2000 (s60) gave Highway Authorities the responsibility of producing a Countryside Access Plan (Rights of Way Improvement Plan) by the autumn of 2007.

1.2 The Countryside Access Plan (CAP) should assess all aspects of the present condition of the countryside access resource (footpaths, bridleways, access land) and to state how this resource can be better managed and improved for the benefit of the people of the City and County of Swansea. Part of the Plan process is to provide a 3 month consultation period to seek comments and observations from the public.

20 2.0 Consultation process

2.1 The Plan was issued for consultation on the 16th March 2007, with a deadline for responses of the 11 June 2007. As required the Plan was advertised in two local Papers. It was also advertised on the Council website. The plan was sent to 126 individuals and organizations, including all City and County of Swansea Councilors, relevant members of staff, user groups and all Community Councils. Six organizations and one Councilor responded to the draft Plan.

3.0 Summary of Comments

3.1 Six out of the seven respondents were supportive of the Plan. Four out of the seven respondents raised concern about the funding for the Actions in the Plan. When the Draft Plan was written funding from the Authority was at an adequate level to achieve most of what was proposed, subject to existing budget levels being maintained. External funding was to be sought for the remainder. Since then £112k grant aid has been secured per annum over the next three years from the Countryside Council for Wales to deliver the Welsh Assembly Government’s Coastal Access Improvement Programme. The grant has enabled some additional staff resources to be applied to rights of way matters in Legal and Committee Services and a team restructure is being implemented in Planning Services. Both are designed to make both service areas more efficient in the delivery of the Countryside Access Service as a whole.

3.2 Concern was also expressed about the limitations of the Plan as a document that can be used to seek additional sources of funding. As indicated above additional resources have been secured but the document itself will assist in future funding bids to bodies such as CCW. The draft plan has however been revised to increase the emphasis on the strategic connections of this Plan to other corporate strategies and Assembly initiatives.

3.3 Five of the seven respondents expressed some concern about the environmental impact of people using the countryside to walk or ride, especially when the plan seeks to encourage countryside access. Various sections of the Plan seek to address this; however, it should be noted that walking, cycling and horse riding are not generally thought of as environmentally unfriendly activities.

3.4 All of the comments made have been listed in the tables in appendix A.

21 4.0 Significant Changes

4.1 The seven responses have lead to two major and many minor suggested changes in the Plan and a revised copy of the document is attached with this report. An executive summary is now included at the beginning of the Plan. The Statement of Action has also been revised to show how each action will be implemented and identify the resources needed to do so. The Policies and Actions have also been separated to make the plan clearer. It is also suggested that the appendices are reduced by removing the results of the pre-draft surveys and consultations. The minor changes are mainly to correct typographical and grammatical errors or to make the plan easier to read.

5.0 Financial Implications

5.1 There are no financial implications for the production of the Final Plan and the costs for this will be met from within existing budgets. Plan circulation costs (printing and postage) can also be met from within existing budgets.

5.2 Implementation of the plan will be achieved according to existing resources with significant income from WAG/CCW and others in the form of grants.

6.0 Legal Implications

6.1 As outlined in paragraph 1.1 above the Council has a Statutory duty under section 60 of the Countryside and Rights of Way Act 2000 (the Act) to produce a Rights of Way Improvement Plan following the consultation process outlined in section 61 of the Act.

7.0 Recommendation

8.0 Background Papers:

1. Draft Countryside Action Plan.

Contact Officers: Julian Atkins/Chris Dale 01792 635705/635750

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 1 Ilston General Commend general aim. Noted No change Community comment Council 2 General Concern about policing ‘bad Para 6.18, policies MN11, Re-write policy MN11 comment element’ who have no respect MN29, MN30 and MN31, and for land, livestock and flora. appendix 7 attempt to assist with irresponsible behaviour. 3 General Insufficient reference to Compensation for vandalism is No change comment compensation to landowners not within the scope of this suffering vandalism and having Plan. Litter – see para 6.13 to collect litter. 4 General Suggest less emphasis placed The legislation and guidelines No change comment on encouraging people to use demand that the Authority look the network other than those at encouraging further use of actively looking for more the network by all. Any opportunities for walking and encouragement to use the riding. network will be associated with information of how to use it responsibly. See policy MN31.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 5 Grovesend General Welcome Plan and support Noted No change & purpose Waungron Community Council 6 General Consider in final plan improved See policies MN1 and MN10 Re-write para 6.18 to comment signposting clarify the Authority’s position 7 General Consider in final plan See policy MN4 No change comment prevention of overgrown paths 8 General Consider in final plan more The Authority has limited No change comment regular clearance of litter resources but hotspots are actioned as part of the ongoing work programme and in association with other work colleagues 9 General Consider in final plan Whilst this is clearly a problem No change comment responding to offensive in Grovesend it is an issue that behaviour and drug dealing should be considered by the Police with appropriate liaison rather than this Plan 10 General Consider in final plan use of This issue is considered in para Expand para 6.12 comment motorised vehicles 6.12, but could be expanded.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to

11 General Consider in final plan greater See para 6.13 No change comment enforcement of litter and dog fouling bylaws 12 General Consider in final plan the See para 6.15, 6.16, 6.17 and No change comment installation of more push and policies PPO12, MN18 and wheel chair friendly gates MN19

13 Grovesend General Consider in final plan improve See section 8, tourism and No change & comment public awareness of paths promotion Waungron Community Council 14 General Consider in final plan more See para 5.8 to 5.12 and Write new action in comment footpaths to link existing routes policies PPO1 to PPO5 section 5 re creation of new links

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Resp Name/org Part of Summary of comment Response Action (see revised Plan onse anisation Plan ref- for details of changes) No. erred to 15 Countrysid General Overall, we would like to Noted No change e Council commend you on a ROWIP for Wales that is clear, easy to understand and well written which we consider will be accessible to a wide audience. 16 General Strategic context. Consider Improved references to other Cross reference actions to highlighting links in the strategies will emphasise the wider strategies listed in Statement of action to key economic and health Appendix 10 policies and strategies importance of access identified in Appendix 10. 17 2.1, 2.2 Include ‘ease of use’ figures Paras 2.3-2.8 summarize the No change and overall statistics from the key figures from full 2005 condition survey. - condition survey - user survey and PI results 18 General Include information in the It is acknowledged that Re-write the statement of ROWIP about the current staff insufficient information about action to clarify the and financial resources the resources needed to carry situation regarding available and those that are out the Statement of Action resources. needed in order to improve it’s was included in the Draft Plan Divide the Policies from potential as a resource-bidding the Actions. document and achieve improvements in network condition.

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Resp Name/org Part of Summary of comment Response Action (see revised Plan onse anisation Plan ref- for details of changes) No. erred to 19 Countrysid LM1 We welcome Action LM1 and People with sight and mobility No change e Council would suggest that this should problems are included in LM1 for Wales be expanded to fully consider and paras 3.1 – 3.11, 6.14 - the needs of people with sight 6.17. and mobility problems. 20 3.1 It would be beneficial to briefly A brief survey methodology is Expand the explanation of include a methodology setting included in appendix 1 and 9 the survey methodology. out your approach to user but could be expanded. Include a reference to needs assessment. source of comments re Communities First in para 3.19 21 3.0 Consider actions necessary to This was included under Expand Para 3.15 and improve provision for section 5 on PPOs, but make ref to section 5 horseriders and include as generally for paths not actions. Expand section 5 actions in the final Plan. specifically bridlepaths actions to include creation of paths outside of excluded area. 22 3.0 Consider needs of cyclists The Authority already has a Expand para 3.12 on within the ROWIP including cycling strategy as part of the needs of cyclists actions to improve current LTP. This mainly covers urban provision. areas and therefore it is felt that this Plan should cover the rural areas.

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Resp Name/org Part of Summary of comment Response Action (see revised Plan onse anisation Plan ref- for details of changes) No. erred to 23 Countrysid General Provision for motorised users. The NERC Act 2006 has sent a Expand the section on e Council Consider further assessment of clear message that motorised illegal motorcycling. for Wales this issue, including: user access should not be Change para 1.4 needs, extent of current expanded. The existing byway provision and potential for network is less than 3 km long partnership working and and mostly tarmacked. The measures to address the demand for an expansion of the problem. network for vehicles is very low. Opposition to any expansion of the byway network is likely to be enormous. Any consideration of this issue is therefore not valid, even for a countryside access plan. The provision of a facility for off road motorbikes has been considered by the Authority. 24 Section 4 Add information regarding the The situation regarding Re-write the statement of management and resources resources to maintain the action to clarify the that are currently available and definitive is not clear in the situation regarding those that are needed to Plan. resources. maintain an accurate and up to Divide the Policies from date definitive map. the Actions.

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Resp Name/org Part of Summary of comment Response Action (see revised Plan onse anisation Plan ref- for details of changes) No. erred to 25 Countrysid Section 8 Consider highlighting and Noted Include this section in an e Council expanding on ‘benefits’ Executive Summary for Wales information to make the case for any additional funding and resource requirements. 26 Section 8 Include actions to address the See LM1, TP4 & TP5 No change need for publicity and promotion for all users that is appropriate to their needs.

27 Statemen Separate out the policies from It is acknowledges that Re-write the statement of t of the actions. Set out the insufficient information about action to clarify the Action Statement of Action as a the resources needed to carry situation regarding business plan with enough out the Statement of Action resources. information to show how the was included in the Draft Plan Divide the Policies from actions will be delivered. the Actions.

28 6.3, 6.14 Amount of CCW grant stated is Noted Changes made to section subject to change, make clear 6 that this is what has been a typical previous level of funding rather than what is guaranteed.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 29 British General The CAP uses simple language Noted No change Horse and vocabulary so that it is a Society very readable document. Other policy documents should follow this example. 30 1.12 It is important that the Policies Noted Consider adoption of CAP and Actions in this document as supplementary are incorporated on an equal planning guidance basis with all the other considerations when the Authority is deciding on planning and development proposals. 31 Policy Is very welcome. Noted No change HR1 32 3.10 Following the concept of letting It is likely that any information No change the disabled decide for provided would be similar to themselves perhaps a system this suggestion. However the of symbols for routes would be format of any information would most suitable. Policy LM1 have to be discussed as in covers consultations but a Policy LM1 and could then be statement of proposals from the incorporated – policy TP5. Authority might focus the discussions and speed the process.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 34 British General The Animal Welfare Act 2006. See para 6.44. The Council No change Horse On the urban fringes, where has in recent years created Society livery stables are most popular, many bridleways in urban the provision of suitable fringe locations to help address facilities (bridleways, multi-user the issue raised. tracks, etc.) has become even more important to keep risks to horses from motorised traffic to minimum. 35 3.13 ‘Billson’ case has established The Billson case has not made No change that horse riding was implicitly the situation for common land included in ‘right of air and sufficiently explicit. exercise’. 36 3.14 The reluctance of landowners Noted No change to dedicate new bridleways is understandable. The Policy (PPO 1) whereby the Authority will lead by example in creating paths / bridleways on it’s own land is most welcome.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 37 British Policy It is understood that, with The intention of this policy was Re-write the policy to Horse DM3. reference to dead end routes, to make it clear what the end clarify the position. Society the intention in respect of result of each investigation bridleways is to consider could be. upgrading connecting footpaths to bridleways status as well as downgrading the bridleway to a footpath. This does not seem to be clear from the present wording so perhaps the Policy can be rephrased. 38 4.4 In the last sentence suggest Noted Alter text. deleting the ‘and’ between ‘routes’ and ‘policies’. It would then read in two sentences: “….add more routes. Policies to develop………..” 39 4.8 & 4.9 At present access to the See para 4.9 and 4.20. The No change ‘working copy’ is restricted to working copy is not the legal the Authority. Since the printed document. Definitive Map is now 36 years out of date and a new edition will not be available for some time the ‘working copy’ should be more easily available.

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Resp Name/ Part of Summary of comment Response Action (see revised Plan onse organisati Plan ref- for details of changes) No. on erred to 40 British 4.17 to The staff requirements for The situation re staff resources Re-write the statement of Horse 4.19 clearing and resolving these is insufficiently clear. action to clarify the Society points should be specifically situation regarding considered. resources. Divide the Policies from the Actions. 41 4.20 This is a real achievement and Noted Highlight this achievement should be noted as such. It in the Plan indicates that the priorities of the ROW Department are correct. They are seeking to make progress in spite of the back-log that could be used (and is elsewhere) to stultify innovation. 42 Policy This is a very important policy If proposed changes in Legal Re-write the statement of DM5 and one to which extra Services and Planning take action to clarify the resources must be allotted. It place extra resources will not situation regarding is not satisfactory to be working be needed. resources. with a Definitive map that is so very out of date.

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Resp Name/ Part of Summary of comment Response Action onse organisati Plan ref- No. on erred to 43 British Section 5 The intentions expressed in this There is no backlog associated No change Horse – PPO’s section are welcome but there with this section. The only Society is still the nagging feeling that increase in workload would there is so much work required result from a large scale to clear the back-log that staff increase in creation orders, levels will not be sufficient to which is not anticipated. The achieve it. Authority has managed to expand the network thus far within existing resources. The creation orders needed to develop the Coast Path will be dealt with via a new member of staff. 44 5.13 Last sentence – Delete the Noted Change text word ‘have’ after ‘effectively’. 45 Policies It is assumed that any The terms path, bridleway and Clarify the reference to PPO1 to reference to path or footpath footpath are defined in the ‘path’ in the glossary PPO 21 also includes bridleway where glossary this could be appropriate but is not specifically mentioned.

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Resp Name/ Part of Summary of comment Response Action onse organisati Plan ref- No. on erred to 46 British Section 6 This sets out very clearly the Noted No change Horse – Authority’s intentions for Society Manage looking after the PROW. It is ment of logical within the constraints of PROW. the funding available and should receive support from all interested parties. 47 6.29 Promotion and use of the There will be a cost to Re-write the statement of Gower Coast Path is improving and creating the action to clarify the recognised as being an coast path which will be met by situation regarding additional charge on coastal access improvement resources. maintenance resources. It is programme funds. As the route implied that the additional is already being maintained income to the areas affected there will be little additional will compensate for this. maintenance burden. Unlikely that this income will be directly attainable for maintenance unless a charge is made for the use of the path. Seek additional funding to cover this element of maintenance so that the cost does not detract from the money available to maintain the rest of the network.

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Resp Name/ Part of Summary of comment Response Action onse organisati Plan ref- No. on erred to 48 British Policies Walkers and riders will Noted No change Horse MN15 & appreciate these particularly. Society MN16 49 Section 8 There is some opportunity for Noted No change – promoting horse riding as a Tourism tourist activity but this would be and more properly included in the Promotio Tourism Strategy. n

50 8.12 and The promotion of selected off Noted No change Policy road riding and cycling routes TP4 would probably assist both local people and visitors.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 51 National Page 3 Map – what happens if land The map is included to Add place names to map, Trust has several designations- demonstrate the general clarify key. NT/NNR/Access land amount of public access and is Place names would be useful at too small a scale to form a Misleading – not all NT land is detailed analysis. The most access land – too many colours important access shown is and key doesn’t make sense. Access Land because the public have a right to use it and therefore this is shown above other designations. It is important to differentiate between the different access areas as some have access by right , some by permission. 52 Para 2.5 What is PI- when using letters The paragraph referred to Re-write para 2.5 for first time there is need for could be confusing to the consistency? Sentence on legal general public. orders is confusing. 53 General No mention of permitted paths Small section on permissive No change even though they are shown on paths in section 7 ‘other OS maps- or boardwalks such access’. Very few (if any) as Pennard Valley where there permissive paths are shown on is no legal status. OS maps. Paths such as those in Pennard valley will be dealt with by legal orders, where a

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used line differs from what is shown on the definitive map. Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 54 National General Need to ensure that provision Environmentally sensitive sites No change Trust of such definitive routes do not will be taken into consideration create erosion problems esp. when new routes are provided on e.g. limestone grassland as CADW and CCW must be consulted. 55 3.14 Will you support circular horse If horse riders want circular No change routes? routes they will be considered along with all of the other considerations. 56 Page 16 Sometimes path routes need to This is not related to No change DM9 upheld as a point of principle- development. It refers to a e.g. in cases where situation where an error on the development has occurred but map must be corrected or the developer has not taken where the public have claimed into account existing users and a new path and a diversion subsequently requests that a order would be the best way of route be removed. Needs to be dealing with the situation rather a link at planning stage so that than a modification order. The RoW department is one of the Countryside Access Team is a consultees before development consultee in the Planning is permitted. Some of these Process. Planning Policies routes are historic. already protect paths.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 57 National PPO5/6 What about provision for WAG have decided they want a No change Trust erosion and climate change- coastal path not a coastal zone. WAG coastal zone path a Clearly we won’t be placing any better option? new sections of path in places vulnerable to erosion. Should global warming result in rising sea levels large areas of coast and existing paths will be at risk and future policy would have to address this. 58 PPO9 What about principle? This policy is included to deal No change with situations were a diversion will be the cheaper option than works to repair the existing path. The tests remain unchanged. 59 PPO11 Should H&S be claimed as a The policy is intended to Change policy to make it reason to divert a path if the distribute the cost of diversions clearer activity suddenly becomes more fairly when there is a hazardous clear health and safety benefit to the public. 60 PPO15 What about historic routes? Most routes are historic. The No change policy reflects the current legislation. The ‘no longer needed’ test is a test that is, in

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practice, difficult to pass.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 61 National PPO17 What happens if the path is The policy reflects the No change Trust more important then the legislation, which enables development? footpaths to be diverted to ‘allow development to take place’. If the path is very important it is likely that public pressure will influence any diversion decision. 62 PPO21 Archaeology, Historic PPO21 refers to new paths that Change PPO21 to clarify Landscape, Nature will be enclosed when diverted. conservation – these are If a path is diverted along an extremely wide paths- would existing lane the width will be you consider taking out a the same as the lane. Any hedgerow to widen a path? enclosure will be with reference to existing features. 63 Page 22 Where does the Local Access The Local Access Forum has Re-write the statement of Forum money fit in; what about no budget. Sources of income action to clarify the contributions from others? are referred to in section 6. situation regarding resources.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 64 National 6.18 Way marking paths- where The Authority is under a duty to Clarify policy MN11 Trust there is no path- e.g. open both signpost the end of paths access way marking should be and to waymark paths to discouraged other than at the enable those that are unfamiliar access points. The visual with the area to find their way. intrusion of way marking in the A balance needs to be made landscape needs review- between the visual intrusion of appropriate signage only signs and waymarks and the should be used. need to inform the public. 65 Generally Gower Coast Path is a huge Sections of the coast path are No change concern to us – many of the already extremely well used. sites are sensitive and go More people will be through areas of high nature encouraged to use it. However conservation interest and it is unlikely that the numbers of archaeology. How will the people in the heavily used increase in visitor numbers sections will increase by more translate into greater resources than a few percentage points. for the path managers? What In the less well used sections in will be the mechanism? north Gower the numbers using the coast path will increase by a number of times. Should the path become eroded it is the responsibility of the Authority to deal with it. WAG have identified a coast path as a

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priority and is making funding available to manage the impact.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 66 National MN5 What about the special needs The needs of the site will be Expand policy MN5 Trust of the site? considered. 67 MN12/13 What happens if the landowner Technically the surface of the No change does not want it improved- path is the responsibility of the what about natural hazards authority. These two policies such as the rock steps from make it clear that Paviland Cliff to Paviland Valley improvements will only be or around the top of Fall Bay? undertaken where necessary, in certain circumstances and in keeping with the local environment. 68 MN26 Not clear- how will you reach The policy is intended to result Rewrite policy targets- so if someone puts 3/4 in the Authority taking actions obstructions along a path the to create a fully open path Authority will not enforce. rather than part of a path. 69 Page32 No mention of SG Coast NNR Accepted Include ref in text. 70 Generally Tourism- mindful of The Authority is also mindful of Expand reference to environmental impacts of over over-promotion and the impact responsible use of the promotion; impacts of litter; of tourism. The promotion of countryside and promotion of responsible access to the countryside has minimising the impact of activity- promote as an eco- been and will continue to be visitors in para 8.13, tourism activity. based on access by bus. The section 8 and clarify focus need to remind users of their on Mawr area. responsibilities is referred to in policies MN30 and MN31.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 71 National 8.9 How will investment in the If the economic argument is not Expand reference to Trust infrastructure thus attracting made additional resources to responsible use of the more people generate more improve and maintain the path countryside and income for the land managers? network will not be forthcoming. minimising the impact of Investment in facilities – cannot The comments refer to Gower, visitors in para cope with numbers of visitors’ the area north of Swansea is 8.13,section 8. now- what is strategy for visitor not suffering from visitor facilities how does this tie in numbers. with the AONB management plan? 72 Page 39 There should be an aim to The intention of this policy is to Expand policy MN21 support local distinctiveness protect stone stiles against and vernacular structures – not removal to improve only stiles but also gate posts. accessibility. Other stone structures exist next to paths and these should also be preserved 73 Generally Will the signs be bilingual? Authority policy is to provide No change bilingual signs 74 Page 74 Landowner Survey. Not aware The National Trust, as an No change of being asked to do the important body involved in landowner survey. countryside access, were specifically consulted by letter, to which a detailed response was received.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 75 Gower Congratulate clarity and Noted No change Society & readability of Plan West Glamorgan Ramblers’ Associatio n 76 Pleased to note that the first Noted No change statement in the Main Aim is that C&C Swansea will PROTECT and seek to enhance……. This sentiment echoes our objectives. 77 4.9 The 5 yearly publication of the The first new map is expected Clarify actions definitive map (DM5) will be in 2008 thence every 5 years. very welcome. When might we expect the first update?

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 78 Gower 4.18, It is encouraging to see See policy DM2 No change Society & 4.20 progress being made in making West more of our area accessible to Glamorgan the public (4.20) but, given the Ramblers’ number of identified anomalies, Associatio is there a case to be made for n undertaking the systematic survey so that the full extent of the problem can be established?

79 6.5 It is to be hoped that the phrase If funding at 2006/7 levels were Re-write the statement of ‘If present funding continues’ is to be restored CN1 is action to clarify the not a caveat for the authority achievable. The Plan also situation regarding not achieving CN1. Provided serves as bidding document. resources. the ‘SMART’ principles were applied when the policy was created, this should not be an issue.

80 6.5 A small point but the group is Noted Change text from both Ramblers’ and Gower Society.

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Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 81 6.16 The commitment to retaining Noted No change stone stiles is most welcome.

82 6.28 It is assumed that the reference Noted Change text is to PPO5, and the creation of more paths, provided this is done in a sensitive way in accordance with MN13, is again, most welcome.

83 8.6 The need to encourage tourism This is an extract from the Include a section on the is understood and the proposal tourism plan. The Gower Way Authoritys commitment to for a Gower Coast Path has recently been improved by the maintenance of the appreciated; however, more additional waymarking. Gower Way in section 6. information on what is meant by ‘improve the Gower Way’ is requested. It would appear that this proposal has been omitted from Section 9 as an action required under Tourism & Promotion.

48 APPENDIX A DRAFT COUNTRYSIDE ACTION PLAN CONSULTATION RESPONSES 16.3.07 - 11.06.07

Resp Name/org Part of Summary of comment Response Action onse anisation Plan ref- No. erred to 84 Gower 8.12 The needs of cyclists and horse It should be recognised that the Alter text of TP4 Society & riders are recognised but designation of a route for horse West consultations on promoted riders or cyclists could have an Glamorgan cycling/riding routes should impact on walkers. Ramblers’ include other groups that may Associatio be affected by the proposals. n This applies to TP4 also

85 8.13 Any increase in car parking Noted No change should be limited and carefully thought out to minimise impact on the locality. 86 Section A stronger expression of action Each path must be considered No change 6, policy than ‘consider’ is necessary. as an individual case. MN8 Unfortunately it is not always possible to take definite action on every path. Therefore ‘consider’ is more appropriate than ‘will’

87 General We are very encouraged by the Noted No change tenor of the draft. The plans appear SMART and it is hoped that they come to fruition

49 APPENDIX A DRAFT COUNTRYSIDE ACTION PLAN CONSULTATION RESPONSES 16.3.07 - 11.06.07

Additional recommended changes

A number of other issues have been noted since the draft plan was written.

1. Although referred to in the Plan there is no policy on stiles replacing gates or stiles next to gates. It is therefore recommended that a policy is included.

2. It is recommended that the order of priorities for modification order applications (policy DM7) is slightly altered following additional information being received.

3. The appendices of the Draft Plan include the pre-draft responses to consultations and the results of the surveys in full. This consists of 19 pages in the Plan. It is suggested that these be removed and replaced with an explanation of the methods used to compile the survey data and the names of the respondents in a more concise appendix of 1or 2 pages, with a reference to the survey results and responses should anyone wish to examine them.

4. It is recommended that two new Actions be inserted to address the improvement of the Coastal Access Zone and the support of volunteers who help maintain or improve the network.

50 Item No. 8 (C) (1)

Report of the Housing Cabinet Member

Council – 25th October 2007

PETITION – REQUEST FOR CCTV AT PANTGWYN SHELTERED HOUSING COMPLEX, SKETTY

Summary

Purpose: To advise Council of action taken in response to a petition received from residents of Pantgwyn Sheltered Housing complex.

Policy Framework: Council Procedure Rules.

Reason for Decision: To respond to petitioners.

Consultation: Legal Services & Finance

Recommendation(s): It is recommended that:

1. The petition is noted, as action has already been taken to address the main issues raised in the petition.

1. INTRODUCTION

1.1 Pantgwyn is a sheltered housing complex situated on Sketty Park Road, Sketty. The complex comprises of 54 units of accommodation made up of 15 x 2 bed flats, 36 x 1 bed flats and 3 x 2 bed disabled bungalows. There are also 2 houses that accommodate the warden and deputy warden.

1.2 In the past 12 months there have been two burglaries at the complex plus one attempted burglary.

1.3 On 18th July 2007, a petition containing 55 signatures was received from residents of Pantgwyn. The petition stated that following the most recent burglary, officers from South Wales Police had advised residents to request a CCTV system be installed. The petition further stated that the installation of CCTV equipment would mean that they would feel considerably safer, and further incidents would be prevented.

51 2. ACTION TAKEN

2.1 Prior to the petition being received the Sheltered Housing Manager had visited Pantgwyn with the Community Safety Officer. The Community Safety Officer (CSO) made the following recommendations: a) Trees / Shrubs

Whilst the trees and shrubbery around the complex are regularly maintained, the CSO recommended, from a crime prevention perspective, that foliage be cut back or removed at various points around the complex, and one large tree be pruned to provide more natural light.

Much of this work has already been undertaken and the ongoing maintenance contract amended slightly to take into account the comments of the CSO. b) Fencing

The section of timber fencing which was damaged to provide access for the most recent break-in would be better replaced with metal fencing.

The replacement of the timber fencing with metal fencing has been ordered.

2.2 The Sheltered Housing Manager has also held a coffee morning which was attended by the Community Safety Officer and the Crime Reduction Officer from South Wales Police. Tenants who attended were given general safety and security advice.

2.3 Following receipt of the petition the Sheltered Housing Manager has made a further visit to the complex to consider the request for CCTV. A quote for the installation of CCTV at the complex has been obtained and Sketty Ward Members have agreed to fund the installation of CCTV equipment out of their minor works budget. This work has now been undertaken.

3. FINANCIAL IMPLICATIONS

3.1 Funding has been identified from the Minor Works budget of the Housing Revenue Account for 2007/08.

4. LEGAL IMPLICATIONS

4.1 There are no legal implications in respect of this report.

5. RECOMMENDATION

5.1 It is recommended that the petition is noted, as action has already been taken to address the issues raised in the petition.

52 BACKGROUND PAPERS

• Petition containing 55 signatures

Contact Officer: Sarah Jordan 01792 635018 File Ref: Pantgwyn Petition

53 Item No. 8 (D) (1)

Report of the Cabinet Member for Finance

Council - 25th October 2007

TREASURY MANAGEMENT ANNUAL REPORT 2006/07

Summary

Purpose: This report provides details of the Council’s treasury management activities during 2006/07 and compares actual performance against the strategy laid down at the start of the year and to report Capital Prudential Indicators Outturn.

Policy Framework: Treasury Management Policy Statement approved by Council 8th March 2001; Financial Procedure Rules.

Reason For Decision: To comply with the requirements of CIPFA’s Code of Practice on Treasury Management and CIPFA’s Prudential Code for Capital Finance in Local Authorities

Consultation: Financial Services, Legal Services

Recommendation: That the Treasury Management Annual Report 2006/07 be approved.

1 Introduction

1.1 Under the CIPFA Code of Practice on Treasury Management in Public Services, there is a requirement:

“….for the Council to receive reports on its treasury management policies, practices and activities”.

1.2 The attached report summarises the activities for the year.

1.3 The Prudential Code for Capital Finance in Local Authorities also requires the reporting of outturn Prudential Indicators for the year.

1.4 The Appendices to the attached report outlines the same.

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54 2 Major Activities During The Year

2.1 New borrowing of £10.0 million was arranged in the money markets via a long term loan at a very competitive 3.59%.

2.2 The average external debt portfolio interest rate has reduced from 6.12% to 5.89%.

2.3 The net annual cost of servicing the Council’s existing debt has been reduced by £692,088 due to:

(a) higher rate loans being repaid and (b) active management of the loans/investment portfolio

2.4 Active debt management via the early repayment of £37m of debt has resulted in a discount receivable to the General Fund of £2.7M.

2.5 Active debt management via the rescheduling of £20m of money market debt instruments has resulted in £380k of potential interest savings over the lifetime of the loans

2.6 Internally Managed investments of the Council’s reserves has realised accrued interest of £4,484,000 or a return of 4.80%, an underperformance of 0.04% from the benchmark rate of 4.84%. However, in a market of rising interest rates, such an underperformance is only to be expected.

2.7 The fund managers returned accrued interest of £1,345,000 a weight adjusted return of 4.22%, this represented an underperformance of 0.77% from the 3 month inter bank ( LIBID) rate of 4.99%

2.8 The Council operated within the determined treasury limits outlined in the Appendices.

3 Legal Implications

3.1 There are no legal implications arising directly from the report.

4 Recommendation

4.1 That the Treasury Management Annual Report 2006/07 be approved.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1) - Treasury Management Annual Report 2006 07.doclast edited 28/08/07 55 Background Papers

• Treasury Management Strategy and Investment Strategy Statement (Mar 2006) • Capital Programme-Prudential Code and Prudential Indicators Report (Mar 2006)

Contact Officer: Mr Jeff Dong, Chief Treasury & Technical Officer, Treasury Management 01792 636934 Date: 11th September 2007

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Treasury Management Annual Report

2006/07

Contents

Page Section No.

1. Executive Summary 2

2. Introduction and Background 2

3. Debt Portfolio 3

4. Treasury Strategy 2006/07 4

5. Actual Borrowing 2006/07 5

6. Compliance with Treasury Limits 6

7. Capital Financing Charges 2006/07 6

8. Investment Strategy for 2006/07 6

9. Actual Investments 2006/07 7

10. Debt Rescheduling/Early Debt Repaymment 8

Appendices 9

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 57 1. Executive Summary

1.1 New borrowing of £10.0 million was arranged in the money markets via a long term laon at a very competitive 3.59%.

1.2 The average external debt portfolio interest rate has reduced from 6.12% to 5.89%.

1.3 The net annual cost of servicing the Council’s existing debt has been reduced by £692,088 due to:

(a) higher rate loans being repaid and (b) active management of the loans/investment portfolio

1.4 Active debt management via the early repayment of £37m of debt has resulted in a discount receivable to the General Fund of £2.7M.

1.5 Active debt management via the rescheduling of £20m of money market debt instruments has resulted in £380k of potential interest savings over the lifetime of the loans

1.6 Internally Managed investments of the Council’s reserves has realised accrued interest of £4,484,000 or a return of 4.80%, an underperformance of 0.04% from the benchmark rate of 4.84%. However, in a market of rising interest rates, such an underperformance is only to be expected.

1.7 The fund managers returned accrued interest of £1,345,000 a weight adjusted return of 4.22%, this represented an underperformance of 0.77% from the 3 month inter bank (LIBID) rate of 4.99%

1.8 The Council operated within the determined treasury limits outlined in the Appendices.

2. Introduction and Background

2.1 Treasury Management in local government is regulated by the CIPFA Code of Practice on Treasury Management in Public Services (the Code). The City and County of Swansea have adopted the Code and complies with its requirements.

2.2 The primary requirements of the Code are the:

Creation and Maintenance of a treasury management Policy Statement which sets out the policies and objectives of the Council’s Treasury Management activities. Creation and maintenance of Treasury management practices which set out the manner in which the Council will seek to achieve those policies and objectives. Receipt by the Cabinet/Council of an annual strategy report for the year ahead and an annual review report of the previous year. Delegation by the Council of the responsibilities for implementing and monitoring treasury management policies and practices and for the execution and administration of treasury management decisions. Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 58

2.3 Treasury management, in this context, is defined as:

“The management of the local authority’s cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of the optimum performance or return consistent with those risks.”

2.3 The Council has previously received in March 2006 the Treasury Strategy Statement and Investment Strategy for 2006/07.

2.4 The Prudential Code for Capital Finance in Local Authorities has been developed as a professional code of practice to support local authorities in determining their own programmes for capital investment. Local authorities are required by Regulation under Part 1 of the Local Government Act 2003 to comply with the Prudential Code.

2.5 The objective of the Code is to provide a framework for local authority capital finance that will ensure for individual local authorities that:

• Capital expenditure plans are affordable • All borrowing and long term liabilities are within prudent and sustainable levels • Treasury management decisions are taken in accordance with professional good practice

2.6 As part of the framework provided within the Code includes a set of Prudential Indicators, which are designed to support and inform local decision-making. The outturn of the Prudential Indicators formulated are included at the Appendices.

3. Debt Portfolio

3.1 The Council’s external borrowing position at the beginning and end of the year was as follows:

1 April 2006 31 March 2007 Principal Interest Principal Interest Rate Rate £’000 % £’000 %

Long Term Debt PWLB* - fixed rate 278,855 6.55% 241,602 6.26 - variable rate - - Money Market (LOBO) 48,000 3.72 58,000 3.97 Local Bonds 5 - 5 Stock 2,651 12.21 12.75 Short Term Debt Money Market 71 4.62 50 4.78 Trusts, etc. 1,203 4.48 1,251 4.81

Total Debt 330,785 6.12 300,908 5.89 *PWLB - Public Works Loan Board Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 59

3.2 The average external debt portfolio interest rate has reduced over the course of the year from 6.12%% to 5.89%. This represents an annual saving of £692,088 in interest charges to be paid on the debt outstanding at March 2007.

4. Treasury Strategy 2006/07

4.1 The treasury strategy adopted for 2006/07, was based on consultation from our Treasury advisors with their view of the rate of growth of GDP in the UK economy only recovering weakly during 2006/07 and remaining at a below trend level of 2.0% in 2006; this was primarily due to weak consumer expenditure undermined by major increases in gas and electricity prices and another spike up in oil prices, plus a curtailing of the strong increases in public sector expenditure of previous years. House price inflation had fallen back to very low levels and there were no major concerns on inflation in general (recent spikes in some prices would fall out of the index eventually). In addition, continuing increases in the Fed rate in the US would reduce economic growth there to 2.5% in 2006 while growth in the Euro area was also expected to continue weak but to rise a little. Given this overall quite weak outlook, their forecast for Bank Rate was that there would need to be two cuts from 4.5% to 4.0% by the end of 2006 in order to stimulate growth in the economy. This would then be followed by quarterly 0.25% increases in Bank Rate in quarters 1 to 3 of 2007 once the economy had regained its trend growth rate of about 2.5 – 2.75% p.a.

4.2 In the US, initial expectations that the Fed. would not need to raise the Fed. rate above 4.5% were confounded by the continuing robustness of economic growth and concerns over rising inflationary pressures which resulted in the peak in rates not occurring until 5.25% was reached in August 2006. The gathering housing market slowdown during 2006 eventually started to dampen the economy in the latter half of 2006. This was compounded by the sub-prime mortgage crisis in Q1 2007 which rocked financial markets as 30 US sub-prime mortgage lenders went bust. In March 2007 the Fed dropped its tightening bias but by then, the US economy had turned in a robust growth rate for 2006 of 3.3%.

4.3 The effect on interest rates for the UK was therefore expected to be as follows:

Shorter-term interest rates – Bank Rate started 2006/07 at 4.5%, having been unchanged at this level since August 2005. The Bank of England Inflation Report of May 2006 marked a watershed in as much as the MPC switched from a loosening bias on interest rates to a tightening bias. MPC suspicions that official data had been under recording the strength of economic growth were vindicated by retrospective adjustments (increases) to annual growth figures extending back as far as 2001 in the quarter 1 2006 GDP figures. These revisions also increased the Q4 2005 and Q1 2006 GDP growth figures up from 0.6% to 0.7% q/q. This tipped previous expectations of an underperforming UK economy over into one that was running at or

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 60 above its trend rate of growth. Previous expectations of cuts in Bank Rate in 2006 evaporated and were replaced by the reverse expectation i.e. at least one, if not two increases of 0.25% by the end of 2006. Bank Rate accordingly rose to 4.75% in August 2006 and then to 5.0% in November.

This was then followed by another rate increase in January to 5.25% which was a huge shock to both the financial markets and forecasters and immediately sparked inferences that the MPC had had access to some bad news on the inflation front, which was not available to the markets at that time, before it took that decision. These fears were indeed confirmed soon after by the news that CPI (Consumer Price Inflation) had jumped to 3.0% in December, a whisker away from the MPC having to write a letter of explanation to the Chancellor (if it had gone over 3.0%). The annual growth rate also hit 3.0%, the highest in two years, in Q4 2006 adding to confirmation that the recent increases in Bank Rate had done little to dampen the economy and stoking expectations that Bank Rate would have to rise even further.

Longer-term interest rates – The PWLB 45-50 year rate started the year at 4.20% (25-30 year at 4.30%) and fell to a low of 4.05% several times in late September to early November (25-30 year low was 4.20% in September and November). The high point for 45-50 year was 4.50% in late March 2007 (25- 30 year had several highs of 4.65% in January to March 2007) before finishing the year at 4.45% (25-30 year 4.65%). The sustained rise in long term rates in Q4 2006 and Q1 2007 was underpinned by the rise in inflation expectations.

4.5 The Adopted Treasury Strategy - The agreed strategy put to the Council, based upon the above forecast, was that:

• That the risks intrinsic to shorter term variable interest rates were such, when compared to historically low long term funding costs, that the Council would maintain a stable, longer term portfolio by drawing longer term fixed rate funding.

5. Actual Borrowing 2006/07

5.1 The treasury management strategy 2007/08 agreed by the Council in March 2007 re-stated a supported borrowing requirement of £11.04m million and an unsupported borrowing requirement of £24.883m for 2006/07. The new borrowing during the year was as follows:

Date Amount Period Rate Detail £M Years % 28/09/06 10 60 3.59 60 year LOBO

Total 10 60 3.59

5.2 It is reported that the £10m borrowed in 2006/07 from the money markets bettered anything available from the PWLB during 2006/07.

5.3 The average rate of new borrowing taken by the Council in the year was 3.59% whilst the average PWLB rates available in 2006/07 were: Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 61

1 year 5.13% 9 - 10 year 4.83% 25 - 30 year 4.44% 45 – 50 year 4.27% 1 month GBR variable 5.00%

5.4 The repayment periods of the loan helped ensure that the Council’s debt portfolio maintained an ‘even’ repayment profile.

6. Compliance with Treasury Limits

During the year, the Council operated within the treasury limits set out in the Council’s Treasury Management Strategy 2006/07 under the Prudential Code. The outturn for the prudential indicators are shown in the Appendix

7. Capital Financing Charges 2006/07

7.1 The capital financing charges made to the Council’s accounts for 2006/07 including capital repayments and net of discounts/premiums are detailed below.

Actual Actual 2005/06 2006/07 £’000 Interest Rate £’000 Interest Rate % %

Housing Revenue A/c 7,869 6.07 7,149 5.86 General Fund 19,365 5.95 17,789 4.69 Total 27,234 24,938

7.2 The interest rates charged differ from the average rate of interest for external debt due to the fact that part of the Council’s borrowing for capital purposes is funded by the investment of internal reserves.

8. Investment Strategy for 2006/07

8.1 Our treasury advisors, Sector, in their November 2005 forecast, forecast that Bank Rate would remain at 4.50% till quarter 2 2006 when it would fall to 4.25% and again to 4.0% in quarter 4 before starting to rise back in quarter 1 2007 to 4.25%. A major reversal of inflation and growth expectations in quarter 2 of 2006 negated these expectations and replaced them instead with an expectation that Bank Rate would need to rise to 5.0%.

8.2 The Council invests part of the Council’s cash reserves internally and part through external fund managers. This policy is implemented to mitigate the risk inherent in broad investment strategy by utilising both direct investment and the services of fund managers. The policy of investing part of the

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 62 Council’s cash reserves through external fund managers, and part directly, would be maintained.

9. Actual Investments 2006/07

9.1 The Council held internally and externally managed funds during 2006/07.

9.2 The external investments of the Council have been managed by two investment managers, Invesco and Investec. Following the repayment of debt in February 2007 (outlined below in Debt Repayment) it was determined to liquidate the investments held with Investec. This decision does not represent a termination of Investec as an investment manager for the City & County of Swansea, the Council retains the option to externalise funds with Investec at a future date if required. The rationale for the retention of an external cash fund manager in the form of Invesco remains the mitigation of risk and the potential added value a cash manager can return in favourable interest rate environments for tradeable investments (noting that interest rates are projected to be peaking in the coming months)

9.3 The accrued return of the fund managers during 2006/07 was as follows:

Balance Balance Rate of 7 Day 3 month 31 March 06 31 March 07 Return LIBID £’000 £’000 % %

Invesco 18,693 19,495 4.28 4.84 4.99 Investec 11,312 - 4.12* 4.84 4.99 Total 30,005 4.22%* *weight adjusted return

9.4 The fund managers have experienced mixed fortunes during the year in relation to their peer group, however it was again a difficult year for cash fund managers with little opportunity in the Gilt markets throughout the year.

9.5 Invesco has made occasional tactical forays into the Gilt market during the year sometimes successfully but ultimately these have held back performance, with returns ranking in the 48th percentile. (2005/06 7th, 2004/05 38th, 2003/4 90th percentile, 2002/03 30th percentile).

9.6 The Council also held internally managed funds which were invested on the London Money Market via brokers or directly with banks and building societies. The balances held during the year were as follows:

Balance Balance Annual Value Interest Rate of Benchmark 1 April 2006 31 March 2007 2006/07 Return 7 day rate £’000 £’000 £’000 £’000 % %

78,686 52,474 93,340 4,484 4.80 4.84

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 63 9.7 The accrued interest received on internally managed investments was £4,484,000. This return underperfromed the benchmark seven-day rate by 80 basis points, this is not untypical in a rapidly rising interest rate environment.

10. Debt Rescheduling and Early Debt Repayment

10.1 Debt Rescheduling-An opportunity arose on the 28/3/07 due to volatility in the Gilt markets to reschedule two existing loans. In both cases the interest rate payable maybe increased on review dates, at the lender’s option. However, should they exercise the option, then the council, as borrower, may opt to repay the loan. Such loans are termed LOBOs (lender’s option, borrower’s option)

• A £10m 50 year stepped LOBO (interst payable at 3.40% for the initial period, 4.5% thereafter) was rescheduled into a 70 year vanilla (ie the same rate throughout) LOBO at 4.46% fixed for two years with call options every two years thereafter. This would generate approximately £190K interest savings over the term of the original LOBO if no options are exercised.

• Another £10m 50 year stepped LOBO (3.40%, 4.5%) was rescheduled into a 70 year vanilla LOBO at 4.46% fixed for one year with call options every two years thereafter. This would generate approximately £190K interest savings over the term of the original LOBO if no options are exercised.

10.2 Early Debt Repayment-Following a review of the debt portfolio, an opportunity was identified in January and February 2007 to prematurely repay debt totalling £37m. The premature repayment of this debt generated discounts of £2.7M of benefit to the General Fund.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 64 Appendix 1: Prudential Indicators

Capital Prudential Indicators 2005/06 2006/07 2006/07

Actual Revised Outturn Estimate £’000 £’000 £’000 Capital Expenditure GF 59,448 82,204 67,351 HRA 10,319 16,368 11,698 TOTAL 69,767 87,229 79,049

Ratio of financing costs to net revenue stream GF 6.07% 6.31% 5.30% HRA 21.13% 18.48% 18.42%

Capital Financing Requirement GF 236,657 263,882 261,167 HRA 91,648 92,470 85,431 TOTAL 328,305 356,352 346,598

Treasury Management Prudential Indicators 2005/06 2006/07 2006/07 Actual Revised Outturn Estimate £’000 or % £’000 or % £’000 or %

Authorised limit for external debt 495,501 515,539 See appendix 2

Operational boundary for external 400,580 429,539 See appendix debt 2

Upper limit for fixed interest rate 100% 100% 100% exposure

Upper limit for variable interest rate 0% 40% 0% exposure

Upper limit for total principal sums 15,000 46,000 10,000 invested for over 364 days

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Maturity Structure of Fixed Rate Borrowing in 2006/07 Upper Limit Lower Limit Actual Under 12 months 35% 0% 0.41% 12 months and within 24 months 35% 0% 3.03% 24 months and within 5 years 50% 0% 0.98% 5 years and within 10 years 75% 0% 4.41% 10 years and above 90% 25% 91.17%

The treasury management prudential indicators identified above as:

• Upper limit for fixed interest rate exposure • Upper limit for variable interest rate exposure • Upper limit for total principal sums invested for over 364 days • Maturity Structure of fixed rate borrowing in 2006/07 are shown as at balance sheet date 31st March 2007, however it can be reported that none of the above limits were breached during 2006/07. The level of outstanding debt throughout 2006/07 is indicated in Appendix 2.

Z:\Committees\A Agenda Pack\Council\2007\07Oct25\08 (D) (1.1) - Appendix - Treasury Management Annual Report 2006 2007.doclast edited 28/08/07 66 TOTAL DEBT OUTSTANDING - 2006/2007 Appendix 2

£M. authorised limit 430 425 420 415 410 405 400 395 390 385 380 375 operational boundary 370 365 360 355 350 345 340 335 330 325 320 315 310 305 300 295 290 285 280 275 270 265 260 255 250 245 240 235 230 225 220 215 210 205 200 195 190 185 180 175 170 165 160 155 TOTAL DEBT 150 145 TOTAL DEBT NET OF INVESTMENTS 140 135 130 125 120 115 110 105 100 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526272829303132333435363738394041424344454647484950515253 67 WEEK Item No. 8 (D) (2)

Report of the Cabinet Member for Finance

Council - 25th October 2007

ASSET MANAGEMENT PLAN FOR PROPERTY ASSETS 2007/08

Summary

Purpose: To adopt the Asset Management Plan for 2007/08.

Policy Framework: The AMP provides a strategic policy framework for the Councils Property Portfolio.

Reason for Decision: To provide a co-ordinated approach to management of Council Property.

Consultation: Corporate Property, Finance and Legal Services. Corporate Asset Management Group.

Recommendation(s): That the Asset Management Plan for 2007/08 be adopted.

1. Background

The Asset Management Plan for 2007/08 is attached as an appendix to this report.

As stated in the foreword, this plan builds on the work of previous years’ in developing a policy framework, by moving into a more focused implementation phase. It will include support for a range of operational services through Service Asset Management Plans. This will strengthen the link between service and corporate planning and help ensure the property portfolio is sustainable in the long term.

The major aim of the plan is to set out how the Council is tackling the issues around developing a sustainable portfolio.

2. Policy

This will form part of the strategic policy framework of the Council.

3. Legal Implications

There are no specific legal issues at this stage.

68 4. Financial Implications

As set out in the report.

5. Recommendation

That the Asset Management Plan for 2007/08 be adopted.

Background Papers:

AMP FOR 2007/08

Contact Officer: Steve Dinnick, Head of Corporate Property 01792 637175 Date: 28th August 2007

69 Item No. 8 (E) (1)

Report of the Cabinet Member for Top Performance and e-Government

th Council - 25 October 2007

ANNUAL IMPROVEMENT PLAN – STAGE 2

Summary

Purpose: This report recommends to Council the annual Improvement Plan to meet the statutory deadline for publication (31st October 2007). The Plan reports on performance and sets out proposals for improvement action and targets.

Policy Framework: Wales Programme for Improvement, approved by Council on 7th February 2002.

Reason for Decision: To allow the Annual Improvement Plan to be published.

Consultation: CMT, Legal, Finance and Cabinet .

Recommendation: That Council approves the document for publication.

1. Introduction

1.1. The Wales Programme for Improvement requires Councils to publish an Improvement Plan each year. As in previous years the Council is required to publish the Improvement Plan in two parts – the first part which is classed as non-statutory and not subject to audit was agreed by Cabinet on 28th July has been published on the Councils intranet and internet. There is no requirement to make a printed version available. 1.2. This report presents stage 2 of the Improvement Plan, a statutory document which is subject to audit (October). Publication must include a printed version readily available at libraries and other Council offices. This will also be made available via the Councils website. As in previous years WAG guidance requires that a public summary is also produced, this will be prepared once CMT and Members have approved the full version.

70 2. Content

2.1. Current WAG Guidance (issued December 2005) stated that the Improvement Plan must contain: • A summary of the authority’s long-term strategic objectives. • A commentary on performance in the previous reporting year, highlighting progress towards key objectives and the extent to which key risks have been addressed. This must be supported by out-turn performance information including: o audited data for all national strategic indicators with current and future targets; o data for policy agreement local measures; and o data for other indicators that illustrate progress towards key objectives and/or alleviation of key risks. • A summary of the key improvement issues, drawing on the most recent risk assessment. • Full details of where to obtain further information. 2.2. In order to comply with the Guidance and to deliver a document which is easy to follow and this year’s Improvement Plan, entitled “Moving Forward” comprises; • Foreword from the Leader and Chief Executive • Chapter 1: The National Agenda, “Making the Connections” – this includes reference to efficiency gains and our progress against the agenda. • Chapter 2: “Ambition is Critical” Swansea’s Community Strategy – setting out progress to date in relation to the Community Plan. • Chapter 3: Aims and Ambitions – this gives detail of the Corporate Plan, the strategic themes, over-riding aims and objectives. • Chapter 4: Achievements and Actions – summarises some of the key achievements over the last 12 months and improvement actions for the future. • Chapter 5: Regulation and Scrutiny – this includes details of audits and inspections, the JRA and Scrutiny. • Chapter 6: Council Costs – an overview of spend for 2006/7 and budgets for 2007/8. • Chapter 7: Projects and Programmes – a detailed picture of our strategic projects and programmes. • Chapter 8: Summary of Performance 2006/7. • Appendix A – Performance Data Tables • Appendix B – Further Information

3. Summary Version

3.1. The summary will be a concise document, based on the Improvement Plan, and will provide an overview of the authority’s performance, focusing on its priorities for improvement. The summary will be targeted at the general public and will report high level data and key priorities. 3.2. The format is not prescribed by the Guidance. It must however, be written in plain language, bilingual and accessible to all. As with previous Improvement Plans, the summary must be publicised widely and the local community made aware of its publication. This Council will : • Publish the summary as a ‘pull-out’ in the November edition of the Swansea Leader. • Provide copies of the summary to be inspected at the authority's offices • Provide copies of the summary for each public library in the authority's area. • Place the summary on the Council’s Web page.

3.3. The auditor will also check the summary for consistency with the content of the Improvement Plan.

4. Financial and Legal Implications

4.1. There are no additional financial or legal implications detailed in this report.

5. Recommendations

That Council approves the document for publication.

Background Papers: None Contact: Louisa Parry – Business Performance Manager, Ext 7570 Date: 16th October 2007 File Ref: G:\Improvement Plan 2007-08\Stage 2\Final Document

72 Item No. 9 (1)

Report of the Head of Community Leadership and Democracy

Council - 25th October 2007

COUNCILLORS’ ALLOWANCES SCHEME 2007

Summary

Purpose: To implement an updated Scheme for Councillors’ Allowances following changes to the legislation.

Policy Framework: None

Reason for Decision: To provide an up to date Councillors’ Allowances Scheme

Consultation: Leaders of Political Groups, Finance and Legal Services

Recommendation(s): It is recommended that:

1) The Councillors' Allowances Scheme in Appendix A is approved.

1. Background

The current Members Allowances Scheme was approved on 21 March 2002 based on The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2002. It was supplemented in March 2003 following further guidance from the Assembly. The Scheme was amended on 29th July 2004 and the Scheme was further supplemented on 14 April 2005 with the addition of Members pension arrangements.

The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2002 have now been amended by The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2007 which require the Council to update its current Scheme. The Council will also need to approve a new Scheme for Councillors Allowances in due course following the publication of the Initial Report of the Independent Remuneration Panel which is set up under this legislation.

73 2. Timescale

The legislation comes into force in two stages. With effect from 1st June 2007 the Regulations bring into force amendments to the 2002 legislation (prior to the full implementation of the 2007 Regulations) that will require the Authority to update its current Councillors’ Allowances Scheme. It also establishes an Independent Remuneration Panel. The Panel will have the Responsibility for making recommendations on the levels of Basic Allowance, Special Responsibility Allowance, Care Allowance, Travel and Subsistence, Co- optees Allowance and Pensions.

The remainder of the provisions which mainly relate to those elements of the Allowances Scheme which will in future be determined by recommendations of the Independent Remuneration Panel come into force four months after the production of the Initial Report. This must be produced by the Panel by 31st July 2008 at which point the Authority will need to agree a new Scheme.

For the year July 2008 to March 2009 the legislation provides for the change from then current Scheme to a Scheme which is in line with the Panels report.

3. What the 2002 and 2007 Legislation covers

The 2002 and 2007 legislation makes provision for a Scheme to provide payments to Councillors for carrying out their functions as a Councillor. Those highlighted in Italics below indicate where the 2007 Regulations are different to the 2002 Regulations.

It provides:

• Clarification that Councillors begin their term of office on the day they sign their declaration.

It requires that:

• The Authority must make a Scheme for every year ending on 31st March to cover Basic Allowance, Special Responsibility Allowance and Care Allowance and specify the amounts payable.

It provides:

• That one Basic Allowance, of the same amount, is to be paid to each Councillor.

• That the Council MAY provide Special Responsibility Allowances in accordance with the roles and responsibilities set out by the Panel (The current CCS Scheme is set out in line with roles and responsibilities contained in the 2002 Regulations) to a maximum of 50% of the total membership and only one per Councillor.

74 • That the Council MAY provide a Care Allowance subject to certain criteria being met.

• That Travelling and Subsistence Allowances subject to certain criteria being met are to be paid.

• That the Authority must provide for a Financial Loss Allowance

• That the Council MAY provide for a Co-optees’ Allowance in accordance with the roles and responsibilities set out by the Panel

• That where a Councillor ceases to carry out the roles and responsibilities for which an SRA is payable then they will cease to be entitled to the SRA and sets out the means by which the correct amount of Allowances due are to be calculated.

• That were a Councillor ceases to be a Councillor, their entitlement to Allowances under the Scheme will cease and sets out the means by which the correct amount of Allowances due under the Scheme are calculated.

• That in the case of suspension or partial suspension the Councillor is not entitled to the Allowances under the Scheme for the period of time which they are suspended or partially suspended and sets out the means by which the correct amount of Allowances due under the Scheme are calculated.

• That where payments of Allowances are made to a Councillor who was not entitled to receive those payments the Authority may require that those amounts are repaid.

• That the amount of any Allowance paid must not exceed the maximum prescribed by the Panel as set out in its Initial Report, Annual Report or Supplementary Reports. (The CCS current Scheme links the amounts paid to those set out in the Assembly Guidance)

• That the Scheme can provide for an annual adjustment to the amounts of Allowance provided that such adjustment do not result in exceeding the maximum specified by the Panel

• That amendment to the Scheme can be made and in such circumstances sets out the means by which the correct amount of Allowances due are to be calculated.

• That a Councillor who wishes to forgo their Allowances is able to do so.

• That provision is made for the payment of the Allowances.

75 • That claims are accompanied by a signed statement by the Councillor and the Authority must specify a time period in which the claims must be made.

• That claims for Travel and Subsistence (except private motor vehicle) SHALL be accompanied by receipts subject to any requirement or limitations the Authority may determine.

• That a record must be kept which shows the name, amount and nature of each payment. That this information will be available at all reasonable times for inspection by the any elector and can be copied for a reasonable charge.

• That any changes to the Scheme are published

• That at the end of a financial year the total amounts of Allowances paid to each Councillor is published as soon as practicable after the year has ended.

4. The Independent Remuneration Panel

Part 6 of the 2007 Regulations makes provision to set up The Independent Remuneration Panel for Wales. The National Assembly for Wales is to appoint the Panel which must consist of a Chairperson and a Vice chairperson together with three other Members. One Member of the Panel is to be appointed as Chairperson by the National Assembly for Wales. The Regulations also set out the arrangements relating to the tenure of Panel Members, meetings of the Panel, voting and the quorum of the Panel respectively.

The National Assembly for Wales is to pay the expenses incurred by the Panel in carrying out its functions and provide administrative support, though the Panel is free to seek advice or guidance from any person or Body. The Panel must produce an initial report before 31 July 2008 (or such later date as the National Assembly for Wales may agree). The initial report will: (1) Prescribe in relation to each Authority - (a) the responsibilities or duties in respect of which Special Responsibility Allowance and Co-optees’ Allowance may be payable; and (b) the maximum amounts payable by way of — (i) Basic Allowance; (ii) Special Responsibility Allowance; (iii) Care Allowance; (iv) Travelling Allowance; (v) Subsistence Allowance; and

76 (vi) Co-optees’ Allowance.

(2) For the purposes of the initial report, the Panel may — (a) prescribe different maximum amounts in relation to different authorities, (b) and in relation to (i) Special Responsibility Allowance; and (ii) Co-optees’ Allowance, prescribe different maximum amounts for different responsibilities or duties. (c) in producing the initial report, the Panel must consider any representation received from an Authority in respect of the exercise of the Panel’s functions under this regulation. The Panel is required to produce during the financial year 1 April 2009 to 31 March 2010 (and in any event by 31 December 2009, or such later date as the National Assembly for Wales may agree) and for every subsequent financial year, an annual report. These will include the maximum amounts payable for the Allowances and any indexing arrangements. In producing an annual report, the Panel must take account of any supplementary report produced prior to that annual report which prescribes matters which for the time being apply to any Authority. The Panel can produce supplementary reports which may prescribe from time to time and in relation to one or more authorities any of the matters that the Panel may prescribe in the initial report or in an annual report. In doing so the Panel is obliged to consider any representations received from an Authority in respect of the Panel’s functions in producing such a report The Panel may also make recommendations as to which Members of an Authority are to be entitled to pensions in accordance with the Local Government Pensions Scheme Regulations 1997 Such Panel recommendations may form part of the Panel’s initial report or a supplementary report. The Panels reports will be published.

5. Amendments to the Existing 2002 Regulations

The following elements of the current Regulations have been amended with effect from June 1st 2007. The chairs of licensing committees and vice chairs of licensing committees are now included in the same category for Special Responsibility Allowance as chairs and vice chairs of planning respectively. This is consistent with the CCS current Members’ Allowances Scheme Where an Authority operating executive arrangements has more than one deputy cabinet leader, the additional sum of ten per cent payable by way of

77 Special Responsibility Allowance for such Responsibility may be apportioned amongst those deputy leaders. That in respect of Basic Allowance, Special Responsibility Allowance, Care Allowance, a Scheme made by an Authority must specify that where a Councillor is suspended or partially suspended from that Councillor’s responsibilities or duties as Councillor, the part of each Allowance payable to that Councillor in respect of the responsibilities or duties from which the Councillor is suspended must be withheld by the Authority. A Scheme may provide that where a payment of Allowances has been made to a Councillor for a period during which that Councillor is (amongst others) suspended, the Authority may require that such part of the Allowance that relates to the period of suspension be repaid to the Authority. That the Authority is required to specify a time limit within which a claim for Travel or Subsistence Allowances must be made. That where a Councillor has been paid an Allowance for a period during which the Councillor was not entitled to receive that Allowance the Authority may require that those monies are repaid. That the Authority will publish the total sum paid in a year to each Councillor in respect of Travel and Subsistence Allowances. The legislation also amends the Local Authorities (Allowances for Members of Fire Authorities) (Wales) Regulations 2004 to correct typographical errors in the Welsh text of regulations 8, 10, 16 and 19 of the 2004 Regulations. They also make provision for the payment by a fire and rescue Authority of a Co- optees’ Allowance to its Co-opted Members. In addition where a Co-opted Member of a Fire and Rescue Authority is suspended or partially suspended from that co-opted Member’s responsibilities or duties as co-opted Member, the part of Co-optees’ Allowance payable to that co-opted Member in respect of the period of suspension must be withheld by the fire and rescue Authority. Finally, a Fire Authority must specify a time limit within which a claim for Travel and Subsistence Allowances must be made and must make arrangements for the publication of sums paid in respect of Care Allowance and Travel and Subsistence Allowances. After the end of each year a fire Authority must make arrangements for the publication of the total sum paid to each co-opted Member in respect of Co-optees’ Allowance.

6. Legal Implications

The Scheme is required under The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2007.

78 7. Financial Implications The cost of the Scheme is met from resources provided from within cost centre 11008 of the Community Leadership and Democracy budget. The present Scheme is fully resourced.

8. Recommendations It is recommended that the Councillors' Allowances Scheme in Appendix A is approved.

Contact Georgie Thomas 7290 Background Papers The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2002 The Local Authorities (Allowances for Members of County and County Borough Councils and National Park Authorities) (Wales) Regulations 2007

79 Appendix A

PART 6

COUNCILLORS’

ALLOWANCES

SCHEME

80 Councillors’ Allowances Scheme

1. Introduction

The remuneration of elected Councillors is determined on the basis of a Scheme approved by the Council in accordance with the provisions of Section 18 of the Local Government and Housing Act, 1989 and Section 100 of the Local Government Act, 2000. The elected Members of the Council are not employees, although the treatment of their remuneration for most purposes is the same as if they were employees.

2. Legislation

The Local Authorities (Allowances for Members) (Wales) Regulations 2007 and The Local Authorities (Allowances for Members) (Wales) Regulations 2002 make provision for the payments of those Allowances. These Regulations require that the Authority must have a Scheme for the payment of Allowances to their s. The Authority is required to make provision for the payment of a Basic Allowance, and may make provision for Special Responsibility Allowance and Care Allowance. They must also provide for Travel and Subsistence.

A Councillor begins their term of office on the date on which they sign their declaration of acceptance.

3. Basic and Special Responsibility Allowances

The Authority has set out a schedule covering Basic and Special Responsibility Allowances and relates them to specific Job Roles.

For Job Roles see Appendix 1

The Assembly’s Guidance issued in August 2002 (and updated annually) sets out the maximum amounts payable and includes a mechanism for indexing retrospectively the Basic Allowance and Special Responsibility Allowances with reference to changes in the Wales All Person Average Wage and Assembly Members salaries respectively. The Council’s approach is to apply the indexation factors automatically to Basic and Special Responsibility Allowances from the effective dates of application.

In due course, once the Independent Remuneration Panel (which has been established under the 2007 Regulations) has made its initial recommendations the amount of Basic Allowance, Special Responsibility Allowance and Care Allowance payable to a Councillor of the Authority must not, subject to the transition arrangements in place up until 31st March 2009 exceed the maximum amounts prescribed for those Allowances (and in the case of Special Responsibility Allowance extend beyond the responsibilities or duties prescribed) for the Authority by the Independent Remuneration Panel.

81 A Special Responsibility Allowance cannot be paid to more than half the Members of the Authority.

A Councillor must not receive more that one Basic Allowance.

A Councillor must not receive more than one Special Responsibility Allowance.

For Current Rates see Appendix 2

4. Care Allowance

The Scheme allows payment to a Councillor of the authority who is a Councillor of an Allowance in respect of such expenses of arranging for the care of children or dependants as are necessarily incurred in the carrying out of that Councillor’s duties as a Councillor providing that no payment is made in respect of:

• a Care Allowance in respect of any child over the age of fifteen years or dependant unless the Councillor satisfies the authority that the child or dependant required supervision which has caused the Councillor to incur expenses that were necessary in respect of the care of that child or dependant in the carrying out of that Councillors duties as a Councillor;

• a Care Allowance to more than one Councillor of the authority in relation to the care of the same child or dependant; or

• more than one Care Allowance to any Councillor of the authority who is unable to demonstrate to the reasonable satisfaction of the authority that the Councillor has to make separate arrangements for the care of different children or dependants.

5. Co-optees’ Allowance

In due course once the Independent Remuneration Panel has made its initial recommendations the Authority may provide for the payment of a co-optees’ Allowance to co-opted Members who have such responsibilities or duties in respect of attendance at conferences and meetings as are prescribed by the Panel up to the maximum allowed by the Panel.

6. Travel and Subsistence

Councillors are entitled to receive Travelling and Subsistence Allowances at rates determined by the Authority.

The Authority has related its payments to the Assembly’s guidance which includes a mechanism for determining these Allowances based on the rates payable to Assembly Members.

82 In due course, once the Independent Remuneration Panel has made its initial recommendations the rates of Travelling and Subsistence Allowances payable by the Authority must be set so as not to exceed the maximum amounts prescribed for those Allowances for this authority by the Panel. The Authority must specify a time limit for the making of claims for Travelling and Subsistence Allowances and this is currently set at 3 months. Travelling and Subsistence claims (except claims relating to Travel by private motor vehicle) are to be made on an “actual” basis and must be accompanied by relevant receipts for expenditure incurred, subject to any requirement or limitation determined by this Authority.

All claims for Travelling and Subsistence Allowances must be accompanied by a statement that the claimant has not and will not make any other claim in respect of the matter to which the claim relates. This is set out on the claim form.

Any payment by way of Travelling Allowance or Subsistence Allowance to a Member of an appeal panel constituted in accordance with regulations under section 94 of the School Standards and Framework Act 1998(1) must be paid by the authority which maintains the school or schools in relation to which the appeal panel is constituted.

7. General Conditions

Where a Councillor is suspended or partially suspended from that Councillor’s responsibilities or duties as a Councillor, the part of each Allowance payable to that Councillor in respect of the responsibilities or duties from which the Councillor is suspended must be withheld by the Authority. This will also apply in due course to any Co-optees’ Allowance.

The Scheme provides that where a payment of Allowances has been made to a Councillor for a period during which that Councillor is in any way not entitled to receive the Allowance for that period, the Authority may require that such part of the Allowance that relates to the period to which the Councillor was not entitled to receive the Allowance be repaid to the Authority.

A Councillor (or in due course a Co-optee) is allowed to forgo any part of that Councillor’s (Co-optees’) entitlement to an Allowance under this Scheme.

The Authority may make an annual adjustment of Allowances. Where amendments are made the amount of the Allowances payable will be related to the proportion of the year to which the relevant Allowances were in place.

Where a Councillor (or in due course a Co-optee) ceases to be a Councillor (or a Co-optee), payment will only be made for the proportion of the year in which they were in office.

(1) 1998 c.31; section 94 was amended by the Education Act 2002 (c.31), section 51, see the Education (Admission Appeals Arrangements) (Wales) Regulations 2005 (S.I. 2005/1398) (W.112).

83 Where a Councillor’s (or in due course a Co-optee) role changes during a year the amount of the Allowances payable will be related to the proportion of the year to which they were entitled to the relevant Allowance/s.

8. Claiming Expenses

The detailed arrangements for reimbursing Councillors’ expenses are contained in Councillors Handbook (administrative guidance issued to Councillors).

9. Support for Councillors - Communications and ICT

Support for Councillors in respect of voice and data communications and IT facilities are covered by protocols approved by Council and referred to in the Councillors Handbook (administrative guidance issued to Councillors)

10. Pensions

Those Councillors in receipt of a Basic or Special Responsibility Allowance are entitled to join the LGPS. In due course, the Independent Remuneration Panel may make recommendations as to which Members of an Authority are to be entitled to pensions in accordance with the LGPS Regulations 1997.

11. Records

The Authority must keep a record of the payments made by it in accordance with the Regulations and the Scheme which must:

• specify the name of the recipient and the amount and nature of each payment; and • be available, at all reasonable times, for inspection (free of charge) to a local elector.

For these purposes copies of the Councillor Claim forms edited to remove any details that under the Data Protection Act should not be in the public domain, will be kept for inspection.

A person who is entitled to inspect a record may make a copy of any part subject to the payment of a reasonable fee if required by the Authority.

12. Publicity

The Authority must make provision as soon as practicable after any amendment to the Scheme to publish it. Also, it must as soon as practicable after the end of the financial year make public the total sums paid under that Scheme, including Basic, Special Responsibility, Care, and Travel and Subsistence.

84 These will be reported to Council annually and published on the Internet site. These will include both amounts claimed by the Councillors and amounts paid directly by the Council in respect of travel and subsistence.

13. Review of the Scheme

Any changes to the scheme will be published. As Part 6 of the Constitution the Scheme will be reported to Council on an annual basis.

85 APPENDIX 1 COUNCILLORS ROLES

Role Key Messages • Member of many decision making committees • Makes decisions about how Council services are run Decision • Makes decisions about planning and licensing • May be a local school governor Maker • May be a community centre committee or community partnership member • Will represent your views when making decisions

• Gets involved with many community activities, groups and projects Community • Can give advice and help organise support Volunteer • Can help volunteers find something to get involved in

• Will let people know about services offered by the Council and other agencies • Can provide advice about who to contact Signposter • Can explain why Council decisions have been taken

• Can report problems about local public services • Can spot common problems and get something done • Member of Scrutiny Boards which look in detail at Watchdog some services • Can raise problems at meetings where decisions are made

• Deals with individual problems and complaints • Gives advice and suggests solutions Caseworker • May hold local surgeries • Will act as a representative at meetings and through letters

• Works to support causes of personal interest • Can support causes in the local community or Swansea wide • May be involved with charities and voluntary Campaigner groups • May be an ‘issue champion’ in the Council (eg for Young People) • Can give advice about campaigning

86 ELECTED MEMBER ROLE DESCRIPTION

1 Accountabilities

To Full Council To the electorate of their ward

2 Role Purpose and Activity

Representing and supporting communities

To represent ward interests To be an advocate for the Council in the ward and communities they serve To be a channel of communication to the community on council strategies, policies, services and procedures To represent individual constituents and local organisations, undertaking casework on their behalf and serving all fairly and equally To liaise with executive members, other council members, council officers and partner organisations to ensure that the needs of the local communities are identified, understood and supported To promote tolerance and cohesion in local communities

Making decisions and overseeing council performance

To participate in Full Council meetings, reaching and making informed and balanced decisions, and overseeing performance To participate in informed and balanced decision making on committees and panels to which they might be appointed To adhere to the principles of democracy and collective responsibility in decision making To promote and ensure efficiency and effectiveness in the provision of council and other public services

Representing the Council (subject to appointment)

To represent the Council on local outside bodies as an appointee of the Council To represent the Council on local partnership bodies, promoting common interest and co-operation for mutual gain To represent and be an advocate for the Council on national bodies and at national events

Internal governance, ethical standards and relationships

To promote and support good governance of the Council and its affairs To provide community leadership and promote active citizenship To promote and support open and transparent government To support, and adhere to respectful, appropriate and effective relationships with employees of the Council

87 To adhere to the Member’s Code of Conduct, the Member/Officer Protocol and the highest standards of behaviour in public office

Personal and role development

To participate in opportunities for development provided for members by the authority

Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

88 LEADER (AND DEPUTY) ROLE DESCRIPTION

1 Accountabilities

To Full Council To nominating group

2 Role Purpose and Activity

Providing political leadership to the Council

To be a political figurehead for the Council; to be the principal political spokesperson for the Council. To provide leadership in building a political consensus around council policies To form a vision for the Council and community To provide strong, clear leadership in the co-ordination of policies, strategies and service delivery

Appointing the Cabinet*

To designate the appropriate portfolios To appoint appropriate elected members to each portfolio To allocate cabinet members to roles with regard to their abilities. To designate the Deputy Leader.

Representing and acting as ambassador for the Authority

To represent the Authority to a high standard. Provide a strong, competent and eloquent figure to represent the Authority both within the County and at external bodies. To represent the Authority on the WLGA coordinating committee and the WLGA regional partnership board. To provide leadership and support local partnerships and organisations. To represent the Authority in regional and national bodies as appropriate.

Providing leadership within the portfolio

To fulfil the role of a portfolio holder, having regard to the role purpose and activities, and role specification of an executive member

Managing and leading the work of the Cabinet and chairing meetings

To ensure the effective running of the Cabinet by managing the forward work programme and ensuring its continuing development. To ensure the work of the Cabinet meets national policy objectives. To advise and mentor other cabinet members in their work. To chair meetings of the Cabinet in line with the Constitution.

89 In the Leader’s absence the Deputy Leader should fulfil this role.

Participating in the collective decision making of the Cabinet

To work closely with other cabinet members to ensure the development of effective council policies and the budgetary framework for the Council, and the delivery of high quality services to local people. To accept collective responsibility and support decisions made by the Cabinet once they have been made.

Working with officers to lead the organisation

To liaise with the Chief Executive, and other appropriate officers, on a regular basis To work with employees of the Council in relation to the strategic vision and direction of the Council, the management roles of officers and the development of policy issues.

Leading partnerships and community leadership

To give leadership to local strategic partnerships and local partners in the pursuit of common aims and priorities To negotiate and broker in cases of differing priorities and disagreement To act as a leader of the local community by showing vision and foresight

Internal governance, ethical standards and relationships

3 Values

To be committed to and demonstrate the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability Inclusive leadership Consensus building

Deputy Leader

To fulfil the duties of the Leader in his or her absence To assist the Leader in specific duties as required

* Under constitutional arrangements for a cabinet model, either the Full Council or the Leader may appoint the Cabinet. In Wales it is common practice for the Leader to appoint the Cabinet under this model.

91 CABINET MEMBER ROLE DESCRIPTION

1 Accountabilities

To the Leader To the Cabinet (through collective responsibility) To Full Council

2 Role Purpose and Activities

Providing portfolio leadership

To give political direction to officers working within the portfolio To gain the respect of officers within the portfolio; provide support to officers in the implementation of portfolio programmes To provide leadership in the portfolio To liaise with the appropriate scrutiny chair and receive scrutiny reports as required To be accountable for choices and performance in the portfolio To have an overview of the performance management, efficiency and effectiveness of the portfolio

Contributing to the setting of the strategic agenda and work programme for the portfolio

To work with officers to formulate policy documents both strategic and statutory. Ensure that the political will of the majority is carried to and through the Cabinet. To provide assistance in working up and carrying through a strategic work programme both political and statutory. Carry out consultations with stakeholders as required. Make sure that the portfolio’s forward work programme is kept up to date and accurate.

Providing representation for the portfolio

To provide a strong, competent and persuasive figure to represent the portfolio. Be a figurehead in meetings with stakeholders.

Reporting and accounting

To report as appropriate to the Leader, Full Council, Cabinet, appropriate chair of scrutiny, regulatory bodies and the media. To be the principal political spokesperson for the portfolio. To appear before scrutiny committees in respect of matters within the portfolio.

Taking an active part in cabinet meetings and decision making

To show an interest in and support for the portfolios of others To recognise and contribute to issues which cut across portfolios or are issues of collective responsibility

Leading partnerships and community leadership

Internal governance, ethical standards and relationships

3 Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability Inclusive leadership

93 PRESIDING OFFICER ROLE DESCRIPTION

1. Accountabilities

Full Council

2. Role Purpose and Activity

Chairing Council meetings

To preside over meetings of the Council, so that its business can be carried out efficiently To ensure the Council conducts its meetings in line with the Council’s Standing Orders

Upholding and promoting the Council’s Constitution

To ensure the Constitution is adhered to and, if necessary, to rule on the interpretation of the Constitution

Internal governance, ethical standards and relationships

Work programming

To prepare and manage an annual work programme for the Council to meet its legal obligations (e.g. setting the budget and the Council Tax and making appointments)

3. Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

94 VICE CHAIR

To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required

95 CHAIR OF A REGULATORY COMMITTEE ROLE DESCRIPTION

1 Accountabilities

To Full Council To the members of the regulatory committee

2 Role Purpose and Activity

Providing leadership and direction

To provide confident and effective management of meetings to facilitate inclusivity, participation and clear decision making To ensure that applicants and other interested parties are satisfied as to the transparency of the regulatory process To demonstrate integrity and impartiality in decision making which accord with legal, constitutional and policy requirements To delegate actions to sub committees as appropriate

Promoting the role of the regulatory committee and quasi- judicial decision making

To act as an ambassador for the regulatory committee, facilitating understanding of the role To act within technical, legal and procedural requirements to oversee the functions of the committee fairly and correctly To ensure thoroughness and objectivity in the committee, receiving and responding to professional advice in the conduct of meetings and in individual cases/applications before formal committee meetings

Internal governance, ethical standards and relationships

To develop the standing and integrity of the committee and its decision making To understand the respective roles of members, officers and external parties operating within the regulatory committee’s area of responsibility To promote and support good governance by the Council.

3 Values To be committed to the values of the council and the following values in public office: Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural differences Sustainability

96 MEMBER OF A REGULATORY COMMITTEE ROLE DESCRIPTION

1 Accountabilities

To Full Council To the Chair of the regulatory committee

2 Role purpose and activity

Understanding the nature of the regulatory committee and quasi-judicial decision making

To be aware of the quasi-judicial nature of regulatory committee decision making To have sufficient technical, legal and procedural knowledge to contribute fairly and correctly to the function of the committee To be thorough and objective in receiving and responding to professional advice in the conduct of meetings and individual cases/applications before the committee

Participating in meetings and making decisions

To participate effectively in meetings of the regulatory committee, ensuring that both local considerations and policy recommendations are balanced to contribute to effective decision making To make informed and balanced decisions, within the terms of reference of the committee, which accord with legal, constitutional and policy requirements

Internal governance, ethical standards and relationships

To ensure the integrity of the committee’s decision making and of his/ her own role by adhering to the Code of Conduct(s) and other constitutional and legal requirements To promote and support good governance by the Council To understand the respective roles of members, officers and external parties operating within the regulatory committee’s area of responsibility

3 Values

To be committed to the values of the Council and the following values in public office: Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

97 SCRUTINY CHAIR ROLE DESCRIPTION

1. Accountabilities

Full Council The Public External Regulatory Bodies

2. Role purpose & activity

Providing leadership and direction

To provide confident and effective management of the member team To promote the role of Scrutiny within and outside the council, liaising effectively both internally within the council and externally with the Council’s partners To develop a balanced work programme of the committee which includes pre decision scrutiny, policy development and review, investigative scrutiny, and performance monitoring To ensure the programme takes account of relevant factors such as: the work programmes of the executive and other committees, strategic priorities and risks, and relevant community issues To demonstrate an objective and evidence based approach to scrutiny To evaluate the impact and added value of scrutiny activity and identify areas for improvement

Managing the work programme

To ensure that the work programme is delivered To report on progress against the work programme to Council, and others as appropriate To liaise with officers, other members and community representatives to resource and deliver the work programme

Effective meeting management

To set agendas containing clear objectives and outcomes for the meeting To manage the progress of business at meetings, ensuring that meeting objectives are met, and the code of conduct, standing orders and other constitutional requirements are adhered to To ensure that the necessary preparation is done beforehand To ensure that all participants have an opportunity to make an appropriate contribution

98 Community leadership

To act as a focus for liaison between the council, community and external bodies in relation to the scrutiny function To build understanding and ownership of the scrutiny function within the community To identify relevant community based issues for scrutiny To involve fully external stakeholders for example, service users expert witnesses and partners in scrutiny activity

Involvement and development of committee members

To encourage high performance from all committee members in both committee and task and finish groups To assess individual and collective performance within the committee and facilitate appropriate development

3. Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

99 SCRUTINY MEMBER ROLE DESCRIPTION

1 Accountabilities

Chair of the appropriate scrutiny committee Full Council The public External Regulatory Bodies

2 Role purpose & activity

To participate fully in the activities of the Scrutiny Committee, delivery of its work programme and any associated task and finish groups

Reviewing and developing policy

To assist in the creation, development, improvement and refinement of council policy To challenge policies on a sound basis of evidence for example against legislation or local political priority To assess impact of existing policy

Monitoring performance and service delivery

To monitor the performance of internal and external providers against standards and targets To contribute to the identification and mitigation of risk To investigate and address the causes of poor performance

Promoting the work of scrutiny

To promote the role of scrutiny within and outside the council, developing effective internal and external relationships To demonstrate an objective and evidence based approach to scrutiny To add value to the decision making and service provision of the authority through effective scrutiny

Community leadership

To use scrutiny as a means to address community issues and engage the public To encourage stakeholders to participate in the work of the authority To develop locally viable and acceptable policy solutions To build a dialogue around priorities, objectives and performance, among communities and stakeholders

100 Meeting participation

To make adequate and appropriate preparation for meetings through research and briefings To participate in a proactive, informed and effective manner taking account of the Code of Conduct, Standing Orders and other constitutional requirements

3. Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

101 ELECTED MEMBER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role description, an effective member requires the following:

Representing and supporting communities

Good advocacy skills Interpersonal skills Integrity and the ability to set aside own views and act impartially The ability to present relevant and well reasoned arguments Good communication skills

Making decisions and overseeing council performance

Knowledge and understanding of meetings law, rules and conventions An understanding of strategic, policy and service contexts for decisions The ability to challenge ideas and contribute positively to policy development

Representing the Council (subject to appointment)

Good public speaking skills Good presentation skills The ability to persuade others and act with integrity

Internal governance, ethical standards and relationships

An understanding of the roles of officers, members and different agencies Respect for, and desire to work with, different groups and individuals Have knowledge and understanding of the Code of Conduct and Member/Officer Protocol A knowledge and commitment to the values of the Council

Personal and role development

An ability to asses personal and role development needs Desire and skills to participate in development

102 LEADER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role description, an effective leader requires:

Providing political leadership to the Council

Knowledge of community strengths, areas of improvement and key issues. An understanding of the relationship between national and local politics Have a good strategic awareness of issues facing the Council An understanding of the Council’s strategy, policies and operations

Appointing the Cabinet

An understanding of the rules for the appointment of Cabinet Members An ability to recognise talent amongst members An ability to negotiate the most advantageous appointments within and across political groups To appraise, guide and mentor senior members

Representing and acting as ambassador for the Authority

High level communication skills to communicate to the media, local community and wider audience. Good public speaking skills

Providing leadership within the portfolio

The skills necessary for a cabinet member to fulfil their role.

Managing and leading the work of the Cabinet and chairing meetings of the Cabinet

An understanding of the Cabinet procedure rules Skills to Chair meetings, including encouraging participation from all members. A knowledge and understanding of national policy objectives An overview of the work being carried out by cabinet members.

Participating in the collective decision making of the Cabinet

The ability to constructively challenge decisions and suggest alternatives

Working with officers to lead the organisation

An understanding of the roles and responsibilities of the Chief Executive and other officers

103 Leading partnerships and community leadership

Adaptive leadership skills Negotiation and brokerage skills Creative and lateral thinking skills; the ability to see ahead and be predictive

Internal governance, ethical standards and relationships

104 CABINET MEMBER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role description, an effective Cabinet Member requires:

Portfolio leadership

An understanding of the Council’s strategy, policies and operations Leadership skills

Contributing to the setting of the strategic agenda and work programme for the portfolio

The ability to present to others The ability to exercise strategic awareness and judgement Knowledge of relevant issues and who to involve in decision making The ability to persuade others Knowledge of Council and national objectives

Providing representation for the Portfolio

Public speaking skills Good presentation skills

Reporting as appropriate

High level communication skills

Taking an active part in cabinet meetings and decisions

The ability to constructively challenge decisions and suggest alternatives The knowledge, confidence and ability to contribute to discussion and resolution of cross cutting and collective issues

Leading partnerships and community leadership

Adaptive leadership skills Negotiation and brokerage skills Creative and lateral thinking skills; the ability to see ahead and be predictive

Internal governance, ethical standards and relationships

105 PRESIDING OFFICER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role description, an effective member requires the following:

Acting as a symbol of the Council’s democratic authority

Good public speaking skills An in-depth understanding of role of Chair

Chairing Council meetings

Skills to chair meetings, to ensure business is carried out effectively and all those attending participate An understanding of the Council’s Standing Orders

Upholding and promoting the Council’s Constitution

An understanding of the Council’s Constitution An understanding of when to seek the advice of the Monitoring Officer on issues relating to the Constitution

Internal governance, ethical standards and relationships

Work programming

The ability and discipline to plan and manage work programmes

106 CHAIR OF REGULATORY COMMITTEE PERSON SPECIFICATION

To fulfil his or her role as set out in the role description, an effective regulatory committee chair requires:

Providing leadership and direction

Ability to conduct meetings to ensure that applicants feel that they have been dealt with fairly and fully even if their application is refused Understanding of the Council’s role and ability to ensuring that stake holders are aware of that role Communication skills Knowledge of local issues Ability to manage the work of the committee Ability to support and develop necessary skills in fellow members of the committee

Promoting the role of the regulatory committee and quasi-judicial decision making

Understanding and appreciation of the regulatory framework Ability to inspire and enthuse committee members for the work of the committee Integrity and the ability to set aside own views and act impartially Knowledge and understanding of the relevant code(s) of conduct and protocols and the ability to champion them

Internal governance, ethical standards and relationships

Knowledge and understanding of the Code of Conduct(s) and protocols Knowledge of and commitment to the values of the Council

107 REGULATORY COMMITTEE MEMBER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role/job description, an effective member of a regulatory committee requires the following:

Understanding the nature of the regulatory committee and quasi-judicial decision making

Integrity and the ability to set aside own views and act impartially Knowledge of law, policy and procedures for that regulatory/quasi judicial area Maintenance of knowledge Objectivity and judgement

Participating in meetings and making decisions

Ability to listen and to consider and respect the views of other contributors Good public speaking skills Good advocacy skills

Internal governance, ethical standards and relationships

Knowledge and understanding of the Code of Conduct(s) and protocols Knowledge of and a commitment to the values of the Council

108 SCRUTINY CHAIR PERSON SPECIFICATION

To fulfil his or her role laid out in the role description an effective Scrutiny Chair requires:

Providing leadership and direction

Understanding of council role and functions Understanding of role of scrutiny, terms of reference for the committee, role of chair, and other aspects of the democratic arrangements Understanding of member support functions Understanding of council priorities and risks Ability to develop work programmes Understanding of community issues Objectivity Negotiation and consensus building Ability to build constructive and ‘critical friend’ relationships with the Executive

Managing the work programme

Ability to manage projects and resources Ability to manage people Ability to prioritise Ability to report progress to different groups in different styles

Effective meeting management

Understanding and application of meeting protocols, code of conduct, standing orders and other constitutional requirements Ability to chair meetings effectively, managing the agenda and progressing business Ability to facilitate effective discussions Ability to listen and question effectively

Community leadership

An understanding of the community leadership role Knowledge of local issues and expectations Ability to work effectively with all members of the community and build understanding and ownership of scrutiny Knowledge of the individuals and organisations in the community especially those traditionally excluded

Involving and developing of committee members

Understanding of role and skills of the scrutiny committee and its individuals Ability to support members and the committee in assessing their performance Ability to identify any training and development needs and procuring appropriate learning and development

109 SCRUTINY MEMBER PERSON SPECIFICATION

To fulfil his or her role as laid out in the role description, an effective scrutiny member requires:

Participating fully in the activities of the scrutiny function

Full understanding of the scrutiny remit and role, and terms of reference for their own committee and others Understanding of member support functions To work within the guidance of the chair

Reviewing and developing policy

Knowledge of and ability to evaluate existing policy Understanding of best practice Understanding of national and local legislative and policy context

Monitoring performance and service delivery

Understanding of the Wales Programme for Improvement (WPI) and associated risk assessment arrangements Understanding of the principles and practice of performance management Understanding of council’s performance management arrangements Ability to analyse data and challenge performance

Promoting the work of scrutiny

Ability to negotiate and build consensus Ability to act objectively and on the basis of evidence

Community leadership

Meeting participation

Ability to interpret information and data from a range of sources Understanding and application of meeting protocols, code of conduct, standing orders and other constitutional requirements Ability to participate in meetings including effective listening, questioning and speaking

110 Appendix 2

STRUCTURE AND AMOUNT OF ALLOWANCES

2007/2008

No. Office Allowance £ 1 Leader 32418 1 Deputy Leader 17830 8 Cabinet Member 16209 1 Presiding Officer 9725 1 Deputy Presiding Officer 6484 8 Scrutiny Board Chair 9725 8 Scrutiny Board Vice Chair 6484 2 Area Planning Chair 9725 2 Area Planning Vice Chair 6484 1 Chair of Licensing 9725 1 Vice Chair of Licensing 6484 1 Main Opposition Leader 9725 1 Second Opposition Leader 6484* Note

72 Basic Allowance (Excluding ICT 12334 Allowance)

Note: The Second Opposition Leader will not automatically receive a special responsibility allowance as the statutory provision requires the group to have at least 10% of the seats on Council to be eligible.

Where an authority operating executive arrangements has more than one deputy cabinet leader the additional sum of ten per cent payable by way of special responsibility allowance for such responsibility may be apportioned amongst those deputy leaders.

The role and definitions attached to each of the positions for which an Special Responsibility Allowance is payable as set out in Appendix 1

111 SCRUTINY STRATEGIC WORK PROGRAMME 2007/8:

Board Current Review Status Future Reviews Completed Reviews 2006/7

Audit Use of Consultants across the Council Evidence • Making the Connections • Compact with the Voluntary Gathering and Community Sector Chair: Cllr D Price (Cabinet 26 Apr / Council Vice-Chair: Cllr G 21 Jun 07) Burtonshaw

Community Population Estimates and the Census Evidence • Governance • Recording Member Leadership Gathering Arrangements for Attendance (Cabinet 7 Sep Swansea’s Local Service 06) Chair: Cllr T Lloyd Board • Public Engagement with Vice-Chair: Cllr C the Community Strategy Thomas (Cabinet 9 Aug / Council 13 Sep 07)

Education & Lifelong School Attendance Evidence • School Exclusions • School Occupancy Levels Learning Gathering • Pupil Attainment and Innovative Solutions • Nutritional Value of (Cabinet 7 Jun / Council 21 Chair: Cllr J Miles School Meals Jun 07) Vice-Chair: Cllr A Rees Environment Strategic Waste Procurement Interim Report & • Street Cleansing • Relationship with Statutory Findings – Ongoing • Traffic Calming Undertakers (Cabinet 19 Chair: Cllr J • Packaging Jul / Council 2 Aug 07) Burtonshaw Review of Hackney Carriage Vehicle Draft Final Report Vice-Chair: Cllr DIE Licensing (referral from Council) Jones Metro Project Evidence Gathering

NOTE: In addition to the in-depth Reviews detailed above the Boards are also engaged in: - Considering overview Reports on relevant Service Areas - Questioning Cabinet Members and Directors / Heads of Service on matters of concern - Following Up Recommendations from Previous Scrutiny Reviews - Reviewing and Monitoring Performance & Actions arising from External Report (Audits; Inspections etc) 112 SCRUTINY STRATEGIC WORK PROGRAMME 2007/8:

Board Current Review Status Future Reviews Completed Reviews 2006/7

Finance & Property Departmental Service Improvement & Evidence • Council Budget • Energy Management Performance Plans Gathering • Review of Council owned (Cabinet 7 Jun / Council Chair: Cllr D Thomas Buildings and Land 21 Jun 07 ) Vice-Chair: Cllr G Seabourne

Health & Social Care Effectiveness of Strategic Partnerships Evidence • Issue to be identified from within Health & Social Care Gathering the SSIW Children’s Chair: Cllr J Davies Services Review Vice-Chair: Cllr V Webb

Performance E-Government Programme – Savings Evidence • Performance • External Communications from Phase 1 Gathering Measurement & (Cabinet 15 Mar / Council Chair: Cllr R Kinzett Management 19 Apr 07) Vice-Chair: Cllr M Child

Regeneration & Crime Reduction & Community Safety Scoping • Youth Facilities Culture

Chair: Cllr R Stewart Vice-Chair: Cllr P Downing

Scrutiny Board Reports Meeting Date

Audit Equal Pay (External Report) 29 Oct 07 Audit Plan (External Report) 29 Oct 07

Education & Lifelong Implementation of the Children Act 5 Nov 07 Learning Review of SEN Funding (AGW Local Government Study - all Wales) 5 Nov 07 Follow up on Action Plan – Estyn Inspection of Special Education Needs, 3 Dec 07 Child Protection & Educational Outcomes for Looked After Children Update on the Implementation of the Special Education Needs Strategy 3 Dec 07 School Standards 3 Dec 07 School Budgets (External Report) 3 Dec 07

Environment Street Cleansing 10 Dec 07 Planning Services (Wales Audit Office Local Inspection) 12 Nov 07 Regional Waste Strategy (Wales Audit Office Local Inspection) 12 Nov 07; 10 Dec

Finance & Property Quarterly Budget Monitoring 17 Dec 07 Revenue Budget 17 Dec 07

114 Scrutiny Board Reports Meeting Date

Health & Social Care Protection of Vulnerable Adults – Annual Report 5 Nov 07 Annual Performance Evaluation – Housing 5 Nov 07 Reshaping Mental Health Services 5 Nov 07 Social Services Action Plan 3 Dec 07 Older Persons National Service Framework 3 Dec 07

Performance Good Practice in Sickness Absence Management in the Public Sector 31 Oct 07 (AGW Local Government Studies - all Wales) Quarterly Performance Data Monitoring 28 Nov 07 Performance Measurement & Management 28 Nov 07 Gender Duty / Equalities / Equal Opportunities Policy – Progress Report 28 Nov 07

Regeneration & Culture Economic & Strategic Development Service Unit 31 Oct 07 SA1 Development 12 Dec 07

115 Item No. 10 (1)

Report of the Scrutiny Coordinating Group

Council – 25th October 2007

SCRUTINY STRATEGIC WORK PROGRAMME 2007/08 - UPDATE

Summary:

The report updates Council on the Scrutiny Strategic Work Programme for 2007/08 and progress in relation to the priorities of the eight Scrutiny Boards.

FOR INFORMATION

1. INTRODUCTION

1.1 In order to ensure a co-ordinated approach to scrutiny, Scrutiny Boards Work Plans operate within the framework of an overarching Annual Scrutiny Strategic Work Programme, which is agreed by the Scrutiny Coordinating Group (SCG). The SCG is responsible for ensuring that the work of scrutiny is manageable, realistic and achievable and will have the maximum impact.

1.2 The key principles underpinning the work programme are that:

• The work of scrutiny should be strategic, relevant and add value. • Scrutiny Boards are independent of the executive and ultimately responsible for their own Work Plans which should be focused around the Council’s corporate priorities and the monitoring of agreed action plans, including those arising from audit and inspection activity. • Co-ordination ensures a consistent approach, the best use of resources and that duplication is avoided. • The demands of the scrutiny programme as a whole should be proportionate to the resources realistically available to deliver it.

2. SCRUTINY STRATEGIC WORK PROGRAMME 2007/08 - UPDATED

2.1 Each of the Council’s eight Scrutiny Boards has an agreed work plan and these work plans taken together were adopted as the Scrutiny Strategic Work Programme by the SCG in July.

2.2 Progress in relation to the Scrutiny Strategic Work Programme is presented to every meeting of the SCG and it forms the basis of this report to Council on the work of the Scrutiny Boards.

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2.3 The Scrutiny Strategic Work Programme has been updated since last being reported to Council on 13th September. It should be noted that the work of scrutiny involves a mix of overview reports, audit / inspection reports (from the Regulatory Plan) and follow up reports (from previous scrutiny reviews) as well as topics for in- depth review.

• Appendix A shows the in-depth scrutiny reviews currently underway and progress, future reviews, and a reminder of reviews completed during 2006/07 which the Boards are following up.

• Appendix B shows upcoming overview reports.

2.4 Individual Scrutiny Board work plans are available on the Internet (www.swansea.gov.uk/scrutiny).

FOR INFORMATION

Background Papers: None

Contact:

Scrutiny Support Team

Brij Madahar Delyth Davies Scrutiny Coordinator Scrutiny Support Officer

637257 637491

E-mail: [email protected] Website: www.swansea.gov.uk/scrutiny

Date: 17th October 2007

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Item No. 11

Council – 25th October 2007

MEMBERS QUESTIONS UNDER PROCEDURE RULE 15

1. Councillors J Miles, D Phillips, J Burtonshaw, A Lloyd, C Thomas, D Thomas, M Child, R Stewart, R Francis-Davies and DIE Jones

Will the Cabinet Member give an indication as to the date of implementation of equal pay for women and the anticipated date of applying the Job Evaluation grades and pay structure?"

Response of the Cabinet Member for Top Performance and eGovernment

The anticipated date for completion of the new pay and grading structure is October 2008. This has been delayed due to extensive work being carried out on a rank order which has been subject to intensive work between officers and trade unions.

No decision has been made in relation to equal pay. However a significant amount of work has been undertaken on this issue and it is intended to bring a report to Cabinet and Council shortly.

2. Councillor(s) R H Kinzett

Would the Leader outline the purpose of his recent visit to Nantong and could he also confirm whether or not he raised issues relating to human rights and freedom of religious association and political expression with any Chinese or Nantong Government officials and if so, who were these officials (name and position) and could he please give details of the responses? (WITH SUPPLEMENTARIES)

Response of the Leader

The purpose of the visit was to attend the Mega Cities conference and 20th year anniversary celebration of the Swansea - Nantong Sister City Relationship. One of its purposes was to share development experiences. There was no opportunity to discuss issues relating to human rights within China.

3. Councillors J Miles, D Phillips, J Burtonshaw, A Lloyd, C Thomas, D Thomas, M Child, R Stewart, R Francis-Davies and DIE Jones

With the appointment of an Interim Officer in December 2006 to oversee the delivery of equal pay and job evaluation will the Cabinet Member advise Council as to the duration and terms of the contract, including rate of pay, accommodation and remuneration to date?

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Response of the Cabinet Member for Top Performance and eGovernment

The Head of Human Resources left the Council in December 2006 and it was agreed at that point to appoint an Interim Manager to manage the pay & grading project. This was reported to the Appointments Panel (4th December 2006). The interim manager is effectively an agency worker and not an employee of the Council and the contract can be terminated with one months notice, on either side. The initial agreement was for the period up until April 2007, when the new Head of Human Resources took up his position. At that point the position was reviewed and, further to a report to Members (May 2007), the contract was extended with a commitment to review it further in October 2007. The daily rate of pay is £575 plus expenses and renumeration to the end of August totalled £108,000. As agreed that further review is currently taking place, however, it is not envisaged that the interim management arrangements will continue beyond the time when the equal pay issues are resolved.

4. Councillor(s) R H Kinzett

What representations did the Leader make to any Chinese or Nantong Government officials regarding the oppression of pro-democracy demonstrators in Burma and if so, who were these officials (name and position) and could he please give details of the responses? (WITH SUPPLEMENTARIES)

Response of the Leader

The conference agenda was also concerning the respective economic objectives of the delegates and provided an opportunity to discuss their harmonisation with Global environmental and sustainability agendas. There was no opportunity to discuss the oppression of pro democracy protesters in Burma.

5. Councillor(s) R H Kinzett and P R Hood-Williams

Would the Leader make a statement as to the progress on building a new Bus Station and would he comment on why a joint venture with the private sector was rejected in 2005/6?

Response of the Leader

Currently the Authority is endeavouring to secure funding to allow the redevelopment of the of the bus station to take place. Previously, the Welsh Assembly Government had encouraged the Authority to progress the scheme through fully funding the design and land acquisition necessary with Transport Grant. Meetings have been held with officials of the Welsh Assembly Government who have confirmed their support for the scheme but wish to see confirmation

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that private sector funding is available to part fund the scheme together with a new bid under European Convergence Fund – Sustainable Transport. The draft framework document has only just been published by the Assembly Government and meetings have been arranged for early November. In the meantime a further bid will be made for Transport Grant funding.

Discussions have been held with prospective private sector partners who have reacted positively to the scheme proposals and are currently assessing the financial implications. Additional retail units have been provided within the scheme to provide a possible future income stream. This scheme is seen as top priority for the area and has the full support of the SWWITCH Consortium as a project of regional importance.

The joint venture proposals referred to was the subject of detailed examination by officers, consultants and bus operators who concluded that the proposal which was retail led would not provide the size and facilities deemed necessary to provide a safe and efficient transport interchange with the capacity to meet the anticipated growth in public transport.

6. Councillor(s) R H Kinzett

Would the Leader explain why the Council's website states that the Felindre site is being marketed to "high technology businesses" whilst at the same time as WAG admits that the site is not even suitable for a warehouse development?

Would the Leader make a statement as to how much additional public investment is required at Felindre to bring the site up to an acceptable standard in terms of infrastructure so that business operations more complex than warehousing and distribution can be based there? Would he further confirm the timescales for any such additional investment in the site?

And finally would the Leader confirm that Felindre was considered for the Amazon development but that the site was rejected due to it not being capable of development within the time-scale insisted upon by Amazon?

Response of the Leader

The Council and WAG have jointly adopted a Development Strategy for Felindre which seeks to develop the site as a high quality sustainable strategic business park in a parkland setting for high level, specific B1, B2 uses only to accommodate emerging industries, high tech manufacturing and high level services plus ancillary uses. This is reflected in the policy for the site as contained in the draft UDP and the outline planning consent granted for the site. The Development Strategy also forms the basis for a Joint Venture arrangement between

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the Council and WAG.

WAG have secured a budget of £4.36m to fund strategic infrastructure works in 07/08 (foul water drainage, electricity, gas and water) and they have submitted a budget bid for £4.63m for 08/09 to fund site infrastructure works including landscaping, site roads, utility distribution etc. A WISP office development is programmed to commence on site in 08/09 as a means of stimulating private sector development in line with the strategy.

The site is not currently available for development, pending completion of the infrastructure works described above and as such could not have accommodated Amazon. If it was available a decision would have had to be taken as to whether an Amazon type development, which is a distribution use, would have met the policy criteria for the site for higher value added uses.

7. Councillor(s) R H Kinzett

Would the Leader confirm to Council: (NO SUPPLEMENTARIES)

a) A list of attendees (officers and Councillors) to any events in China since Swansea forged its links with Nantong and what kind of events these were?

b) How much money each of these trips has cost the local taxpayer?

c) What was provided for by either the China of Nantong Government in terms of meeting travel and accommodation costs for each trip?

d) What inward investment has resulted from Swansea's links with Nantong in terms of either jobs or investment in Swansea companies?

Response of the Leader

A Goodwill delegation visited Nantong. The delegation was made up of The Lord Mayor of Swansea, the Lord Mayor’s Consort, the Cabinet Member for Development, the Business Development Manager and the Chief Executive’s, Executive Officer. The purpose of the visit was to renew the links set up in the 1980’s and reconfirm our commitment to the original Friendship Agreement. A further ‘Memorandum of Friendly Co-operation and Exchanges’ was signed during the visit. Accommodation and airport transfers were provided by the Nantong Government Costs £4,300.

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September 2003 A party of four companies attended the Nantong Port and Investment Fair. This delegation was subsidised by WAG’s “Export Assist Programme.” They were accompanied by the Cabinet Member for Development and the Business Development Manager. Accommodation and internal travel arrangements were provided by the Nantong Government The amount of business secured at this event was estimated at £350,000. Costs: £2000

September 2004

The Lord Mayor of the City & County of Swansea and Consort, plus the Lord Mayor’s secretary attended the Mega Cities Conference in Nantong. The total costs of this visit was met by the Nantong Government

September 2005

A delegation of 7 Swansea Bay companies accompanied by the Business Development Manager and Principal Development Officer attended the 2005 Nantong Port and Development Fair. The costs for the companies were subsidised by the Welsh Assembly Government’s Export Assist Programme.

The accommodation costs were met by the Nantong Government. Monitoring of the attendees reveal that discussions with 3 of the businesses are still on-going and have involved return visits to Nantong. No actual figures are yet available but contact is being maintained with the companies concerned.

Cost to CCS: £3000

October 2005

The Cabinet Member for Economic & Strategic Development and the Cabinet Member for Finance attended the Mega Cities conference in Nantong.

Accommodation, subsistence and transfers were met by the Nantong Government

Costs: Flights and accommodation paid for by the Chinese Government.

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Inward Investment

Since 2003 a number of enquiries have been received from Nantong and Shanghai based companies interested in having a European base and Swansea as a possible location, These enquiries have come mainly via the Nantong Foreign Affairs office. Although there have been meetings between CCS staff and some of the enquirers and their agents, to date none have progressed beyond the enquiry stage.

Jiangsu Baihua

Baihua has its key operations in light textile products and other operations such as chemical products and medical devices. The company wants to establish a Distribution Centre for its European operations.

Shanghai Huaxiang Shoe Making Company (30 Company Investment)

A (local) Chinese initiative to create a Distribution Centre that will encompass some thirty businesses in total.

Shanghai Chuzhan Stone Sculpture Co.

Again this company already has customers in the UK and is considering setting up a Distribution Centre.

Hanyong 9+9 Pharmaceutical Co. Set up in 1997 and producing traditional Chinese medical products The Company has set itself the target of having a UK operation from which it can sell direct to the consumer.

Shanghai Hugong Electric Welding Company Founded in 1993, the business manufactures various types of electric welding equipment, and is ranked in the top 3 in China. Hugong intends to set up a new company in the UK to do the sales and marketing for the UK and Germany. It also has plans to set up in Mexico and Indonesia.

Haishan Trading Co. Ltd This company trades handicrafts and toys to Russia, and it deals with the sales & marketing of products such as candles and glass household utensils. It is considering using Wales as a platform to explore the UK and EU market.

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Links with Swansea Companies

In addition to trade delegations to Nantong from Swansea, Swansea has played host to two delegations from Nantong. The following Chinese businesses have visited Swansea in recent years accompanied by Nantong officials to meet with Swansea companies and discuss possible co-operation:

Teng Yongming Chairman of Nantong Chamber of Commerce

Yang Jian President of Nantong Young Entrepreneurs Association

Chen Fei Vice Director Haimen Development Zone

Chen Xiaojing - General Manager Jiangsu Weifu Group Company

Ye Yongmin - Managing Director Nantong Eternal Fashions Co., Ltd

Wu Yongjun - Chairman of the Board Nantong Yongxing Automobile’s World Co., Ltd

Wan Xueping - Chairman of the Board Nantong Wanzhong Construction Group Co., Ltd

Xu Jian - Chairman of the Board Shanghai Ziyang Home Textile Co., Ltd, Nantong Branch

Jiang Weigang - Project Manager Nantong Yuandong Bedroom Articles Co., Ltd

Ge Zuqing - General Manager Nantong Nourtex Carpet Company

Shen Jian - General Manager Haimen Dongzhou Telecom Equipment Co.

Mr Cai Jianguo - Chairman of Director-Board Nantong Jiangshan Agricultural Chemicals Co. Ltd.

Mr Wang Zhaoran - Director Nantong Fire-Protection Technical Service Company.

The results of these meetings in financial terms are confidential although an evaluation of the usefulness of these meetings has been undertaken.

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Future Visits

There is likely to be a visit to Swansea before the end of the year by a delegation of businesses and officials from Nantong interested in Swansea as a place to do business. These are:

Zhao Yunti – Vice Director Nantong Foreign Affairs Office

Ni Jianbin – Vice Director Nantong Urban Management Bureau

JIang Zhijie – General Manager Nantong Fire Fighting Engineering Company Ltd.

Ge Weixiang – Vice General Manager Nantong Branch of Jiangsu Sino- Trans Company ltd

Xu Jianzhong - Director Chongchuan District Foreign Affairs office

Zhu Qingyuan – President Hai’an Zhengyuan Port CO. Ltd

Liu Rhenzhong – Assistant Director Nantong Environmental Office

Cheng Xiaojing – General Manager Nantong Weifu Group

Shan Junnan – Director Nantong Education Bureau

The Nantong Municipality Government has made a formal approach to open an office in Swansea to facilitate trade and co-operation. This idea is being progressed to a feasibility stage by officers in CCS.

Education

Links have also now begun between Swansea and Nantong Schools. Funded by the British Council. Pupils and teachers from Bishop Gore Comprehensive School earlier this year visited Nantong Middle school to discuss exchanges and co-operation. There has also been a visit to Swansea by students and teachers from Nantong.

125

COUNTRYSIDE ACCESS PLAN

2007- 2017

Reena Owen, BSc(Hons), DMS, MCIEH Director of Envrionment

CITY AND COUNTY OF SWANSEA • DINAS A SIR ABERTAWE

126 Contents

Page

EXECUTIVE SUMMARY 2

1. INTRODUCTION 5

2. CONDITION OF THE NETWORK 9

3. NEEDS OF USERS 11

4. DEFINITIVE MAP AND STATEMENT 16

5. PUBLIC PATH ORDERS (DIVERSIONS, CREATIONS, ETC.) 22

6. MANAGEMENT OF THE NETWORK 27

7. ACCESS LAND AND OTHER ACCESS OPPORTUNITIES 39

8. TOURISM AND PROMOTION OF THE NETWORK 41

9. STATEMENT OF ACTION 45

APPENDICES

1. The consultation process 2. Strategic context 3. Enforcement procedure 4. Diversion application procedure 5. Advice notices erected along paths 6. List of promotional publications 7. List of Communities with lengths of PROW 8. Dead end bridleways 9. Coastpath 10. Staff Structure

GLOSSARY

REFERENCES Executive Summary

This Countryside Access Plan (CAP) will assess all aspects of the present condition of the countryside access resource (public footpaths, bridleways, and access land) and to state how this resource can be better managed and improved.

This will be the first ever plan or strategy for the path network and access to the countryside for this Authority and any of its predecessors.

Public access to the countryside undoubtedly contributes to the local economy, and to the well being of the people of the City and County of Swansea. The 385 miles (617km) of paths and 23 square miles (60km2) of access land (16% of the total land area of the City and County of Swansea) are extensively used by visitors and locals alike.

The Authority’s path network and access land are valuable assets. Gower is a destination for tourists from all over the world who come to experience the beautiful landscape, especially of the coast. The path network and access land are the main means by which visitors are able to obtain this experience.

Tourism based on walking was estimated by the Wales Tourist Board to sustain 5000 jobs and generate £550 million per year in Wales. The Pembrokeshire Coast Path was estimated to generate £12 million for the local economy, and the South West Coast Path £96m to the Cornish economy. The foot and mouth crisis in 2001 also demonstrated the economic value of access to the Countryside with many businesses struggling to cope with the sudden drop in visitor numbers.

Aside from the pure economic benefits of countryside access there are recreational and health benefits to residents. Walking is considered to be one of the healthiest forms of exercise and it is by far the most common form of exercise undertaken by people in Wales. The City and County of Swansea is no exception to this - in one year from June 2006 counters on 4 Gower footpaths recorded 656,000 people passing through. Outdoor recreation can have a positive effect on well-being and in reducing stress.

Countryside access is an important and integral part of the Draft Tourism Strategy for the Authority and of the Draft Wales Coastal Tourism Strategy (see appendix 2). Countryside access also forms an important part of the Gower AONB Management Plan and ‘Climbing Higher’, a Welsh Assembly Government strategy for sport and active recreation.

The Countryside Access Plan describes how the Authority will make the most of the economic and health benefits of countryside access by improving both the management of the legal records of paths and the path network on the ground. In order to achieve this The Authority has consulted widely to obtain the views of users and landowners. Details of the consultation process are contained in appendix 1.

Key actions in the CAP include,

• The Coastal Access Improvement Programme, which will provide funding to enable the Authority to complete and promote the Gower Coast Path as part of the All Wales Coastal Path, and to improve the path network near the coast (about 30% of

the total path network). This is expected to bring increased visitor income to the area.

• Publishing a new definitive map (the legal register of paths). The current map is 36 years old and very out of date. This will allow greater access to the legal records and up-to-date, clearer information.

• Improving the network so that 75% of it is ‘easy to use’ - including all of the Authority’s 80 miles of bridleways.

• Increasing the number of promoted routes for walkers and, depending on the results of consultations, provide routes for people with limited mobility, horse riders and cyclists. This is expected to increase visitor numbers and the health of residents.

• The Community Path Improvement Programme, which will work on a Community by Community basis to improve the path network in participating Communities.

The CAP consists of two parts, an assessment of the current condition of the countryside access resource and a statement of action describing how that resource will be managed in future.

The assessment consists of the following sections, each of which includes policies and actions that will govern how the Authority’s statutory functions are carried out and how the resource will be managed.

Introduction. Provides background information on countryside access in the City and County of Swansea.

Condition of the network. This section describes the number and condition of structures associated with the public rights of way network, the number of obstructions and other difficulties and assesses the general ease of use.

Needs of users. Assesses the needs of those with limited mobility, walkers, horse riders and cyclists.

Definitive map and statement. Describes the history of the legal registration of the path network and how the Authority currently deals with modifying it and the number of outstanding cases.

Public path orders (diversions, creations, extinguishments). Sets out the reasons why the Authority can make orders to change the network, how those orders are made and the number and type of orders that the Authority has made over the last 10 years.

Management of the path network. Sets out how the Authority currently maintains, improves and enforces the network and describes how the management could be changed and improved.

Access land and other access opportunities. Describes the extent of formal and informal means of accessing the countryside other than the path network and how this can be and is managed.

Tourism and promotion of the network. Assesses the current situation and the need to use countryside access as a means of improving the health of residents and of attracting more visitors to the area.

The Statement of Action combines all of the 30 actions set out in the previous sections. This will provide a framework for all of the Authority’s countryside access functions for the next 10 years and allow the Authority to continue the improvements made to countryside access in previous years.

The Statement of Action describes how each of these actions will be resourced. Some sources of external funding are available, but the Authority will always need to provide a base of funding to undertake statutory duties and to use as match funding for external sources of funds.

1.0 Introduction

Overall Aim - The purpose of the Countryside Access Plan is to improve countryside access for all.

1.1 The Countryside and Rights of Way Act 2000 gave Highway Authorities the responsibility of producing a Rights of Way Improvement Plan by the autumn of 2007. The aims of this Plan refer to public access to the countryside in the broadest sense and therefore the title Countryside Access Plan is considered more appropriate.

1.2 The CAP must consider walking, horseriding and cycling with an emphasis on recreational use of the path network (footpaths and bridleways) and access land. Reference to ‘paths’ in the CAP refers to public rights of way, which are nearly all non-vehicular routes (see pie chart below).

1.3 Public rights of way are available to the following users:

Footpaths Walkers

Bridleways Horse riders, cyclists and walkers

Byways All forms of traffic

1.4 The present registered path network is 385 miles (617 km) long and is mostly comprised of footpaths (78.9%). There are also 80 miles (128km) of bridleways (20.8% of the network) and 1¼ miles of byways open to all traffic (0.3%).

Footpaths Bridleways Byways

1.5 The Gower Area of Outstanding Natural Beauty contains approximately 66% of the overall path network.

1.6 Approximately 5% of the path network, a similar proportion of the access land and most of the cycletracks are on land owned by, and therefore are wholly under the control of this Authority. However, the remainder of the countryside access is on private land. The public may gain access to this land because of a number of Parliamentary Acts passed since 1925, the latest of which is the Countryside and Rights of Way Act 2000.

1.7 However, the Acts passed over the last 80 years reflect only a small part of the long history of the path network, parts of which are many hundreds if not thousands of years old. Its origins are utilitarian, people used it to walk or ride from farm to church or village to mine. The network now is mainly used for recreational purposes. Nearly all of the network is rural in nature and most paths in the urban areas are adopted.

1.8 The network was not designed – it came about because of use by the public, sometimes over a period of centuries. It therefore does not always meet the modern needs of the public – as modern use of the network is mainly recreational. The network is also unevenly distributed, especially bridleways with some areas having none and others with an extensive, local network, such as at Rhossili Down.

1.9 The Authority and its predecessors have never formulated polices to deal specifically with path network or other countryside access. The CAP therefore includes, under each section and in the Statement of Action, a number of policies and actions for countryside access that will govern how the Authority’s statutory functions are carried out and how the resource will be managed.

2.0 Condition of the path network

2.1 In the Autumn of 2005 the whole path network was surveyed. The survey found that there were a large number of defects, many of which would prevent paths from being used.

2.2 However, the annual Performance Indicator (PI) survey (see below) has consistently found that about half the network is ‘easy to use’, and despite the difficulties on some paths hundreds of thousands of people continue to use the well maintained part of the network.

2.3 In 1 year from June 2006 four automatic counters recorded that 656,000 people passed along 4 different Gower paths.

2.4 The main defects were:

Signposts Out of 715 places where signposts should be located there are 225 missing.

Obstructions 275 obstructions were identified

Stiles 42 stiles in need of repair or replacement out of a total of 436

Gates 145 gates in need of repair or replacement out of a total of 587 gates

Bridges 6 bridges need to be repaired or replaced out of a total of 210 bridges and 26 are missing altogether

2.5 The user survey also provides some evidence of the condition of the network, 38% of walkers that responded had been prevented from using a path and 50% of horseriders. 64% of walkers and 68% of riders considered that overgrown paths were a problem. In addition 37% of walkers and 60% of riders felt that the surface of paths was a problem, but only 6% considered there were too many stiles or gates.

2.6 The lack of maintenance and the presence of obstructions on the network are not the only way in which use of the network is restricted. A number of problems on the network are caused by errors on the legal records (definitive map and statement) and can only be resolved by a legal change to the route. In some instances this will result in an expensive and protracted legal process that will include a public inquiry. The exact number of errors or ‘anomalies’ on the definitive map and statement is presently unknown, however 65 have been found so far, and the final number is likely to be far higher. Some of these anomalies do not prevent public access. For example much of footpath LL22 in Park Woods cannot be followed because it is overgrown, however the forestry track that runs parallel a few metres away is used as a substitute. A situation such as this would result in a ‘fail’ in the performance indicator survey (see below). See the section on the definitive map below for further details.

2.7 The condition of the network also varies depending upon who you are. 82% of respondents considered that the accessibility of the network was poor or fairly poor for people with limited mobility. However, 87% considered that the accessibility of the network was good for people with dogs.

Performance Indicator Survey

2.8 The Welsh Assembly Government requires Local Authorities to produce a range of statistics (Performance Indicators) to measure their performance, amongst which is a measure of the ease of use of the rights of way network. Each year the Authority must randomly choose a sample of paths that make up at least 5% of the network and survey them to determine which paths are ‘easy to use’. The survey is undertaken using guidance devised by the County Surveyors Society.

2.9 In order to be more statistically reliable this Authority surveys 10% of the network in two stages, 5% in May and 5% in November. Although this provides a more reliable survey, the condition of longer routes can skew the results to provide a more positive or more negative outcome than should be the case. The results of an individual survey should not therefore be considered as significant, rather an analysis of the results of a number of surveys over a number of years to establish a trend is more appropriate. In this way it will be possible to determine if the condition of the network is improving or not.

Performance Indicator Results

52.00%

50.00%

48.00%

46.00%

44.00%

42.00%

40.00% 2003/2004 2004/2005 2005/2006 2006/2007

Actions

AC1 The Authority will aim to have 75% of the network signposted and easy to use by 2012. Strategic reference: AONB Strategy, objective 25, Climbing Higher (appendix 2)

Relevant actions in other sections - AH1

3.0 The needs of users

Aim To make the countryside as accessible to as many walkers and riders as possible

People with limited mobility

3.1 Those with limited mobility could be defined as everyone who is not a professional mountain climber! Therefore most of us could be considered to have a degree of limited mobility and so it is important that the network is made as accessible as possible to everyone.

3.2 Limited mobility can be defined as people: • Who use wheelchairs and mobility vehicles • With limited walking ability • With small children, pushchairs • Who are elderly • Who are Blind or partially sighted

3.3 In 2001 Entec published The Rights of Way Use and Demand Study. This defined 3 general factors that have an effect on access by those with limited mobility as:- • Physical condition of route – surface, camber, gradient, barriers • Car parking and toilets • Information on routes that are suitable

3.4 The User Survey revealed that 81% of respondents thought that accessibility was poor for those with mobility problems.

3.5 The Disability Discrimination Acts (DDA) 1995 and 2005 makes it unlawful for service providers to discriminate against anyone on the grounds of disability. It is presently unclear if landowners who are responsible for stiles and gates across paths can be considered to be ‘service providers’.

3.6 In addition the Countryside and Rights of Way Act 2000 (CROW Act) places a duty on Authorities to consider the needs of people with limited mobility when authorising stiles or gates under the Highways Act 1980.

3.7 It has to be accepted that due to the nature of the terrain through which many paths run that the entire network will never be accessible to everyone. However, whereas it is not possible to alter the terrain through which a path runs, it may be possible to remove barriers and create more accessible surfaces.

3.8 Stiles can deny access to all but the most able and therefore should be replaced or removed wherever possible. This is further discussed in the section on Management of the Network below. BS5709:2001, the British Standard for gaps, gates and stiles maintains that, although there are local traditional forms of stiles and gates, the purpose of a stile or gate is to be ‘adequately stockproof whilst providing good access for all legitimate users’. The provision of a gate or stile is, therefore, a balance between the needs of livestock management and public access.

3.9 Therefore it is clear that the Authority has a duty to make as much of the path network as accessible to as many people as possible.

3.10 Much of the network is already open to those with limited mobility and some routes can already be used by those in wheelchairs and mobility vehicles. However, there is a lack of information regarding where these routes are and what condition they are in. Access for those people using conventional wheelchairs requires an open path with a hard surface (so that wheels do not sink), no or slight camber and a low gradient (less than 1 in 20).

3.11 The lack of confidence that many people have when it comes to using PROW is likely to be worse for those with limited mobility. If people with limited mobility were informed of what to expect on a route then they would be able to decide if that route was suitable for their use. This lack of information is probably the single most important factor in preventing people with limited mobility from using the network in its current condition. ACTION AL1

Cyclists

3.12 Cyclists have the right to use bridleways, byways and the Authority’s network of cycletracks. The User Survey revealed that horseriders and cyclists considered the overgrown paths and the condition of path surfaces to be the most common problems encountered on the network of bridleways. In relation to countryside access many of the problems encountered by cyclists are similar to those that horseriders have when accessing the countryside. The Authority’s Cycling Strategy (part of the Local Transport Plan) outlines how the Authority will deal with cycling issues and the Authorities ambitions regarding the expansion of the cycle path network. See appendix 2.

Horseriders

3.13 Most of the path network is made up of footpaths to which horse riders have no formal right of access. Only on 21% of the network do horseriders have a right of access. As described in the Introduction the network of bridleways is not evenly distributed and there is a tendency for networks of bridleways to be concentrated in some areas. For example there are networks of bridleways around Llangennith, in Oxwich and on Clyne Common. The PROW network was not planned or designed, it came about through historical use. Therefore if a route was being used by horse riders it was likely to become a bridleway. Access for horseriders is further limited because there is no right to ride a horse on access land. Commons in the old Borough of Swansea and Loughor Urban District have provided access to the public for the ‘right of air and exercise’ since the Law of Property Act 1925 was amended in 1974. It is unclear at this moment whether or not horse riding rights exist on these so called ‘Urban Commons’, however, the Authority is aware that these commons are being used for horseriding.

3.14 Due to the lack of facilities for horseriders it is all the more important to make sure that all of the access to which they are legally entitled is open and useable. ‘Dead end’ routes are considered under the section on the Definitive Map below. POLICY DM3

3.15 Many horseriders and cyclists (56% in the User Survey) consider that there are areas that would benefit from additional links or improved provision. However, as discussed in section 5 Public Path Orders below the provision of new bridleways is not straightforward and is highly likely to encounter strong resistance from landowners. Over the last ten years the authority has dedicated a number of bridleways on its own land and policy PPO1 makes it clear that, where need can be demonstrated, this process will continue. Given sufficient public support policies PPO3 & PPO4 will also assist the expansion of the network and the Authority is aware of the location of some routes on private land that could be registered as bridleways and provide a useful addition to the network. However, in the face of resistance from landowners, without sufficient public support any attempt to create new bridleways is likely to fail because of the legal test that requires the Authority to demonstrate public need. There is also a need for the public to be specific, the statement ‘we need more bridleways’ is not in itself sufficient. Users need to clearly identify the location of needed new bridleways and demonstrate that sufficient public support will be available throughout the legal process, including, if necessary, at public inquiries. ACTIONS AP1, AP2 & AP3

Walkers

3.15 The whole of the path network and all of access land is legally available to walkers. This means that walkers already have a considerable amount of access to the countryside.

For a map of countryside access for walkers see page 7 above.

3.16 The User Survey found that only 27% of walkers thought that there were areas that would benefit from additional links or improved provision. Therefore most walkers appear to be satisfied with the amount of existing provision. However, the survey also reveals that walkers encounter a considerable number of problems when using the network, from completely obstructed paths to litter. A number of the policies and actions elsewhere in the CAP will assist walkers to enjoy more of the network including HR1 above and CN1 (aiming for a target of 75% of the network that is easy to use).

3.17 Walking is the best means of transport for the environment and for health, and should be encouraged. Walkers use the network is differing ways. Utility use tends to be in the urban areas – walking to shops, school, etc. and recreational use tends to be in the countryside.

Non users

3.18 It is likely that some non-users will never have the desire to use the network. However, given access to information, there are potentially a large number of people who would use the network who currently do not. Studies indicate that lack of awareness is the dominant reason for non-use, although confidence may also be a significant factor, especially for those with limited mobility. Means of improving awareness of access opportunities are described in Management of the Network and Tourism and Promotion below. ACTION AN1

3.19 For people from deprived or ‘Communities First’ areas normal awareness raising methods tend not to be successful. Countryside Access is not considered a priority for the residents of such areas and visiting the countryside is seen as a middle class pursuit and therefore a middle class approach to attracting them to the countryside is unlikely to be effective. (‘Public access to the countryside’ – Wales Audit Office 2006).

3.20 Communities First Co-ordinators in Swansea have already had some success in persuading some residents to participate in walking in their local countryside. ACTION AN2

Policies

Relevant policies from other sections - DM3, PPO1, PPO2, PPO3, PPO4, MN11

Actions

AL1 The Authority will hold discussions with those with limited mobility regarding the best means of providing information to enable those with Limited Mobility to access those parts of the network that are available to them. Strategic reference: Climbing Higher (appendix 2)

AH1 The Authority will open all bridleways (obstructions removed, legally defined, signposted) by 2012. Strategic reference: AONB Strategy, objective 25, Climbing Higher (appendix 2)

AN1 The Authority will encourage the participation of people from all backgrounds to take part in countryside Access. Strategic reference: Climbing Higher (appendix 2)

AN2 The Countryside Access Service will develop links with other agencies to improve the opportunities for people living in Communities First areas. Strategic reference: Climbing Higher (appendix 2)

Relevant actions from other sections – AP1, AP2, AP3, AM6

4.0 Definitive map

Aim To ensure that the definitive map and statement provide an accurate record

Background

4.1 The definitive map and statement records all of the registered public footpaths, bridleways and byways open to all traffic (byways) in the City and County of Swansea. References to ‘definitive map’ below include the definitive statement.

4.2 The presence of a public right of way on the definitive map is conclusive evidence of its existence and status (Wildlife and Countryside Act 1981). However due to the scale of the definitive map (1:25,000) and the brevity of the statement it is often difficult to determine the exact alignment, width and location of the routes shown on it.

History

4.3 Unitary and County Councils in England and Wales have had a duty to compile and maintain a definitive map since the National Parks and Access to the Countryside Act 1949.

4.4 The first definitive map was published in 1970. This was the result of 20 years of surveying, hearings and quarter sessions during which Glamorgan County Council had to produce a draft map (14 September 1954) and a provisional map (1964) before the final definitive map.

4.5 Section 35 of the original 1949 Act enabled some County Boroughs to be excluded from the registration process and therefore a definitive map was not produced for the Borough of Swansea. Section 55(3) of the Wildlife and Countryside Act 1981 reversed this position, giving County Councils the responsibility for producing definitive maps for the formerly excluded areas. However, unlike the 1949 Act, there is no requirement to carry out a survey and subsequently register a network of public rights of way. The definitive map for this area will develop over time as ‘modification orders’ (see below) are made to add more routes. Policies to develop a network in this area can be found in the section below on public path orders.

4.6 A draft review began in 1971 and, following 16 years of hearings, this eventually resulted in the publication of the second edition of the definitive map in 1987, which has a relevant date of 1 January 1971 and is at a scale of 1:25,000. This map is the current legal record of the Authority’s public rights of way, despite the information on the map being 33 years old.

‘Working copy’

4.7 Since the 1971 edition of the definitive map there have been over 300 legal changes to the public rights of way network. These changes form part of the definitive map and must be stored with it, but are separate legal documents. As a result of the difficulty in using the original paper definitive map and all of the changes associated with it a digitised version of the map is in daily use, called the ‘working copy’. This

map is updated as soon as a new change is confirmed and can be viewed by all members of the Countryside Access Team and any other member of staff with access to the appropriate software.

4.8 The digitised ‘working copy’ map could be published as the definitive map in the near future. However there is some way to go to catch up with outstanding legal work (LEMOs, see below) that must be completed before a new definitive map can be produced.

4.9 The Authority is required to make the definitive map available for inspection during office hours. If Ordnance Survey copyright can be satisfied it may be possible in future to provide this information on the Authority’s web site using the ‘working copy’ already in use. ACTION AD4

Staff resources

4.10 Presently there are three members of staff in the Legal Services Section dealing full time with most aspects of modification orders, with additional support from other members of staff. The Countryside Access Team deal with some of the minor issues. See appendix 10 for the staff structure. In an arrangement set up at the time of local government re organisation in 1996 the staff in Legal Services spend part of their time also working on cases for Neath Port Talbot County Borough Council.

4.11 Presently, although both departments work closely together, there is no formal arrangement between Legal Services and Planning Services regarding how the two parts of the Authority’s countryside access service should operate together. There is therefore a need to establish a formal Service Level Agreement for PROW between Legal Services and Planning Services and this is currently being drafted. ACTION AD5

Changes to the definitive map - Modification Orders

4.12 The definitive map can be changed either by evidence being found to prove that it is incorrect resulting in a ‘modification order’ (see below) or as the result of a Public Path Order (PPO, see following section).

4.13 The Authority has a duty under the Wildlife and Countryside Act 1981 to keep the definitive map under continuous review. This means that it must consider evidence that the map may be incorrect if it discovers that evidence itself or when evidence is presented to it. A change is made to the definitive map by the making of a modification order.

Digitised ‘working copy’ of the definitive map

Current definitive map

Digitised ‘working copy’ of the definitive map

Applications for modification orders (claims)

4.14 The public have the right to apply to the Authority for a modification order to change the definitive map in some way because they believe that a route is not shown but should be, a route is shown on the map but should not be or that the route shown on the map or the description in the statement is incorrect. Such applications are know as ‘claims’, and are usually claims for paths to be added to the definitive map. POLICY DM1

Errors and anomalies

4.15 The Authority may discover an error itself and produce a modification order as a result. Errors have occurred during the production of the definitive map and these can only be corrected by a modification order. Most of these errors are as a result of poor drafting of the map. POLICY DM2, ACTION AD1

Legal event modification orders (LEMOs)

4.16 When a PPO (diversion, creation or extinguishment order) is confirmed a separate modification order must be made to modify the definitive map called a Legal Event Modification Order (LEMO). LEMOs are not subject to public consultation as this was carried out during the making of the original route change order. This situation may change in the future if the CROW Act 2000 is fully introduced as schedule 5 allows for LEMOs and PPOs to be combined in one order.

Present position

4.17 The Authority has 22 claims outstanding (on 16 July 2007), some of which go back several years. Currently on average 17 new claims are received each year, whilst in an average year 14 claims are determined by the Authority. POLICY DM1

4.18 The Authority is aware of over 65 errors and anomalies on the definitive map that must be investigated, with the possibility that a large number will result in modification orders, and, ultimately, in public inquiries. No systematic survey has been undertaken of the records to determine the exact number of errors and anomalies that require correction, but it is likely to be far higher than the 65 already discovered. There are also 17 cases of ‘dead-end’ bridleways or byways, see appendix 3. POLICIES DM2 AND DM3, ACTION AD1

4.19 Although Legal Event Modification Orders (LEMOs) are now produced immediately after a PPO is confirmed this was not the case for many years. Until recently there was a backlog of over 100 LEMOs (relating to PPOs from 1971 to 1999). ACTION AD2 & AD3 . 4.20 All of the LEMOs in this backlog must be produced in order that a new definitive map can be published. The backlog of LEMOs has recently been reduced to nearly half (on 1 July 2007), and is expected to be removed completely by spring 2008. ACTION AD3

4.21 Since 1996 over 23km of footpaths and nearly 10km of bridleways have been added to the network as a result of modification orders being made and confirmed by this Authority.

Policies

DM1 Applications for a modification order are to be dealt with in the following order of priority: Where the claimed path is threatened by development Where public safety could be improved by the registration of a claimed path Where the claimed path, if registered, will have a positive impact on the network The amount of use of (and therefore the level of public interest in) the claimed path.

DM2 Anomalies on the definitive map/statement that result in use of the path being prevented will be the highest priority and dealt with as a matter of urgency.

DM3 Each dead end route will be considered and the most appropriate action taken to resolve each situation. This could be to: maintain the current position create additional rights to provide a through route (e.g. create a length of bridleway over a footpath to extend a dead end bridleway), delete the dead end rights (e.g. delete the vehicular rights on a byway to create a continuous length of bridleway).

DM4 The line of alleged paths that have been obstructed by development will be enforced should the alleged path become registered. See enforcement policy in appendix 3.

DM5 Where there are obvious benefits in making a PPO or a creation agreement rather than a modification order the PPO or creation agreement will be preferred.

Actions

AD1 A survey of the definitive map and statement will be carried out to assess the number of corrections that will need to be made to the existing legal record. Once the scale of the problem is known each correction will be considered in an order agreed between Legal Services and the Countryside Access Team (with reference to DM1 above).

AD2 LEMOs will be made immediately after each new PPO is confirmed.

AD3 LEMOs for the backlog of PPOs will be produced as a matter of urgency and a new definitive map produced by 2008 and then every 5 years.

AD4 Means of publishing the definitive map on the website will be sought.

AD5 A formal Service Level Agreement for PROW between Legal Services and Planning Services will be established.

5.0 Public Path Orders (Diversion, Creation and Extinguishment Orders)

Aim To work within the existing legislative framework to improve the network for all

5.1 The Authority has powers to make diversion, creation and extinguishment orders to move, add or remove paths in certain circumstances. Collectively orders of this type are known as Public Path Orders or PPOs. These powers are contained in the Highways Act 1980, which covers most changes, or the Town and Country Planning Act 1990, which specifically deals with changes required as a result of development. The Authority does not have a duty to make a PPO, and therefore does not have to make one unless it considers it necessary. Public paths can also be created by agreement between the Landowner and the Authority.

5.2 Landowners may apply to the Authority for a diversion or extinguishment but must agree to pay the Authority for the administrative costs involved and, if necessary, the works needed to make the new path. In certain circumstances there can be a mutual benefit for both the Authority and the landowner in making a diversion order, for example for health and safety reasons.

5.3 The Authority may also initiate PPOs that are in the interests of the public, these are usually diversion or creation orders. However, these may be subject to compensation payable to the landowners.

5.4 Over for the last 10 years the Authority has confirmed 32 PPOs. Of these 3 were as a result of applications under the Town and Country Planning Act 1990. The Authority has also dedicated an extensive network of paths on its own land in Clyne Valley, and in Llansamlet. Three creation agreements have also been made in this period.

5.5 There is a considerable backlog of problems that will need to be resolved by PPOs that are initiated by the Authority.

5.6 In a number of locations, paths have become obstructed by buildings constructed during the last 50 years. These obstructions will need to be addressed, and this will mostly be by diverting the affected paths. In addition some paths have been obstructed for a substantial length of time – 50 or more years – and often the best solution to the obstructed path for both users and landowners is to divert it.

5.7 A diversion is an opportunity to improve a path for the benefit of the public by keeping the structures across the new path to a minimum and to use gates rather than stiles where the path crosses fences. Changes under the CROW Act 2000 and the Disability Discrimination Act have placed an obligation on Authorities to at least consider replacing stiles with gates or removing structures altogether.

Creation of new paths

5.8 The position regarding the formerly excluded area of the Borough of Swansea is described in the section on the definitive map above. As described the Authority must add paths in this area by means of modification orders. The Authority can wait for applications from the public for such orders but also has powers to act more pro- actively by making creation orders or creation agreements. In cases where a route is obviously being used and there is support from the public to create a path the Authority could use these powers. In addition the Authority has previously used new development as an opportunity to improve the network in this area and could continue to do so as described below. As a result of previous orders under the Highways and Planning Acts some paths are either dead ends or do not connect to other highways at all. Some routes in the formerly excluded area have already fallen into disuse and the concern is that these routes, if not registered as PROW by some means, will fall into disrepair and therefore disuse and be lost forever. POLICIES PPO 1-8

5.9 In addition to the circumstances described above the Authority will need to make creation orders elsewhere. As described above, the network, especially of bridleways, is sporadic and orders may occasionally need to be made to improve access in certain areas. Specifically the Authority could continue to create paths on its own land, add missing links on the Coast Path (see section on Gower Coast Path in ‘Management of the Network’ below) and create safe routes to school. ACTIONS AP1-AP4.

5.10 The user survey revealed that 86% of walkers considered that the links between footpaths, bridleways and other areas (e.g. beaches) were good or fairly good and 90% felt that the general network of footpaths and bridleways was good or fairly good. It therefore appears that most walkers are satisfied with the overall provision of access. However, riders appear to be less satisfied, with only 45% considering that the links between bridleways and other areas were good or fairly good. This reflects the sparser network of bridleways across the Authority.

5.11 The creation of new routes can often be contentious, especially if any private landowners are affected, and it is therefore important that any new paths are fully justified in terms of the need to add to the convenience of a substantial section of the public or residents of the area. The survey of landowners revealed that nearly all felt that there would be a detrimental effect on their land if there was greater public access. The creation of a route that was opposed would be likely to result in a public inquiry and in addition compensation is payable to the landowner for any loss of value to the land.

5.12 Despite the difficulties in creating new paths the Authority has, since 1996, created 1.1km of footpaths and 8.3km of bridleways, mostly by agreement.

Extinguishment of paths

5.13 The extinguishment of paths is uncommon because the Authority must prove that the path is no longer needed for public use. This test is in effect a difficult one to pass, especially since the affected path may be obstructed and therefore un-

useable. In the past some paths have become obstructed because of development and have effectively been replaced by alternative public access, and such situations could be resolved by an extinguishment order. POLICY PPO15

Development and public rights of way

5.14 The provision of secure, convenient and pleasant non-vehicular access will assist people in urban areas to live healthy lives and provide them with a means of sustainable transport.

5.15 Large scale development can completely alter an existing landscape and the access needs of the public will change considerably. To reflect this change the existing public access may require partial or complete alteration, but in doing so the overall public access should be maintained or enhanced. POLICY PPO19

5.16 Careful consideration must be given to the layout of a new path in the new design to ‘design out crime’ – paths must be lit, wide and pleasant to use, and fences over 1.2 metres high next to a path and dog legs and other hiding places should be avoided. Users must be confident that new paths are safe to use. POLICY PPO20

5.17 Paths through developments can be considered to be a nuisance by residents, and therefore the needs of residents adjacent to paths through developments should be considered in the design of paths. POLICY PPO20

5.18 The needs of those with limited mobility must be met unless the circumstances of the site do not allow. Policy AS2 of the UDP (appendix 2) states that new developments should be designed to provide suitable facilities and an attractive environment for pedestrians, cyclists and other non-motorised modes of transport. Planning obligation through section 106 agreements, provide opportunity to improve access on or adjacent to development.

Policies

Creation agreements and orders

PPO1 The Authority will lead by example and create paths on its own land where it can be shown that there is a need for improved public access.

PPO2 To take every opportunity to establish new paths in the formerly excluded area (the former Borough of Swansea) by creating new paths as part of new development.

PPO3 To create new paths in the formerly excluded area where it can be clearly demonstrated that there is a public need and demand for new paths or where a previous order has left a path as a dead end or unconnected to another highway.

PPO4 To create new paths where it can be clearly demonstrated that there is a public need and demand for new paths.

PPO5 Where it can be shown that the creation of a new path will provide a safe route to school for children or an improvement in road safety, the creation of that path will be supported.

PPO6 Where there are missing links in the Gower Coast Path the Authority will seek to create public paths.

PPO7 The Authority will seek to ensure that the route of the Gower Coast Path is as close to the coast as possible.

PPO8 Dedication agreements will be supported where it can be shown that the agreement will enhance the network.

Diversion and extinguishment orders under the Highways Act

PPO9 The making of diversion orders that are in the interests of users and all affected landowners will be supported.

PPO10 Diversions orders will be initiated by the Authority where it is shown to be the most cost effective option for resolving a problem on a path.

PPO11 The applicant will be required to pay for the costs of a diversion or extinguishment and the works required to open the new path.

PPO12 When an application to divert a path is made the Authority will consider making a contribution to the cost of making the order, and the works required to open the new path, where obvious health and safety benefits to the public can be clearly demonstrated, for example paths through working farmyards.

PPO13 The only structures permitted across a newly created footpath will be gates, unless there are overwhelming stock management reasons for stiles to be permitted. The presumption will be that structures on any new path will be kept to a minimum and that gates will only be used when it is necessary to maintain a stockproof boundary.

PPO14 Diversions of paths that are already obstructed by completed buildings will be supported if this is the only option available and the building cannot be removed or relocated. See also MN21.

PPO15 Extinguishment will be considered where the requisite legal tests are met, i.e. that the path is no longer needed for public use. This test may be met if there is alternative public access that has effectively replaced the original path.

Diversion and stopping up orders under the Town and Country Planning Act

PPO16 Any construction site that prevents use of a path will be considered as an obstruction and dealt with under the enforcement policy in appendix 5. A path must be temporarily stopped up under the Road Traffic Regulation Act 1984 and

an alternative route provided or the route of the path maintained through the site whilst a permanent public path order is sought.

PPO17 Diversions of paths across sites affected by development will only be permitted where it is proven that the path must be diverted to enable the development to be carried out, and only then where an acceptable alternative route is provided.

PPO18 The stopping up of paths for development will only be permitted in exceptional circumstances.

PPO19 Opportunities will be sought for improvements to the network where new developments are planned.

PPO20 New paths must be designed to create as little nuisance to local residents as possible and to give users confidence that they are safe to use. Where the terrain allows new paths must be available to users of all abilities.

General

PPO21 The width of any new unenclosed footpath will be 2 metres and of any new unenclosed bridleway 3 metres unless ground conditions or permanent structures do not allow. The width of new footpaths to be enclosed will be at least 3 metres and the width of new bridleways to be enclosed at least 4 metres.

Actions

AP1 The Authority will lead by example and create paths on its own land where it can be shown that there is a need for improved public access.

AP2 To create new paths in the formerly excluded area where it can be clearly demonstrated that there is a public need and demand for new paths or where a previous order has left a path as a dead end or unconnected to another highway.

AP3 To create new paths where it can be clearly demonstrated that there is a public need and demand for new paths.

AP4 Where there are missing links in the Gower Coast Path the Authority will seek to create public paths. Strategic reference: Draft Swansea Tourism Strategy; Draft Wales Coastal Tourism Strategy (appendix 2)

6.0 Management of the path network

Aim To manage the path network to ensure that it is as available and easy to use as possible

6.1 Managing the path network is the largest countryside access function performed by the Authority. It involves maintenance, enforcement and improvements and could also be said to include permanent route changes to the network, however these are dealt with in the previous section on Public Path Orders.

Staff resources

6.2 All 7 staff in the Countryside Access Team are directly involved in managing the network. The staff structure can be found in appendix 10. The Team Leader, Senior Rights of Way Officer, Coastal Access Officer and Two Rights of Way Officers deal with all matters relating to network management. In addition the Ranger Team (2 posts) carries out minor works on the ground, from minor surface works to waymarking. Two temporary Ranger posts have yet to be filled.

Maintenance

Resources

6.3 The Authority manages its 385 mile network with a maintenance and improvement budget of £142,000 (2007/8); this includes all costs associated with running the Ranger Team, but does not include the costs of the other staff described above. External funding from sources such as CCW is only available for improvement work - maintenance is a statutory duty and therefore contributions from external funds are not available. Maintenance involves routine work such as regular clearance of vegetation and repairs to infrastructure, for a definition of improvements, see below. The Authority will always need to provide a base of funding to undertake statutory duties and to use as match funding for external sources of funds.

6.4 The condition survey has shown that a considerable length of the network must be difficult or impossible to use because of obstructions and poor maintenance of stiles and gates, plus missing signposts. If the funding of 2006/7 continues the Authority should be able to resolve sufficient numbers of these problems in order to meet the 75% ‘easy to use’ target specified in policy CN1 above. However, some of the individual problems on the network will require considerable resources to resolve including the possibility of cases being decided at public inquiries or in Court. POLICY CN1

Clearance of overgrown paths

6.5 According to the 2005 user survey, the biggest problem on the path network was overgrown paths, with 64% of walkers and 69% of riders considering this to be a problem. The Authority spends approximately £24,000 on an annual path clearance

contract to prevent paths from becoming overgrown. This includes a grant to Pontardulais Community Council, who manage their own annual clearance scheme. In addition the Rangers and contractors clear paths that have been neglected, sometimes for many years. After these paths have been cleared they are included on the clearance contract for the following year. POLICY MN4

6.6 In 2007 over 200 paths were cleared between 1 and 3 times.

Signposts

6.7 The Authority has a duty to place a signpost at the point where a path meets a metalled road. The Authority (in common with most other Authorities) interprets this as meaning the point where a path meets a publicly maintained road. The 2005 condition survey found that there should be 715 signposts and that 225 are missing. It would be a relatively simple and inexpensive matter to install all of the missing signs. However, since a large number of the paths are not useable in some way this would have a negative impact on both users and landowners. The installation of any sign should only be the considered if the path is open and available and all open and available paths should be signed. POLICY MN2 & MN3

Partnerships

6.8 Volunteers are encouraged to take part in path maintenance, within health and safety limits, and it is hoped that a regular group of volunteers from the local Ramblers Association/Gower Society will be set up in the near future. ACTION AM7

6.9 Some landowners have expressed an interest in maintaining paths on their own land, and this could prove to be both cost effective and in the interests of good landowner relations.

6.10 The Authority takes part in a number of projects each year in partnership with the National Trust whose countryside access aims are broadly similar to those of the Authority. Such joint projects have proven to be beneficial for both parties and therefore for access generally, and it is expected that there will continue to be opportunities for joint working.

6.11 Partnerships with Community Councils have in the past been effective and the ongoing maintenance arrangement with Pontardulais Community Council has now been in existence for over 15 years. POLICY MN23

Vehicles

6.12 Many public paths are legitimately used by private vehicles, for example farm tracks. The Authority occasionally receives requests for public paths to be upgraded for vehicles. However, the Authority’s legal duty is to maintain public footpaths and bridleways to a standard suitable for the ordinary public traffic – walkers and riders. This standard will differ depending on the location and type of public use of the path. It could therefore be reasonably expected that well used paths in urban areas are surfaced with tarmac and lit by lampposts; whereas those in rural areas could be expected to have minor hazards such as mud, uneven surfaces and tree roots upon them. The Authority does not have a duty to maintain routes to a standard suitable for use by private vehicles. POLICY MN6

6.13 In some areas of the Authority the illegal use of off road motorbikes is at least an irritation and at most a danger to path users. Motorbikes can also cause damage to the surface of paths. The Authority has installed barriers on paths to prevent or deter motorbikes and this has generally proved successful. Installing barriers on paths imposes a limitation on the use of the path to the users, however the users generally accept the slight increase in inconvenience in order to reduce the greater inconvenience caused by motorcycle use. Whilst barriers on footpaths can be 100% effective, it is not possible to fully exclude motorbikes on a bridleway, and ‘horse- stiles’ will only deter rather than prevent motorbikes. The Authority has no powers to arrest those illegally using paths in motor vehicles, this power rests with the Police and the Authority must therefore liaise with the Police in order to deal with those committing the offence. The police have previously carried out successful local actions to deal with offenders. In addition the Authority has attempted to find a site for legitimate off-road motorcycling, but due to objections from local people a site has yet to be found. POLICY MN8

Litter

6.14 Both in the user and the landowner surveys a significant proportion of the respondents found that litter and dog excrement were considered to be problems. Whilst it is not possible to patrol the entire network looking for offenders it is possible to target the most popular areas for users and dog walkers and take measures to limit the damage. It is also possible to erect the notices mentioned below and in appendix 5.

Improvement

6.15 In recent years an annual grant of £10,000 has been available from CCW for countryside access improvements, and other sources of funding, such as the Rural Development Fund and the Gower Society, may be available for assistance. The CCW grant must be matched with £10,000 from the Authority. However, the Authority spends far more than £20,000 on improving the network. Works that can be considered as ‘improvements’ (rather than maintenance) include replacing old stiles and gates with better stiles and gates, replacing stiles with gates, new surface works, better signs and works to open up paths that have been blocked for many years (sometimes over 50 years).

Improvement of stiles and gates

6.16 The condition survey revealed that there are 436 stiles and 587 gates that cross paths. The CROW Act 2000 and the Disability Discrimination Act have increased the pressure on local Authorities to replace stiles with gates or preferably to remove structures across the path altogether. The generally accepted preference in England and Wales is gap, then gate, then stile. Clambering over a series of stiles on a walk can be a tiring exercise for even the fittest person, but for those that have limited mobility in some form even just one stile can prevent their use of the path. Clearly stiles and gates are necessary to maintain a stockproof boundary, but there are instances where such structures are no longer required or could be replaced with a gate. Legally stiles and gates are the responsibility of the landowner, however the Authority has a role in making paths more accessible. Stiles and gates can be improved or removed by negotiation and by taking opportunities to do so. The provision of stiles and gates is also an enforcement issue, see below. POLICY MN13 – 16, ACTION AM8

Stone stiles

6.17 Stone stiles are a traditional, historic feature of the network that contribute to the distinctiveness of the local landscape, and some have been in existence for hundreds of years. Such features are found elsewhere in Wales and southwest England. In Cornwall the path user survey found that two thirds of respondents considered that traditional features such as stone stiles should be preserved rather than improve accessibility. POLICY MN18

Waymarking and improved signs

6.18 Most landowners value good waymarking because it encourages people to keep to the public paths. Responsible users also desire good waymarking because it helps to prevent them from accidentally trespassing. Waymarking can improve public awareness and the use of the network. Lack of awareness and confidence are the main reasons why people do not use the network. Signs and waymarking were identified as a problem by 32% of the respondents in the user survey. Signs containing additional information such as the destination and distance help the public to find the right path and increase confidence. POLICY MN4, ACTION AM2

6.19 In 2006/7 over 40 new destination signs were erected

Information notices

6.20 In addition to the need for waymarking landowners often need assistance to keep users informed of their responsibilities. For example 68% of landowners considered that gates not being left as found was a significant problem, and 64% considered dogs a problem. In response to this the authority produces a number of types of notices to request that the public close gates, keep their dog on a lead near livestock, etc. See appendix 5 for the full range. POLICY MN24 & MN25, ACTION AM10

Community path improvement programme

6.21 A pilot project has been undertaken over the last 5 years to resolve all of the issues on the network in Rhossili Community and to fully open up the whole network. This has included 3 diversions and a number of works - from signposts to the large scale surfacing and drainage works on Keenmoor Lane bridleway.

6.22 To ‘open up’ a path means there are no obstructions, all signposts are installed, the path is waymarked and the network is legally defined (the route on the ground corresponds to the route shown on the map).

6.23 The paths in Rhossili represent 8% of the Authority’s total network, however, the paths were already in relatively good condition before the project commenced. Work is currently underway to open up the entire network in Port Eynon (8% of the total network) and Loughor (1.5% of the total network), and again both networks were already in generally good condition.

6.24 It is suggested that the project could continue as a rolling programme with 2 or 3 Communities involved at any one time. However, whereas there is a realistic prospect of opening up 100% of the networks in all of the Communities so far attempted, in some Communities this will not be possible, given the present resources available. A survey of the Community network will need to be carried out before each improvement programme commences. This can then be used as the basis for an assessment of the network to determine which paths should be opened up, based on perceived need for the path and the resources needed to resolve any problems. ACTION AM5

Coastal Access Improvement Programme

6.25 In June 2006 the Welsh Assembly Government announced a new Coastal Access Improvement Programme to increase public access to Wales’ coast. WAG will provide funding to local authorities to assist them to carry out the Programme. For the first two years the Programme, starting in 2007, will provide 100% funding and the Authority has secured £112,000 for 2007/8. It is envisaged that the Programme will be for six years, and funding has been secured for the first three years.

6.26 Walking is by far the most popular activity for people who visit the Welsh coast whilst on holiday, with 74% of holidaymakers participating (draft Wales Coastal Tourism

Strategy 2007), and the main aim of the Programme is to increase visitor numbers and hence the benefits to the local economy.

6.27 Another key aim of the Programme will be to link all existing coastal paths (listed below) to form a Wales Coastal Path. However, the Programme also includes the network that leads to the coast, the Coastal Access Zone, which in the case of this Authority is nearly ⅓ of the total network. The Authorities stated aim in the Coastal Access Zone is to have all paths open and easy to use. ACTION AM4

Gower Coast Path

6.28 An informal long distance coastal route already exists around Gower, from Crofty to Mumbles. Most of this route uses public paths and, in a few instances, public roads. However, there has never been an attempt to formalize this as a long distance route in the way that the Pembrokeshire Coast Path has been. The Coastal Access Improvement Programme described above will provide funding to enable the Authority to complete and promote the Gower Coast Path as part of the All Wales Coastal Path.

6.29 There are already a number of coastal paths in Wales, including the Isle of Anglesey Coastal Path, the North Wales Path, the Llŷn Coastal Path and the Edge of Wales Walk, Ceredigion Coastal Path, Carmarthen Bay Coastal and Estuaries Way, Glamorgan Heritage Coast Path, as well as the Pembrokeshire Coast Path, providing around 1000kms of footpath around the coast.

6.30 The Authority therefore has an opportunity to create a complete route approximately 39 miles (63km) long around the Gower coast by creating new sections of public path (policy PPO6 above), and by carrying out improvements to existing lengths of path. The improvements and path creations required are detailed in appendix 8. In addition it is essential that the Coast Path is made more accessible and a number of linking paths must be enhanced to enable greater access and for a series of circular walks or linear walking by bus routes to be developed.

6.31 This will inevitably increase the amount of use of the Coast Path and therefore the maintenance of the route, and measures must be taken to minimize the impact of the route on the surrounding environment. However, as experience in Pembrokeshire and Cornwall has shown, the formal designation of the route as the Gower Coast Path will bring increased visitor income to the area that will pay for the increased costs many times over. It is always difficult to estimate the value to the local economy of PROW but it has been estimated that the South West Coast Path contributes £96m to the Cornish economy. POLICY PPO6, PPO7 & AL3, ACTION AM3, AP4

Enforcement

6.32 Under the Highways Act 1980 the Authority is under a duty ‘to assert and protect the rights of the public to the use and enjoyment of any highway for which they are the highway authority’. It is the duty of the Authority ‘to prevent, as far as possible, the stopping up or obstruction of the highways for which they are the highway authority’. POLICY MN12

6.33 In order to carry out these duties the Highways Act gives the Authority a number of powers from dealing with ploughed paths to cutting back overgrown trees. The most common type of enforcement that the Authority undertakes is the removal of fences across paths, which normally means erecting a stile or gate in the fence. The provision and maintenance of stiles and gates is the responsibility of the landowner, with the Authority obliged to provide at least 25% of the cost of installation or maintenance.

6.34 Since 2003 any member of the public is entitled to serve a notice on the Council for the removal of obstructions (other than buildings).

6.35 Most of the public rights of way network crosses private land. The landowner survey found that nearly half of the landowners questioned would prefer to exclude the public from their land and with the remainder willing to accommodate the public providing they act responsibly. A blocked path is therefore a potentially volatile situation. Some paths have been obstructed for decades, mainly due to neglect on the part of the relevant responsible Authority. Such situations are even occasionally recorded on the parish survey of 1950. There are therefore two enforcement situations that are faced by the Authority, each requiring a different approach -

1. The path was being walked until recently but is now obstructed either deliberately or by accident.

2. The path has been obstructed for decades, sometimes since before 1950.

6.36 Situation 1 happens rarely. Most landowners will know where a path is if it is being used and would not obstruct it accidentally, they will probably also recognise that if a used path is deliberately blocked it will quickly be reported to the Authority.

6.37 Situation 2 is still relatively common and until West Glamorgan County Council began to increase the funding for path maintenance in the 1980’s the number of long term obstructed paths was far greater than now. Those paths that had the greatest demand have generally been ‘opened up’ already and the remaining paths are those with little or no demand to have them open for use.

6.38 The Authority has a discretionary power to provide 100% of the cost of installing stiles or gates, and normally installs stiles and gates as necessary. Therefore such works are usually undertaken at no expense to the landowner.

6.39 Legislation allows the Authority to either take direct action to have the obstructions removed or to prosecute the offender. However, it is normal practice to find the landowner and discuss the obstruction with them before taking legal action. The vast majority of enforcement issues are successfully dealt with in this cooperative way – especially when the Authority is installing the stiles and gates necessary to open up the path. The discretion to provide 100% of the costs can be withdrawn should landowners fail to co operate with the Authority. POLICY MN17

6.40 When considering taking enforcement action to open up a path the Authority must consider the overall cost of doing so and not just the cost of enforcement. It is likely

that there will be works that the Authority will be responsible for such as clearance or bridges.

6.41 The Authority could secure external funding to support these works as well as the ‘enforcement’ works such as stile erection. However, if the path were to be opened up it would require future works to keep it clear and maintained. This is especially true when formal enforcement is required. Should the Authority secure the removal of the obstructions it must be in a position to deal with any problems for which it is responsible.

6.42 Sometimes substantial obstructions are encountered on public paths, such as buildings. In these circumstances it would usually be in the interests of both landowner and users to divert the path. However it is often difficult to obtain a completed diversion application form from a landowner in such circumstances. It is therefore one of the few instances where prosecution must be a sanction that is available to the Authority. POLICY MN21

6.43 Unauthorised signs erected on public paths can deter people from using them, e.g. ‘Private Road’. The Authority has powers under the Highways Act to remove such signs. POLICY MN22

6.44 A number of incidents have been reported to the Authority over the years regarding walkers and riders being intimidated by landowners or occupiers in order to prevent use of a path. It is an offence to obstruct paths in this way, however, in order to act the Authority requires those who believe that they have been obstructed to agree to be witnesses in Court, and it has proven difficult to persuade people to do this.

6.45 The purpose of taking action of any kind is to have a useable path at the end of that action.

Countryside access and country roads

6.46 Most journeys along the path network will require the crossing of or use of public roads. Generally this is not a cause for concern - minor and quiet country lanes provide a valuable addition to countryside access. However, in some areas of the countryside busy roads can be a barrier to access and a potential danger for walkers and riders. Road verges often provide access between paths in rural areas, but maintenance regimes, design of drainage structures and position of signs can often reduce their value. Some sections of busy roads, such as the A4118 south Gower road, have no verges and this can, in effect, sever the network by making walking or riding between paths too hazardous. POLICY MN10, ACTION AM9

Policies

Maintenance

MN1 All paths in rural areas that are available for use must be signposted where they meet a road. In some circumstances signs in urban areas will not be necessary.

MN2 Maintenance will be prioritised in the following order: where there is a danger to the public, routes promoted by the Authority, level of use.

MN3 The Authority will continue to expand its annual path vegetation clearance programme in order to make sure that as much of the network is open and available as possible.

MN4 All paths that have been signposted where they meet a road will be sufficiently waymarked to enable users to find their way. All waymarking will balance the needs of users, landowners and those of the landscape.

MN5 Where a coastal or riverside path has been severely eroded to render the path unuseable the most cost effective solution will be sought to reopen the path in keeping with the needs of the site.

MN6 The Authority will not improve a path solely for private vehicular users. In situations where there may be an advantage for both private and public users the Authority will consider assisting with the maintenance or improvements to a path in proportion to public and private use.

MN7 The Authority will not consent to third parties changing the surface type of a path unless the new surface is compatible with the public use and liability for future maintenance will rest with the third party.

MN8 Where illegal use of motorbikes is causing annoyance or danger to users and/or damage to the surface of paths the Authority will consider measures to prevent access along paths to motorbikes.

Improvement

MN9 Priority for Improvements will be based on the anticipated level of use, the resources required to carry out the improvements, and where improvements will benefit those with limited mobility

MN10 Road improvement schemes in the countryside will take into account the need of riders and walkers to safely cross or walk along the road. Opportunities should be taken to improve access across or along roads by creating/improving verges, improving sightlines, reducing speed limits or by creating additional path links (See PPO3).

MN11 The presumption will be that path surfaces are left in their natural state. New surfaces will not be laid unless there is a need to make a path accessible, create a route that is suitable for people with limited mobility, or improve a route on a promoted path to encourage greater use. Any decision to surface must take account of the local environment and landscape and the materials used will be in keeping

with the local environment and landscape. Paths in urban areas will be asphalted where the number or potential number of pedestrians makes this appropriate.

Enforcement

MN12 Enforcement policies and procedures as described in appendix 3 will be used to assert and protect where goodwill and cooperation have failed.

MN13 A structure will be regarded as authorised if it appears on the parish maps.

MN14 The Authority will work with landowners and land managers to promote the least restrictive option available in the order of a gap, then a gate then a stile and will seek to keep structures to a minimum. The presumption will be that only gates will be authorized as new structures

MN15 Where a structure is no longer needed for stock control or public safety the Authority will seek to negotiate the removal of that structure to leave a gap.

MN16 Stiles will not be permitted next to existing field gates where it is the intention that the public use the stile rather than a gate. Gates designed for pedestrians will be permitted next to existing field gates. The replacement of a gate with a stile will not be permitted.

MN17 Where a landowner or land occupier fails to co operate with the Authority, the Authority will only provide the statutory minimum of 25% of the cost of installing or maintaining a gate or stile.

MN18 Where ever possible traditional stone stiles and other stone structures will be preserved.

MN19 Where a landowner/land manager creates a new ditch across a path a suitable bridge or structure must be provided by the landowner/land manager.

MN20 The Authority will take direct action to remove any crops or to reinstate obstructed paths, reclaiming the costs.

MN21 Prosecution of offenders will be considered when an offence is repeated, when the Authority is prevented from carrying out direct action to open a route or, in the case of a path being obstructed by a building, when a land owner or occupier fails to apply for a diversion.

MN22 Misleading signs and unauthorized waymarks will be removed and appropriate enforcement taken.

MN23 The Authority will only open the full length of a path, to enable access throughout its length and not just part of a path.

General

MN23 Where it is cost effective to do so, and where there are benefits in fostering greater understanding, partnerships with Community Councils, landowners/tenants, volunteers and organizations such as the National Trust will be encouraged.

MN24 The Authority will continue to offer support to landowners to help them to deal with walkers and riders crossing their land.

MN25 The City and County of Swansea will seek to encourage responsible use of the network and respect for those that live and work in the countryside

MN26 The Authority will recover from Applicants for temporary closures the full cost of advertising the order, and any other costs that it may legitimately recover.

Relevant Policies from other sections – CN1, AL3

Actions

AM1 The Authority will continue to expand its annual path vegetation clearance programme in order to ensure that as much of the network is open and available as possible.

AM2 Where it is likely that improved signs from roads along paths will encourage increased use, signs will be improved by including destinations and distances. Strategic reference: Climbing Higher (appendix 2)

AM3 The Gower Coast Path will be improved in keeping with the landscape and environment and will be maintained as far as possible in its natural state. Strategic reference: Draft Swansea Tourism Strategy; Draft Wales Coastal Strategy (appendix 2)

AM4 All paths in the Coastal Access Zone will be improved to the ‘easy to use’ standard. Strategic reference: AONB Strategy, Objective 25; Climbing Higher (Appendix 2)

AM5 The Community Path Improvement Programme will continue to improve the network on a Community by Community basis. Strategic reference: AONB Strategy, Objective 25; Climbing Higher (Appendix 2)

AM6 In partnership with the Gower Society the Authority will maintain the Gower Way and improve it where necessary. Strategic reference: Draft Swansea Tourism Strategy (appendix 2)

AM7 The Authority will support the West Glamorgan Ramblers Association/Gower Society and other volunteers to carry out practical works on paths and access land.

AM8 The Authority will work with landowners and land managers to promote the least restrictive option available in the order of a gap, then a gate then a stile and will seek to keep structures to a minimum. The presumption will be that only gates will be authorized as new structures.

AM9 Where walkers or riders need to walk along or across busy roads consideration will be given to improving safety by maintaining or improving existing verges and/or to traffic management.

AM10 The booklet ‘Public Rights of Way - A Guide’ will be updated and re-published, to advise users of their rights and responsibilities.

Relevant actions from other sections – AP4, AT1

7.0 Access Land and other access opportunities

Aim To work with land managers to maintain and enhance access to access land and other access opportunities

7.1 The map on page 4 clearly shows that in addition to the path network there is a large area of land that is available to people on foot. This land is mainly access land that was designated under the Law of Property Act 1925 or the CROW Act 2000. However, it also includes:

Nature Reserves Most National Trust land (that is not Access Land) National Nature Reserves (at Whiteford, Fall Bay and Oxwich) Royal Society for the Protection of Birds land at Cwm Clydach Clyne Country Park

The access land Symbol

7.2 The map includes land owned by the Forestry Commission, which in 2006 also became access land. The map does not show some other areas that are also available to the public including some beaches (access to all of our beaches is available and some beaches are shown on the above map), the small number of permissive paths, Lliw Reservoirs, and Penllergaer Woods.

7.3 Public Access across all of this land is only available on foot, but some of it is only by permission. There is access on foot by right to access land and Commons owned by the National Trust (National Trust Act 1907). As described in the Needs of Users section above (section 3) it is unclear whether access on Urban Commons is available to horseriders.

7.4 Although there is a right for the public to use access land there is no duty to maintain the land in such a way as to make it available at all times to the public. Therefore some access land is overgrown to the extent that it is impenetrable and for this reason is not available for the public. Other than on the public paths that cross access land the Authority has no powers to signpost or maintain routes across access land. However, it has been possible in two instances to agree a ‘preferred’ route across access land with the landowner. Such routes do not affect the rights of either the public or the landowner, but are an informal means of maintaining and signposting specific routes where this is necessary.

7.5 The Authority has powers to erect notices so that the public can see the extent of access land and read about any restrictions and their rights and responsibilities. However the Authority has yet to erect any such notices and there does not appear to be any demand for them.

7.6 A small number of ‘Permissive’ routes have also been officially arranged, all of which are for walkers only. These routes were set out with the agreement of the landowners either by this Authority or under an agri-environment scheme such as Tir Gofal.

7.7 Unlike public paths, permissive paths are not permanent and are usually subject to closure after a short notice period. Permissive paths are generally not shown on Ordnance Survey maps and there is often limited public knowledge of these routes. However, in some circumstances they can provide a useful addition to the existing access.

Policies

AL1 A permissive or preferred route established by an agreement with a landowner will not replace an existing public path or existing access land. Where a permissive path is agreed the existing public paths must remain open and available.

AL2 Permissive or preferred routes should only be agreed where they will enhance the existing network.

AL3 Where it is essential that a new link in the network is created (such as on the Coastpath) the link must only be created under the Highways Act.

8.0 Tourism and promotion

Aim To make the most of the path network and access land to benefit the health and well being and economic prosperity of the people of the City and County of Swansea

8.1 The Authority’s path network and access land are valuable assets. Gower is a destination for tourists from all over the world who come to experience the landscape and especially the coast. The path network and Access Land are the main means by which visitors are able to obtain this experience.

8.2 Tourism based on walking in Wales was estimated by the WTB to sustain 5000 jobs and generate £550 million per year. The Pembrokeshire Coast Path was estimated to generate £12 million for the local economy. The foot and mouth crisis in 2001 also demonstrated the economic value of access to the Countryside with many businesses struggling to cope with the sudden drop in visitor numbers. Countryside access is an important and integral part of the Draft Tourism Strategy for the Authority and of the Draft Wales Coastal Tourism Strategy.

8.3 Aside from the pure economic benefits of countryside access there are recreational and health benefits to residents. Walking is considered to be one of the healthiest forms of exercise and it is by far the most common form of exercise undertaken by people in Wales. Walking is also very popular in the City and County of Swansea. In 1 year from June 2006 counters on 4 Gower footpaths recorded 656,000 people passing through. Outdoor recreation can have a positive effect on well-being and in reducing stress.

8.4 The WAG strategy for sport and recreation ‘Climbing Higher’ (appendix 2) aims to increase the health and well being of the people of Wales by a number of means including increasing the percentage of people using the Welsh natural environment for outdoor activities from 36% to 60% by 2023.

8.5 In June 2006 WAG announced that, as part of the Coastal Access Improvement Programme, access to the coast would be improved by the linking together of all of the existing coastal paths to form a long distance Coast Path right around the coast of Wales.

8.6 The Draft Tourism Strategy (appendix 2) aims to encourage visitors to use the Authority’s countryside access facilities by developing specific enhanced walking and cycling trails. This would mean promotion of these routes and improved signage and waymarking. It also aims to develop the Gower Coast Path and improve the Gower Way.

8.7 In 2001 the Authority published three leaflets promoting three short walks that encouraged people to walk to improve their health (Walking the Way to Health). These were the first promotional leaflets that the Authority produced. These were replaced in 2006 by five new leaflets promoting five short ‘Walking by bus’ routes – one at Lliw Reservoirs, and four in Gower. For the first time special marking was used to indicate the routes on the ground and each route was chosen to be as easy to use as possible. The leaflets are available free of charge.

8.8 In addition to the five leaflets described above there are many privately published guide books that describe walks, mostly in Gower, but also in the area to the north of Swansea. Most of these publications are only available locally. A list of the current guide books can be found in appendix 6.

8.9 As the Draft Tourism Strategy recognizes more promotion needs to be undertaken by the Authority to attract visitors in an increasingly competitive environment. At present the Authority’s countryside access resource is under exploited, especially north of the M4. For a relatively small investment in the access infrastructure many times more income can be generated for the local economy. The Authority has, in comparison to other Authorities, been slow to recognize this and there is much catching up to be done. However, the new Tourism Strategy should encourage the development of a network of promoted routes.

8.10 As discussed in Management of the Network nearly all of the Gower Coast Path (approx 63 km 39 miles long) is already legally in existence. The Pembrokeshire Coast Path attracts people to Pembrokeshire as an individual visitor attraction. Therefore promotion of the Gower Coast Path, as part of the All Wales Coastal Path, will have a similar effect – acting as a beacon in attracting walkers to Gower. This will benefit the local economy as well as the wider path network. ACTION AT1.

8.11 The state of the Nations health is causing increasing concern. Walking is a healthy way to get and stay fit and this is recognized in the Climbing Higher strategy discussed above. Many of the aims of the Draft Tourism Strategy will also benefit local users of the path network as well as visitors. It is therefore suggested that the Authority should develop a series of circular walks from or near villages and the urban fringe to encourage visitors to the area and to encourage more local people to walk for the benefit of their health. ACTION AT3

8.12 There is currently little promotional material for off road cycling and none for horse riders. Suggestions have been made by local horseriding Organizations that some routes could be promoted. At the present time there is little known about the demand for such routes or what form they should take, and whether any promotion should be aimed at locals or visitors. It will therefore be necessary to discuss the issue of promoting routes for horseriders with horseriders and horseriding organizations. There may also be opportunities to provide promoted routes for off road cycling and these should also be explored in consultation with cyclists. ACTION AT4.

8.13 Visitors to the countryside have an effect on the people that live and work there. It is therefore important to include in any promotional material advice on how to walk or ride in the countryside responsibly. The Authority already produces a range of signs

to advise people when they are using paths. See appendix 5. POLICY MN24 & MN25, ACTION AM10.

8.14 Any promotion of routes should take account of the need to act sustainably, and the use of public transport or access to the routes on foot, horseback or bicycle should be encouraged (as in the ‘walking by bus’ leaflets). The user survey suggested that most people get to the beginning of their walks by car. However, if local paths were available people would use them without resorting to motorized transport. Despite the need to encourage sustainability many users have requested an increase in the car parking available near the beginning of footpaths. ACTION AT2

8.15 Promotion of any route must be in association with enhancements to the paths that are promoted. People must find the promoted routes in a fit condition for use and as described in the promotional material or they will be discouraged from using them and the resources applied to promote routes will be wasted. They must also find promoted routes easy to follow and, as in the recently published walking by bus leaflets, specific, easily recognizable waymarking should be used.

8.16 A number of Actions and Policies elsewhere in this Plan refer to the condition of the path network, and the condition survey found that the path network was generally in an inadequate condition. This situation has an effect on tourism and use of the network. If people believe that they will find paths obstructed or difficult to use they will be deterred from walking or riding. The promoted network will not include the whole path network and Visitors are likely to use paths that are not promoted by the Authority. From a Tourism perspective, it is therefore it is important that as much of the network is as easy to use as possible.

Actions

AT1 The Authority will promote the Gower Coast Path from Crofty to Mumbles and associated linear and circular walks. Strategic reference: Swansea Tourism Strategy; Draft Wales Coastal Tourism Strategy (appendix 2)

AT2 The Authority will continue to expand the present network of promoted walking routes by producing further ‘walking by bus’ leaflets. Strategic reference: AONB Strategy, objective 26; Draft Swansea Tourism Strategy; Climbing Higher (appendix 2)

AT3 The Authority will create a network of promoted walks based on villages and urban fringe to provide increased tourism and health benefits. Strategic reference: AONB Strategy, objective 26; Draft Swansea Tourism Strategy; Climbing Higher (appendix 2)

AT4 The Authority will consider, in consultation with all users, the promotion of off-road cycling routes and horse riding routes. Strategic reference: AONB Strategy, objective 26 (appendix 2)

AT5 The Authority will continue to improve the web-site by providing potential visitors with more information on the condition of the path network to enable them to plan their walks and rides prior to visiting the area.

Relevant actions in other sections - AL1, AM2, AM3, AM4, AM8

9.0 Statement of Action

OVERALL AIM: THE PURPOSE OF THE COUNTRYSIDE ACCESS PLAN IS TO IMPROVE COUNTRYSIDE ACCESS FOR ALL.

STATEMENT OF ACTION: CONDITION OF THE PATH NETWORK

Strategic reference: AONB Strategy, objective 25, Climbing Higher (appendix 2)

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AC1 The Authority will aim to Approximately 49% of To maintain and Maintain funding City and County 2012 1 have 75% of the network the network is classified improve the at current level of Swansea signposted and easy to as easy to use. network until 75% (mostly involves use by 2012. of it is easy to use statutory duties) WAG Coastal Access Improvement Programme (funds already acquired for year 1) European funds Climbing Higher CCW Rural development fund

STATEMENT OF ACTION: THE NEEDS OF USERS

Aim: To make the countryside as accessible to as many walkers and riders as possible

Strategic reference: AONB Strategy, objective 25, Climbing Higher (appendix 2)

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AL1 The Authority will hold The Authority has a duty To discuss the £10,000 WAG Coastal 2010 2 discussions with those to make as much of the issue with those Access with limited mobility path network as with limited Improvement regarding the best means accessible to as many mobility Programme of providing information to people as possible. (funds already enable those with Limited Much of the network is acquired for yr 1) Mobility to access those already open to those European funds parts of the network that with limited mobility but Climbing Higher are available to them. there is a lack of CCW information re location Rural and condition of routes. development fund AH2 The Authority will open all Proportionately more See Action Maintain funding European funds 2012 1 bridleways (obstructions bridleways are open at current level Climbing Higher removed, legally defined, than footpaths. CCW signposted) by 2012. Rural development fund AN1 The Authority will The current emphasis is See Action £5000 European funds 2017 3 encourage the to encourage people to Climbing Higher participation of people access the countryside CCW from all backgrounds to by bus take part in countryside Access

AN2 The Countryside Access European funds 2017 3 Service will develop links Climbing Higher with other agencies to CCW improve the opportunities for people living in Communities First areas.

STATEMENT OF ACTION: DEFINITIVE MAP

Aim: To ensure that the definitive map and statement provide an accurate record

Strategic reference: N/A

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AD1 A survey of the definitive The Authority is aware of See Action Maintain funding City and County 2010 3 map and statement will be over 65 errors and at current level of Swansea carried out to assess the anomalies on the (statutory duty) number of corrections that definitive map and 17 will need to be made to dead end routes the existing legal record. Once the scale of the problem is known each correction will be considered in an order agreed between Legal Services and the Countryside Access Team AD2 LEMOs will be made LEMOs are currently See Action Maintain funding Statutory duty Ongoing 1 immediately after each made after each new at current level new PPO is confirmed. PPO is confirmed. AD3 LEMOs for the backlog of 55 LEMOs have been See Action Maintain funding Statutory duty 2008/ 1 PPOs will be produced as produced so far with the at current level Ongoing a matter of urgency and a remainder expected to new definitive map be produced by 2008 produced by 2008 and then every 5 years.

AD4 Means of publishing the There is presently no Publish definitive Maintain funding 2008 2 definitive map on the map on the Council’s map on the at current level website will be sought. website Council website AD5 A formal Service Level An agreement is See Action Maintain funding 2007 1 Agreement for PROW currently being drawn up at current level between Legal Services (July 2007) and Planning Services will be established.

STATEMENT OF ACTION: PUBLIC PATH ORDERS (DIVERSION, CREATION AND EXTINGUISHMENT ORDERS)

Aim: To work within the existing legislative framework to improve the network for all

Strategic reference: Draft Swansea Tourism Strategy; Draft Wales Coastal Tourism Strategy (appendix 2)

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AP1 The Authority will lead by The Authority has See Action Maintain funding 2017 2 example and create paths already created a at current level on its own land where it number of kilometres of can be shown that there is new path on its own a need for improved public land. access AP2 To create new paths in the The Authority has See Action Maintain funding 2017 2 formerly excluded area already added a number at current level where it can be clearly of paths in the formerly demonstrated that there is excluded area. a public need and demand for new paths or where a previous order has left a path as a dead end or unconnected to another highway. AP3 To create new paths where The network, especially See Action Maintain funding 2017 2 it can be clearly of bridleways, is at current level demonstrated that there is sporadic a public need and demand for new paths.

AP4 Where there are missing The route of the Gower To create a Maintain funding WAG Coastal 2011 1 links in the Gower Coast Coast Path already continuous at current level Access Path the Authority will seek exists but some sections walking route Improvement to create public paths need to be registered as around the coast Programme public paths of Gower that (funds already follows public acquired for year highways 1)

STATEMENT OF ACTION: MANAGEMENT OF THE PATH NETWORK

Aim: To manage the path network to ensure that it is as available and easy to use as possible

Strategic reference: AONB Strategy, objective 25, Climbing Higher, Draft Swansea Tourism Strategy, Draft Wales Coastal Strategy (appendix 2)

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AM1 The Authority will continue In 2007 The Authority To keep paths £10,000 City and County Ongoing 1 to expand its annual path spent £24,000 on path clear of (total over 10 of Swansea vegetation clearance clearance and over 200 vegetation on at years to be met (this function is a programme in order to paths were cleared least 75% of the from existing statutory duty) ensure that as much of the between 1 and 3 times. network resources) network is open and available as possible.

AM2 Where it is likely that This action is presently To improve signs Maintain funding WAG Coastal Ongoing 1 improved signs from roads being implemented. next to roads at current level Access along paths will encourage where it is likely Improvement increased use, signs will be to encourage Prog (funds improved by including increased use. already acquired destinations and distances. for year 1) CCW AM3 The Gower Coastpath will The Coastal Access The Gower Coast Maintain funding WAG Coastal 2010/11 1 be improved in keeping Improvement Path will be at current level Access with the landscape and Programme has started improved to Improvement environment and will be to improve the Coast National Trail Prog (funds maintained as far as Path already standards already acquired possible in its natural state. for year 1)

AM4 All paths in the Coastal About 1/3 of the total To have a 100% Maintain funding WAG Coastal 2010/11 1 Access Zone will be network is in the Coastal open and ‘easy to at current level Access improved to the ‘easy to Access Zone and work use’ network Improvement use’ standard. has begun to improve it within the Coastal Prog (funds via the Coastal Access Access Zone already acquired Improvement for year 1) Programme AM5 The Community Path Four schemes already To improve 1 or 2 Maintain funding European funds 2016/17 1 Improvement Programme started and two nearly Communities per at current level Climbing Higher will continue to improve the complete year over the next CCW network on a Community 10 years Rural by Community basis. development fund AM6 In partnership with the Waymarking along the To have a well £10,000 The Gower 2012 2 Gower Society the Gower Way has recently marked and easy Society Authority will maintain the been enhanced by the to follow route CCW Gower Way and improve it Gower Society with from Rhossili to where necessary. assistance from the Mynydd Castell Authority AM7 The Authority will support The Authority supports To support Maintain funding The Gower Ongoing 2 the West Glamorgan volunteers to carry out volunteers to at current level Society Ramblers Association/ practical works on paths carry out practical CCW Gower Society and other and access land works on paths volunteers to carry out and access land practical works on paths and access land.

AM8 The Authority will work with The Authority attempts To remove stiles Maintain funding The Gower Ongoing 1 landowners and land to replace as many stiles and gates where at current level Society managers to promote the with gates as possible no longer CCW least restrictive option and to remove both necesssary available in the order of a stiles and gates where gap, then a gate then a no longer necessary stile and will seek to keep structures to a minimum. The presumption will be that only gates will be authorized as new structures. AM9 Where walkers or riders Some sections of busy See Action European funds 2016/17 2 need to walk along or roads, have no verges across busy roads and this can, in effect, consideration will be given sever the network by to improving safety by making walking or riding maintaining or improving between paths too existing verges and/or to hazardous traffic management. AM The booklet ‘Public Rights The booklet is out of See Action Maintain funding The Gower 2008/9 2 10 of Way - A Guide’ will be print at current level Society updated and re-published, CCW to advise users of their European funds rights and responsibilities. Rural development fund

STATEMENT OF ACTION: TOURISM AND PROMOTION

Aim: To make the most of the path network and access land to benefit the health and well being and economic prosperity of the people of the City and County of Swansea

Strategic reference: AONB Strategy, objective 25, Climbing Higher, Draft Swansea Tourism Strategy, Draft Wales Coastal Tourism Strategy(appendix 2)

Ref Action Present situation Objective Additional Potential source Compl- Prio funding required of additional etion -rity to implement funds date action AT1 The Authority will promote There is no promotion of Produce booklet £20,000 WAG Coastal 2010/11 1 the Gower Coast Path the Gower Coast Path promoting GCP (over next 3 Access from Crofty to Mumbles as a singular walk and leaflets years) Improvement and associated circular describing linear Programme walks. and circular walks (funds already acquired for year 1) European funds AT2 The Authority will continue Six routes are already See above, 5 See above WAG Coastal 2010/11 2 to expand the present promoted additional walking Access network of promoted by bus walks will Improvement walking routes by be based on the Programme producing further ‘walking Gower Coast (funds already by bus’ leaflets. Path acquired for year 1) European funds Climbing Higher

AT3 The Authority will create a All of the current series Create 5 walks £15,000 CCW 2017 3 network of promoted walks of walking by bus walks based on the Rural based on villages and the are based on the either urban fringe and development fund urban fringe to provide villages or the urban in northern European funds increased tourism and fringe Swansea Climbing Higher health benefits. AT4 The Authority will consider, There are presently no Consult with £15,000 European funds 2012 2 in consultation with all promoted routes for users. (if required by Climbing Higher users, the promotion of off- horseriders and little for Promote routes if users) road cycling routes and cyclists required. horse riding routes. AT5 The Authority will continue The Authority’s website To provide the £1500 p.a. European funds 2017 2 to improve the web-site by already provides information stored (software licence Climbing Higher providing potential visitors information on some on the Authority’s fees) with more information on walks, applications for database to the the condition of the path modification orders and public network to enable them to general rights of way plan their walks and rides information. prior to visiting the area.

Appendices

1. Consultation process

2. Strategic context

3. Enforcement procedure

4. Diversion application procedure

5. Advice notices erected along paths

6. List of promotional publications

7. Length of path network by Community

8. Dead end bridleways

9. Coastpath

10. Staff Structure

APPENDIX 1

The consultation process

The consultation prior to the publication of the draft CAP consisted of letters to user groups and Community Councils and the distribution of a questionnaire to the public.

The users groups consulted were:

The Gower Society The National Trust British Horse Society The Royal Society for the Protection of Birds Tawe Trekkers walking club Cyclists Touring Club The Ramblers Association Gower Outdoor Group Pontardulais Walking Club The Hiking Club, University of Wales

Responses were received from:

Grovesend Community Council Llwchwr Town Council Upper Killay Community Council The Gower Society The National Trust Gower Riding Club

Between June and October 2005 a survey of walkers, horseriders and cyclists was carried out by asking the public to fill out a questionnaire. Separate forms were used for walkers and horse riders/cyclists. The form was available in Welsh, Large Print and Braille and distributed with a prepaid envelope. 700 responses were received. The questionnaire was available on the Council website and posters advertising the survey were erected on paths throughout the area. It was also distributed to:

- ‘Swansea Voices’; 1000 residents who have volunteered to be consultees for the Authority. - Libraries, information centres, leisure centres, rural shops and businesses. - User groups.

A questionnaire was also sent out to landowners asking for their opinions regarding a number of countryside access issues. 50 questionnaires were returned.

The consultation responses and the results of the surveys are available from the address at the end of the CAP.

APPENDIX 2

Strategic context

A number of documents produced by this Authority and the Welsh Assembly Government refer to countryside access. The references made are mainly about generalised access, walking and cycling. There are very few references to Horse riding. Many references refer to access in an urban setting.

Climbing Higher

This is a Welsh Assembly Government strategy for sport and active recreation in Wales. Its sets out a number of aims in its vision statement to be met by 2023. The relevant aims are: Health • Wales will be as active as Finland is today – 70% of men and women up to the age of 65 will participate in at least moderate-intensity physical activity for 30 minutes, five times a week. • 50% of men and women over the age of 65 will participate in at least moderate- intensity physical activity for 30 minutes, five times a week. Economy • Sport and active recreation industries will support a further 12,000 jobs in Wales Environment • The percentage of people in Wales using the Welsh natural environment for outdoor activities will increase from 40% to 60% and the frequency of experience will treble. • A traffic-free footpath, jogging trail or cycle path should be within a ten-minute walk for 95% of people in Wales

Background A conservative estimate of the current impact of recreational walking in Wales shows it to be responsible for generating income of around £55 million and 3,000 jobs annually. If mountaineering activities were also taken into account, a further £22 million and 1,250 jobs would be added. These figures represent around 2% of rural GDP.

Actions • Support the sustainable growth in quality and quantity of outdoor activity facilities and the infrastructure required to attract more people from Wales to participate more often. Examples include enhancing the network of mountain bike trails and the number of mountain bike rangers. • Ensure all rights of way are fully open to the public

Gower AONB Management Plan

The Management Plan for the Gower Area of Outstanding Beauty (produced by the Authority’s AONB Officer) refers in some detail to that part of the PROW network and

access land in the AONB and sets out a vision, policies and objectives for the countryside access resource. Approximately 66% of the PROW network is in the AONB

Vision A network of public rights of way which is fully open, usable and well-maintained, and has been improved to provide access for all as far as possible. Access land which is clearly identified, and is available for use, unless subject to temporary restrictions. Beaches, which are well managed for public use and meet current standards of management and criteria, including those set by award schemes.

Policies

RR1 Increase the number of public rights of way which are usable.

RR2 Ensure that access land is available for public use and its availability is well publicised.

RR3 Manage and maintain beaches to a high standard.

RR4 Promote the recreation resource in line with the principles of sustainable tourism in conjunction with stakeholders.

Objective 25 To improve the current standard and level of maintenance of public rights of way so that 95% are open, usable and clearly signposted, by 2009.

Actions to achieve objective • Identify routes which are not open • Prepare programme of work in conjunction with rights of way improvement plan

Objective 26 To identify and promote a part of the rights of way network in conjunction with access land (see Objective 23 below) for walking (including circular walks), horse riding and cycling by 2009, taking account of those people with varying abilities and linked to the healthy living agenda.

Actions to achieve objective • Carry out ground survey to check feasibility of route • Consult with interested parties • Produce leaflets to promote easy walks accessible by public transport

Objective 27 To set up arrangements to publish the availability of access land under the CROW Act, and that of any temporary closures and changes, by 2006.

Actions to achieve objective • Identify appropriate methods of publicity • Prepare a working practice note • Implement arrangements for publicity

Tourism Strategy

A draft strategy is presently in production. It makes a number of encouraging references to countryside access. The 56 point draft Action Plan is area based.

Under Area 3, Mumbles, it refers to enhancement of transport links including Cycling and walking trails and routes into Gower.

Under Area 4, Gower, it refers to the following actions that will affect countryside access:

Development of circular, loop and connecting walking and cycling trails using villages as hubs/bases.

Develop round Gower route incorporating Gower Way.

Develop Gower Way as a waymarked route with interpretation and loops and promote with accommodation.

Continued promotion of Gower Explorer and Lliw Link bus services with walking and cycling routes.

Support the development of appropriate infrastructure to facilitate relevant outdoor activity provision including waymarked routes and trails.

Actively promote the development of the Gower coastal path to provide continuous coastal route throughout south and south west Wales

Under Area 6, Mawr, it refers to the following:

Establish network of waymarked walking and cycling trails emanating from main villages

Develop Gower Way as a waymarked route with interpretation and loops and promote with accommodation.

Develop links to and from the Gower Way and Sustrans cycle route

Explore ways of integrating ‘Lliw Link’ bus service with opportunities for walking and cycling in this area

Draft Wales Coastal Tourism Strategy (January 2007)

There is considerable variation in volumes of participation, demand trends and spending for activities around the coast of Wales. By far the largest demand is for walking, (74% participating whilst on holiday) followed by visiting heritage sites (34%) and field study trips (22%). Cycling (11%) and boating (10%) have ‘medium’ levels of participation. Other activities include petrocentric sports (6%), golf (5%), water skiing (2%) and diving (1%).

Of all the activities undertaken at the coast, walking is by far the most popular. There are already a number of coastal paths, including the Isle of Anglesey Coastal Path, the North Wales Path, the Llŷn Coastal Path and the Edge of Wales Walk, Ceredigion Coastal Path, Carmarthen Bay Coastal and Estuaries Way, Glamorgan Heritage Coast Path, as well as the Pembrokeshire Coast Path, providing around 1000kms of footpath around the coast. Sixty one per cent of the coast currently has public access with a further 11% having either permissive access or access from the shore only. Five per cent of the coast is inaccessible (river, dock area, rail lines) and 23% of the coast has no public access.

By encouraging and enabling more people to enjoy physical recreation at the coast, the All Wales Coastal Footpath will bring significant economic benefits to local communities. It will enable more people to enjoy physical recreation at the coast, assisting the efforts to make Wales a fitter and healthier nation.

Walking and cycling strategy for Wales

The emphasis of this strategy (produced by the Welsh Assembly Government) is on the urban environment but there are significant references to countryside access, in particular the economic benefits of countryside access and the need to promote walking and cycling tourism. The Strategy also considers that rural paths must be integrated with public transport interchanges, and that this is a key factor in promoting non-car based walking and cycling tourism.

Unitary Development Plan

These are pre-public inquiry policies and may be subject to change following the Planning Inspectors Decision.

The UDP (produced by Planning Services) considers public rights of way and countryside access in a number of Policies. These policies aim to protect public rights of way and common land from development and to promote opportunities for improved access in the urban area and in the countryside.

Public rights of way are considered in Policy AS3 and EV12.

Policy AS3 Development that adversely affects the safety, enjoyment and convenient use of a public right of way (PROW), will only be permitted where an acceptable alternative route is provided in advance of development taking place.

The stopping up of a PROW will only be permitted in exceptional circumstances.

Policy EV12 The character of lanes and public paths that contribute to the amenity of an area will be protected. Development proposals that include requirements to set back improvement lines, remove hedgerows, and provide new access and visibility splays likely to result in a loss of character will be resisted.

In rural areas the design of any necessary works should be appropriate to the character of the area and should not detract from the landscape or suburbanise the area.

Access is considered generally in policies AS2, AS4 and AS5

Policy AS2 New developments should be designed to: (ii) Provide suitable facilities and an attractive environment for pedestrians, cyclists and other non-motorised modes of transport;

Policy AS4 The creation or improvement of public access routes, including the PROW network, will be encouraged. Measures to achieve this will include: (i) Managing and maintaining the network to accommodate needs of users in a way which maximizes safety and minimizes the potential for conflict between users; (ii) Ensuring that proposed new routes are protected from development proposals which would prejudice their provision or use in the future; and (iii) Ensuring that new development is linked to a public access route or the PROW network wherever possible.

Policy AS5 Development proposals will be required to consider the access requirements for pedestrians and cyclists and, where necessary, provide appropriate facilities and/or infrastructure to encourage their use.

Common land is considered in policy EV29

Policy EV29 Common land will be protected from development in recognition of its importance for agriculture, natural heritage, the historic environment and as an informal recreation resource.

Policy HC26 also has a bearing on access and recreation.

Policy HC26 Opportunities for informal recreation in the countryside and within the urban greenspace system will be promoted provided that:

(i) There would be no harm to the character or appearance of the countryside or urban greenspace, (ii) There would be no loss of amenity to people living in the vicinity or to the enjoyment of other countryside users, and (iii) There would be no harm to sites of importance in terms of natural heritage and the historic environment, and (iv) Access can be provided by a choice of modes of travel, but particularly on foot, by cycle and public transport.

Local Transport Plan

This is produced by Technical Services and is written in an urban context with little reference to countryside access.

However, the strategy and 5-year programme considers under ‘Walking’ (para14.20) that accessibility to the PROW network should be maintained and improved in urban and rural areas.

The LTP includes a Walking Strategy that in para 4.10 considers that

‘Countryside Agencies and Tourist Associations have an interest in promoting walking and cycling as leisure activities in their own right, and as means of sustainably accessing tourist attractions. The Authority will work with these groups to promote walking routes to visitor attractions and to promote walking for pleasure.’

The LTP also includes a Cycling Strategy, and the main priorities for action include: • Completion of National Routes ( Route 4 and 43) and the main feeder links to High Street Station, Pontarddulais and Penclawdd. • Routes into and through Swansea City Centre • Routes linking the University, Student Village and Singleton Hospital with the Celtic Trail. • Routes serving schools, colleges and workplaces.

Community Plan

The community Plan sets out a vision for Swansea’s environment –

“An environmentally sustainable Swansea which is a great place to live where the quality of the environment is within the top 25% of similar areas in Europe.”

It specifies five challenges that will make a measurable difference to (amongst other things) rights of way and countryside access.

APPENDIX 3

Enforcement policies and procedures for public rights of way

The presumption in any enforcement procedure will be that any case will initially be dealt with in a conciliatory and co-operative matter. Only when this approach fails will legal action be considered.

Policies

1. Trees and other vegetation over growing the path from the sides

Relevant legislation

The Highways Act 1980 s154

Notice period for direct action

14 days

Who is responsible?

The owner of land from which trees or vegetation are growing is responsible for ensuring that it does not obstruct the path. The Authority is responsible for ensuring that owners cut back over hanging trees and vegetation that obstruct the path.

Why this is a problem

Paths can become impassable or difficult to use if vegetation on adjacent land grows across it.

Authority Policy

The Authority has the right to remove vegetation growing over a path. Should the overgrowth be so severe that the cost of clearing it is unacceptable to the Authority or if the overgrowth is over a surfaced path the Authority will serve a notice on the owner requiring him to clear the vegetation from the full width of the path.

2. Stiles and gates

Relevant legislation

The Highways Act 1980 s143, s145, s146, and s147

Notice period for direct action

One month

Who is responsible?

The landowner is responsible for maintaining stiles and gates across paths. The Authority is responsible for ensuring that the landowner complies with their duty to maintain stiles or gates and for contributing at least 25% of the cost of stile and gate maintenance. The Authority has powers to provide the whole cost of the maintenance and installation of stiles and gates.

Why this is a problem

Poorly maintained or missing stiles and gates can obstruct a path or make using it difficult or dangerous.

Authority Policy

The Authority will install and maintain stiles and gates as necessary and with out prejudice to the responsibilities of the land owner unless the landowner fails to co operate or obstructs other paths. Should the landowner fail to co operate any missing or poorly maintained stiles or gates will be treated as obstructions and dealt with under the appropriate enforcement policy.

3. Obstructions

Relevant legislation

The Highways Act 1980 s130 and s143

Notice period for direct action

One month Who is responsible?

The Authority has a legal duty to ensure that all paths are clear of obstructions. It also has a common law right to remove anything, without consultation, that obstructs a path.

Why this is a problem

Obstructions (anything placed across or within the path that blocks or limits the width) can prevent use of a path, make use of a path difficult, or limit the extent of the publics’ use of a path. Obstructions can be anything from a strand of barbed wire to a building and can have been in place from a few hours to many years.

Authority Policy

Recent obstructions on paths that are ‘open’

The person responsible for the obstruction will be sent a letter requesting that they remove the obstruction within 7 days. If the obstruction is not removed within 7 days a formal legal

notice will be served on the offender by hand or by recorded delivery requiring him to remove it within one month. If the obstruction is not removed within one month the Authority will remove it and recover costs from the offender.

If the path is obstructed again by the same offender the Authority will consider prosecution.

Minor long standing obstructions (e.g. fences) on paths that are not ‘open’

Officers from the Authority will meet the person responsible and discuss the obstruction and works required to open up the path for public use. The Authority will undertake all of the works to open up the path unless the person responsible fails to co operate. If this is the case the Authority will write to the person responsible and request that they remove the obstruction within one month. If, after one month the obstruction has not been removed, the Authority will serve a formal legal notice by hand or recorded delivery on the person responsible requiring him to remove the obstruction within one month. If the obstruction is not removed within one month the Authority will remove it and recover costs from the offender.

Long standing obstructions that are impractical to remove (e.g. buildings)

The Authority will discuss the obstruction with the person responsible and advise that they can apply for a diversion of the path and the person responsible will be sent a letter confirming the Authority’s position. If the person responsible neither agrees to remove the obstruction or apply for a diversion the only option open the Authority is to prosecute the offender.

Obstruction of alleged paths

The person responsible for the obstruction will be sent a letter advising them that should the alleged footpath become a registered public footpath any structure that obstructs the path (and was placed in it since the date that the path was first alleged) will be considered to be an obstruction and dealt with under the policies above.

4. Electric fencing

Relevant legislation

The Highways Act 1980, s130

Who is responsible?

The Authority has a legal duty to ensure that all paths are clear of obstructions. It also has a common law right to remove anything, without consultation, that obstructs a path.

Why this is a problem

Uninsulated electric fencing across a path is an obstruction, a danger and a nuisance.

Authority Policy

The Authority will request that the person responsible removes the electric fence immediately, or provide a safe means of crossing the fence. If the situation is not remedied immediately the Authority will remove the fence from across the path without further notice. If the person responsible continues to obstruct paths with electric fences the Authority will consider prosecution.

5. Crops and ploughing

Relevant legislation

The Highways Act 1980, interference by crops s137A, ploughing s134

Notice period for direct action

Crops - 24 hours Ploughing - 14 days

Who is responsible?

Landowners and occupiers are responsible for ensuring that paths are reinstated after ploughing and are not obstructed by crops. Field edge paths must never be ploughed. The Authority has a duty to keep paths clear of crops and enforce the law on ploughing.

Why this is a problem

Crops growing across a path can not only be an obstruction but can also cause difficulty in following the path as the path is obscured through the crop. A ploughed field can also be difficult to cross and again the route of the path is obscured.

Authority policy

The Authority will meet the offender and explain the Authority’s policy. The offender will then be sent a letter asking him to reinstate the path within 7 days. If the path is not reinstated as specified in the letter the Authority will serve a formal legal notice on the offender by hand or by recorded delivery, requiring that the path be reinstated within a further 7 days. If the path is not reinstated after 7 days the Authority will reinstate the path and recover costs from the offender.

If an offence is committed in a subsequent years by the same offender the Authority will serve a formal legal notice on the offender giving 14 days to reinstate for a ploughing offence and 7 days to reinstate for a cropping offence.

If an offence is committed by the same offender three times in subsequent years the Authority will consider prosecution.

APPENDIX 4

DIVERSION APPLICATIONS

Summary of procedure

1. Once the application is received the Authority will carry out informal consultations with interested parties. These will include the local County Council member, the Community Council and the relevant user groups. Four weeks will be allowed for receipt of responses to the consultation.

2. Officers will decide the matter under delegated powers or, if contentious, will present a report to the appropriate Council Committee.

3. If the application is approved an order will be made by the Authority. Notices advertising the making of the order will be published in the local press, displayed on site, and sent to all interested parties giving them 28 days to object to the order.

If the application is not approved you will be notified of the Officers/Committee’s decision. There is no right of appeal against an application being refused.

If there are no objections to the order it will be confirmed and notices publishing the confirmation will be posted as above.

4. If objections to the order are received within the 28 day objection period negotiations with the objectors will take place with a view to resolving the objections. If the objections cannot be resolved the order will be referred to the appropriate Council Committee, who may decide to either withdraw the order completely or refer the order, with objections, to The Welsh Assembly Government.

WAG will then also attempt to get the objections resolved. If this is unsuccessful they will appoint an independent Inspector to determine the order. This may mean the holding of a public inquiry.

Tests to be applied before confirming a diversion order

The Council must be satisfied that

- it is in the interests of the landowner, lessee or occupier of the land crossed by the footpath or bridleway

it is in the interests of the public

- it is expedient (advantageous, advisable)

- the new route will not be substantially less convenient to the public than the original route (e.g. is it longer, narrower, more arduous)

- is it expedient to confirm the order bearing in mind the effect of the diversion on the public enjoyment of the route as a whole and the effect on the land crossed by the existing and new routes

APPENDIX 5

Advice notices provided by the Authority

Footpath waymark arrow Bridleway Waymark arrow

PRIVATE PATH DIVERTED

This public path has been NO PUBLIC diverted by order. Please follow waymarks PATH

Public path over private land. Please- DOGS Keep to the path – follow can scare or Waymark arrows

cause injury to Leave gates and property farm animals as you find them

Please put your dog Consider other people on a lead near livestock Keep dogs under close control

Take your litter home

FARMLAND FARMLAND Please close Please keep the gate your dog on a Thank you lead Thank you

APPENDIX 6

Material promoting countryside access

Privately produced past and present publications that promote countryside access in the City and County of Swansea (this list is not exhaustive).

Walking

Cardiff Swansea and Gower Walks Ordnance Survey 2003

Walking around Northern Gower West Glamorgan Ramblers 2003 and the Swansea Valley

Gower Coastal Walks Dr Gordon Avery 2001

Carmarthenshire Coast and Gower Paul Williams 2000 Circular Walks

Circular Walks in Gower Nick Jenkins 1998

Gower Walks The Gower Society 1994

Pembrokeshire and Gower Walks Ordnance Survey 1993

Walking Around Gower West Glamorgan Ramblers 1993

Mawr Community Council – A Lliw Valley Countryside Access 1993 Guide to Rights of Way Project

Gower Farm Trail West Glamorgan County Council 1988

4 Walks in Gower The Glamorgan Naturalist’s Trust pre 1996

St Illtyd’s Walk G Colin Davies pre 1996

Cycling

The Valleys of South Wales, The Nick Cotton 1999 Gower Peninsula and Lower Wye Valley

Cycle Tours Ordnance Survey, Nick Cotton 1996

Horse Riding

No publications

APPENDIX 7

COMMUNITY AREAS – LENGTH OF PATH NETWORK (METRES)

Community Network Order (metres)

Gorseinon 4863 23 Gowerton 16658 14 Grovesend 4239 24 Llangyfelach 12915 16 Llwchwr 8525 20 Penllergaer 2082 27 Pontardulais 13228 15 Pontlliw 3580 26

Mawr 70694 2 Clydach 15054 13

Bishopston 18663 11 Ilston 41127 5 Llangennith, L & C 88,240 1 Llanrhidian Lower 29384 9 Llanrhidian Higher 37451 8 Penrice 39665 6 Pennard 37845 7 Port Eynon 42677 3 Reynoldston 8650 19 Rhossili 42370 4 Upper Killay 10254 18

Birchgrove 3686 25 Cockett 1422 28 Dunvant 5828 21 Killay 5108 22 Llansamlet 11572 17 Mumbles 26435 10 Rest of Swansea 3800

APPENDIX 8

‘Dead-end’ Bridleways and byways

The following bridleways end at a footpath or on common land and therefore there is no through route for horseriders and cyclists.

LL27 Welshmoor LL36 Cefn Bryn LH76 Llanmorlais MU52 Clyne Common BI1 Bishopston BI5 Clyne Common RH1 Worms Head RH21 Rhossili Down LG53 Rhossili Down LD12 Rhossili Down PE13 Overton PD39 Pwll du PD1 Southgate PM5 Penmaen PE22 Port Eynon LC36 Rhydypandy

One of the Authority’s three byways is also a dead end.

PR6 Horton

APPENDIX 9

Gower Coast Path

Links that need to be created to complete the route

Llangennith footpath 27 to Llanmadoc footpath 3 across Broughton Bay 1600m (1 mile)

Penmaen footpath 4 to Pennard footpath 4 across Threecliff Bay 1200m (¾ mile)

Possible link required between Llangennith 32 to Rhossili 3 across Rhossili Bay 4200m (2¾ miles)

Diversions needed to complete the route

RH35 Pitton PE8 Port Eynon Point OX8 Slade Bay LG32 Broughton Burrows

Major works needed

LM8 Rebuild seawall RH35 Cut out rock steps PE8 Cut out rock steps BI32 Steps and safe route

APPENDIX 10 COUNTRYSIDE ACCESS STAFF STRUCTURE

Planning Legal and Democratic

Services Services

Team Leader Countryside Access PO40-43 Three Officers Coastal Access Countryside Access shared with Neath Port Talbot CBC

Coastal Access Senior Rights of Officer Way Officer SO2 SO2

Rights of Way Rights of Way Officer Officer Sc6-SO1 Sc6-SO1

Ranger Team Ranger Team Sc5 Sc5 Sc3 (Temp) Sc3 (Temp)

Glossary

Access Land An area of land with a legal right of access on foot

BHS British Horse Society

BOAT See byway open to all traffic

Byway open to all traffic A public right of way on foot, horseback, bicycle and in any vehicle

Byway See byway open to all traffic

Cycle Track A route that allows the public to walk or ride a bicycle

Condition survey Survey undertaken by Exegesis on behalf of the City and County of Swansea in the Autumn of 2005

CCW Countryside Council for Wales

CAP Countryside Action Plan

CCS City and County of Swansea

CROW Act Countryside and Rights of Way Act 2000

DDA Disability Discrimination Act 1995

Definitive Map The record of all registered public rights of way

Definitive statement A written description of each public right of way that accompanies the definitive map.

GIS A computer programme that allows use of maps and aerial photography on PCs

LEMO Legal Event Modification Order. These change the definitive map after a PPO has been confirmed.

PI Performance Indicator – the percentage of paths that are signposted and easy to use.

PPO Public Path Order. These are the orders the Authority must make if diversions, extinguishments or creations are required.

PROW Public Right Of Way (footpath, bridleway or byway open to all traffic)

Path or public path A none vehicular highway, a footpath or bridleway (sometimes bridleways are referred to as bridlepaths with the same meaning)

Permissive path A route made available with permission of the landowner

Preferred path An unofficial path across Access Land that is maintained and marked for public use with the permission of the landowner. Public footpath A public right of way on foot only

Public bridleway A public right of way on foot, horseback and bicycle

ROWIP Rights Of Way Improvement Plan.

Safe routes to school Scheme to provide children with safe routes to school

User survey Survey of walkers, horseriders and cyclists undertaken by the City and County of Swansea in 2005

WAG Welsh Assembly Government

WTB Wales Tourist Board

References

The following documents have been most helpful in producing this Plan.

Cornwall Rights of Way Improvement Plan Initial Assessments 2005/06

Devon Rights of Way Improvement Plan 2005

The Rights of Way Use and Demand Study – Entec, 2001

Gloucestershire Rights of Way and Countryside Access Plan 2006

Nottinghamshire Pilot Rights of Way Improvement Plan

Rights of Way Improvement Plans – Welsh Assembly Government

Warwickshire Countryside Access and Rights of Way Improvement Plan 2006

Cheshire County Council enforcement policy

Public access to the countryside – Wales Audit Office 2006

Produced by The Countryside Access Team, City and County of Swansea, The Guildhall, Swansea, SA1 4PH Tel 01792 635750 Email [email protected]

City and County of Swansea

Asset Management Plan 2007/2008

April 2007

FOREWORD – ASSET MANAGEMENT PLAN

I am pleased to present the Council’s fourth Asset Management Plan, covering the year 2007/08 as the strategic framework for management of the Council’s property assets.

This plan builds on the work of previous years in developing a policy framework by moving into a more focused implementation phase. It will include support for a range of operational services through Service Asset Management Plans. This will strengthen the link between service and corporate planning and help ensure the property portfolio is sustainable in the long term.

There are a series of major schemes underway that will reach critical stages during the period of this plan. These include opening of the Leisure Centre, Civic Centre, new YGG Llwynderw and St Thomas Primary School.

Development opportunities within the City Centre will shortly be offered to the market and it is anticipated this will be the first step in delivering major improvements in the City Centre.

The Council remains committed to the active management of its property resources. This plan initiates the next phase of that process.

Councillor John Newbury Cabinet Member for Finance

FOREWORD Page No. 1. INTRODUCTION 1.1 Purpose and scope of the Plan 1.2 Context for the Plan

2. BACKGROUND 2.1 Headline performance measures 2.2 The Resource Context 2.3 Corporate Objectives 2.4 Governance Arrangements 2.5 Developing a Sustainable Portfolio 2.6 Structure of the Asset Management Plan

3. ACCESS TO SERVICES 3.1 Improving physical access 3.2 Civic Centre Project

4. OPERATIONAL EFFICIENCY 4.1 Library Services Asset Management Plan 4.2 Social Services Asset Management Plan 4.3 Education Service Asset Management Plan 4.4 Parks Service Asset Management Plan 4.5 Service Tenancies 4.6 Pipehouse Wharf Depot 4.7 Environment Service Asset Management Plan 4.8 Subject Review – Training Premises 4.9 Corporate Office Accommodation Strategy

5. FINANCIAL MANAGEMENT 5.1 Disposal Programme 5.2 Performance of Investment Portfolio 5.3 Review of Concessionary Lettings 5.4 Suburban Shopping Parades Review 5.5 Residential Garage Review 5.6 Review of Agricultural Holdings

6. SUSTAINABILITY 6.1 Energy Efficiency Programme 6.2 Planned Maintenance Programme 6.3 Information Management System 6.4 Major Development Projects 6.5 Highways Service Asset Management Plan

APPENDICES A Updated 2006/07 Work Programme B Work Programme 2007/08 C Key Performance Indicators D Summary of Property Assets E Residential Garages Review F Suburban Shopping Parades Review G Energy Management Policy H Asset Objectives I Highways Services AMP

CITY AND COUNTY OF SWANSEA ASSET MANAGEMENT PLAN FOR PROPERTY ASSETS APRIL 2007

1. INTRODUCTION

1.1 PURPOSE AND SCOPE OF THE PLAN

This is the fourth annual Asset Management Plan for Property Assets (AMP) produced for the City and County of Swansea. It covers the financial year 2007/2008.

The Asset Management Plan applies to all land and buildings owned by the Council, except Council houses.

The recent vote on housing stock transfer will steer the way in which this part of the Council’s ownership is dealt with. In the first instance strategic options will need to be considered. Council housing per se is outside of the scope of the plan but ancillary or peripheral holdings may feature at a later date, depending upon the final stock transfer position.

Infrastructure assets were the subject of a Highways Asset Management Plan presented in early 2006/07 and are covered in paragraph 6.5 below and Appendix I.

The purpose of this plan is to review outcomes and actions from previous AMPs, to identify key projects affecting property assets over the next phase of the Asset Management Plan programme and to provide a work programme against which implementation can be monitored. Previous work plans have been extremely ambitious and have evolved during the life of each document. It is anticipated that this year will be one of consolidation with more targeted outputs.

The AMP is a key part of the integrated corporate and financial planning of the Council. As such it should be read alongside other strategic documents in providing a policy context.

The AMP has been prepared with regard to the most recent guidance issued on behalf of the Welsh Assembly Government and the report from Audit Commission in Wales published February 2005. However, the form of the AMP is designed to be relevant to the current needs of this Council and continuing the previous workstreams, protocols and strategies.

1.2 CONTEXT FOR THE PLAN

In March 2006 the City and County of Swansea produced its third Asset Management Plan (for the financial year 2006/07). This document not only updates the present situation concerning that document (Appendix A) but also sets out proposed actions for the current plan period (Appendix B).

2. BACKGROUND

2.1 HEADLINE PERFORMANCE MEASURES

The previous performance measures reported have been reviewed at both a local and national level. Consequently the new Corporate Property KPIs, as set out in Appendix C, are the subject of regular reporting.

Additional local PIs are monitored as part of proactive performance management to ensure efficient operation of the portfolio.

2.2 THE RESOURCE CONTEXT

A. Capital Programme

There are direct links between the AMP and the Capital Strategy. On the income side, an explicit target of £32.5 million has been set for capital receipts from asset disposal in the four year budget approved by Council (from 2005/06). Similarly, the Capital Programme contains schemes involving direct investment in property assets.

The current disposal programme does not contain schemes anticipated to achieve the net target figure. This is being addressed by seeking to identify developable property through reviews of unused land and SAMP’s. Further work is required that may involve difficult decisions.

B. Revenue Budget

Swansea is a significant land and property owner with some 600 operational properties and 2,200 investment properties. The Council also owns approximately 13,000 Council dwellings. The total estimated value of the non-housing portfolio is around £500m asset value. A summary of the number and type of assets is set out at Appendix D.

The 2,200 non-operational properties produce a gross total income in the region of £5.5m per annum. Analysis by property sector has established that the portfolio is providing a satisfactory rate of return. This income helps support the revenue budget of the Council as a whole, underpinning core services.

The Council’s property portfolio therefore, is a substantial and valuable resource, both in terms of its market value, opportunity cost and impact on service delivery. If property assets are to contribute effectively to the objectives of the Council they must be managed actively and effectively.

2.3 CORPORATE OBJECTIVES

As part of the Council’s annual improvement plan for 2006/07 the authority has reviewed the Council’s corporate plan to ensure a focus on the critical issues facing the Council and the whole community.

The revised corporate plan operates across 5 strategic themes:

− Community − Environment − Health and Well Being − Prosperity − Learning

The Council’s mission has remained unchanged in that the Council will provide services that are amongst the best in the UK and will lead in the achievement of the vision for Swansea. The Council’s overriding aims have been added to reflect the Council’s widely publicised E-Government Programme.

The overriding aims are:

• Providing services that are within the top 25% of comparable UK Unitary Authorities. • Improved customer satisfaction across the board. • Operate as one organisation. • Lead the community and engage with other organisations. • Improve through the E-Government programme, the efficiency and effectiveness of Council services.

Under these strategic themes the Council has further defined a number of corporate priorities.

As in previous Asset Management Plans where specific work areas are identified, their link into corporate priorities under the strategic themes will be referenced.

Excellent service delivery can only be achieved if support services and functions are of a high standard. Therefore, “to achieve effective corporate and strategic management of assets” is adopted as one of City and County of Swansea’s specific key priorities. This relates to the property and land in Council ownership and, includes making best use of operational buildings. This is a strategic principle and priority that will apply to all work streams that flow from this document.

2.4 GOVERNANCE ARRANGEMENTS

The Asset Management Group has continued to meet regularly to consider and monitor all elements of the Asset Management Programme. It has been recognised however that the role and membership of the AMG will need to be strengthened if it is to meet the current challenges.

As part of the regular meetings of the Asset Management Group a number of important policy strategies have been considered. These, in turn, have been approved within City and County of Swansea’s Governance Structure. Full details of the reports that relate to the policies and their implementation are contained in the Appendices .

In particular new policies/strategies have been introduced in relation to:

• Residential Garages (Appendix E) • Suburban shopping parades (Appendix F) • Energy management (Appendix G)

These policies have been formulated to ensure specific compliance with the previously approved Asset Objectives (Appendix H).

The Asset Management Group monitors at Officer level the Council’s four year disposal programme as it relates to the Council’s overall Capital Programme. Progress is reported to CMT and the Finance Cabinet Member and periodically to Cabinet.

2.5 DEVELOPING A SUSTAINABLE PORTFOLIO

Environmental sustainability is a policy requirement for the use of the Council’s assets. As such it is applied to all aspects of this plan. This Section however refers to the long term viability of the Council’s property portfolio.

Recently, a number of workstreams have produced information that has given cause for concern regarding the future of the property portfolio.

The programme of condition surveys commenced under the AMP for 2005/06 is nearing completion. Initial results show that a maintenance backlog of over £330m exists within the operational portfolio. This position has developed over many years and is attributable in the main to under investment in the portfolio.

The current position also shows 83 premises formally catagorised as “poor” within the CLAW classification. Although this does not mean that such premises automatically must close, it highlights that there is a risk to continued operation.

It is clear that this situation cannot be addressed within existing budget allocation and there is not the capacity available within the City and County of Swansea’s budget overall. In particular there is not the potential to increase significantly the asset disposals programme.

Service Asset Management Plans are the vehicle through which service planning and corporate asset management are co-ordinated. They can be used therefore to reconcile property needs and availability. To date the style of SAMPs has been service led, focussing primarily on short comings of premises from a service perspective.

In order to ensure the property portfolio is sustainable in the medium term it is necessary to balance the level of available maintenance spending with the size of the portfolio. As spending cannot be raised to the required level it will be necessary to consider disinvesting in property assets.

The full implications of the strategy have yet to be determined. It is clear however, that development of this strategy will be a key action of this AMP period and for some time to come.

2.6 STRUCTURE OF THE ASSET MANAGEMENT PLAN

The AMP is intended to be a practical tool that sets out the priorities and programme for the plan period. For ease of reference the body of the AMP is divided into key themes for the Council. These are Access to Services, Operational Efficiency, Financial Management and Sustainability.

Within each of these themes, significant tasks for asset management were identified for 2006/07. Each task is analysed in order to describe the current position and further actions identified for 2007/08. Specific proposals for the plan period, intended outcomes and identified links to the Corporate Priorities supported by the task also are defined.

The further actions for the life of this document are set out in the work programme at Appendix B which identifies key milestones and responsible officers. This will enable objective monitoring of progress.

3. ACCESS TO SERVICES

3.1 IMPROVING PHYSICAL ACCESS

3.1.1 Current position The strategy developed previously has continued. During the year a ‘Physical Access Improvement Strategy’ has been written and included as Appendix 6 within the ‘Disability Equality Scheme’. The strategy details the standards and framework intended to be adopted in taking forward any improvements to physical access in any CCS properties where there is public access.

In consultation with the Access Review Group the Access Budget for the year has been allocated for access improvement schemes to the following buildings:

• Guildhall • The Registrars, County Hall • Oystermouth Library • Borfa House • Swansea Museum

The schemes for the Guildhall, Oystermouth Library and Swansea Museum have not been fully implemented because of their listed status and of the consequent need to gain Listed Building Consent in consultation with CADW.

In addition an allowance has been made to start a new programme of Access Audits of public access buildings, including schools. This is a concentrated programme of work that is necessary to inform operational access strategies as well as physical works. It is anticipated that implementation will take around 6 months.

A number of training programmes have been implemented to increase levels of access awareness and technical issues among staff involved in design, planning, maintenance and facilities management.

3.1.2 Proposals for 2007/8

To complete the access audits of all public access buildings and analyse the audit data on a Corporate level to help determine the strategy of physical access improvement. This will be undertaken in association with building managers and users.

To consult with the Access Review Group to help determine the priorities for the Access Budget for the year.

3.1.3 Outcomes

1. Undertake access audits for all public access premises. 2. Prepare a programme of improvement works, in consultation with the Access Group. 3. To ensure good practice in inclusive design is incorporated with CCOS projects.

3.1.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

3.2 CIVIC CENTRE PROJECT

3.2.1 Current Position

Detailed design completed and contracts let on all accommodation works packages, new Contact Centre, new security system and new Central Library.

Accommodation Packages 1 (Library Service HQ and various temporary/permanent moves within County Hall) and 3 (relocation of selected Education Department services areas and Corporate Building Services Capital Design Team) are now completed. Accommodation Package 2 (relocation of various service areas within County Hall) is still ongoing with completion scheduled for mid March 2007.

Design work continues on the refurbishment of the central foyer area of County Hall, the new café facility, new exhibition area and external works.

3.2.2 Proposals for 2006/2007

The construction of the new Contact Centre/Archives began in early January 2007 and is scheduled for completion in July 2007. The installation of a new security system began in January 2007 and will be completed in early March 2008. The construction of the new Central Library will begin in early April 2007 and will be completed by March 2008.

Designs work for the new foyer area, exhibition space and external works will be completed by early April 2007 and contracts will be let shortly after. Construction work for these packages will be completed to coincide with the opening of the new Central Library in March 2008.

3.2.3 Outcomes

1. Complete Accommodation 2 package by March 2007. 2. Complete new Contact Centre construction and fit out by July 2007 with a launch date of mid September 2007. 3. Complete new security system installation by March 2008. 4. Complete new Central Library construction by January 2008 with a launch date of early March 2008. 5. Complete foyer and exhibition space by March 2008. 6. Complete café facility by March 2008. 7. Complete external works package by March 2008.

3.2.4 Links to Corporate/Key Priorities

Key Priority – Improving access to services through Service@Swansea.

4. OPERATIONAL EFFICIENCY

4.1 LIBRARY SERVICES ASSET MANAGEMENT PLAN

Current Position

4.1.1 The Library Services Asset Management Plan has been prepared through the decision making process and identified an implementation programme.

Key areas for change in the short term identified that Library provision was not satisfactory in Brynhyfryd, Sketty, Brynmill and Bonymaen. In the medium term priorities exist around provision in Fforestfach, Penlan, Llansamlet and Pennard.

Work is continuing to identify opportunities to improve provision in those locations. As opportunities are property based they will not always be readily available. Preferred recommendations will be reported to Cabinet as achievable solutions emerge.

4.1.2 Proposals for 2007/2008

To identify potential relocation opportunities particularly centred in the short-term priority locations. Sketty will be considered as a first priority.

4.1.3 Outcome

1. To improve provision and reduce costs. 2. To determine Strategy for existing Central Library premises. 3. To consider medium term arrangements for provision of service at Sketty.

4.1.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

4.2 SOCIAL SERVICES ASSET MANGEMENT PLAN

4.2.1 Current Position

The Social Services Asset Management Plan has been through the decision making process and identified an implementation programme.

Key areas of work that have been further investigated include potential to dispose of surplus land within 2 sites, Norton Lodge and Rose Cross House, detailed investigation required with regards to Gorseinon ADS and Gowerton Resource Centre and further work required in relation to formalising agreements with Health Trusts regarding the occupation of premises.

4.2.2 Proposals for 2007/08

To agree and take to the market surplus land at Norton Lodge and Rose Cross House with the benefit of outline planning permission for residential development.

Agree future utilisation of Gorseinon ADS and Gowerton Resource Centre.

Commence negotiations with the aim of agreeing documentation in relation to formalising agreements with Health Trusts.

4.2.3 Outcome

1. Obtain planning permission for residential development and take to the market. 2. Define policy for Gorseinon ADS and Gowerton Resource Centre. 3. Agree generic form of documentation with Health Trusts.

4.2.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

4.3 EDUCATION SERVICE ASSET MANAGEMENT PLAN

4.3.1 Current Position

The Education Service Asset Management Plan is in its final stages of preparation within the corporate template previously agreed. This will help inform the work of the SOP by identifying potential areas of review and change.

The document is concentrated on educational provision and a review of the asset base against the core data available in relation to condition, sufficiency, suitability, occupational costs and opportunity costs. This has identified a number of significant work streams which will require further resourcing and detailed implementation plans.

The majority of these workstreams will be targeted on maintenance backlog and how best to meet the funding gap. Work is continuing to confirm the extent and priorities within the maintenance backlog and will inform the finalised SAMP. This will enable concentration of additional resources via the disposal programme and ensure more efficient use of existing resources to meet present and future demands.

The SAMP will also provide a robust framework for the progressive review of our schools and for identifying and considering future choices. This review will focus on a number of complementary assessments, particularly suitability, sufficiency, condition, sustainability, common use and deliverability. It will allow the appropriate prioritisation of the available capital maintenance funding and the phasing of such works. It will also assist in prioritising school reviews and in identifying and evaluating potential options for change, and support the formulation of any corporate capital investment strategy.

4.3.2 Proposals for 2007/2008

To conclude the latest assessment of the maintenance backlog.

To undertake prioritised investigations in relation to areas of the portfolio identified as key areas of change as informed by the assessment framework.

4.3.3 Outcomes

1. Prioritised investment to reduce maintenance backlog making the most effective use of the available resources. 2. Finalised and agreed Education Service Asset Management Plan. 3. Specific identified work streams in relation to identified key areas of review.

4.3.4 Links to Corporate Key Priorities

The strategic theme “Learning – to improve the overall quality of educational provision of schools and their buildings and facilities.”

4.4 PARKS SERVICE ASSET MANAGEMENT PLAN

4.4.1 Current Position

The document is in the final stages of preparation and as with previous SAMPs, within the corporate template previously.

The key areas of review cover condition, suitability, sufficiency, occupational costs and opportunity costs. To date investigations have identified key areas of rationalisation not least the requirement to consider the current occupation of Home Farm Depot in the context of the wider depot review; disposal opportunities for surplus open space and play areas and in particular a need as part of the wider review to consider service tenancies.

As with all service asset management plans the fundamental element of this document is the clear understanding of the service needs of the Parks Section. This will determine which areas of land and buildings are potentially surplus to requirements and where support staff can be best accommodated.

4.4.2 Proposals for 2007/2008

To complete the initial Service Asset Management Plan.

To review and identify key areas of change and set out an implementation programme.

4.4.3 Outcomes

1. First stage feasibility on potential relocation of Home Farm. 2. Identify surplus land for disposal to improve the Capital programme. 3. Review of service tenancies.

4.4.4 Links to Corporate Key Priorities

To achieve the effective corporate and strategic management of assets.

4.5 SERVICE TENANCIES

4.5.1 Current Position

It has become apparent there is an inconsistent approach to the 27 “service tenancies” so far identified within the Authority. The assumption has been that employees of the Authority are occupying residential premises at reduced rates on the basis they are performing some service connected to the duties of their post. This has not proved to be the case in the majority of instances and therefore the Council has exposed to potential applications by the employees to purchase the house under the ‘Right to Buy’ provision of the Housing Act. The Council is also subsidising these residential tenancies.

4.5.2 Proposals for 2007/08

It is proposed that a consistent policy is agreed in relation to service tenancies and applied across all service tenancies that are currently in existence, and to any that are subsequently granted.

A report on service tenancies is to be presented to the Asset Management Group early 2007/08.

4.5.3 Outcome

1. To release properties for sale to assist the capital programme. 2. To implement consistent tenancy documents across all occupied premises.

4.5.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

4.6 PIPEHOUSE WHARF DEPOT

4.6.1 Current Position

The original Depot Review completed during 2005/06 identified the need to further review the major depots of Pipehouse Wharf, Heol y Gors and Clydach. All these were affected by other factors, not least the decision on Housing Futures and its impact and staff located at Heol y Gors. Whilst this is still the case the situation concerning Pipehouse Wharf is more pressing due to its failing condition and potentially valuable location.

Pipehouse Wharf Depot is currently occupied primarily by the refuse collection and transportation services but includes other services of the Authority.

The site is in a potentially valuable location and is within an area subject to the River Tawe Corridor regeneration strategy and therefore, if possible, should be released for sale. Any potential disposal is however, subject to a rationalisation and relocation of existing services and potential synergy benefits linking into Clydach and Heol y Gors.

4.6.2 Proposals for 2007/08

During the course of the next 12 months a strategy should be agreed for the potential relocation of existing services either preferably into existing buildings or if not possible into alternative facilities. These proposals should include feasibility in relation to cost and value.

In view of the recent decision regarding transfer of the Housing Stock there is not a short-term need to consider relocating services from Pipehouse Wharf to Heol y Gors. This should be supported only if it can demonstrate a sound business case.

4.6.3 Outcome

1. Develop policy for future use of this site.

4.6.4 Links to Corporate/Key Priorities

To achieve the effective corporate strategic management of assets.

4.7 ENVIRONMENT SERVICE ASSET MANAGEMENT PLAN

4.7.1 Current Position

To date, some preliminary work has been undertaken by the Environment Department in relation to an initial overview of their service related property assets. It is accepted that this exercise should follow the corporate template and will therefore be included in this document within the 2007/2008 workplan.

Environment Department services comprise:

• Planning • Highways and Transportation • Environmental Health • Environment Protection

4.7.2 Proposals for 2007/2008

To complete an initial Service Asset Management Plan.

4.7.3 Outcome

1. Completed SAMP 2. Specific outcomes in relation to public toilets. 3. Release of properties to create service efficiencies.

4.7.4 Links to Corporate/Key Priorities

To achieve effective corporate and strategic management of assets.

4.8 SUBJECT REVIEW – TRAINING PREMISES

4.8.1 Current position

A significant area of cross cutting provision of assets is in relation to the training premises. The scope of this review has expanded considerably as it is apparent that a core number of premises involved in the provision of training space also support the demand for conference and meeting rooms. Furthermore, due to the inconsistent nature of the provision of training rooms the initial findings of the review indicate that further work is needed, particularly in relation to the Civic Centres, with the aim of consolidating a consistent approach specifically in relation to charging for the facilities available. The opportunity cost of owning these premises is significant. Their retention while underutilised therefore should be questioned.

The first steps within the review were to collate the information provided by the heads of service, confirming the premises used for their departmental training and meetings. This showed that the main properties being used were: County Hall, Guildhall, Brangwyn Hall Complex, The Dylan Thomas Centre, Danycoed House and The Mansion House. To a lesser extent, premises included Swansea Museum, Swansea Vale Resource Centre, Borfa House, Llwyncelyn Offices, Canoldre Centre, Grange Bunker Westcross, Cave Street Offices, Home Farm, Solva Road Offices and various libraries and District Housing Offices. These are mainly utilised by those service departments who have control of the specific premises.

The matter of external property being used instead of Council owned has been noted.

Booking data has been requested and provided for selected premises and these are being assessed. Initial analysis has shown that these are not at capacity. All properties have their own booking and cost procedures for rooms and associated equipment, demonstrating the need to develop a single consistent service for the selected training premises, with a clear format covering room and equipment cost, if appropriate.

4.8.2. Proposals for 2007/2008

To undertake specific reviews in consultation with service managers in relation to core premises.

To consider if specialist advice is required to enable a consistent approach for the provision of training / conference facilities.

4.8.3. Outcomes

To identify potential rationalisation or more efficient use of resources.

4.8.4 Links to Corporate key priorities

To achieve effective corporate and strategic management of assets.

4.9 CORPORATE OFFICE ACCOMMODATION STRATEGY

4.9.1 Current Position

There has been a long standing recognition that the use of the Council’s “Head Office” premises should be reviewed. This is intended both to ensure efficient utilisation of the assets and to improve service delivery.

This work is undertaken through the Corporate Accommodation Working Group. The Group comprises designated representatives from all departments of the Authority. Meetings provide a forum for discussion of issues and the representatives act as links to the operational services.

The density of occupation of Guildhall and County Hall has increased significantly over recent years. Both buildings must now be considered at capacity.

There are a number of drivers that give impetus to this process and require early decisions to be taken regarding development of the strategy. These include the following:

• The need to decide on the future use of Penllergaer after it reverts to CCOS in December 2007. • The requirement for “decant” accommodation for implementation of future phases at Guildhall refurbishment. • A decision on the future need for rented accommodation at the Oldway Centre. • Relocation of services to County Hall that may be delivered through the Contact Centre.

4.9.2 Proposals for 2007/08

To meet the timetable it is intended to produce a first cut of the strategy for Summer 2007. This will be a strategic document that subsequently will need validation by detailed design of the proposals.

Availability of adequate services will be critical to delivery of this work stream both in developing the strategy and providing service input. At present the resource has not been identified.

4.9.3 Outcomes

1. An initial corporate office accommodation strategy. 2. Exercise rights to occupy Penllergaer by CCOS 3. A decision as to whether break clauses should be implemented on the leases at Oldway Centre.

4.9.4 Links to Corporate Priorities

To achieve effective corporate and strategic management of assets.

5. FINANCIAL MANAGEMENT

5.1 DISPOSAL PROGRAMME

5.1 1 Current Position

The agreed Capital Strategy profiles expected capital receipts for the period 2005/06 to 2009/10. The table below sets out the profile and the current disposal programme.

YEAR CAPITAL STRAT. ESTIMATED NET PROFILE £ RECEIPTS 2005/06 8,549,000 6,257,403 (actual) 2006/07 5,842,000 4,744,000 2007/08 11,666,000 10,086,000 2008/09 5,182,000 6,369,000 2009/10 1,500,000 960,000 Total 32,739,000 28,416,403

The year 2005/06 produced a budget shortfall of £2,291,597 (net). 2006/07 is also likely to produce a shortfall. However, the situation with regards to year 2007/08 and 2008/09 have improved significantly. Work continues to be done by Corporate Property and Regeneration (Strategic and Economic Development) to identify and bring forward disposal opportunities.

A review has been undertaken of all proposed Housing sites within the draft UDP that are owned by the Council. This has shown little opportunity to bring forward additional sites to support the capital programme.

5.1.2 Proposals for 2007/08

It is clear that receipts from the Disposal Programme are required to make a significant contribution to the Capital Programme. At current estimates there will be a shortfall in receipts much of this deficit being due to disposal receipts being subject to “clawback” provision or already having been committed for existing capital projects.

The Asset Management Team will continue to review the property portfolio primarily by the vehicle of service Asset Management Plan and subject reviews (the role of area review now being seen as more useful than previously).

5.1.3 Outcome

1. To seek to identify additional disposal opportunities to meet the targets set within the Capital Programme. This will only be affective if consistent supporting policy decisions are also taken. 2. To ensure that all disposal opportunities are investigated and reported. If they are not to proceed that any potential loss to the capital programme is recorded.

5.1.4 Links to Corporate/Key Priorities

Achieve effective corporate and strategic management of assets.

5.2 PERFORMANCE OF INVESTMENT PORTFOLIO

5.2.1 Current Position

Through a number of new initiatives including lease regearings and new lettings, additional income of £83K p.a. has been generated. This is in addition to rental income already budgeted.

The key areas of potential increased income identified for the coming year are those 99 year headleases in the City Centre that require review due to relatively short length of unexpired term.

There are number of on going regearings being negotiated with the hope they will be completed during 2007/08 with expected increased income of £60-£70,000 per annum. Further regearings are ongoing with additional income expected but unlikely to be completed during the course of this year. Due to the requirement to increase income these regearings are to be prioritised.

The potential income from advertising hoardings has been investigated with reports being referred to the Asset Management Group and CMT. The position is that income of around £170,000 p.a. could be achieved commercially, but this is constrained by current planning policy. The affect overall is that significant income will not be generated.

The reviews of the residential shopping estates and garage sites as identified as poor performing investments they should not longer being retained and a disposal programme has been identified for the benefit of the wider capital programme.

5.2.2 Proposals for 2007/2008

To continue active management of the commercial estate to increase income wherever possible.

To continue with the programme of city centre lease regearings.

To ensure linkages with other initiatives such as review of concessionary lettings.

5.2.3 Outcome

1. To where possible identify additional income and savings to meet targets set.

5.2.4 Links to Corporate Priorities

To achieve the effective corporate and strategic management of assets.

5.3 REVIEW OF CONCESSIONARY LETTINGS

5.3.1 Current Position

The initial review and approval of concessionary lettings policy has lead to a targeted investigation into the concessionary lettings currently granted.

All those bodies that enjoy the benefits of a concessionary letting in relation to the occupation of Council building have been approached and they are providing information in relation to how their occupation supports service objectives. The information required will also allow for a review of the rental situation. Such reviews will only be carried out when the agreement allows for this to happen.

During the course of 2007/08 all concessionary lettings will be considered and investigated and revised occupational documents will be set in place wherever possible.

5.3.2 Proposals for 2007/08

To continue to apply to corporate policy, in consultation with service managers.

5.3.3 Outcome

It is expected there will be either be increased revenue through revised lettings that do not meet the required procedure or capital receipts could be generated to assist the capital programme.

5.3.4 Links to Corporate Priorities

To achieve the effective corporate and strategic management of assets.

5.4 SUBURBAN SHOPPING PARADES REVIEW

5.4.1 Current Position

As part of the Asset Management Plan Work Programme for 2006/07 a review of the local shopping estates owned by the City and County of Swansea has been carried out. This is set out at Appendix F.

It is apparent that the parades of shops held on long leases at fixed ground rents provide no operational benefit to the Authority. Additionally these premises require officer time which could be better allocated to more productive projects.

The shops review concluded that a policy of selling these shop freeholds should be adopted where only a low annual income is received. This recommendation was endorsed by the Asset Management Group. There has also been consultation with the relevant Ward Members.

There are a total of 46 long leasehold shops and it is proposed that they be split into three tranches for disposal. The first tranche comprising 19 shops at Crwys Terrace, Rheidol Avenue, Townhill Road, Broughton Avenue, Penygraig Road and Graiglwyd Road. Lessees will be invited to purchase the freehold interest in their shops. Should a lessee not wish to acquire the freehold then it will be offered to adjoining lessees. If none of these wish to acquire the freehold interest will be sold on the open market.

5.4.2 Proposals for 2007/08

To dispose of the first tranche of freeholds.

5.4.3 Outcome

To reduce management time currently expended on the shops portfolio and to produce a capital receipt for the Authority.

5.4.4 Links to Corporate/Key Priorities

To achieve the effective Corporate and strategic management of assets.

5.5 RESIDENTIAL GARAGES REVIEW

5.5.1 Current Position

There are a total of 17 non-HRA garages sites and within these sites are a total of 60 garage tenancies. Each tenant pays just £69 plus VAT per annum for each individual site allowing them to erect a garage.

A review the sites has not identified any justification for the retention of the sites by the Council, as they do not contribute to the meeting of any corporate or service objectives (See Appendix E). The low level of rental and the intensive management they require also means that they are burden on resources and do not contribute to the Authority’s financial income.

It was intended that the entire 17 sites be disposed of in two categories; those sites that will remain as garages and those that have some realisable alternative development value. This process would release capital in support of the Corporate Capital Programme.

Consultation on implementing this policy is ongoing as there has been opposition in several wards.

5.5.2 Proposals for 2007/08

If possible, to proceed with intensive disposal programme to reduce management costs and assist capital programme.

If it is decided not to proceed with a disposal programme, alternative management arrangements will have to be considered as resources are unavailable to properly manage the sites.

5.5.3 Outcome

To reduce costs and assist the capital programme.

5.5.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

5.6 REVIEW OF AGRICULTURAL HOLDINGS

5.6.1 Current Position

It had been intended to implement the review of agricultural holdings in previous work programmes but has not been prioritised as expected benefits are not considerable.

Initial work has identified 34 agricultural holdings albeit some in potentially valuable areas. Initially, it is considered that a review of the current Tenancy Agreements should be undertaken to ensure the Council’s position is best protected. This may need some additional expert advice as this is an area of specialism.

5.6.2 Proposals for 2007/08

To finalise agricultural holdings review with agreed outcomes and actions.

5.6.3 Outcome

Financial benefit may not be immediate however, it should at least protect the Council’s position and ensure potential disposals could be brought forward where possible.

5.6.4 Links to Corporate/Key Priorities

To achieve the effective corporate and strategic management of assets.

6. SUSTAINABILITY

6.1 ENERGY EFFICIENCY PROGRAMME

6.1.1 Current Position

Following the Energy Management review by the Welsh Audit Office an Energy Management Policy has been developed in consultation with key Council officers. The Energy policy is set out at Appendix G and is planned for general publication during mid 2007.

Energy consumption and cost data is recorded and analysed for key corporate properties. This information is used to generate reports on the Councils carbon emissions data as required by WAG under Policy Agreement 7a. The second year target (2005/6) for a 3% reduction in CO2 emissions, on the base year of 2003/4, was achieved within corporate premises.

In partnership with the Councils Corporate Contracts team a comprehensive database of all non domestic electricity and gas supplies has been developed, to assist the efficient transfer of energy contracts. The energy contract database also identifies the corporate properties that are exempt from paying Climate Change Levy (CCL) charges (energy tax) within their electricity and gas accounts. These include residential premises and voluntary aided schools. At the start of each new energy purchasing contract, CCL exemption certificates are issued to the relevant electricity and gas supplier for registration with HM Revenue & Customs. This provides an annual utility cost saving of £50K.

During 2006/7 the Council has continued to experience high energy costs for the purchase of electricity and fossil fuels. These increased energy prices have maintained a focus on improving energy management within the Councils’ operations. The need to minimise energy use and utility costs have been key incentives for identifying energy efficiency improvements. These have been primarily energy good housekeeping measures, improved building operating practices and investment for upgrading or renewal of building services equipment.

The monitoring of energy and water data provides the measurement to identify the more energy intensive premises, based on building footprint and type of service provision. This information formed the basis for prioritising the programme of building energy in secondary schools, which will conclude in June 2007. Potential energy cost savings of over £170K per annum could be identified within the thirteen schools surveyed.

A programme of further energy surveys in key corporate buildings will be developed during the summer of 2007.

The Carbon Trust “Low Carbon Buildings Accelerator Programme” has continued to support and promote energy efficiency within the design and construction of Swansea Leisure Centre. During 2007/8 the programme will identify further measures to improve the buildings energy performance during the commissioning and operational phases. A project Case Study will be published on completion of the programme.

6.1.2 Proposals for 2007/2008

Publish the Council’s Energy Management Policy which will formalise the current best practice principles for energy efficiency within the relevant service units. Detailed application of the policy for incorporating renewable energy systems, the use of BREEAM certification and the purchase of green energy will also be developed.

Upgrade the current TEAM energy management system to the new TEAM Sigma system. This will provide opportunities to further enhance the Councils Energy Management services and reporting. A key benefit of the TEAM Sigma system is the potential to incorporate electronic invoicing for all centrally billed electricity and gas accounts. This project will be developed within the Councils eGovernment programme.

Completing the schools energy survey programme and continue further surveys within a number of the more energy intensive corporate properties. The surveys will identify current practices and recommend measures to achieve energy and cost reductions.

6.1.3 Outcomes

1. Publish the Councils Energy Management Policy and further develop policies for renewable energy use and BREEAM certification. 2. Complete the programme of monitoring and reporting property energy consumption and CO2 emissions, as part of Policy Agreement 7a. 3. Upgrade the Energy Management computer system to TEAM Sigma and support the process of electronic billing for energy accounts. 4. Complete the schools energy audit programme and commit to a programme of further surveys within key corporate properties. 5. Continue to support the Low Carbon Buildings Acceleration Programme for Swansea Leisure Centre.

6.1.4 Links to Corporate Priorities

To achieve the effective corporate and strategic management of assets.

6.2 PLANNED MAINTENANCE PROGRAMME 6.2.1 Current Position

Progress in 2006/2007 maintained the emphasis on the importance of developing sound building management strategies including the centralisation of both revenue maintenance and capital maintenance budgets.

Further progress has also been made within the authority in relation to the development of compliance with building related legislation in relation to the management of asbestos, legionella, electrical safety and safety glazing works specifically within school buildings

The process of initial condition surveys is also nearing the completion of the two year programme and this data has been supplemented by the specific knowledge of the authority’s Corporate Building Services maintenance officers. Once complete this will allow the formulation of a comprehensive list of condition ratings as well as indicative maintenance backlog figures enabling the development of emerging strategies in line with departmental service asset management plans.

Whilst the level of knowledge of the building stock is improving the ability to implement a suitable work programme will need to be sufficiently resourced if it is to yield the required benefits.

6.2.2 Proposals for 2007/08

Much of the day to day management of the maintenance requirements are imbedded within normal processes however there are a few key areas of developments within the coming financial year.

• The development of a sound frame work outlining the delivery of a sustainable property portfolio for all operational buildings • The Acquisition and implementation of an Information Management System due for completion this year which will also enable the integration of Property Records to support premises management. • The extension of the current Facilities Management arrangements • Appropriate maintenance plans developed within available resources

6.2.3 Outcomes

1. Completion of initial assessment of condition rating and backlog for all of the operational portfolio. 2. Identification of “risk” of building closure with appropriate action being taken within available budgets. 3. Continuation of appropriate budget provision to enable compliance with statutory requirements in relation to operational portfolio. 4. Development of costed investment strategy options in line with the emerging service asset management plans. 5. Delivery of planned programmes of work in line with revenue and capital allocations.

6.2.3 Links to Corporate Priorities

To achieve effective corporate and strategic management of assets.

6.3 INFORMATION MANAGEMENT SYSTEM

6.3.1 Current Position

The Council has identified through the procurement process a preferred supplier, Technology Forge to provide a corporate asset management system. It is anticipated that the system will be fully live by April 2008 however, it is expected that modules will becoming on stream during the course of 2007/08 with early data migration at the early part of the financial year.

The Council is currently working on a phased dataload allowing continual assessment of data to ensure quality and consistency. Different sections from the Authority are to be invited to take on use of modules to assist in day to day management of assets.

6.3.2 Proposals for 2007/2008

To ‘go live’ on full system by April 2008.

6.3.3 Outcomes

1. Single database of all property data. 2. Improved reporting on key performance indicators. 3. Assist in planned and preventative maintenance planning. 4. To intensify and improve utilisation of service properties. 5. To improve the management of the Council’s commercial investment portfolio. 6. Interfaces to ISIS.

6.3.4 Links to Corporate Priorities

To achieve the effective corporate and strategic managements of assets.

6.4. MAJOR DEVELOPMENT PROJECTS

6.4.1. Current Position

The Council has consolidated its policy position in 2006/07 and now has an adopted Economic Regeneration Strategy which sets the overarching strategic agenda for regeneration in Swansea. Property contributes towards the delivery of the Economic Regeneration Strategy through the Competitive Places theme that seeks to maximise Swansea’s ability to be a competitive location.

6.4.2. Proposals for 2007/2008

There is a raft of policy that responds to the competitive places challenge with action plans that provide a clear agenda for 2007/08.

The City Centre Strategic Framework - Commissioning by the City and County of Swansea and Welsh Assembly Government. The purpose of the Framework is to defined the role for the City Centre and to identify key development and public realm interventions. This strategy has now been adopted by Council and has an action plan that sets the agenda for work on the city centre for a 15 year period. There are a number of key projects which will be started this year including the marketing of the Quadrant/St David’s major retail opportunity together with Paxton Street/County Hall east which enables the connection between the city and the sea and the Sailbridge site.

River Tawe Corridor Strategy - Tawe Riverside Corridor Strategy adopted by Council in October, 2006 and seeks to deliver regeneration along the river Tawe. Key proposals include Morfa Road - Highway, linkages and riverside development and Hafod Copperworks - Development site with historic buildings and riverfrontage.

Swansea Bay Strategy - Work is underway on this strategy which will set out the agenda for improving and bringing more life and activity to the bay. The strategy will be adopted in 2007/08.

6.4.3. Outcome

1. Marketing of Quadrant/St. David’s/Paxton Street/County Hall Site; 2. Marketing of Sailbridge Site; 3. Marketing of strategic sites River Tawe - Corridor of Swansea Bay

6.4.4. Links to Corporate/Key Priority

Prosperity - Work with partner to regenerate the City Centre, Help to increase the number of people in employment across Swansea.

6.5 HIGHWAYS SERVICE ASSET MANAGEMENT PLAN

6.5.1 Current Position

The Service Asset Management Plan for Highways is set out at Appendix I.

The Welsh Assembly Government gave targets for all Local Authorities in Wales to produce a HAMP by April 2006. The County Surveyors Society in Wales appointed OPUS consultants to assist the Authorities to develop a framework for all Authorities in Wales to use to achieve this target. All 22 Authorities have, or are in the process of completing the HAMP’s.

Swansea completed an interim plan in September 2006 to be developed into a final document incorporating valuations, lifecycle plans, deterioration modules, recommendations, etc. The key issues raised in the report highlighting issues around carriageways, footways, street lighting, drainage, traffic signals, etc. The gross value of the highway including all these asset groups, but excluding land, would be £1,168,107,000 with carriageways representing nearly 70% of its value. The backlog of repairs within Swansea is approximately £130,000,000.

Service standards are currently based on attended defects which are often only a short-term solution. Lifecycle plans identify an annual sum of £15.5 million is required to maintain, however, the mean annual level of funding over the last 5 years has been £8.5 million, therefore, the deterioration continues.

6.5.2 Proposals for 2007/08

• To establish a strategy for long-term funding to ensure this level of service is maintained. • To continue ongoing collection of inventory in identifying transparent methods of condition assessments for all asset groups. • To train personnel at all levels to ensure principles of Highway Asset Management are adopted throughout the Organisation. • To ensure linkages with the Council’s Corporate Asset Management Plan.

6.5.3 Outcome

1. To ensure that deterioration of highways assets does not continue at its present rate. 2. To ensure linkages in the capital funding with the Capital Programme within the Authority.

6.5.4 Links to Corporate Priorities

The strategic theme environment - safeguarding and improving Swansea’s environment for all.

APPENDIX A

ASSET MANAGEMENT PLAN WORK PROGRAMME 2006/2007

TASK PROPOSED CURRENT STATUS OUTCOME Improving • Survey 34 • Survey programme commenced. Physical Access premises • Develop • Works programme agreed with Access Programme for Group 2006/07 • Implement • Implementation midway. Some programme schemes delayed due to listed building issues.

Civic Centre • Complete detailed • Design completed Project design • Let Construction • Contracts let in stages, contracts for contract accommodation works, contact centre and library, security work all let

• Completion of Call • No longer in scope. Centre works • Complete Contact • Completion due beginning of July 07 Centre works • Complete Library • Completion due beginning of March 08 works • Complete External • Completion due December 07 works Area Review • Complete G’son • G’son review complete. Programme Review • Further programme not progressed • Consult with Local due to reviewed priorities. Ward Members • Agree programme for Area Reviews Local Shopping • Complete review • Ward Member consultation complete. Estates • Ward Member • Action in course of implementation. consultation • Implement actions Service Review - • Consult on • Audit and Consultation underway. Training Corporate training Some services are slow to respond. Premises needs • Review underway with specific analysis undertaken of individual buildings. • Audit of existing/ • Reporting timetabled April/May 07. potential training premises • Complete review

TASK OUTCOME CURRENT STATUS School • Handover new St • Handover completed January 07 Organisation Thomas Primary Programme • Commence • On programme planning permission construction of obtained new Welsh Media Primary • Develop strategy for Phase 2 of programme Parks Properties • Complete Review • SAMP in final stages, reporting SAMP and SAMP timetabled April/May 2007. Education SAMP • Complete review • SAMP in final stages, reporting and SAMP in timetabled May/June 2007. conjunction with School Organisation Plan Office • Commence • Database of occupation of GH and CH Accommodation project. undertaken. Strategy • Consult & action • Survey of wider service needs via complete. Accommodation • Consultation with interface with Contact Working Group Centre underway. • Formalise stacking plans • Review Rationalisation • Support review as part of SOP Disposal • To meet target • Target shortfall identified. Programme within the Financial Strategy Disposals • Identify all • All available sites identified, and Relating to UDP available sites and progressing/ Limited beneficial Sites programme for opportunities. disposals Review of • To reduce • Consultation on going. No financial Concessionary aggregate benefits yet achieved. Lettings concessions by £5K

TASK OUTCOME CURRENT STATUS Investment • To increase review • Increase of £83K p.a. achieved during Portfolio by £94K p.a. 2006/07 Increased • Conclude • Investigations concluded, report to Revenue investigations on CMT. advertising • Head lease regearings identified to be hoardings completed 07/08 producing £60-70K • Further head-lease additional. regearings Residential • Complete Review • Review complete. Garage Sites • Implement Actions • Ward Member consultation required. • Some actions implemented. Review • Complete Review • Further actions not progressed as not Agricultural • Implement Actions considered priority. Holdings Carbon • Achieve targets of • 6% CO2 reduction target from base Management/En Policy Agreement year of 2003/04 to be reported in June ergy Efficiency 7a. 2007 Programme • Publish a guidance • In abeyance due to no energy targets document for being published by WAG for 2007/08 building management staff • Complete • 75% of surveys completed by March programme of 2007. energy audits within secondary schools • Prioritise further • Programme of further energy surveys energy surveys to be produced on completion of the and capital school surveys expenditure. • Develop Policy • Council energy Policy issued to CMT and Strategy for March 2007 contained in Appendix G Energy • Further sub policy to be developed for Efficiency/Carbon renewable energy use. Management and renewables use • Continue to • Low carbon Buildings Acceleration support the Low Programme continues to provide Carbon Buildings energy efficiency practices within the Acceleration Leisure Centre design and construction Programme for works Swansea Leisure Centre

TASK OUTCOME CURRENT STATUS Planned • Continue actions • Initial condition surveys completed and Maintenance identified in 05/06 costs currently being aggregated Programme Work Programme • Development of • This task will be completed in line with site specific the provision of adequate maintenance maintenance plans budgets • Completion of • Subsequent decision taken by CMT not detailed surveys to progress detailed condition surveys for high priority properties • Preparation of long • Currently being developed as part of term investment the options appraisal for a sustainable strategy property portfolio • Creation of • Currently being integrated into new Property Records asset management database Library Data • To select preferred • Technology Forge selected. Management IT Solution • Implementation on going. Go live date • Implement the new April 2008. system Major • Produce the City • Produced, published and adopted by Development Centre Framework Council Schemes • Produce the • Produced, published and adopted by Economic Council Development Strategy

APPENDIX B

ASSET MANAGEMENT PLAN WORK PROGRAMME 2007/2008

TASK OUTCOME DATE RESPONSIBLE OFFICER Strategy for • Review July 07 AMG sustainable membership and portfolio Terms of Reference of the AMG • Produce initial Sept.07 HOCP report Physical • Undertake Access October 07 HOCP Access Audits • Prepare annual July 07 programme Civic Centre • Launch Contact Sept. 07 ACX Project Centre • Complete Library March 08 ACX • Complete Security March 08 HOCP arrangements SAMP – • Determine Strategy Dec. 07 HOER/HOCP Library for existing Service premises. • To ensure smooth March 08 HOL&C removal to new premises SAMP – • Initiate actions June 07 CSM/HOAS Social identified – Services potential disposals at Norton Lodge, Rose Cross House • Define policy for Sept.07 ADS and Gowerton Resource Centre • Commence June 07 negotiations for formalising agreements with Health trusts SAMP - • Produce database June 07 CSM/HOER Education • Identify Sept. 07 development opportunities – work underway with Operational Managers.

TASK OUTCOME DATE RESPONSIBLE OFFICER SAMP - • Draft SAMP June 07 CSM/Iwan Parks prepared Davies • Identify potential June 07 development opportunities. • Database of June 07 Service Information (suitability, sufficiency, etc) • Prepare option appraisal for Home Sept.07 Farm

Service • Service Tenancies March 08 CSM Tenancies – clarify status and develop strategy Pipehouse • To identify current June 07 HOCP/HOE&T/ Wharf Depot need HOEM • To identify potential relocation alternatives SAMP - • Complete SAMP Dec.07 CSM/Service Environment • Develop strategy Sept.07 Manager for WC’s SAMP – • Prepare database Sept. 07 CSM Review of of current usage Training • Prepare Option Premises Appraisal Corporate • Develop initial Sept. 07 HOCP Office strategy Accommodat • Obtain possession Dec.07 ion Strategy of Penllergaer • Determine strategy Dec.07 for Oldway Disposal • To meet overall Ongoing HOCP/CSM/ Programme targets HOESD • To where possible ensure adequate profiling of receipts Concession- • To implement Ongoing HOCP/Service ary Lettings policy Manager Performance • To meet revenue Ongoing CSM of targets through Investment various means Portfolio

TASK OUTCOME DATE RESPONSIBLE OFFICER Suburban • Implement disposal March 08 CSM Shopping of first tranche of Parades properties Garage Sites • Disposal of various March 08 CSM within sites to assist residential capital programme areas Review of • Identify any December CSM Agricultural potential disposals 07 Holdings • Review legal December agreements to 07 ensure Council’s position Energy • Complete the June 07 HOCP Management programme of /CO2 Energy Audits Emissions within Secondary Schools and prioritise next tranche of audits. • Continue to March 08 HOCP support the Low Carbon Buildings Accelerator Programme for Swansea Leisure Centre Planned • Complete initial June 07 HOCB Property assessment of Maintenance condition rating and backlog for all of the operational portfolio • Identification of June 07 HOCB “risk” of building closure with appropriate action being taken within available budgets • Continuation of March 08 HOCB statutory compliance programme to operational portfolio

TASK OUTCOME DATE RESPONSIBLE OFFICER • Development of Timescale HOCP/HOCB costed investment in line with strategy options in emerging line with the SAMP’s emerging service asset management plans • Deliver of planned Individual HOCB programmes of schemes in work in line with line with revenue and Capital and capital allocations Revenue programme Information • System go live March 08 CSM Management System Major • Marketing Ongoing HOER Development Quadrant/St Projects Davids/Paxton Street/County Hall site • Marketing Sail Bridge site • Marketing sites at River Tawe Corridor

APPENDIX C

ASSET MANAGEMENT PERFORMANCE INDICATORS

Performance Indicator Performance Target National 2006/07 2007/08 (N) or Local (L) PI? CP1 – Amount of additional £83,000 £ L revenue generated from rental income (Annual) CP2 – Amount of capital £5.04M £6M L receipts generated from land disposals (Annual) CP3 – a) The percentage of the 8%* 100% L portfolio for which an access survey has been undertaken.

b) The percentage of the 0% TBC L public access portfolio for which there is an accessibility plan (Annual)

CP4 – The percentage change 6% (over 3 7% on Base N in carbon dioxide emissions in year period) year the non domestic public stock (Annual) CP5 – Percentage of gross A – 1.6% N internal floor space in condition B –17% A-D (Annual) ** C –50% D –31.4%

* 34 buildings out of an estimated 450 public access properties.

** Based on condition assessment of 174 premises, currently subject to regular review as part of a complete condition survey of all Council property assets.

APPENDIX D

SUMMARY OF PROPERTY ASSETS

A. OPERATIONAL BUILDINGS

OPERATIONAL PROPERTIES BY SERVICE NUMBER AND TYPE OF ASSET AREA Council Housing Stock £125,193,850 Council Housing Stock 13140 Sheltered Housing £19,979,250 Sheltered Housing Schemes 32 Education £289,858,960 Schools (incl PRU) 123 Culture and Recreation £48,693,141 Social Services Day Centres 20 Social Services £24,523,940 Homes for the Aged 9 Housing Services £1,072,032 Community and OAP Centres 50 Environment (car parks, £17,206,950 Car Parks 50 crematorium & W.C’’s, Waste Disposal Sites) Corporate (Mansion £15,667,221 Cemeteries and Crematorium 9 House, County Hall, Guildhall, Market, Other) Depots £2,135,620 Public Conveniences 19 Admin Buildings 50 TOTAL £544,330,974 Libraries 18 Market 1 Depots 20 Waste Disposal Sites 5 Liberty Stadium

Non Operational Residential Freeholds 1402 Commercial Properties 625 Parks/Playing fields 129 Agricultural Lettings/Grazing 36 Licences

Source: Council Asset Register 2005/2006.

B. INVESTMENT PORTFOLIO

Major elements include:

• 300 substantial commercial property units at the Enterprise Park let on 99/125 year leases. • 130 small industrial units. • 21 rack rental shops. • 50 suburban shops let on long leases. • 1,100 ground rents on individual houses. • 450 ground rents on flats. • 100 commercial properties let on long leases primarily in the City Centre. • Swansea covered market. • The Quadrant shopping centre. • St David’s shopping centre.

APPENDIX E

Report to Asset Management Group

6th June 2006

Review of Garage Sites

Introduction

Corporate Property Services for the City and County of Swansea Council manage seventeen ‘Garage Sites’ in the Authority area, with a total of sixty tenants. These are separate from other garage sites that are vested with the Housing Department as part of the Housing Revenue Account.

This Report has been undertaken to consider:

• The short term management and possible disposal of these garage sites if considered surplus to the requirements of the Council and • The form of disposal, in view of the differing locations, presentation and size.

The Garage Sites have been considered individually by site inspection, with general condition recorded and also collating the necessary GIS Plans, title records and tenant information to give an overall appraisal of the Sites.

Background

In the early 1960s it was the policy of the Swansea City Council to rent out small plots of land for garage sites (10ft by 18ft). Tenants were granted a six monthly garage agreement to construct their own concrete base and supply and erect a prefabricated concrete sectional garage structure. To reflect this financial commitment the rental consideration was for the land only and did not reflect the value of the structure. In 1960 the rent amounted to £3 +VAT per annum. Existing tenants and new tenants have entered into these agreements ever since, with the rent now standing at £69 +VAT per annum for a 10 year agreement (subject to quarterly notice).

The condition of the garages vary, dependant upon use, location, type of construction and age of tenure. Furthermore, the type and style of construction is not always to the specification indicated by the Authority.

The income received from the garage tenancies are considered low in comparison to the value of the land. Due to the low income and minor queries affecting garage sites management time is not a priority within the workload of the Corporate Property Department. Consequently there are instances of illegal use of garage sites as well as poorly maintained sites.

Most of the sites have direct access from the highway or otherwise over approach land owned by the Authority, which require joint access rights.

Future Potential

The garage sites vary in area from 20 sq. m. for a single garage to 2968 sq. m., for multiple garage sites, with potential to re-plan these sites for extra garage capacity.

Planning colleagues have recommended that certain garage sites should remain as such or be redeveloped into new garage sites only. These sites should be assessed for garage plot capacity and agreed with the Planners prior to sale. Any contract will contain a restrictive covenant that the land will only be used for garage purposes

Consideration has also been given to future residential development potential. Planning colleagues have tentatively advised that certain sites would fit into this category. Therefore, it would be wise, prior to any future sales, that the Authority gains Outline Planning Permission (OPP) on these sites. This would maximize the land value and obtain the best return for the Council’s property.

If these sites are to be disposed of without OPP, then a clause with regards to clawback at 50:50 % (of the profit released by the proposed development) should be included in the sale contract and transfer documentation as a fall back position should the purchaser successfully seek residential planning approval within a period of 20 or 25 years from the date of sale by the Council.

However, the former would be the most beneficial in terms of direct value. The latter is more difficult to manage and with long-term deferred payments.

Option Appraisal

The objectives of this Option Appraisal is to establish the best way forward with regards to the existing garage site. This may be either a more intensive management, or disposal of all/or part of the garage site interest.

The options that can be developed from that simple objective can initially be divided into two potential courses of action, either is to retain all of the garage sites and continue to manage, or to sell.

The adopted Option Appraisal Methodology then sets out a staged process to test each option covers firstly corporate/service objectives, secondly risk and thirdly cost to the Authority.

1. Corporate/Service Objectives

At this stage there can be no justification for retention of the existing garage holdings in meeting corporate or service objectives. They do not contribute financially to the Authority due to the intensive management costs and the link to the income stream and they do not provide a service which could not be better provided by the private sector. Indeed it could be considered that this type of use has limited or negligible social benefit.

It could be considered, therefore, at the first stage that retention of the garage holdings does not meet corporate objectives, therefore, it can be dismissed.

Corporate service objectives are only met by disposal as it meets the financial needs of the Authority

2. Risk

The next stage then is to consider the various options available with regards to disposal and consider these with the adopted Options Appraisal Methodology.

There would appear to be three potential methods of disposal. Firstly is by way of lease to a management company to provide the service, secondly would be partial disposal by variety of different methods and finally would be single disposal of all holdings again by a variety of different methods.

Therefore, there disposal methods need to be considered a stage 2 with regards to risk. a) Lease

• Lease would allow greater control but punitive management costs. • Likely to prove unattractive in the market due to reduced flexibility. • Limited number of potential lessees.

b) Partial Disposal

• Management issues on remaining stock. • Potential partial disposal to management co-operatives – residual • Increased receipts for individual sites. • Increased costs on individual disposals.

c) Single Disposal

• May prove unattractive as single lot. • Long term benefits due to lack of residual holdings. • May not maximize return short term but reduces revenue costs.

It could be considered that the only method of disposal that could be considered to meet an acceptable level of risk would be single disposal due to the overriding risk element of residual management cost.

3. Cost/Value

In terms of cost benefit the three methods of single disposal available to the Authority would be as follows:-

• Disposal of all sites is one single lot at auction/tender.

• Disposal of all sites split into those which offer residential value and those which offer investment as garage sites.

By maximizing potential capital receipt through the identification of those sites which offer development potential the Council will minimise the risk of residual liability and maximise marketing potential.

Preferred Option

Proceed with local consultation on potential disposal on the basis of two portfolios of development sites and garage investments.

Contact Officer: Geoff Bacon Extension: 6145

ASSET MANAGEMENT GROUP.GARAGE SITE REVIEW.GLB

GLB/PS 19/5/06

APPENDIX F

Report to the Asset Management Group

Shop Units Review

2006 1. Background

As part of the Asset Management Plan Work Programme for 2006/07 a review of the local shopping estates owned by the City and County of Swansea was to be completed by September 2006.

The aim of the review and the rationale behind it was that as pure investment properties it has become apparent that the local shopping estates owned by the City and County of Swansea generate low incomes at a disproportionate cost in terms of management resources.

When the shopping estates were first developed, primarily in areas of social housing, they were there to meet a social need and were managed intensively specifically with regards to the nature and type of goods sold.

Clearly shopping demands have changed significantly over the last few years and there is no longer a requirement for the Authority to manage on this basis.

Consequently investigations can be undertaken as to potential for retention purely on a cost benefit analysis.

2. Portfolio

The specific sites that are part of this review are set out as follows:-

Long leases at fixed ground rent

(i) 18-30 Conway Road, Penlan (ii) 86 -96A Rheidol Avenue, Clase (iii) 83-91 Broughton Avenue, Blaenymaes (iv) 54-56 Woodford Road, Blaenymaes (v) 2-24 Parkway, Sketty (vi) 126-130 Townhill Road, Townhill (vii) 5-7A Graigllwyd Road, Townhill (viii) 6-10 St Thomas Street, St Thomas

Single ground leases subject to review

(ix) 60/68 Pentregethin Road, Cwmbwrla (x) Heol Nant Bran, Birchgrove

Single leases at a fixed ground rent

(xi) 19 Carmarthen Road (xii) 62-68 Carmarthen Road (xiii) 61 Crwys Terrace, Penlan (xiv) 145 Colwyn Avenue (xv) 120 Penygraig Road (xvi) 94-95 Port Tennant Road

Short leases at rack rent

(xvii) 8-16 Aldwerwood Road, West Cross (xviii) 106/111 High Street, Dyfatty (xixi) 35/37 Llangyfelach Street (xx) 222-230 Gros Avenue, Townhill (xxi) 4 & 6 Pentrepoeth Road, Morriston

Further details of the lease terms rent payable and the nature of the reviews (if applicable) are in the attached appendices.

3. Review of the Portfolio

At this stage it is immediately apparent that it is the parades of shops held by way of long leasehold interests and fixed ground rents which at this moment in time provide no financial benefit to the Authority. It would only be where it is considered there is significant development potential that it would be worth the Authority retaining interest for future benefit.

There has already been a number of ad hoc disposals within Estates, resulting in there being no benefit in the Authority retaining any remaining interest. Wherever possible then when this has happened these remaining interests should be sold. This should be done on a more proactive basis, however, for the time being where applications are received and there is no benefit or rationale for retaining, then negotiated disposals should move forward.

There are, however, a number of estates where there should be a proactive approach with regards to sales, particularly where they are in relatively high value areas and interest has already been expressed with regards to a potential sale. In particular this would initially apply to Sketty Park and St Thomas.

4. Method of Disposal

Bearing in mind the fact that we are dealing with local businesses and that previous interest that has been expressed, whilst the quickest and least risky method of disposal for the Authority would be to market the freehold interest of the whole, it would be seen to be equitable to offer the purchase of the individual freeholds to the current headlessees.

This would have to be on an all or nothing basis. In other words the Authority should not be left with a residual liability of the individual shop units, or as is the

case with the Sketty Park Estate, areas of footpath which we still have partial responsibility for maintaining.

5. Recommendations

1. That a proactive programme of disposals is entered into, initially targeting those locations with the best chance of sale. This will be on the basis of tenants being invited to purchase their interests.

2. If all the tenants do not wish to purchase their own interests then adjoining tenants in the parade to be invited to purchase these interests.

3. Depending on the outcome of these negotiations further consideration will be taken as to whether we can proceed with the sale of the remainder as a single interest, on the open market. This would have to be on a case by case basis.

4. If in the interim expressions are received from those buildings let on a long lease at ground rents and total disposal of the Council’s interest could be achieved then, work programmes permitting, disposals can be negotiated.

Contact Officer: Geoff Bacon Extension: 6145 28/9/06

ASSET MANAGEMENT GROUP.SHOP UNITS REVIEW.GLB

APPENDIX G

CITY & COUNTY OF SWANSEA ENERGY MANAGEMENT POLICY

Declaration of Commitment

The City and County of Swansea is committed to the responsible use and procurement of energy, in order to support the Welsh Assembly and UK Government targets to reduce greenhouse gas emissions.

Energy conservation contributes to the Council’s Sustainable Development and Welsh Declaration for Climate Change policies, by minimising the adverse environmental effects from the use of fossil fuels within Council activities.

The Council recognises that it can have both a direct and indirect effect on reducing energy consumption. The direct effect is via the Council’s use of energy for operating its Corporate premises, public lighting, transport vehicles and other service provisions. The indirect effect is by influencing the wider community within the Local Authority area.

The Energy Policy aims to demonstrate the Councils responsibility for implementing effective energy efficiency practices, to minimize its environmental impacts and the effects on climate change.

Objectives

Wherever practical the Council will take a proactive and responsible approach to implement the following objectives for the effective management and conservation of energy:

1. Monitoring energy and water consumption Energy and water use within the Councils Corporate buildings will be periodically monitored and reported, with particular focus on the most energy intensive premises.

Where practicable targets will be set to improve energy performance within the buildings consumption of electricity, fossil fuels and water.

A computer based, energy monitoring system will be maintained to provide an effective means of analysing cost, consumption & carbon emissions data and performance measurement reporting.

2. Reducing carbon emissions Supporting international / national policies and local energy efficiency targets for reducing energy related carbon dioxide emissions within Council premises and operations.

Continuing a programme of property energy surveys and assessments, within major Corporate buildings.

Implementing practical solutions to reduce energy waste, with nil and capital cost measures for improving buildings systems and operational performance.

3. Enhancing the built environment Incorporating economic energy efficient systems within the design, construction, refurbishment and maintenance of the Councils corporate buildings and domestic housing stock.

Using a recognised environmental assessment method for all newly constructed Corporate buildings over 1,000M2, as a measure of best practice design and management.

The design and installation of best energy efficient practices within private, public and commercial property developments will be promoted, via the Sustainable Developers Guide.

Selecting the most cost effective and energy efficient lanterns, lamps and control gear within its street and traffic sign lighting programme, whilst actively promoting good street lighting designs to minimise light pollution.

4. Energy Procurement Purchasing energy with due consideration to best value supplier services, cost and environmental implications.

Providing financial guidance for the option of purchasing green / renewable energy, within the Councils electricity purchasing contracts.

Promoting the purchase of energy efficient goods & services in support of the Councils Sustainable Procurement Policy.

5. Energy advice and education Raising staff awareness and providing energy / transport efficiency advice to community groups, businesses and the general public.

Developing a culture of responsible energy use throughout the City & County of Swansea.

Promoting energy conservation and sustainability within the educational provision of Swansea schools, via the “School Energy Conservation scheme” and “Eco schools” programme.

6. Domestic Energy Efficiency & Fuel Poverty Providing assistance and support to the domestic sector for implementing the Home Energy and Utility Funded Energy Efficiency Schemes, the DTI’s ‘Low Carbon Buildings Programme and other energy support programmes.

Working towards the eradication of fuel poverty through the development of practical initiatives for improving energy efficiency and providing affordable warmth within domestic households.

7. Renewable Energy systems Identifying opportunities for utilizing renewable and environmentally conscious

energy sources within the Councils corporate properties and the wider community of Swansea.

Promoting the practical use of combined heat & power systems and other appropriate “low carbon” energy generating systems.

8. Transportation Recognising the energy impact of transport generated by the activities of the Council, including commuting and business travel and, where practical, working to reduce that impact.

Providing input and information to the Council’s Travel Plan for staff, visitors and Council vehicles.

Improving the fuel economy of Council vehicles and maintaining the introduction of alternative, low emission fuels and other technical initiatives to support the Council’s “Green Fleet” policy.

9. Partnership Working Working with key partners, including other Local Authorities and external organisations, to implement and communicate the energy policy objectives.

Networking with other “Energy Groups” including the Carbon Trust, Energy Savings Trust, WLGA, Energy Wales and NEA to maximise the benefits of external grants and resource support programmes.

The Energy Management Policy complements and links to the following policies and plans: The Welsh Declaration for Climate Change City and County of Swansea Asset Management Plan City and County of Swansea Sustainable Development Policy City and County of Swansea Sustainable Procurement Policy City and County of Swansea Council’s Improvement Plan Swansea Community Plan Swansea Environment Strategy Private Sector Housing Renewal & Disabled Adaptations Policy to Provide Assistance – Directorate of Social Services & Housing Real Changes’ Swansea’s Affordable Warmth Action Plan 2005/2008. Street Lighting Policy

This policy statement was adopted in April 2007

APPENDIX H

CORPORATE ASSET OBJECTIVES

Improve living and working environment • Through the Council’s property assets to improve the living and working environment in Swansea in accordance with the Council’s corporate objectives;

Maximise development and regeneration opportunities • To actively promote, plan and prioritise development and regeneration opportunities in Swansea and to provide assistance to developers and end users;

Align property portfolio to corporate objectives • To achieve a high quality, sustainable portfolio of property and other assets for the Council which is defined by its corporate objectives and service delivery needs;

Optimise value generated from portfolio • To ensure that the opportunity cost of holding land and buildings is minimised and through proactive estate management and the disposal of surplus assets that the value of Council assets is optimised. To optimise rental income and the efficient use of the Council’s investment portfolio;

Change property portfolio only in accordance with corporate objectives • To ensure that all changes in the size, nature, use and operation of the Council’s properties including acquisitions, developments and disposals, are in accordance with the Council’s objectives, long-term property strategies and policies and support the continuous improvement of services;

Optimise use of property as a corporate resource • To establish a culture whereby property is seen and managed as a corporate resource, in order to maximise benefits to the Council, and to the community as a whole. To optimise the use of the Council’s property assets and promote a flexible and innovative approach to the management of property including joint use;

Integrate property strategy with other elements of planning framework • To ensure that property plans, policies and standards are coordinated and integrated with all of the Council’s other plans and strategies;

Ensure compliance of property estate with statutory requirements • To ensure that the estate and its management conform with the legislation, good practice including Best Value, and external requirements including those of the National Assembly for Wales.

APPENDIX I

CITY & COUNTY OF SWANSEA

bcd

HIGHWAY ASSET MANAGEMENT PLAN

General Summary

INDEX

Item Description Page No.

1 Introduction 3

2 Asset summary, valuation & Investment 4

3 Asset condition 7

4 Levels of service & service options 10

5 Risk management 11

6 Forward works programme 12

7 Performance gaps 14

8 Future developments 15

9 Conclusions 16

CITY AND COUNTY OF SWANSEA HIGHWAY ASSET MANAGEMENT PLAN INTERIM DOCUMENT

1.1 Introduction

This document whilst in summary form sets out the principles the City and County of Swansea is to adopt to manage future maintenance of its highway asset.

This Authority in conjunction with all other Welsh authorities have agreed on a common framework to ensure a consistent approach across the principality.

1.2 Drivers for adoption of asset management

Welsh Assembly Government required all Welsh authorities to prepare highway asset management plans by 1st April 2006. This requirement is the next phase of the work that result in the previously published Corporate Asset Management Plan which cover each council’s corporate property holdings. This project should ensure a degree of consistent response to this requirement.

Whole of Government Accounts will introduce commercial-style accounting practice across the whole of the public sector. It will be produced on an accruals basis using Generally Accepted Accounting Principles (GAAP) adapted where necessary for government purposes. This Resource Accounting and Budgeting approach will require all local authorities to place a value on their highway assets. This will be used not only to assess replacement value, but also to assess the level of depreciation so that current value can be recorded in the accounts.

The Prudential Code has been introduced to govern the way in which local authorities manage their assets. It requires them to have explicit regard to option appraisal, asset management planning and strategic planning when making capital investment decisions and to demonstrate that their plans are affordable, prudent and sustainable. The Code enables authorities to choose between revenue and capital intensive options to service deliver, undertake “spend to save” capital schemes and to undertake self funded investment where it can be afforded. The Code enables local authorities to make a better use of the asset management plan than was possible under previous arrangements.

Asset Management initiatives within the City and County of Swansea The Corporate Asset Management Plan was first produced in April 2004 and deals with the management of Council property: this is being further developed to include all assets including the highway network.

1.3 The Highway Assets covered:

Although it would be desirable to include all highway assets in an Authority’s Highways Asset Management Plan (HAMP), initially the following seven significant asset groups were considered in some detail in the lifecycle planning process with the summary findings being presented here in this interim document

• Carriageways • Footways • Structures • Drainage Systems

• Street lighting • Traffic Signals & Pedestrian Crossings • Signs

2. Asset Summary

2.1 Inventory

Highway Asset inventory data held by the City and County of Swansea varies considerably depending on the particular asset. The Authority has chosen methods of collection that result in real benefits to the service, examples which are set out below.

Drainage Inventory – Gulley crews as part of the cleansing regime collect inventory data on new or previously unknown asset. They also report condition, update records or complaints, record cleansing activities and advise on future frequency of cleaning.

Signs – An officer collects metadata on all new signs, photographing non standard items. He also undertakes cleaning, minor repairs and produces a programme for removal of obsolete and repair of damaged signs.

The Authority has heavily invested in geographical information systems that give accurate information on a number of assets but this is sometimes not supported by text and figures.

Comment of completeness and reliability of Asset Group Quantity data held

Roads Accurate road lengths, deflectograph information • A 125.1 km on Principal roads. CVI data on B+C roads. Scrim • B&C 226.5 km data on classified network. MRM on /////// Raw • Unclassified 731.6 km scoring on unclassified streets. Driven and walked safety inspections at appropriate • Total 1083.2 km frequency as per regime.

Footways 1500 km Footway and cycleways lengths estimated. Cycled and walked safety inspections at Cycleways 10 km appropriate frequency as per regime.

Structures Generally good information on bridges, this

includes condition • Bridges 36,000sq.m Data on retaining walls is approximate only some

• Retaining walls patchy condition information 16km Street Lighting Very good information on columns, lanterns, • Columns 26,453No lamps and cable runs, 95% collected on GIS • Cable network system and Mayrise database. Some condition 1800km information available

Traffic signals 86 No. Good information on poles, heads, controllers, • Junctions 62 No. cable runs etc. Some condition information • Crossings available 95 No. • Others

Good information on posts, signs, cable runs etc. Illuminated Signs 2,993 No. Some condition information available

Non illuminated Good information on posts, signs, etc. Some signs 40,000 condition information available

Drainage 37,000 No. Data on 95% of gulleys collected and referenced on GIS system with condition information. 300 km Data on pipes and drains is approximate only • Gulleys Pipes Some patchy condition information

Table 2.1 Summary of Highway inventory by Asset

2.2 Asset Value – Gross replacement cost

The replacement cost of the asset is as follows, the costs are based on construction as from new excluding cost of land

Estimated GRC Percentage of Network Asset Quantity Unit Cost (Million) (by GRC)

Carriageways • Principal 125.1 1,245K/km £155,759K 69.8% • B&C classified 226.5 810K/km £183,465K • Unclassified 731.6 650K/km £475,540K

Footways 150km 68k/km £102,000k • Footways 8.7%

• Cycleways 10km 68k/km £680k

Structures 6,000sq.m 2,500/sq.m £90,000 11.8% • Bridges 3000k/km £48,000 • Retaining walls 16km

Drainage 37k 175each £6,475K • Gullies 300km 75k/km £22,500k 2.5% • Pipes (estimated) • Manholes 1000 750k £750K

Street Lighting • Columns 26453 600 No £15,872K 6.1% • Cable network 1800km 30 k/km £54,000K

Traffic Signals • Junctions 86 53.6k £4,610k • Crossings 62 19.8k £1,228k 0.6%

• Others 95 8k £1,228k

Signs 40,000 150 6,000 0.5% Total 1,168,107k 100%

Table 2.2 Summary of Highway inventory by Asset

2.3 Investment in the Asset

The following tables show revenue and capital investment in the various asset groups over the last 5 years.

Revenue Expenditure 2001 - 2005

Asset 2001/02 2002/03 2003/04 2004/05 2005/06

Carriageways

Routine 6 8988

Planned 9 2114

Footways 32434

Structures 11111

Drainage 8 9998

Street

Routine 6 6666

Planned _ ____

Energy 34347

Traffic Signals 12122

Signs & Road 4 4543

Others 2 3334

Total 4 6655

Table 2.3a Summary of Highway Maintenance Revenue Expenditure by Asset (£000’s)

Capital Expenditure 2001 - 2005

Asset 2001/02 2002/03 2003/04 2004/05 2005/06

Carriageways 2,280 636 1,188 1,517 2,200

Footways 300 576 841 348 432

Structures 216 347 755 235 417

Street lighting 355 313 479 382 320

Total 3,151 1,872 3,263 2,482 3,369

Table 2.3b Summary of Highway Maintenance Capital Expenditure by Asset (£000’s) Excluding transport grant

Summary of Highway Inventory by Asset

10000 9000

8000 Combined 7000 6000 5000 Re ve nue 4000

Expenditure 3000 Capital 2000 1000 0 2001/02 2002/03 2003/04 2004/05 2005/06 Financial Year

The City and County of Swansea in 2004 re-assessed its budget priorities setting out a 5 year plan for spending on Carriageways - Strengthening, renewal, surfacing and repairs Footways - Renewal, surfacing, repair Drainage - Improvement Lighting - Renewal and improvements Structures - Bridge strengthening and repair A raw scoring method was used to identify need on the network particularly related to carriageway, footway and lighting conditions. This information together with more formal methods of assessment for carriageways was used to allocate available funding. Successful capital bids and consistent revenue settlements together with commuted maintenance allowed allocation of resources to be made over there next 5 year term.

3. Asset Condition The condition of highway assets in general and even within a particular asset group varies considerable. Condition is dependant on the method of assessment and coloured by “opinions” professional or otherwise. In general there is broad agreement with professional highway engineers that existing methods of data collection i.e. deflectograph, course visual inspection, scrim etc. can, and will, only provide part of the picture and that the decision making process on need and type of treatments requires a broader assessment of risk. Resources allocated to assessment needs to be appropriate to ensure investment in maintenance works is efficient and effective. However, it is also important to have sufficient reliable information available to make appropriate bids that stand up to external scrutiny. The collection of data to satisfy local and national performance indicators can be onerous and questionable when used as comparison with other Authorities. However the information can be of assistance especially when reporting information at political level.

The City and County of Swansea have adopted a pragmatic approach to assessment of assets i.e. 80% result with 20% effort. Table 3 shows the methods currently by the City and County of Swansea to assess condition 3.1 Current condition The current condition of principal and non-principal roads as measured by deflectograph and CVI is improving in Swansea as a result of its 5 year plan, the current figure being 18.2% and 20.9% respectively SCRIM levels on these roads are generally good with few areas of concern. Less information is available on unclassified roads and streets but number of claims and complaints are falling. In relation to footway condition, Swansea has applied a policy of replacing precast concrete slabs with bitumen which has improved the safety and reduced the number of reported trips and falls significantly. However, there remains a significant percentage of footway that is life expired. The street lighting stock in Swansea is in fair condition only, with approximately 30% older that 30 years. A significant number of columns have structurally failed and require immediate removal or replacement, this trend is continuing.

Condition of highway bridges is fair to good, 6% of which have weight restrictions due to poor structural condition. Retaining walls are in the main in a very poor condition with many approaching or at the end of life, some failures have resulted to long term restriction or closure of the adjacent highway Signals and pedestrian crossings are in fair condition with 20% of the stock over 15years old Signs illuminated and non illuminated and other street furniture vary considerably in condition a significant percentage are life expired or are no longer required

3.2 Backlog

An initial assessment of the cost of the backlog of work required to bring the various assets up to an acceptable condition

Asset Quantity Backlog costs £ Roads – Principal 16km (13%) 16,000k Non Principal 36km (16%) 13,500k Unclassified 146km (20%) 22,800k Footways 300km (20%) 20,000k Streetlights - Cable network 180km (10%) 5,400k Street lights 8,000 units 4,800k (30%) Traffic signals/Ped. 48 locations 710k crossings (20%) Signs all types 4,000 (10%) 600k Drainage 10% 3,000k Structures – Bridges 17 No. (6%) 10,000k Retaining walls 5.3km (33%) 16,000k Other (assume 1% value of Not applicable 1,120k above) TOTAL Backlog Costs 113,930k

3.3 Desired condition The desired condition would be where all assets are fit for purpose and funding allows all repairs to be undertaken in a planned and organised manner as set out in the respective lifecycle plan.

However In the absence of a very significant additional financial resource becoming available this is not attainable. A more realistic condition would be that of steady state this would be achievable with a much reduced additional level of funding. This is, however, dependant on a number of key issues such as HGV levels, transport policy, new legislation regarding streetworks. It is essential that the implications are communicated to politicians, partner organisations and users.

Any improvement in condition is likely to be in specific areas as a result of successful transport grants but will be short lived. The City and County of Swansea are not currently considering funding through PFI as it appears financially unsustainable. In simple terms the highway network must be safe for users and open for business Asset Condition assessment Current condition Desired Condition Roads Principal Deflectograph and Scanner 18.2% <10% Non Principal Course visual inspection 20.9% <10% Unclassified Course visual Significant percent of streets Small percent of streets described inspection by described as in poor condition as in poor condition officer Footways Course visual inspection by 20% requires renewal <5% require renewal officer on referrals from safety inspectors Highway 17 Bridges with weight Structures restrictions 10 bridges being Biennial inspections and 6 rated No weight restrictions Bridges yearly principal inspections Very poor several full or partial No risk to road users and adjacent Retaining walls e Reactive only road closures property owners Street Lighting Columns and 3 yearly Visual inspections ad- High number of columns Small number of columns lanterns hoc electrical inspections structurally unsound and structurally unsound, most areas significant areas with poor with good standard of lighting standard of lighting Cable network that is fit for Cable network No inspection regime Most cable network over purpose 70years old condition varies. Knowledge based on faults Signs Illuminated Periodic visual inspection High percentage requires repair Low percentage requires repair or or renewal renewal

High percentage requires repair low percentage requires repair or Non illuminated Periodic visual inspection or renewal. Large number of renewal. All signs present are signs need to be removed required

Traffic Signals Junctions Annual visual and electrical Fair condition. Minimal impact Modern UTC system inspection on all signals on traffic flow Crossings

Drainage Gullies Annual visual and mechanical Significant number of gulleys Small number of gulleys require inspection require renewal or repair renewal or repair

Periodic visual and mechanical A number of pipe systems are An acceptable number of pipe Pipes inspection inadequate or require renewal systems are inadequate or require renewal

Table 3 Method s of assessment and condition

4 Levels of Service & Service Options

Levels of Service

Levels of service may relate to safety, availability, accessibility, condition, environmental impact, customer service and financial performance and is defined as follows

“The specific service quality for a particular activity or service against which performance may be measured”

Levels of Service are an integral component of the asset management process. They are used to determine service delivery levels or Service Options for each asset group, which can be measured and evaluated against each other using common criteria, typically this would include cost, benefit and risk analysis.

Initial levels of service will be predominantly based on current practice and predicted future asset performance and will be the subject of regular monitoring and subsequent development. Suitable local performance measures may need to be introduced and annual reviews undertaken to determine actual asset performance against pre-defined targets.

Description on each Level of Service

• Statutory Minimum : Meeting statutory or legislative requirements only

• Existing: (funding) Is the effect of a continuance of current funding levels

• Steady State: Retention of current levels of condition and performance

• Requested Service: Is one based on customer expectations and/or political aspirations

• Optimum Service: Assesses constraints as well as desires to identify an economically optimum Level of Service. This option is determined from the life cycle planning process.

• Attainable Service: Re-interprets the optimum option in the light of available Resources (e.g. budget constraints)

Initially Service Options will be developed for each significant asset group, covering

a) The current situation or level of spend, existing level of service and b) That required to maintain the asset in its current condition or level of performance i.e. Steady-State level of service

Ultimately it is envisaged that the development of levels of service will be expanded to include all of the service options identified above.

An example of how Service Options could be developed for an asset group such as roads is shown below.

Categories Level of service current funding Steady State level of Service

Availability etc Level of availability generally Reduction in frequency of good but regular failures of some failures but still assets result in unacceptable unacceptable levels of levels of restriction restriction Accessibility etc Weight restrictions on some No increase in restriction bridges etc. prevent some traffic having appropriate access

Condition BVPIs continue to decline, BVPI values remain at compare poorly with other current levels counties in the longer term

Customer Service Good response to customer Good response to customer complaint complaint where safety issues where safety issues raised with raised but below acceptable improved service level when dealing levels in dealing with non urgent repairs with non urgent repairs Financial Performance Maintenance backlog will Asset value will stabilise increase and asset value continue to decline

Planning & Programming Short term planning highly Medium term planning, reactive reactive actions at acceptable levels Safety Heavily reliant on safety Less reliance on safety inspection regime inspection regime

Table 4.1 Example: - Summary of Service Options for Roads

5 Risk Management

Introduction

Managing risk is an integral part of the management of the highway asset. All activities from identification and prioritisation of defects to the establishment of budgets have risks associated with them. The purpose of this section is to introduce a process of managing these risks in a holistic manner.

A growing need to manage risk is as a result of increased litigation. Significant sums of money are paid out by authorities for public liability claims there is also the issue of corporate manslaughter charges that face some authorities.

The objective of applying risk management within the asset management plan is to identify the specific risks associated with the management and operation of the network and by doing so ensure that these are managed in an appropriate structured and auditable manner.

Risk Management in operation

The City and County of Swansea has a risk management strategy and procedures are being developed. A department and authority wide risk assessment has been undertaken and has identified “Failure to adequately maintain structural integrity of highway assets” as a corporate risk

Specific Identified Risks

• Insufficient funding • Highway claims for personal injury and 3rd party property damage • Flood management

• Maintaining Health and safety standards • Unsafe and Inadequate street lighting • Ability to recruit high calibre staff

In addition there is a new risk of Corporate Manslaughter and the implications from the adoption of the Road Death Investigation Manual by the police.

6. Forward Works programme

6.1 Current practice

Programmes are developed in Swansea based on the following criteria in priority order

• Need i.e. condition, safety, availability • Key performance indicators relating to corporate plan • Geographical allocation of resources

Each service area is allocated capital budgets to supplement ongoing revenue funding which in real terms is reducing year on year.

Detailed programmes per service area are developed using the following information.

• Safety Inspections • Deflectograph • SCRIM • CVI • Public reports • Specific officer assessments

As some capital finance has been allocated to maintenance and fixed for 5 years the service has produced 5 year works programme in following service

• Carriageways

• Footway

Similar programmes are currently being developed for street lighting and highway structures.

Annual programmes are put in place for

• Safety barriers • White lining • Drainage schemes >£5K

The vast majority of work programmes are completed each year. On occasions additional funding becomes available in these situations schemes are brought forward.

6.2 An Asset management approach

Some aspects of the current practice fits with good practice, however, a number of issues and factors prevent significant development, these being

• Transparent methodology of establishing condition • Corporate decision on service standard and appropriate funding

Other factors outside the highway authority’s control are

• Utility operations • Urban and regional development plans • Regional transport plans

The medium term aim for highways authorities is to ensure current standard of network does not deteriorate further i.e. to achieve a “steady state” level of service.

Table 6.3 below compares existing level of service funding with steady state level of service funding. The steady state level of funding has been derived from life cycle plans and associated costs built up from individual elements. The life cycle plans and unit costs have been agreed by all Welsh Highway Authorities to ensure a consistent approach.

However, no allowance has been made for current condition/historical maintenance which is unknown and is likely to differ significantly between authorities.

Estimated Annual Funding Need (£ 000’s) Existing level of Service based “Steady State” level of Service Asset Group on 2005/2006 budgets Roads (Carriageways) 3,491 6,717 Pavements (Footways) 890 4,379 Structures 616 1,150 Drainage 838 1,200 Street Lights 1,690 1,900 Traffic Signals 200 250 Signs and road markings 387 500 Other Assets 435 500 Total 8,547 16,596

Table 6.3 Summary of Annual Funding Need

7. Performance gaps

This identifies shortfalls in information; resources etc. that prevent level of service being met.

Asset Shortfall in inventory Shortfall in Confidence level Shortfall in funding per Shortfall in data condition data on overall service year to achieve steady funding per demand state year to achieve a desired state (ten years)

Carriageways

Classified Construction details Some gaps in High confidence on 3,226,000 8,456,000 mostly available only for condition of A and B but low on principal road network classified roads. Poor C and unclassified Unclassified on unclassified

Footways Lengths, widths and Good output from Low/Medium 3,489,000 5,489,000 construction details safety inspections no confidence formal DVI information

Highway Structures 20 bridges to be assessed No significant gaps High confidence 100,000 1,100,000 Bridges on bridges bridges.

Lengths, height, 250,000 1,850,000 Retaining walls positions and Largely incomplete Low confidence construction for on retaining walls retaining walls retaining walls

Public Lighting Dates of column Structural condition Medium only 210,000 1,041,000 installation information poor. confidence as not Need to undertake supported by cable survey evidence

Signs Collection of inventory Assessment of Medium based on 113,000 173,000 due for completion in condition due for current data 2008 completion in 2008 collected

Drainage Pipe sizes, lengths, level Some detail on new Low confidence on 362,000 662,000 etc schemes otherwise no level of need information

Traffic signals No shortfall Database required to Medium to High 50,000 121,000 interpret data more confidence efficiently

Others Types, number location Most items less than Medium 65,000 177,000 to be recorded on GIS 20yrs old. confidence

Total 7,865,000 19,069,000

Table 7 Performance gaps

The funding gap for desired state shown in table 7 is steady state funding gap plus backlog spread over a ten year period

8. Future Developments/Improvement Actions

Asset management is nothing more than a worthy exercise if it does not result in changes to what gets done on the ground and thereby improvement of the service delivered to our customers. The adoption of asset management therefore needs to influence key relevant business processes.

To provide practical benefits to customers, asset management must lead to improvements in the delivery of the highway service. To achieve this output from this planning exercise it must influence the way in which key decisions about the service are made. If recommended changes to these processes are not implemented there is a high probability that potential benefits will not be realised.

8.1 Current practice

Current budgets are based largely upon historical precedent and each year are presented as variation on last year’s budgets rather than a calculation of funding needed to deliver a prescribed and agreed level of service.

Condition assessment data is used to determine the priorities for spending the budget and is also used to identify bids for additional funds. It is very difficult to gain an increase in revenue funding. Due to budgetary pressures, revenue bids are rarely awarded.

Geographic or demographic increases e.g. additional assets adopted or service provided does not then lead to additional funding increases. The budgets therefore have to be spread further, resulting in a continued reduction in service delivery.

Capital funding has been allocated until 2007 for maintenance works across the authority as a result of a corporate asset management.

Asset data is only used minimally when allocating revenue budget. As data used is unreliable it is difficult to predict future performance with confidence. “Worst first” programming can lead to inappropriate treatments that do not reflect long term best value for money.

Risk based assessment of priorities is used when there is confidence in the data or a clearly defined known risk in one asset set or situation. Decisions currently reflect an advocacy approach where the availability of funding can be heavily influenced by the case made. Revenue budgets are also not determined by asset demand across different service heads.

8.2 Improving existing processes

To improve the current situation it is necessary to establish a politically agreed standard or level of service, this will allow the authority to set medium and long term objectives.

This will require detail proposals for political consideration supported by evidence; this can be achieved by adopting formal asset management principles to predict how different levels of funding will impact on the service for each asset group. The use of life cycle plans is a key element in this process.

Once an agreed level of service or set of standards is agreed revenue and capital budgets can be allocated accordingly. This will allow planned programmes to be developed reducing the reliance on reactive maintenance.

As the planned programmes are completed customer satisfaction levels will improve reducing the pressure to respond inefficiently.

9. Conclusion

The key issues raised in this document are as follows

1) To report findings to Council through the correct channels 2) To establish an appropriate level of service that is required to ensure corporate targets are met. 3) To fund this level of service 4) To continue the ongoing collection of asset inventory 5) To identify transparent methods of condition assessment 6) To train personnel at all levels to ensure principles of Highway Asset management planning are adopted universally.

“Moving Forward” City & County of Swansea Council’s Improvement Plan 2007-08 Top.Performance@Swansea Improvement Plan 2007 - 2008

Contents

Page No Foreword ...... 3

Chapter 1 - The National Agenda - “Making the Connections” ...... 6

Chapter 2 - “Ambition is Critical” - Swansea’s Community Strategy ...... 14

Chapter 3 - The Council’s Aims and Ambitions ...... 21

Chapter 4 - Achievements and Actions ...... 33

Chapter 5 - Regulation and Scrutiny ...... 45

Chapter 6 - Council Costs ...... 54

Chapter 7 - Programmes and Projects ...... 59

Chapter 8 - Summary of Performance for 2006/2007 ...... 67

Appendix A - Performance Results for 2006/2007 ...... 71

Appendix B - How to obtain further information ...... 140

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

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

2 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

Foreword

Welcome to the City and County of Swansea Council’s Annual Improvement Plan for 2007/2008. “Moving Forward” outlines this Council’s Objectives and Actions for the future and especially for the next year. These are aimed at achieving and sustaining improvement in performance and service delivery.

The past year has seen a number of changes and challenges for Swansea, some examples of which are briefly outlined below.

The £32 million refurbishment of the Leisure Centre has remained on target and is scheduled to be finished on time by the end of 2007, and it will be open to the public by early 2008.

The development of the new Civic Centre, based at County Hall, is also on time, with the initial opening of the Contact Centre and Archive Service in September. Work will continue on the creation of a new Central Library, new café and exhibition space with completion due in Spring 2008.

We have been successful in winning the rights to stage a prestigious national tourism conference. The Group Travel Organisers Association conference will be held in Swansea in January 2008; a 3 day event, including tours of Swansea Bay, Mumbles and Gower for delegates. Indeed latest figures show a 17% increase in day visitors to Swansea Bay. New events such as the Waterfront Winterland and last year’s National Eisteddfod helped make Swansea an attractive venue for visitors. Tourism attracted a total of 3.9million visitors in 2006 with a visitor spend of £255.6 million into the local economy.

For the first time in it’s 110-year history, box office takings at Swansea's Grand Theatre broke the £3 million mark. Figures show the attraction having generated 7% more income in the last financial year than in 2005/2006. The statistics show the Grand welcomed nearly 260,000 people through its doors over the 12-month period. High-selling concerts and productions such as Blood Brothers, Joseph and his Amazing Technicolor Dreamcoat and the Moscow City Ballet all helped contribute towards the end result.

The Council has begun a programme which will see more than 470 council homes receiving new windows as part of a £1.1 million improvement scheme. The scheme is the latest in a programme by the Council aimed at having all council homes fitted with PVCu doubled glazed windows to improve the standard and energy efficiency of properties.

In Waste Management, Swansea continues to exceed recycling targets, and reduce the percentage of bio-degradable waste sent to landfill.

We have also been awarded the Most Improved Transport Authority in Wales, this was in recognition of the three park and ride sites and the provision of the Gower Explorer service.

City and County of Swansea 3 Top.Performance@Swansea Improvement Plan 2007 - 2008

Many will have noticed the changes taking place in the City Centre and the associated disruption to routes into the City Centre. Stage 1 of the improvement works as part of the Swansea Metro System has now been completed. The Centre is also seeing a £3.75 million investment as part of the City Centre Core Retail scheme which will include the renewal of existing surfacing with high quality materials as well as the introduction of new street furniture and landmark public art. We are sure that your continued patience with the temporary disruption in the City Centre will be worthwhile in the end.

The Council has launched the ‘Bridging the Policy Gap’ project which is aimed at tackling child poverty. Swansea is the only local authority in Wales participating in this important European Union objective. Following a pilot scheme in 2006, a second wave has begun to continue to provide foster services locally, avoiding out of area placements by the provision of salaried carers under the scheme.

This year the Council opened the new St Thomas Primary School - a £6.7 million state of the art school which features a host of community facilities including a new library. Also, in partnership with South Wales Police, the Council has introduced a safe cycling initiative around Swansea’s primary schools delivering cycling training to children on mock roads to raise awareness of safety issues.

We are progressing with the e-Government programme, having achieved the replacement of over 30 IT systems with a single corporate system. A number of further projects will be delivered as part of this important investment.

We have received positive feedback from our appointed Auditors, PricewaterhouseCoopers, a summary of audit and inspections can be found in Chapter 6 of this document.

The Council is positive about its achievements over the past year, but recognises that there are many challenges facing us over the next few years. We continue to focus on the five corporate themes that broadly cover all the Council’s main functions along with a series of underlying principles and functions that will support service delivery. Our five Corporate Themes are:

● Community ● Environment ● Health and Well Being ● Prosperity ● Learning

You can find further explanation and detail on these in Chapter 3.

4 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

The Council is committed to improving our performance in these key areas year on year. The proposals for improvement and key developments such as the Civic Centre project, transportation infrastructure and the city centre framework all have the potential to add value to Swansea and take us one step nearer to our vision of becoming a distinctive European City by 2020.

The following chapters will explain in more detail how the Council has performed during 2006/07 and what the Council intends to do to improve performance over the next couple of years. Our website www.swansea.gov.uk provides further information on specific areas of interest.

LEADER CHIEF EXECUTIVE

City and County of Swansea 5 Top.Performance@Swansea Improvement Plan 2007 - 2008

Chapter 1 The National Agenda - “Making the Connections” What is it?

“Making the Connections” is the Welsh Assembly Government's vision of a prosperous, sustainable, bilingual, healthier and better-educated Wales. This vision guides the transformation of public services and delivers services of top quality in Wales.

In November 2006 the Welsh Assembly Government released “Making the Connections - Delivering Beyond Boundaries: Transforming Public Services in Wales”. This document further develops the vision and incorporates the Assembly’s response to the Beecham review of Local Service delivery which took place in July 2006.

There are five main themes detailed in the report, each supported by a number of key actions. The themes are summarised below:

● Putting citizens first - public service organisations must be more ambitious about involving citizens and engaging them in the design, delivery and improvement of public services. Services must be designed to meet the needs of all citizens and there must be core principles for customer service, and clear and transparent access to redress. ● Working together to deliver - local service organisations will begin setting up Local Service Boards (LSBs see below) in 2007-08. These will grow out of the existing community strategy partnerships but they will focus on action and joint delivery as well as joint planning. Local Service Boards are not new organisations, but local leadership teams, pulling together all the partners to agree joint actions to achieve better outcomes for citizens where this depends on working across organisational boundaries. Boards will have a direct relationship with the Welsh Assembly Government, through Ministers and senior officials. ● World class workforce - we must engage the workforce in public service improvement and harness the energy and enthusiasm that is available in abundance to deliver excellent services. We must develop and equip our workforce with the skills to do their jobs - and to lead - effectively. ● Better value for the Welsh pound - the good start which has been made on the efficiency agenda will be sustained - with still faster progress made on developing shared services and releasing resources to the frontline. ● Driving the change: government, resources and performance - implementing the agenda will mean significant change for the Welsh Assembly Government. Building on their Spatial Plan roles, Ministers will take on a geographical area responsibility for overseeing the Assembly Government's engagement with Local Service Boards alongside their established service portfolios.

6 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

What is happening in Swansea? Overall progress

During 2006 the Wales Audit Office undertook a national study that sought to identify the progress each Local Authority was making in responding to the “Making the Connections” agenda. The study focused on four main areas:

● working together as the Welsh public service, ● putting citizens at the centre - customer service, ● putting citizens at the centre - public engagement, and ● preparing the workforce.

In terms of our overall progress against the agenda, the following conclusion was drawn; ‘The Council is currently making adequate progress in implementing the “Making the Connections” agenda with the potential for step change in the near future’.

There will be additional studies undertaken this year and in following years to further assess the Council’s progress against this important agenda.

Financial targets and efficiency gains

In “Making the Connections”, WAG has targeted £600 million improvements in the value for money provided by the major public bodies by 2010. This figure equates to 5% of current total public sector investment. In broad terms it means 1% per annum for 5 years with an expectation that half the value will be achieved by 2008.

The aim is to achieve these financial targets through efficiency savings, cost reductions and service improvements. Typically, this is expected to be delivered through:

● smarter procurement, ● streamlining support functions, ● shaping services more effectively to meet public need, and ● making better use of the time, skills and expertise of staff.

Actions to achieve efficiency gains

As part of this Council’s medium term financial planning regime, services are tasked with meeting stringent budget requirements and efficiency gains. Efficiency gains are being delivered in a number of ways, some of the activities and programmes involved in delivering these improvements are detailed below.

City and County of Swansea 7 Top.Performance@Swansea Improvement Plan 2007 - 2008

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Over the past year, the Council’s strategic procurement function has continued to work with partners and suppliers in delivering best value in the purchase of goods and services.

A more strategic and corporate approach to procurement activities is being adopted. An extensive spend analysis has been concluded with the objective of achieving better value for money. A review of contract procedure rules and operational systems has allowed greater flexibility in procurement procedures. The introduction of the i-Siop electronic ordering system, through e-Government, will deliver efficiencies in the ordering and payment process and provide improved management information.

The Council continues to make procurement opportunities more accessible to local businesses and is keen to develop the active local delivery of the Assembly’s opening doors charter. To this end, procurement staff have regularly supported the work of the Business Centre with a series of successful, well-received courses to local businesses on how to tender for the Council’s contracts. Work has also continued on delivering an extensive contract management training programme across all service areas, ensuring staff are better placed to manage their department’s budgets. A sustainable procurement course is currently being developed for delivery during 2007/08.

The Council has actively supported several collaborative approaches to procurement in partnership with the whole of the Welsh public sector and also continues to support the established Welsh Purchasing Consortium (WPC). The recently let all Wales contracts of tyres for fleet vehicles and schools IT equipment have proven especially beneficial. By committing to all Wales contracts and WPC contracts, the cost of purchases are being reduced and cost savings achieved through buying in partnership.

The Council is also committed to corporate contracts where suitable national frameworks do not exist. Two specific examples of recently advertised corporate framework agreements are the taxi contract (mainly home to school and social care transport for people with special needs), and the employment agency contract (used when the Council has need to cover planned short-term vacancies e.g. maternity leave etc.). The procurement process for these two frameworks will be completed by Autumn 2007.

Strategic procurement is seen as key to the Council’s drive for increasing efficiency and achieving best value with all contracts. Work will continue over the next year in restructuring the corporate procurement service, which will assist in further developing the use of corporate contracts, maintain probity and ensure sustainability in all our procurement processes.

8 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

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The Council’s e-Government Programme began in 2006 to help the Council meet the following corporate aims:

● Operate as one organisation. ● Improve, through the e-Government Programme, the efficiency and effectiveness of Council services.

Within a year of starting this ambitious ten year programme, the Council has achieved the following:

● Replacement of over 30 IT systems with a single corporate system. Many of these systems used outdated technology and were approaching the end of their supported life. A single system can be more efficiently supported, simplifies training for and use by our employees and provides standardised information and reporting across the organisation and corporately. ● For the first time, the Council has a single HR database, which will enable us in due course to better support our employees, to monitor training and accreditation and to manage attendance performance and recruitment going forward.

Over the next 6 to 12 months, the e-Government Programme will be delivering further projects to realise the benefits the Council can achieve from this important investment. Projects include:

● The implementation of a new payroll, integrated with the HR system, which will simplify the Council’s current payroll processing, enabling us to operate 11 payrolls rather than the 22 currently in place. ● A Service Improvement project which will support the Council’s objective of Continuous Improvement, with business process re-engineering optimising use of the systems delivered by the e-Government Programme to ensure efficiency, economy and effectiveness of service delivery. ● A Purchasing Development project which will extend the use of online buying to more goods and services, develop an improved network of buyers and expand the use of purchasing cards.

The original budget plan for 2006/07 provided for e-Government efficiency savings of £711,000. Whilst this figure was revised to £132,000 in February 2007 it is still the aim of the Council to maximise the level of efficiency savings originally envisaged. In February 2007 the budget plan for 2007/08 agreed by Council included e-Government Programme savings of £1.2m.

City and County of Swansea 9 Top.Performance@Swansea Improvement Plan 2007 - 2008

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‘Contact Swansea’ is the banner under which the Council will make many of the services it delivers to the public more accessible. Tangible signs of Contact Swansea are already apparent in improvements to the Council's website (www.swansea.gov.uk), which is being redesigned for launch later in the year, providing more information about services in an easy to use FAQ system and an information streaming service which will provide information tailored to the customer.

Shortly, the Council will be launching a ‘Where's My Nearest’ service, accompanied by online maps and another development will see online forms replacing the current system whereby forms have to be downloaded, printed and sent back.

The most visible sign of Contact Swansea progress will be the Contact Centre, opening in County Hall as part of the new Civic Centre. The Contact Centre will handle a wide range of enquiries and over time will become the focal point for face-to-face contact with the Council. Proposals are developed for a corporate call centre to handle customer contact via the telephone.

There is no doubt that Swansea’s approach meets the central government agenda and the objectives of the “Making the Connections” agenda. Equally important, it will improve and streamline the way we deliver frontline services.

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Vehicle Monitoring - the introduction of a vehicle tracking system has enabled the Council to make informed decisions based on accurate and detailed reports on vehicle utilisation. The initiative has delivered efficiency gains by vehicle rationalisation and improved time management and productivity.

Rationalisation of Pool Cars - by taking a corporate view of pool vehicles the Council has been able to identify opportunities for shared use resulting in a reduction of a number of vehicles, encouraging more effective and efficient use of resources.

Review of Corporate Fleet - has identified the potential for savings, moving vehicles from short term arrangements and undertaken a procurement exercise to facilitate more economical and flexible terms.

The Council have procured 95/5 mix bio-diesel and introduced this for fleet use at cost neutral, thereby reducing our reliance on more expensive dual fuel vehicles to meet our environmental objectives.

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Swansea has already restructured its Human Resources, Payroll, Finance and Procurement functions, bringing together these support functions as part of the shared services agenda. Other support functions across the Chief Executive’s Department continue to streamline and reduce the overall cost burden to the front-line services. Over the next few months ongoing service improvement work, undertaken as part of the Council’s e-Government programme, will continue to identify areas where existing systems and processes can be better streamlined, providing efficiency gains.

The Council does not and cannot operate in isolation in the delivery of all its services. We work with a large number of partners from the public, private and voluntary sectors.

Over the past few years much work has been done to ‘map out’ all the partnerships the Council is involved in, these range from major strategic partnerships that support the key themes of the Community Strategy through to numerous smaller formal and informal partnerships or working groups.

This year the Council has facilitated a robust review of the Health Challenge Swansea Partnership suggesting new project and programme management arrangements to help support the work of the partnership. The review, when complete, will form the basis of a process of ongoing reviews of the Council’s other strategic partnerships.

Partnerships and collaborative working is also at the heart of the “Making the Connections” Agenda. The Council is part of many partnerships and joint working arrangements, including the following, although this list is not exhaustive.

Strategic Partnerships

● Better Swansea Partnership ● Health Challenge Swansea Partnership ● Swansea Learning Partnership ● Children and Young People Executive Board ● Swansea Economic Regeneration Partnership ● Swansea Environment Partnership ● Safer Swansea Partnership

More detail on these and key actions, etc. can be found in Chapter 2.

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Examples of other Partnerships

● South West Wales Economic Forum - established to promote the economic growth of South West Wales. ● City Centre Partnership - public and private partnership focussed on the development of Swansea as a premier destination and a vibrant place to shop, live, work and visit. ● Swansea Council for Voluntary Services - The umbrella organisation for voluntary activity throughout the City & County of Swansea. ● SWWITCH - the South West Wales Integrated Transport Consortium - a formal alliance between the four Unitary Authorities in South West Wales. It is one of four Welsh transport consortia supported by the Welsh Assembly Government and is working to develop strategic transport policies, infrastructure, improvements and change peoples' attitudes to transport. ● Contact Swansea - the development of a Service Agreement between Swansea and Cardiff Councils to deliver a Customer Relationship Management (CRM) system and business improvement for the benefit of the customers of the City & County of Swansea.

Joint Working Arrangements

● Joint Resilience Unit - operating jointly with Neath Port Talbot County Borough Council, the unit ensures both Councils comply with statutory duties laid out within the Civil Contingencies Act (2004), etc. ● West Glamorgan Joint Childcare Legal Team - established in November 2002, its aim is to provide an accessible, efficient, cost effective and professional legal service to the Social Services Departments of three Councils (Swansea, NPT and Bridgend), in matters of child care and child protection. ● West Glamorgan Archive Service - joint service operated with Neath Port Talbot County Borough Council to locate, preserve and make accessible documents relating to all aspects of the history of the West Glamorgan area.

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“Making the Connections” Improvement Fund

The “Making the Connections” Improvement Fund (the Fund) aims to encourage improved public services in Wales by supporting greater collaboration across the public sector. It does this by providing pump-priming funding towards costs associated with developing improvement proposals by strategic partnerships. The Fund is intended to help projects that stimulate change that lead to significant improvement in public services for the benefit of the citizen, some of the key objectives include;

● delivering improved public services in line with the Welsh Assembly Government’s “Making the Connections” agenda, ● addressing key barriers currently preventing improvements being made to public services, ● encouraging collaboration between bodies, ● producing benefits that can be replicated and applied more widely across the public service in Wales, and ● encouraging dissemination of lessons learnt and best practice.

A total of £9 million is available over 3 years. In the first year, the Council, in partnership with a number of other Local Authorities/organisations, was involved in a number of projects supported by this funding. The projects included;

● Out of hours shared services - to investigate the potential for the provision of a multi-agency, cross boundary out of hours provision for essential services. ● Education Making Connections - to investigate ways in which regional working can be adopted to provide better services, initially within the education system, e.g. professional training and foundation subject support. ● ‘Improvements through collaboration’ Project - this involved a bid to appoint a project manager to explore the opportunities for regional collaborative commissioning and the development of a costing tool for high cost learning disabilities/mental health social care packages. ● Shared centre for Legal Services - led by the University of Swansea this project sought to build on an existing arrangement of shared legal services that currently exist by extending the number of authorities included and the remit of the arrangement. ● Welsh Purchasing Consortium - to identify the opportunities for expanding the existing Welsh Purchasing Consortium to all Local Authorities in Wales and consider the extension to other areas of the Welsh Public Sector. Some of these projects are now submitting bids for further funding streams that enable them to develop advanced business cases.

This year (the second year of the fund) the Council is part of a number of partnership proposals that focus on developing public engagement and involvement. More details on the Improvement Fund, as well as details on the latest projects can be found at: http://new.wales.gov.uk/about/strategy/makingtheconnections/improvementfund/?lang=en

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Chapter 2 “Ambition is Critical” - Swansea’s Community Strategy Vision for Swansea

The Community Strategy shows how everyone is working together to make Swansea a better place and sets out the long term Vision for Swansea:

By 2020 Swansea will be a distinctive European City ● A city that compares with the best ● A city that invests in the future ● A city where everyone matters ● A city that values its culture and heritage

As well as providing a long term ambition for Swansea this vision establishes five Strategic Themes (see below) and three key cross cutting issues which are Sustainable Development; Social Inclusion/Anti Poverty; Culture and Heritage. The strategy sets out how the 2020 vision can be achieved by focusing on the strategic themes and cross-cutting issues.

The Five Strategic Themes

“Ambition is Critical” also maps out how the key partnerships and plans contribute to this vision through five community planning themes. Key actions for each of the themes for 2007 are listed below:

Theme Partnership Plan Action Health and Health Challenge Health, Social The partnership is currently Wellbeing Swansea Care and finalising its third annual Partnership Wellbeing action plan. Strategy Similarly to previous years this will set out actions designed to prevent ill health, develop primary and community services ensuring people can be treated as close to home as possible, rebalancing secondary care, promoting re-enablement, improving the

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Theme Partnership Plan Action protection of vulnerable people and reducing inequalities.

The partnership will also be looking at how social care services for older people, mental health services and hospital and community services can be reshaped in Swansea ensuring we provide the most appropriate service. Learning Swansea Learning Swansea Learning The Swansea Learning Partnership Policy & Strategy Partnership has identified the following key actions;

● Reducing the number of young people not in education, employment or training (NEET). ● Improving the level of basic skills amongst all ages, ● Increasing workforce development and employer engagement and the need to provide employability skills, ● Ensure all age opportunities for enterprise, entrepreneurship, innovation and creativity and develop the higher level skills necessary for a knowledge society, ● Develop innovative approaches so that the take up of technology and science is increased, ● Develop higher level management and leadership skills.

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Theme Partnership Plan Action Prosperity Swansea Economic The Swansea Economic Economic Regeneration Regeneration Partnership has Regeneration Strategy identified the following key actions; Partnership ● Review existing and pipeline economic regeneration programmes in Swansea relevant to the strategic aims and themes of Swansea 2020, ● Further scope the feasibility of and progress new transformational ideas presented in Swansea 2020, ● Integrate other relevant regeneration strategies with Swansea 2020, ● Following the above, complete a detailed action plan and prioritisation of activities required to implement Swansea 2020 and progress implementation, ● Develop a framework to monitor and evaluate implementation activity. Environment Swansea Time to Change - The Swansea Environment Environment Swansea’s Partnership has identified the Partnership Environment following key actions; Strategy ● The Earth from the Air exhibition and a range of linked events held in Swansea in June/July 2007, ● Interim report on the Environment Strategy progress and an update of the Action Plan to be prepared by end of 2007, ● Sustainable Swansea initiative to deliver a further programme of work to support aims to make Swansea a more sustainable city and county.

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Theme Partnership Plan Action Community Safer Swansea Crime Reduction The Safer Swansea Partnership Safety Partnership Strategy has identified the following key actions;

● Reducing the fear of crime - the partnership will link in with research officers to carry out specific surveys on fear of crime in Swansea, ● Achieving challenging crime reduction targets in key areas - partners will continue to meet regularly, share information, highlight particular areas of concern and work together to tackle the priority issues, ● Mainstreaming successful initiatives especially in the fields of auto crime, violent crime - A city-wide awareness campaign on auto crime will be launched. The partnership will continue with initiatives such as taxi marshals, plastic glasses, handing out water, fixed penalty notices and more during busy nights in the city centre.

The Better Swansea Partnership

Making sure that everyone can work together to achieve the vision for Swansea is the challenge for the Better Swansea Partnership. This partnership includes Swansea’s key agencies and provides them with the opportunity to work together better. Year on year the Better Swansea Partnership gathers ideas, reviews progress and takes practical steps towards achieving a better Swansea. The strategic objectives of the Better Swansea Partnership are to:

● Lead the achievements of the shared 2020 vision through Swansea’s strategic partnerships, ● Deliver better public services through joint working between key agencies to take on board “Making the Connections”, ● Tackle cross cutting issues that affect our communities through a co-ordinated and strategic approach, ● Engage all communities, agencies and sectors in the future strategic development of Swansea.

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Better Swansea Partnership Action Plan

The Better Swansea Partnership, which is the overarching group for Swansea, decided upon it’s priorities for the year 2006/2007 in April 2006. The priorities, which are listed in the Community Strategy Update 2006, are delivered through;

● Better Swansea Partnership Strategic Workshops: These sessions focus on key strategic issues and seek to find practical solutions through a cross agency approach, ● Better Swansea Briefing: This strategic briefing note is produced bi-monthly to keep people informed of the latest developments in the strategic themes, cross-cutting issues and associated policy areas, ● Better Swansea Policy Task Group: This is a group of policy and strategy co-ordinators who work to find solutions to shared issues of concern. ● Better Swansea Stakeholder Forum: This is a group of that includes a range of interest groups including community groups, networks and forums. Its aim is to involve these stakeholders in policy and strategy development.

The table below details some of the progress against specific actions achieved through the Better Swansea Partnership, this information was updated in March 2007.

Delivery Performance 06/07 Better Swansea 6 strategic workshops held: Partnership Strategic Workshops ● City Centre ● Regional Transport Plan ● Children Act ● Older Peoples Project ● Knowledge Economy ● Local Service Board Better Swansea Briefing 6 briefings produced and circulated Better Swansea Policy 6 Reports produced following workshops: Task Group ● Welsh Assembly Overview / Work Programme ● Implementation ● Outcomes ● Governance ● Citizen Centred Services ● Local Service Board

Membership of the group now includes Children & Young People and Older People policy co-ordinators. Better Swansea 2 forums held in 2006/07. Topics addressed: Stakeholder Forum ● Children Act ● Regional Transport Plan ● Knowledge Economy ● Local Service Board

The production of the 2007 update of “Ambition is Critical - Swansea’s Community Strategy” has also been overseen by the Better Swansea Partnership.

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Better Swansea Partnership Priorities

The Priorities for the Better Swansea Partnership for 2007/08 are set out in the Community Strategy Update for 2007. Crucially the Better Swansea Partnership needs to prepare for the establishment of Swansea’s Local Service Board, Swansea Local Service Agreement and Plan Rationalisation.

By 2010 the Welsh Assembly Government requires that every local area has a Local Service Board. The role and remit of Local Service Boards is set out in “Making the Connections - Local Service Boards in Wales - a prospectus for the first phase 2007-2008”. Local Services Boards are designed to strengthen local public service leadership so that it can tackle fundamental and unmet challenges from a citizen, not a sector, perspective. Local Service Agreements will set out priorities that have been agreed by local partners and the Welsh Assembly Government.

Plan Rationalisation, which is the reduction of the number of plans that the Council and its partners are required to produce by law to just 4 plans: the Community Strategy, the Health, Social Care and Wellbeing Strategy, the Children and Young People’s Plan and the Local Development Plan. This is a Welsh Assembley Government initiative to reduce the burden on Local Authorities in terms of the number of statutory plans required by the Assembly.

Developments for 2007/2008

This year sees the Better Swansea Partnership dedicating a large amount of it’s work programme to preparing to take on the role of Swansea’s Local Service Board.

Priority for Action:

● Work to prepare for the introduction of Local Service Boards in 2008. ● Work towards agreeing local priorities for inclusion in the Local Service Agreement. ● Support the development of key policies and strategies to ensure a consistent and joined up approach. ● Ensure that major new strategies and policies take account of and support local leaders in communities. ● Keep everyone informed of new developments and opportunities. ● Work to prepare for Plan Rationalisation in 2009. ● Integrate plans for Children & Young People and Older People within the Community Strategy. ● Support the development of national and regional policy initiatives such as Wales Spatial Plan and the “Making the Connections” initiatives. ● Promote the role of local community leaders in service delivery. ● Promote equality and social justice in service delivery to eliminate discrimination and treat everyone fairly accordingly to their needs.

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● Promote a citizen centred approach that promotes customer satisfaction with public services. ● Engage stakeholders in the development and delivery of key strategies and initiatives. ● Effectively support the voluntary and business sectors to contribute to delivering the vision. ● Develop a co-ordinated approach to engaging local communities across all of Swansea’s service providers and partnerships.

“Ambition is Critical - Making a Better Swansea” and the Community Strategy Update 2007 are available from the Community Strategies Team who can be contacted on 01792 636292, or via E-mail at: [email protected]

You can also visit the Better Swansea Partnership’s web-pages at: www.swansea.gov.uk/bsp

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Chapter 3 The Council’s Aims and Ambitions Planning for the Future

Meeting the needs of approximately 230,000 residents and approximately 100,000 households is a complex and often difficult task for the Council. Add to this the large number of businesses operating in and the high number of visitors and tourists who visit Swansea, then it is easy to understand why the Council needs to continually review and update its plans for the future.

User and customer expectations are constantly changing. We all expect better services, better access to services and prompt responses to our demands. The Council is no different to any other service providers in this respect. In addition, the Council must also ensure that it meets its statutory obligations and comply with the requirements of central government, Welsh Assembly Government, the Community Plan and associated agencies responsible for ensuring that the Council operates efficiently and effectively.

Balancing these demands against a budget which is mainly financed from Government Grants, Council Tax and other income requires all Councils including this one to be prudent about how it plans and manages services and the associated costs of these. Careful planning of services is a key element.

Over the years, this Council has developed its financial and service planning methods to try and ensure that expectations are met where it is economic to do so. Each year the Council reviews its main objectives and examines budget implications before deciding what can be afforded and what cannot. An integral part of this process is called “Risk Assessment” where the risks facing the Council and its services are assessed and prioritised. More details about this process can be found in Chapter 5.

Service Plans are then developed (building from previous plans where appropriate) which in turn are used by managers and employees to ensure that actions are aimed at achieving targets and delivering efficient and effective services. Service Plans are constantly reviewed and adapted to ensure that they meet the variety of needs and obligations. In addition, performance appraisals are conducted throughout the Council and these link back to the Service Plans. This review and adaptation is an integral part of the Council’s Service Planning process which starts with the review and development of the Corporate Plan.

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The Corporate Plan

The Corporate Plan provides an overview of the Council’s Aims and Objectives and sets the scene within which all services operate. Operating over a 4 year period, the current Corporate Plan for 2004/08 (“Better Service, Better Performance”) is now almost through its life cycle. It is reviewed annually and following a major review at the end of its second year, a number of changes were made. These changes were aimed at:

● Confirming the direction of the Council. ● Redefining some key objectives. ● Providing greater clarity around objectives and success measures. ● Laying out a set of Under-pinning principles which inform all our actions and services.

In developing the changes to the Corporate Plan, the views of users, residents and employees were received and taken into account. Indeed, surveys with members of the public have helped to confirm that the revisions to the Plan better reflected what the public wanted and expected of the Council.

Work has now begun in preparation for delivering a new Corporate Plan in 2008, this will detail a revised and probably reduced set of priorities and will more than likely still have a four-year focus, taking the Council forward to 2012. In developing the new plan, consultation with residents, users and employees will be crucial, as well as the consideration of national and local agendas.

The 2004-08 Corporate Plan contains:

● The Council’s Mission - the long term aspirations for the Council. ● Over-riding Aims - which impact on all services provided. ● Strategic Themes - which describe the 5 main aspects that this Council wishes to develop and concentrate on. ● Corporate Priorities - to provide detail for each of the Strategic Themes ● Measures of success - targets to be met to deliver improvements in services. ● Under-pinning principles - which guide and inform all actions and services across the Council

These are detailed in the following pages.

Mission

This has remained unchanged and is:

This Council will provide services that are amongst the best in the UK and will lead the achievement of the Vision for Swansea.

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Over-riding Aims

An additional aim has been added to reflect the Council’s widely publicised e-Government programme. The over-riding aims are:

● Provide services that are within the top 25% of comparable UK unitary authorities. ● Improve customer satisfaction across the board. ● Operate as one organisation. ● Lead the community and engage with other organisations. ● Improve, through the e-Government Programme, the efficiency and effectiveness of Council services.

Strategic Themes, Corporate Priorities and Measuring Success

To help service users, residents and our own employees to have a clearer picture of the main and important areas of work that this Council needs to concentrate on, this is defined by five strategic themes. These themes also mirror those contained within the Community Plan for Swansea.

For each of the Strategic Themes, the Council has defined a small number of Corporate Priorities. These have refined those priorities contained in the original Corporate Plan to ensure that they are relevant and achievable.

Each Corporate Priority has a number of high level deliverables or targets to be achieved which will be used to measure the success of the actions being taken.

The following provides the detail of the Corporate Priorities and Measures of Success for each of the five Strategic Themes:

Strategic Theme Meaning Community Helping communities in Swansea to develop and prosper.

Corporate Priority Measuring Success 1. Maintain and develop ● Provide a new Central Library and Archive Centre within the local, affordable and new Civic Centre by March 2008. accessible Cultural ● Maintain and develop Cultural venues to achieve high activities and customer satisfaction ratings (i.e. attain 85% satisfaction). opportunities ● Develop & Implement a new Arts Strategy for Swansea by April 2008. ● Redevelopment of the Glynn Vivian Art Gallery by 2010.

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Corporate Priority Measuring Success 2. Lead the ● Increase the use of community centres among local regeneration of Residents. local communities. ● Encourage the engagement of volunteers and support their participation in their community. ● Commence marketing of vetch field site by November 2007. ● Deliver the Welsh Assembly Governments Communities First programme in our designated communities. ● Develop an inclusive and comprehensive Community Regeneration Strategy - by February 2008. 3. Improve ● Work towards achieving the Wales Housing Quality Standard. housing stock 4. Improve ● Increase the percentage of contacts made with children opportunities for and young people and the amount of work with them. Children & Young ● Increase the number of young people participating in People to ensure a the community. positive take up of entitlements and ● Increase the number of available accredited play-schemes services hours. ● Deliver the Active Young People Action Plan as part of the Swansea Climbing Higher Strategy “More People More Active More Often” by March 2008. ● Working with more young people to support their engagement both with and within the community. 5. Achieve, with our ● Produce an Annual Report outlining progress on meeting all partners, crime agreed Home Office targets relating to Community Safety. reduction. ● By Autumn 2007, identify and deliver an Annual Action Plan in collaboration with Partners focused on reducing crime (as identified in negotiated targets with Home Office/Welsh Assembly Govt.), reducing the fear of crime and identifying external funding for crime and disorder purposes and ensuring it is used appropriately and consistently. ● Review the Community Safety Strategy by Autumn 2007.

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Strategic Theme Meaning Environment Safeguarding and improving Swansea’s environment for all.

Corporate Priority Measuring Success 1. Develop and ● Increase recycling to 22% of all waste. implement an ● Increase composting to 10% of all waste. integrated Waste Management ● Proceed to the Invitation to Negotiate stage of the Solution. procurement of a sustainable residual waste treatment solution. 2. Implement an ● Commence the development of a modern, safe and attractive integrated transport bus interchange at the Quadrant. programme with a ● Introduce bus priority at Morriston, Fabian Way and Landore. focus on public transport. ● Complete the infrastructure for Phase 1 of the Swansea Metro project. 3. Safeguard and ● Adopt and implement a Unitary Development Plan to control improve the quality of future land use. our built and natural ● Improve the time taken to determine planning applications environment. to 70% of all applications within 8 weeks. ● Secure funding and support for the continuation and development of the Sustainable Swansea initiative and a major ‘Futures Festival’. ● Publicise and implement the AONB Management Plan and the Local Biodiversity Action Plan. ● Maintain the number of nationally recognised and acclaimed Quality/Environmental awards for Parks, Beaches and Open Spaces - 18 awards by 2008/09. 4. Protect the ● Ensure all statutory standards are met in relation to all high consumer through risk activities. a proactive regime ● Prepare for implementation of the Gambling Act. based on risk. ● Extend the taxi marshalling scheme. ● Respond to imminent dangerous structures on the same day.

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Strategic Theme Meaning Learning Providing high quality education and training in support of social and economic wellbeing

Corporate Priority Measuring Success 1. Improve school ● Increase the percentage of pupils achieving: performance. - 5 A*-C grades to 52.7% by 2008. - Core Subject Indicator at Key Stage 2 to 74% in 2008. - Core Subject Indicator at Key Stage 3 to 58% in 2008. ● Achieve attendance rates of 90.15% for secondary schools and 92% for primary schools in 2008. ● To further develop the Children’s University which accredit out-of-hours learning for children and young people over the next two years. 2. Improve the overall ● To open a specialist teaching facility for pupils with quality of educational high functioning autistic spectrum disorder and Asperger’s provision of schools Syndrome in September 2007 with additional planned places and their buildings. available in September 2008. ● Open at West Cross site a 1.5 form entry Welsh medium school by September 2008. ● Survey the condition of all schools and establish improvement plans. ● Develop the Assembly Government’s “Flying Start” initiative providing for very young children over the next two years. 3. Improve the ● Secure “Work Base Learning” contracts from WAG to enable quality and range a minimum number of starts per year. of opportunities ● Increase percentage of learners leaving Employment Training for education and with a positive outcome to 76% by 2008/2009. training for all. ● Using the new all aged Work Based learning programme, increase take up of vocational learning from 25 to 200 by 2009.

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Strategic Theme Meaning Health & wellbeing Helping all residents, and supporting communities to take responsibility for and improve their own health and wellbeing.

Corporate Priority Measuring Success 1. Support disabled and ● Expand the range and availability of public information about elderly people to live social services to assist service users to make informed independent lives. choices and promote personal responsibility. ● Improve the process with which assessments are carried out and support is arranged and provided. ● Support more people to live at home by maximising the provision of appropriate equipment. ● Monitor the number of people who are supported to arrange and manage their own care by means of Direct Payments. ● To implement a programme of change for Older People’s Services to enable developments that better reflect service user need and policy direction. ● Deliver appropriate care packages to reduce delays for people leaving hospital. ● Enable more eligible people to remain in their homes longer by allocating Disabled Facility Grants to install appropriate adaptations. 2. Protect vulnerable ● Recruit 6 more foster carers each year to support adults and children. vulnerable children. ● Establish a well functioning Local Safeguarding Children’s Board. 3. Encourage ● Increase the number of visits to Culture & Tourism venues / healthy lifestyles services (i.e. 1% increase). and personal ● Deliver the Climbing Higher Strategy and Action Plan responsibility “More People More Active More Often” by March 2008. for health and wellbeing. ● Provide new exercise opportunities for people aged 50 and over to reduce the incidence of falls and promote physical and psychological wellbeing. ● Healthy Directions to provide targeted health information and organise events focusing on ‘nutrition and physical activity’ enabling people to explore new health related opportunities.

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Strategic Theme Meaning Prosperity Helping Swansea to become a prosperous and internationally recognised European City.

Corporate Priority Measuring Success 1. Work with partners ● Produce City Centre Partnership Action Plan by to regenerate the September 2007. City Centre. ● Deliver new Swansea Leisure Centre by January 2008. ● Complete the city centre core enhancements project to improve the environment in the retail heart of the city by June 2008. ● Commence works to improve Swansea Market’s entrance ways by July 2007. ● Commence construction of the new Princess Way retail scheme during July 2008. ● Select preferred developer for the St David’s/Quadrant and Paxton Street regeneration scheme in December 2007. ● Establish a joint venture with the Welsh Assembly for the delivery of the City Centre Strategic Framework and agree a 5 year business plan by December 2007. 2. Sustain the ● Finalise Knowledge Economy Strategy & Action Plan for development of the Swansea Bay and Western Valleys by July 2007 & set up Knowledge Economy delivery body to implement actions by December 2007. in Swansea. 3. Help to increase the ● Support the activities of the Swansea Regeneration number of people in Partnership and its delivery teams to deliver Swansea’s employment across Economic Regeneration Strategy - “Swansea 2020”. Swansea. ● Lead on European Structural Funds and set up a cross council Convergence Group by June 2007. 4. Extend support ● Help to create 150 new businesses by the end of and promote March 2008. opportunities ● Identify sub-regional enterprise actions with partners to encourage by March 2008. entrepreneurship. ● Support the development of 25 new and existing social Enterprises by 2008. ● Deliver a programme of advice and support to the business community encompassing pre and post start support including ICT and inter-trading activity both home and abroad during 2007/08.

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Corporate Priority Measuring Success 5. Develop and lead ● Implement, monitor & review of Tourism Strategy and its the implementation action plan - rollout from April 2007 until 2012. of a Tourism Strategy ● Contribute to Wales Spatial Planning Process - Leisure / for the City & County Culture / Heritage / Tourism themes during 2007/08. of Swansea area. ● Produce a Strategic Events Strategy to help raise the City profile by April 2008.

Supporting Service Delivery

The Council and all its services are committed to ensuring excellent service delivery. This can only be achieved if the support services and functions are of a high standard.

This Council’s Support Services and functions are provided by the following service areas:

● Human Resources ● Information and Customer Services ● Corporate Property ● Strategic Projects ● Performance & Strategic Planning ● Legal ● Strategic Procurement ● Budgets and Grants ● Finance Services ● Communications.

The table below sets out a range of Key Priorities for these support services and identifies those services that are engaged in achieving these priorities.

Corporate Priority Measuring Success Improving access to services through ● Open new Contact Centre (as part of the Contact Swansea Civic Centre) in September 2007 to deal with face to face public enquiries. This includes the development and delivery ● of the Contact Centre in the Civic Centre to Open new corporate Call Centre to deliver streamlined and effective customer be launched in 2008 to deal with contact across all services. telephone enquiries. ● Increase usage of the corporate website to provide information and access to services.

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Corporate Priority Measuring Success Continue to improve our integrated ● Continue to increase the percentage corporate, performance and financial of performance indicators showing management with a focus on improvement. Top.Performance2008. ● Publish medium term Financial Strategy This includes the further development of with clear links to the delivery of integrated corporate and financial planning Corporate Priorities. approaches linked to robust performance management. Achieve effective corporate and strategic ● Programme of challenging service based management of assets. Asset Management Plans to ensure best fit between operational assets and Relating to the property and land in service need. the Council’s ownership, this includes ● making best use of operational buildings Implement disposal programme to and ensuring improved rates of return from support the wider Capital programme. the wider property portfolio. ● Challenging targets relating to improved revenue generation from non operational assets. ● New Corporate Asset Management IT system. Improve the capability and efficiency of ● Complete the Pay & Grading Review our workforce through modern working by October 2008, ensuring a fair reward practices, training and development system is in place for all employees. of staff, improved project management, ● Complete a review of terms and investment in technology and attainment conditions and policies by March 2008 of Investor in People standards. to ensure that the Council is embracing The Council’s workforce is its biggest asset. modern and efficient working practices. Ensuring that they are equipped to deliver ● Continue to raise the number of their roles efficiently and effectively is a key employees covered by the Investors issue for all services with Support Services In People Standard. providing the mechanisms to do this. Improve the efficiency of the Council ● Complete the implementation of the new through improved business processes, ‘back office’ IT System by April 2008. streamlining services and investment in ● Deliver efficiencies through improved new “back office” corporate Information purchasing and procurement of goods Technology systems. and services using new systems and As a large and complex organisation, business processes. continual investment in procedures and ● Deliver service improvement and systems is required to ensure that the efficiencies using the new systems, Council is fit for purpose and to meet the business processes and modern ways demands of the 21st century. of working.

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Under-pinning principles

All Council services and actions are delivered and conducted according to 3 main under-pinning principles:

● Openness. ● Accessibility. ● Sustainability.

We demonstrate our commitment to these principles in the following ways:

Openness

● Conducting our affairs openly and honestly. ● Working with wide-ranging groups and individuals to design and improve Council services and activities. ● Working openly with our partner organisations to ensure the achievement of common goals.

Activities supporting this principle include:

● Ensuring that all public meetings and their minutes are readily available on the Council’s website. ● Public questions, petitions and presentations at Council. ● The cross-party members groups, the Open Swansea Group which oversees the running of Local Democracy week each year, consult with key groups and networks and have recently undertaken a corporate review of Community Engagement. ● A range of partnerships and forums, including the Better Swansea Partnership and the other strategic partnerships detailed in Chapter 2.

Accessibility

● Valuing all our customers and ensure that they are dealt with efficiently and courteously. ● Ensuring fair and equitable treatment for all our customers, service users and residents. ● Mainstreaming actions and policies that tackle poverty and promote social justice. ● Promote the Welsh Language and Culture.

Activities supporting this principle include:

● Customer Service Strategy and Charter, availability of Language Line and a hate and harassment incident reporting process. ● Advice and guidance on issues such as Meeting and Conference Planning for All, Public Reception Areas, Communication, etc.

City and County of Swansea 31 Top.Performance@Swansea Improvement Plan 2007 - 2008

● An Access to Services Corporate Working group and publication of equality schemes and the Welsh Language scheme. ● Undertaking and publishing Equality Impact Assessments on Council functions, policies and procedures, and annual monitoring and reports on equality and diversity areas. ● ‘Contact Swansea’ - The Contact Swansea initiative will see the establishment of a Customer Contact Centre. ● A citizen’s panel, city centre survey, other surveys, focus groups and consultation recorded on an information bank of consultation and engagement. ● A 50+ network with 350 participating voluntary organisations and over 800 individuals with events, workshops and focus groups taking place. ● Work with a range of working groups, voluntary organisations and forums in areas of equality, diversity and social inclusion.

Sustainability

● Ensure all our actions and policies are sustainable, by integrating economic, social and environmental goals.

Activities supporting this principle include:

● Developing a Corporate Sustainable Development Framework to support the integration of the sustainable development principle into the work of the Council. ● Undertaking sustainability appraisals on key policy documents. ● Identify actions to make our procurement more sustainable. ● Continue to identify ways in which performance and service planning can support sustainable objectives.

The 5 themes outlined in the Community Plan, Corporate Plan and the Improvement Plan together contribute towards the Council’s long term vision of Swansea. The Improvement Plan provides information on the performance framework used to measure and analyse progress towards this vision.

32 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

Chapter 4 Achievements and Actions

As a Council, we often focus on failures and problems and give little time to celebrating successes. Raising our game as an organisation would be greatly assisted if we were able to ensure that successes were recorded and recognised.

Each year the Council reviews its achievements from the previous year in order to help inform actions for the forthcoming year. Typically, actions would involve service improvements, projects and schemes all of which are essential to the delivery of services to customers.

The purpose of this chapter is to provide an overview of some of last year’s achievements plus a summary of the key actions for the coming year (2007/08). For ease of reading, this has been expressed across the strategic themes outlined in the previous chapter.

COMMUNITY

What We Have Done

● Civic Centre - the first element of this project, the Contact Centre and new Archive & Family History Centre, has been completed on time. The Contact Centre and Archive Service opened in September 2007. ● Museums - thanks to the imaginative exhibitions provided, Swansea Museum, the Dylan Thomas Centre and the Glynn Vivian Art Gallery exceeded their combined annual visitor target of 320,000 people by 44,261. ● Brynmill Park - the historic Bowls Pavillion in Swansea’s oldest public park has been completely refurbished as part of a £1.3 million restoration of the park. In addition, the new play area has also been opened to the public. ● Grand Theatre - broke the £3 million mark in box office takings for the first time in the theatre’s 110-year history. This represented a 7% increase in income over the previous financial year, and means over 257,000 people used the facility during the year. ● St Thomas Library - opened this new facility as part of the new St Thomas Community School project. ● Tackling Poverty - launched the “Bridging the Policy Gap” project aimed at tackling child poverty. Swansea is the only local authority in Wales participating in this European Union objective. ● Benefit take up - through our successful take up campaign we helped an extra 460 Council taxpayers to claim benefit and reduce or eliminate their payments. ● Housing Improvements - committed £10 million under the annual capital programme to undertake repairs and improvements to Council housing, which is helping us work towards meeting the Welsh Housing Quality Standard.

City and County of Swansea 33 Top.Performance@Swansea Improvement Plan 2007 - 2008

● Youth Crime - in partnership with police, probation, health and education services, the Swansea Council led Youth Offending Team, in its sixth year, was named best in Wales for cutting crime and reoffending. The team is also ranked second in England and Wales and works to prevent young people turning to crime. ● Tackling Graffiti - removed 95% of all priority graffiti within 7 days and undertook a number of diversionary programmes, such as providing a graffiti wall, to deter people from undertaking graffiti in the first place.

What We Intend to Do

● Civic Centre - continue with the creation of the new café, exhibition space and refurbishment of the central foyer area. This work is set to continue until the end of January 2008. The final element of the project will be completed in March 2008 is the creation of a new Central Library located within the Civic Centre. ● Gorseinon Library - redesign and refurbish the library by the end of Autumn. ● Hazel Court Housing Complex - in partnership with Family Housing Association this innovative housing complex for older people is underway and due for completion by Summer 2008. ● Vetch Field - transform the Vetch Field site into a modern sustainable housing development including a state of the art community centre following the approval of the proposal to redevelop this area. ● Canolfan Gorseinon Centre - with our partners, continue with the construction of this new multi-purpose hall for Gorseinon residents on the former Bryngwyn Steelworks site. ● Brynmill Park - continue with the construction on the Discovery Centre at the park which will be a focus for education relating to the wildlife of the park and include a new kiosk and toilets. ● Housing Benefit - introduce the new Local Housing Allowance scheme which will replace the existing Housing Benefit scheme for private tenants. ● Community Regeneration Strategy - work with our partners to produce a Community Regeneration Strategy and action plan by early 2008 to lead the regeneration of local communities. ● Economic Equity - agree a co-ordinated action plan by Autumn 2007 to achieve the economic equity aims of Swansea 2020, the Economic Regeneration Strategy. ● Culture and Leisure - agree an Arts Strategy by Spring 2008 that will ensure art in the City is maximised to its fullest potential and that the crucial role of art and culture as a driver for regeneration is recognised. Develop a Bowls Hall by Autumn 2007 and progress the Glynn Vivian Art Gallery re-development, which aims by 2010 to improve access and services and further raise the profile of the City & County of Swansea as a place to live and visit.

34 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

ENVIRONMENT

What We Have Done

● Recycling - continued to increase the total tonnage of municipal waste reused or recycled from 28,432 tonnes in 2005/06 to 29,912 tonnes in 2006/07. Similarly, the total tonnage of municipal waste composted or treated biologically has also increased from 10,808 tonnes in 2005/06 to 11,030 tonnes in 2006/07. Ensured that 100% of all households are served by a kerbside collection of three or more recyclables. All these results put Swansea in the Top Quartile of Performance in Wales. ● Landfill Waste - continued to reduce the percentage of bio-degradable municipal waste sent to landfill from 72.87% in 2005/06 to 66.32% in 2006/07. This result puts Swansea in the Top Quartile of Performance in Wales. ● Cleanliness - purchased seven slim-line cleansing machines to provide more efficient, safe, cleaning across the whole of the city. ● Swansea Metro System - completed Stage 1 of the innovative new transport improvement project by re-profiling the traffic flow of the city centre. Stage 2 has begun on improving Swansea’s Westway. Once complete, this should allow the introduction of the new system during late 2008. ● Roads - approved £4 million of spending on major routes within Swansea. This forms part of the current five-year programme aimed at maintaining 150km of roads and 50km of paths. ● Transport - awarded the Most Improved Transport Local Authority in Wales at the Welsh Transport Awards. This was in recognition of the three park and ride sites and the provision of the Gower Explorer service. ● Bridges - installed the new landmark bridge over Fabian Way. In-keeping with the Sail Bridge at the Marina, this new bridge will carry park and ride buses forming a new express route and will also form part of the Celtic cycle trail and a link for walkers. ● Litter - following collaboration between the Environment and Social Services departments established a pilot Neighbourhood Environmental Action Team (NEAT) project to provide meaningful work for adults with learning disabilities, whilst also cleaning parts of the city and county that may not otherwise be reached. Also recruited a team of Streetforce Officers with the power to issue fixed penalty notices for £75 for anyone dropping litter on the streets of Swansea. ● Biodiversity - taken on a Biodiversity Duty in line with new legislation which will enhance the key role the authority plays in enabling future generations to benefit from all that is special in this area. The role builds on the council’s existing Promoting Swansea’s Natural Environment Strategy. ● Park and Ride - introduced a third park and ride service in Fforestfach which helped increase the number of cars using park and ride services to 267,827 during 2006/07. ● Parks, Open Spaces and Beaches - obtained 17 nationally recognised and acclaimed quality / environmental awards for parks, open spaces and beaches during 2006/07 against a target of 12.

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● WISE-PLANS Project - the Sustainable Development Unit has been working in partnership with colleagues from Italy, Sweden and Spain on a 2 year European Commission part- funded project ‘WISE-PLANS’. The project enables the partners to share best practice and develop action plans for “sustainable energy communities”. The Sustainable Energy Action Plan (SEAP) aims to find ways of reducing the use of fossil fuels.

What We Intend to Do

● City Centre Safety - investigate the introduction of new taxi ranks in the Wind Street area to ensure a safer environment for visitors to the area. ● New Smoking Regulations - inspect business premises to check compliance with new Smoke Free Premises (Wales) Regulations and investigate complaints within 3 working days. ● Food Safety - develop a new food law enforcement policy in line with FSA’s “New Vision” for food law enforcement. ● Waste Management - prepare an implementation plan to divert waste from landfill in line with WAG targets and also begin the process to reduce the amount of biodegradable waste to landfill by the expansion of the kerbside collection of domestic kitchen waste by composting. Continue the procurement process for a residual waste treatment solution. ● Recycling - improve recycling arrangements for citizens and businesses by introducing a kerbside cardboard trial to domestic properties and expanding the green waste kerbside collection scheme. ● Planning - continue to progress toward the adoption of the Unitary Development Plan and also continue improvement of the Planning Applications Service to meet the projected targets for the determination of major, minor, householder & other applications. ● City Centre - redevelop Quadrant Bus Station during 2008. ● Passenger Transport - complete Express Bus Routes from both Landore and Fabian Way park and ride sites. ● Metro System - prepare Swansea Metro infrastructure on Westway/City Centre/County Hall. ● School Safety - deliver existing and identify new Safe Routes To School applications. ● Highways - implement a 5-year programme of carriageway and footway improvement, maintenance of retaining walls and bridges and maintenance and upgrade of Traffic Signal equipment. ● Highways - investigate possibilities for securing a strategic partner for Highway works by April 2008. ● Road Safety - redefine the Road Safety Plan by March 2008. ● Parks, Open Spaces and Beaches - continue to progress the success in achieving national recognised and acclaimed quality / environmental awards, including 4 Green Flag awards during 2007/08.

36 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

● Cleansing - introduce a new neighbourhood approach to Street cleansing - Streetscene - to use resources more efficiently and to respond more effectively to communities’ demands. ● Tir John Landfill Site - complete works to site to enable the recommencement of tipping of waste with a view to remediation of the whole site.

LEARNING

What We Have Done

● School Attendance - attendance in secondary schools for Autumn 2005 and Summer 2006 were both up on previous years. Despite an outbreak of Influenza B in Spring 2006 which resulted in longer than usual pupil absences due to sickness, Swansea’s secondary attendance rose from 15th to 14th out of 22 in the ranking of Welsh authorities. Primary school attendance was maintained at 15th out of 22. The rising overall trend in attendance continues especially in the secondary sector and amongst various initiatives, this also reflects the success of the Improving Attendance projects team. ● Key Stage 3 (age 14 years) - the core subject indicator (CSI), for combined assessment for Science, Mathematics and English or Welsh 1st language, showed Swansea improving when benchmarked with other Welsh authorities. ● Learning - the Swansea Learning Policy and Strategy has been developed. It aims to increase participation, increase attainment and achievement, improve quality and support sustainable development. ● Exclusions - fixed term exclusions in secondary schools are levelling out and there is some evidence to show that the number of pupils being excluded is beginning to reduce as schools and the local authority work together to find alternative measures to deal with pupils. Swansea’s ranking remains at 18th which is the highest ranking for an urban authority in Wales. Permanent exclusions continue to fluctuate and the number was low this year. Swansea remains 10th out of authorities that report statistics in Wales. ● Learners leaving Employment Training - the percentage of learners leaving Employment Training with a positive outcome has increased from 72.1% to 82% as a result of early delivery of key skills training for all trainees as well as other improvements. ● Child Safety - in partnership with South Wales Police, we have introduced a safe cycling initiative around Swansea’s primary schools delivering cycling training to children on mock roads to raise awareness of safety issues. ● St Thomas Primary School - the £6.7 million state of the art school has opened. It features a host of community facilities including a new library. ● Children’s University - developed the Children’s University, which accredits out-of-hours learning for children and young people.

City and County of Swansea 37 Top.Performance@Swansea Improvement Plan 2007 - 2008

● Nant-y-Felin - we have progressed the replacement of West Cross House with the new Nant-y-Felin facility in Blaenymaes. ● Mentro Allan - the Mentro Allan scheme has been rolled out to provide specific exercise and activity opportunities for carers in the community.

What We Intend to Do

● Educational Achievements - we will continue to work to improve achievement at GCSE and Key Stages. ● School attendance - we will continue with the improving attendance initiative by focusing on the Behaviour Support Plan. ● Employment Training - we will increase the percentage of those leaving Employment Training with a qualification and/or another positive outcome to 71% by 2007/08. ● Penyrheol School - the rebuild of the school will begin in March 2008 with a planned opening in September 2009. ● YGG Llwynderw School - we will begin the construction of a new £6 million Welsh medium primary school on the site of West Cross House. ● Building Maintenance - carry out various building improvement projects to address backlog requirements. ● Child Health - with our partners in the Health Services we will implement a Food and Health Strategy in Swansea schools through to 2013, which puts schools at the centre of promoting good nutrition throughout life. ● School Organisation - we will continue to formulate a strategy under a long term school organisation and asset management programme to deal with the challenges caused by falling pupil numbers and aging school buildings. ● Welsh Education - there will be development and implementation of a Welsh Education Plan within the Welsh Education Scheme up to 2011. ● Learning - we will deliver the Swansea Learning Strategy and ensure that priorities are agreed, resourced and delivered and standards of achievement and attainment raised. ● Lifelong Learning - we will implement the Family Learning Programme (schools & community), implement the Basic Skills Programme and the Swansea Skills Partnership Programme. ● Museums, Libraries and Archives - museums, libraries and archives have a vital role in inspiring learning across the community. Implement the Inspire Learning for All (ILFA) framework across museums, libraries and archives by Summer 2008 to equip them to respond to the latest developments in learning and teaching and develop their services in innovative ways.

38 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

HEALTH AND WELLBEING

What We Have Done

● Delayed transfers of Care - the rate of delayed transfers of care for social care reasons per 1,000 population aged 75 or over again exceeded the target set for the past year, having also done so in 2005/06. ● 1-2-1 Care - following the pilot phase in 2006, a second wave has begun to continue to provide foster services locally avoiding out of area placements by provision of salaried carers under this scheme. ● Nant-y-Felin - begun works on the new children’s home project in Blaenymaes. ● Swimming - continued with our free swimming scheme for the over 60’s and under 16’s, which has resulted in record numbers taking to the water as the initiative goes from strength to strength across the City. ● Lower Speed Limits - introduced lower speed limits of 20 mph to over 130 streets and roads throughout Swansea, many of which are directly surrounding schools. ● Children’s Safety - approved the Road Safety Grant Funding for 2007/08 which will improve the environment for children walking to and from schools and fund the Junior Road Safety Club and Pass Plas Cymru. ● Childcare - the performance of the authority in 2006/07 in relation to the stability of children looked after by the authority has resulted in Swansea being placed in the Top Quartile of Performance in Wales. ● Homelessness - the performance in relation to the average number of days that homeless households spend in temporary accommodation and the average number of working days taken between homeless presentation and discharge of duty for those deemed to be statutory homeless was such that both placed Swansea in the Top Quartile of Performance in Wales. ● Housing Support - spent £5.8m through Disabled Facilities Grants on adaptations to enable people to remain in their homes for a longer period of time. We have also provided a range of support services to Council tenants through the Tenancy Support Unit to enable them to maintain their tenancies. ● Healthy Directions - set up the Healthy Directions project to provide targeted health information and organise events focusing on ‘nutrition and physical activity’ enabling people to explore new health related opportunities.

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What We Intend to Do

● Foster Carers - continue with the 1-2-1 Foster carers scheme during 2007/08, increasing the number of foster carers to enable more placements to be provided “in-house” and reduce the numbers of looked after children who have more than two placements in a year. ● Vulnerable Children - develop a wide-ranging action plan inviting external experts to help deliver a programme to improve staff recruitment and retention and the protection of children. ● Older People - we will continue to implement a programme of change for Older People’s Services to enable developments that better reflect service user need and policy direction with an emphasis on promoting Health and Well being and Independence. ● Reshaping Health Services in Swansea - modernise health and social care services (through partnership) using the redevelopment of community based care as an essential element of the single site hospital project. ● Looked After Children - attempt to remain in the top quartile of Welsh Authorities with regard to the stability of looked after children. ● Delayed transfer of Care - attempt to emulate last year by again surpassing the target to ensure that patients are returned to home or another appropriate facility as soon as possible. ● Access - pending planning approval, improve access to Swansea Museum, The Guildhall and Oystermouth Library which will help us meet our duties under the Disability Discrimination Act. ● Physical Activity - deliver the Climbing Higher Physical Activity Strategy “More People More Active More Often” by March 2008 to find new ways to encourage more people to participate regularly in sport or physical activity to improve health and well being. ● GP Referral Scheme - expand the GP referral scheme “Positive Steps” in association with the Local Health Board to encourage rehabilitation through exercise.

40 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

PROSPERITY What We Have Done ● City Centre Framework - following the launch of the City Centre Framework in March, two key development opportunities were marketed. The first of these was the St David’s/Quadrant area and County Hall’s Paxton Street and east car park sites. The second was the Sailbridge site near the Dylan Thomas Centre. Both sites have attracted unprecedented developer interest. ● City Centre Core Environmental Enhancement Scheme - commenced £3.75 million public realm enhancement scheme, which will include the renewal of existing surfacing with high quality materials as well as the introduction of new street furniture and landmark public art. ● Swansea Bay Strategy - launched the strategy which is one of a series of interrelated initiatives that we are developing to improve the long term performance of the city and the facilities for residents, visitors and businesses between the city centre and Mumbles. This strategy has also been put out for discussion and public consultation. ● Economic Regeneration Strategy - was adopted in 2006 and continues to progress. ● Tawe Riverside Strategy - the strategy was adopted in 2006 and implementation has commenced. ● Leisure Centre - ensured that the £32 million refurbishment of the Leisure Centre has remained on schedule to be finished by the end of 2007. ● Quadrant Bus Station - allocated £595k of this year’s transport grant settlement toward getting the project started. We have also approached WAG to discuss further funding for the scheme. ● Swansea Market - committed to a £750k revamp of the market facility. ● David Evans Site - completed demolition and site preparation works. ● GTOA Conference - we were successful in achieving host status for a prestigious national tourism conference. The Group Travel Organisers Association conference will be held in Swansea in January 2008, and will be a three day event which will attract 200 GTOA members to Swansea and will include tours for the delegates which will showcase Swansea Bay, the Mumbles and Gower. ● Tourism - implemented a Tourism Strategy to raise the profile of the City & County of Swansea, increase the number of visitors and the amount of visitor spend in the City & County. ● 2012 Olympic games - submitted a bid to host training camps for the 2012 Olympic games as part of the All-Wales bid. ● Schools Olympic games - successful in securing the UK schools Olympic games in 2009 in collaboration with Newport and Cardiff Council’s and the Welsh Assembly Government, which will attract more visitors to the City & County of Swansea and contributions to the local economy. ● Events - developed high profile events for the City & County of Swansea including the Waterfront Winterland, which attracted 100,000 visits and contributed £2.35 million to the local economy.

City and County of Swansea 41 Top.Performance@Swansea Improvement Plan 2007 - 2008

What We Intend to Do

● City Centre Core Environmental Enhancement Scheme - progress delivery of this scheme with a view to finishing by Summer 2008. ● City Centre Development Sites - select a preferred developer for St. David’s / Quadrant and Paxton Street retail led mixed use scheme by December 2007. Secure a developer for the Sailbridge site by early 2008. ● Princess Way Retail Scheme - progress the construction of the new 58,000 sq ft retail scheme on the former David Evans site. ● Leisure Centre - ensure that the refurbishment is complete by the end of 2007 in order that it will be open to the public by early 2008. In addition, we will work with a Leisure Centre Trust made up of skilled local people to ensure this facility will be very successful. ● Morfa Winter Sports Proposal - progress developer discussions regarding proposals for Wales’ first indoor snow and ski centre on the former Morfa outdoor ski slope site. ● Coastal Access Improvement Programme - continue to improve public access to areas of the Gower, concentrating on improving access for walkers, horse riders and people with mobility difficulties. ● Langland Bay - consider rebuilding the beach huts at Langland along with considering changing the leasing arrangements to longer leases between five and fifteen years. ● Building Improvements - commit funds to a scheme to improve a range of public buildings including the Guildhall and Grand Theatre. ● Strategies - seek adoption of the Swansea Bay Strategic Framework. Implement the Morfa Road scheme and Hafod Copperworks site as part of the Tawe Riverside Strategy. Implementation of the Knowledge Economy Strategy by establishing a Knowledge Economy delivery body by December 2007. ● Vetch Field - implement the Vetch Field Master Plan for regeneration of the area including commencing marketing the site. ● Strategic Events - produce and implement a Strategic Events Strategy by Spring 2008 to focus events development and help raise the profile of the City & County of Swansea as a place to visit. ● Swansea Market - start on site-works for improvements to Swansea Market’s entrance ways by early 2008 to upgrade environmental and operational standards and aid city centre regeneration. ● Oystermouth Castle - pursue a major Heritiage Lottery Fund and Cadw application for grant aid to refurbish Oystermouth Castle, which is a major visitor attraction.

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SUPPORTING SERVICE DELIVERY

What We Have Done

● e-Government - replace over 30 IT systems with the implementation of a corporate system to run ‘back office’ services including finance, procurement, projects and HR.

● Contact Swansea - service agreement in place between Swansea and Cardiff Councils to deliver a Customer Relationship Management (CRM) system, within the new Contact Centre, for the benefit of the customers of the City & County of Swansea.

● Finance - supported all Council projects and services with a new ledger system (as part of e-Government) also provided timely and robust financial information. Accounts were closed one month earlier than previously.

● Procurement - continued to work with partners and suppliers in delivering best value in the purchase of goods and services whilst maintaining probity and ensuring sustainability in our procurement processes.

● Legal - provided departments with speedy and accurate advice and supporting client departments in complying with statutory deadlines imposed by the Freedom of Information Act.

● Strategic Projects - continued to support the delivery of the Strategic Programme which includes 12 strategic projects i.e. Leisure Centre, Civic Centre, by improving working practices, carry out audits and health checks and providing training for relevant staff as required.

● Communication - improved communications inside the Council and with the wider community. Developed the Council’s website and Intranet site and doubled usage to 1.2 million. During 2006/07, external communication has improved with the introduction of a free e-mail update service to almost 4,000 residents on news, jobs, events and roadworks.

● Human Resources - as part of the e-Government Programme, delivered a new HR system and created a single database for all Council employees.

● Equalities - launched a new Welsh Language Policy at the National Eisteddfodd in Felindre, published a new Disability Policy and developed a new procedure for reporting hate and harassment incidents in a bid to end discrimination across the City and County.

● Resilience - continued to develop and implement corporate Risk and Resilience approaches to underpin service delivery. Also worked with partners to further develop civil contingency approaches to be used in the event of local, regional and national emergencies.

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What We Intend to Do

● e-Government - complete the implementation of payroll - work on Service Improvement and Purchasing Development projects to maximise benefits to Council. Investigate the potential for the development of ‘shared services’ with partner organisations as part of the “Making the Connections” Programme. ● Contact Swansea - continue to extend the range of services available through the Contact Centre and deliver the first phase of the Call Centre. ● Civic Centre - continue with the phase of improving customer services by creating the new café, exhibition space and refurbishment of the central foyer area, and creating a new central library. The new Civic Centre will be opened in March 2008. ● Procurement - through the e-Government Programme deliver a purchasing Development project which will extend the use of online buying to more goods and services, develop an improved network of buyers and expand the use of purchasing cards. ● Legal - ensure the professional requirements of staff are met and staff are maintaining the Law Society’s Practice Management Standards by March 2008. ● Strategic Projects - continue to oversee the effective management of the Strategic Programme and improve the capability and capacity of the organisation around programme and project management. ● Communications - continue to manage effective communications both within the Council and with the wider community, working closely with partners across the city to promote Swansea. ● Human Resources - implement a Pay & Grading Review that conforms with the requirements of the 2004-2007 National Pay Agreement, and through the e-Government programme complete the implementation of the new payroll system. ● Performance - continue to manage and develop the performance management framework including improved integration with corporate risk management and financial planning and the development of the scrutiny role. ● Resilience - continue to manage and develop the Council’s approach to resilience, in partnership with Neath Port Talbot Council and the South Wales Local Resilience Forum. ● ICT - continue to manage the contract with Capgemini to deliver continuous service improvement and value for money.

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Chapter 5 Regulation and Scrutiny View from the Regulators

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

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

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

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

Each year the Regulators undertake a range of new audits and inspections as well as following up on previous audits and inspections to ensure that previous recommendations have been implemented. The areas to be audited and inspected are defined each year by a process known as the “Joint Risk Assessment” which involves the Regulators and the Council discussing and agreeing areas of risk and importance and where improvement and assistance to achieve improvement is needed. The outcome of the Joint Risk Assessment completed in August 2007 is set out below.

Naturally, every council wants the Regulators to give them a clean bill of health. However, councils are large and complex organisations delivering a wide range of services to large numbers of people and there are always areas for improvement. This Chapter provides a snapshot of the Regulators view of Swansea Council during the last 12 months plus details of the outcomes of the Joint Risk Assessment which will inform the programme of audits and inspections for 2007/08.

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Audits and Inspections

During 2006/07 the Council was audited and inspected across a range of services, including:

● Progress on the pay and grading review ● Swansea Stadium Management Company ● Media Relations ● Medium Term Financial Strategy (Ongoing) ● Financial Accounts (ongoing) ● Waste Management review ● Planning services ● e-Government ● Street Scene ● “Making the Connections” (ongoing) ● Performance Management ● 2006/07 Improvement Plan ● Regeneration Improvement Study Follow-up

The Relationship Managers Annual Letter 2005/06 is the Wales Audit Office view of the Council as a whole and provides the overview of Council operations, effectives, efficiency and compliance, it summarises the findings of much of the audit and inspection work undertaken in 2005/06 - a copy can be found on the Councils website at: http://www.swansea.gov.uk/index.cfm?articleid=19226

Going forward, in 2007/08 the following audits and inspections are planned:

● Financial Accounts (ongoing) ● e-Government (ongoing) ● School Budgets ● Pay and Grading review ● Asset Management ● Planning services ● Anti poverty (follow-up) ● Sport and Recreation (ongoing) ● “Making the Connections” (ongoing) ● Improvement Plan Audit ● Journey to Top Performance

46 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

Full details of all audit and inspection reports are available on request (see contact details at the end of this publication). In general terms, the Regulators confirm that the Council is moving in the right direction and efforts to improve are recognised and welcomed. However, there are always areas where further improvement is required and sought by the Council. These areas form the basis of future action by the Council and also future audits and inspections by the Regulators.

In order to provide a planned regime for inspections and audits and to help the Council focus on key issues, the results of previous work conducted by the Regulators is used to inform the Joint Risk Assessment. This is explained below.

Joint Risk Assessment

Each year, the Council makes use of its Risk Management procedure to review the risks that it faces over the coming 12 and 24 months. Typically, these include risks facing the Council as a whole (known as Corporate Risks) and those faced by services (known as Service Risks). The main purpose for undertaking this exercise is to ensure that appropriate actions are agreed and implemented to ensure that these risks are dealt with and do not adversely impact on the business of the Council. This is reviewed on a quarterly basis as part of the Council’s Risk Management process.

For all risks identified, Action Plans are produced and assigned to senior managers across the Council. This activity also informs the annual Corporate and Service Planning processes which are designed to clearly set out the priorities and actions that the Council and its Services are required to take to deliver on commitments and service levels.

A further step in this process is the annual Joint Risk Assessment which involves the Regulators and the Council coming together to jointly agree on risks facing the Council. This has been conducted in August 2007 and will serve 2 main purposes:

● Inform the Council’s own annual risk assessment process which will resume later this year. For each risk identified in this process, the Council takes appropriate mitigating action. ● Inform the Regulatory Plan which details the audits and inspections that the Regulators will undertake in the future year.

These risks are categorised as High, Medium or Low.

Progress on dealing with risk is a good indicator of how well the Council is performing overall. Out of the areas (known as “Aspects”) that are assessed as part of the Joint Risk Assessment, the Council aims to minimise the number that are assessed as High Risk. Over the past 2 years, progress has been made to achieve this and the summary below provides a snapshot of the change in position regarding risk over the past 2 years for those that can be compared.

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Summary of Risk

Risk Level agreed Risk Level agreed Difference for 2006/07 for 2007/08 + or - Corporate Nº of High 5 2 -3 Nº of Medium 14 18 +4 Nº of Low 1 0 -1 Service Nº of High 17 17 0 Nº of Medium 24 31 +7 Nº of Low 22 17 -5 Not Assessed 2

In 2006/07, excluding those not assessed, a total of 61 out of 83 areas were medium risk or lower (73%); in 2007/08, a total of 66 out of 85 are medium risk or lower (78%). In other words, those at high risk have reduced from 27% to 22%. Whilst this reduction in areas of high risk appears small, it is significant, particularly in relation to the Corporate risks and demonstrates that the Council has proper systems and processes in place for dealing with risk.

The tables below show how the Risk Assessment has altered over the past year, for ease the tables have been split into Corporate Health and Service Risks. Each table shows the number of risks and the level they are assessed at for each aspect. A more detailed explanation of the meaning of the Aspects shown is available on request.

Corporate Health

Average Risk Level Average Risk Level Aspect agreed for 2006/07 agreed for 2007/08 Democratic Services 1 High 1 High Scrutiny arrangements, local leadership.

Corporate & Strategic Management 1 High Leadership & management, achievement 1 Medium 2 Medium of strategic objectives & priorities

Culture, Leadership and Vision 1 High Vision of organisation, leadership, 1 Medium organisational values

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Average Risk Level Average Risk Level Aspect agreed for 2006/07 agreed for 2007/08 Partnership Working 1 High Engaging with partners, meaningful, effective 1 Medium partnerships, Local Service Boards

Standards of Conduct Ombudsmen referrals, Code of Conduct 1 Medium 1 Medium

Procurement e-Commerce opportunities, project delivery 1 Medium 1 Medium

Project Management Project management methodology, 1 Medium 1 Medium management of projects

Risk Management Risk Management process to assess 1 Medium 1 Medium and manage risk

Performance Management, Information and Performance Measurement 2 Medium 2 Medium Service Unit Plans, performance information, systems and performance reporting Understanding of External Environment & Responsiveness to External Challenge 2 Medium 2 Medium Considering external influences, Regulators views, relationship with regulators Community Focus Community Strategy, partnerships, etc 1 Medium 1 Medium

Customer Engagement 1 High 1 Medium

Capacity and Capability Capacity and Capability of the organisation 1 Medium 1 Medium to meet demands

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Average Risk Level Average Risk Level Aspect agreed for 2006/07 agreed for 2007/08 Sustainability Delivering sustainable policies, procedures, 1 Medium 1 Medium strategies and activities.

Equalities, Diversity 1 High Compliance with Equalities Legislation 1 Medium

“Making the Connections” National “Making the Connections” agenda 1 Medium 1 Medium

Emergency Planning/Business Continuity Compliance with legislation, critical services 1 Medium and business continuity plans 1 Low

Service Risks

Average Risk Level Average Risk Level Aspect agreed for 2006/07 agreed for 2007/08

Education 3 High 1 High School improvement, Additional Learning Needs, Promoting Social Inclusion, 3 Medium 5 Medium Promoting Access, School Funding and other non-school aspects. Culture Libraries, Sport and Recreation, Tourism 3 Medium 4 Medium and Arts and Culture 1 Low Environment 1 High Environmental Health, Food Safety, 1 High Consumer Protection, Licensing, Cemeteries Cremation & Mortuary Services, Flood 1 Medium 3 Medium Defence and Land Drainage, Waste and Recycling, Street Scene (new for 2007/08) 6 Low 5 Low and Community Safety

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Average Risk Level Average Risk Level Aspect agreed for 2006/07 agreed for 2007/08 Regeneration 1 High 1 High Community Regeneration, City Centre Framework

Planning Services 2 High 2 High Planning Policy, Development Control, Planning Enforcement and Building Control 2 Low 2 Low Highways Roads and Transport Highways, Roads Construction and Maintenance, Street lighting, Traffic 2 Medium 3 Medium Management & Road Safety, Public Transport and Parking 3 Low 2 Low

Housing 2 High 2 High Strategic Role, Rents collections and arrears, Welsh Housing Quality Standard, 2 Medium 3 Medium Estate Management, Homelessness 1 Low Social Services For both Children’s and Adults Services - 4 High 4 High Access to Services, Range and quality of services, Protection of vulnerable people. Resources: financial, property and 7 Medium 7 Medium workforce. Planning & commissioning, Leadership & Scrutiny and Children Act and National Service Framework

ICT 2 High 3 High Sharing Services & Information, e-Government, Information Governance, 3 Medium 1 Medium IT Security 1 Low Central Services 2 High 3 High Property and Asset Management, Legal Services, Finance, Financial Health 1 Medium (new for 2007/08), Electoral Services, Human 2 Medium Resources, Revenues, Housing Benefit 1 Medium / Low and Council Tax 6 Low 6 Low COAIP Audit of Financial Systems Systems of Internal Control, Financial Statements, Governance Statements, 1 Medium 3 Medium Efficiency Gains. 6 Low 1 Low

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Scrutiny

What is Scrutiny?

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

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

Scrutiny is undertaken by Councillors who do not hold Cabinet posts and in May 2006 the Council introduced 8 Scrutiny Boards which aimed to strengthen their role and involvement in challenging and improving the performance of Council services. It also aimed to provide a strengthened opportunity to question Cabinet Members, Directors and Heads of Service on issues for which they are accountable.

Following the introduction of these new scrutiny arrangements each of the Council’s 8 Scrutiny Boards has focused on two main areas of work, within its own Terms of Reference:

● Overview Reports - these provide a ‘big picture’ of a service or policy area (including external audits / inspections) and give Scrutiny Boards the opportunity to question the relevant Cabinet Members and Senior Officers. ● Scrutiny Reviews - these are in depth pieces of work on key areas. Evidence gathering and community engagement allow Scrutiny Boards to reach conclusions and make recommendations to Cabinet, Council and other bodies.

The table below details the current, proposed and completed work for each of the Scrutiny Boards.

Reviews Completed Board Current Planned - 2006/07 (for follow-up) Audit Use of Consultants “Making the Compact with across the Council Connections” the Voluntary and Community Sector Community Population Estimates Governance ● Recording Member Leadership and the Census Arrangements for Attendance Swansea’s Local ● Public Service Board Engagement with the Community Strategy

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Reviews Completed Board Current Planned - 2006/07 (for follow-up) Education & School Attendance ● School Exclusions School Occupancy Lifelong Learning ● Pupil Attainment Levels and Innovative Solutions ● Nutritional Value of School Meals Environment Strategic Waste ● Metro Project Relationship Procurement ● Street Cleansing with Statutory Undertakers ● Traffic Calming ● Packaging Finance & Property Council Budget Review of Council Energy Management owned Buildings and Land Health & Social Effectiveness Issue to be Care of Strategic identified from the Partnerships within SSIW Children’s Health & Social Care Services Review Performance e-Government Performance External Programme - Indicators / Communications Savings from Performance Phase 1 Management Regeneration Crime Reduction & Youth Facilities & Culture Community Safety

In addition to the in-depth reviews detailed above the Boards are also engaged in: ● Considering Overview Reports on relevant Service Areas ● Questioning Cabinet Members and Directors/Heads of Service on matters of concern ● Following Up Recommendations from Previous Scrutiny Reviews ● Reviewing and Monitoring Performance and Actions arising from External Reports (Audits; Inspections etc)

Scrutiny Support Team The Scrutiny Support Team works with the Scrutiny Board Councillors to scope and conduct reviews, and manage the work of scrutiny. If you would like more information about Scrutiny in Swansea or have any comments please contact the Scrutiny Support Team. Write to: Scrutiny Support Team, County Hall, City & County of Swansea, Oystermouth Road, Swansea SA1 3SN. Telephone: 01792 637491; 01792 637257; 01792 637256 E-mail: [email protected] Website: www.swansea.gov.uk/scrutiny

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Chapter 6 Council Costs

In meeting the needs and demands of our citizens, customers and stakeholders across the whole range of services for which the Council is responsible, a significant level of annual revenue and capital expenditure is needed. Therefore, detailed below is a brief summary of how the authority proposes to spend this money during 2007/08.

Local Government Settlement

This year’s settlement represented very little change from the Provisional announced in October 2006, whereby, the overall support increase was 4.4% and this identified additions for specialist children’s services including Special Education Needs, pressures in the Social Care system, Landfill Tax increases and the provision of direct grant to schools.

Revenue Expenditure

This is expenditure that the Council incurs on the day to day running costs of its services including salaries and wages, running expenses of premises and vehicles as well as the annual repayment of debt charges. The Council’s total annual net revenue expenditure for 2007/08 on service delivery and contributions to other bodies such as the Combined Fire Authority and Community Council precepts is £350.465m and this will be financed by:

● Revenue Support Grant. ● National Non-Domestic Rates. ● Council Tax.

The Council Tax in respect to the Council’s own requirement for a band ‘D’ property shows an increase of 3.5% compared to 5% in 2006/07. With extra investment of nearly £16m being spent by the authority to improve services for the Authority’s population of approximately 230,000, there will be additional increases and savings in the following areas:

Education

Schools will receive additional grant funding as part of the Local Government Finance Settlement and extra resources of £2.426m will be earmarked for additional learning needs, including new specialist teaching facilities. The School Behaviour Plan/25 hours provision is an area of essential spending needs where an additional £608k is budgeted and £536k has also been provided for one-to-one support. Savings are being made as a result of falling rolls of schools.

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Social Services

Above inflationary increases of £450k to meet the cost of Care Homes and £125k for Domiciliary Care were approved by Council. Additional monies in the Child and Family Services, including foster care, adoption and parenting support and approximately £90k for Domestic Abuse Strategy will be invested in the service. Savings are being achieved in Domiciliary and Residential placements increased income efficiency.

Environment

Additional monies to create new dedicated teams in cleaning up unsightly spots, £67k for new streamline sweeping machines to improve street cleaning and £1m for pre-opening work at the Tir John landfill site. Savings are being made on the Corporate Transport Projects.

Regeneration

The refurbished Swansea Leisure Centre, which is due to open in 2008 will incur expenditure of £1m for the pre-opening and running costs. Extra funding of £45k is also being targeted to change existing library opening hours.

Housing (incorporating maintenance - Corporate Property Portfolio)

Expenditure of £250k is being made to the Authority’s maintenance of Corporate Property Portfolio and savings are being achieved in Corporate Building Services with reduced overhead costs.

Top Performance and e-Government

This year expenditure includes £100k for IT infrastructure costs and £98k for the Civic Centre Project, savings proposals in a revised licensing agreement.

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The distribution of expenditure over the main Council services is shown in the following diagram.

This is expenditure incurred on the purchase or improvement of significant assets including land, buildings and equipment, which will be of use or benefit in providing services for more than one financial year.

Capital Expenditure

The proposals for 2007/08 show that the Authority still has a substantial programme of capital expenditure and the budget for 2007/08 details that £79.316m will be spent during the year. This amount equates to an increase of £10.684m based on an original estimate of £68.632m in 2006/07. It should be noted that the revised budget for 2006/07 showed an increase of £29.94m from the original to a revised position of £98.572m.

This expenditure is distributed over a number of services and includes:

● a rolling programme of property infrastructure maintenance and renewal, ● refurbishment of Swansea Leisure Centre, ● the proposed development of Civic Centre and central library, and ● site redevelopment costs for Waste Strategy.

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Details of the capital spend within each area is shown as follows:

Community Leadership & Democracy

City Centre Redevelopment expenditure of £2.383k will be spent on core improvements and professional fees for the City Centre Framework.

Culture & Tourism

Expenditure of over £20m will be spent on the refurbishment of Swansea Leisure Centre which is due to open in 2008 and over £1.1m is earmarked for parks, in particular, Brynmill Park Redevelopment and Oystermouth Castle Restoration.

Environmental

Structural maintenance work for roads, bridges and walls amounting to £3.7m for the year will be used as part of the annual programme, including urgent infrastructure works. Foreshore & Marina works costing £580k will be used for Marina pontoons and the new swing bridge.

Education

Primary schools are earmarked with over £2.2m being invested in school building improvements including monies for the new St Thomas school and library. Approximately £6.1m is being invested in School Building Improvement grant works, in which, £2.4m is for new teaching blocks in both Gowerton and Morriston Comprehensive schools and nearly £3m for YGG Llwyderw replacement school.

Housing

A window and replacement programme of £1.1m for the Authority’s council houses will start in 2007/08, with similar amounts being budgeted for the next two years.

Economic and Strategic Development

Continual improvements are being made to the Swansea Market with £285k being invested for refurbishment works.

Social Services

Nearly £1m will be spent on the Blaenymaes Children’s home and the relocation of the Gorseinon Day Services.

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Top Performance

Expenditure of nearly £8.1m is being programmed for the Civic Centre Project which includes the new library, contact centre and new café/canteen and foyer areas.

A summary of the capital expenditure by service area is detailed in the diagram below.

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Chapter 7 Programmes and Projects

The Strategic Programme currently includes 14 Programmes and Projects. These Programmes and Projects are the ones which best support the aims and priorities identified within the Council’s Corporate Plan and therefore the delivery of the overall vision for the Council.

The Strategic Programme is regularly reviewed by Corporate Management Team and progress is reported on a monthly basis to a Strategic Programme Board which is made up of the Council’s Strategic Directors. Directors brief their relevant Cabinet Member on any issues.

The information below gives details on each of the 14 programmes and projects. e-Government Programme

The Council’s e-Government Programme began in 2006 to help the Council achieve its corporate aims of operating as one organisation and also of improving the efficiency and effectiveness of Council services.

Within the first year, there have been several achievements. Over 30 IT systems have been replaced by a single, integrated corporate system. In addition to this, the Council now has a single HR database, ultimately enabling better employee support and effective management of performance, recruitment and training. The Council also has, for the first time, a single corporate e-procurement system which allows staff in all departments to buy goods and services on-line.

Over the next 12 to 18 months, the e-Government Programme will deliver further projects, including a new payroll system, integrated with the HR system, enabling us to operate 11 payrolls rather than 22 currently in place. In addition to this, a purchasing development project will extend the use of online buying to more goods and services, develop an improved network of buyers and expand the use of purchasing cards.

Finally, a Service Improvement project is underway in support of the Council’s Continuous Improvement objective, with business process re-engineering optimising use of the functionality delivered by the e-Government Programme to ensure efficiency, economy and effectiveness of Service delivery.

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Waste Management

The Council is faced with statutory targets for the diversion of biodegradable waste from landfill which, if not achieved, could result in severe financial penalties of £200 per tonne being applicable from 2010 onwards. As a result of these demands and pressures the Council has adopted a strategy to procure a sustainable waste management solution which will enable the Council to achieve these targets and provide an answer to the disposal of its residual waste.

In addition, the Welsh Assembly Government’s Strategy “Wise about Waste” created challenging targets for the recycling and composting of municipal waste. Whilst the Council has successfully achieved and exceeded the milestones up to April 2007, there is a further and more demanding milestone to be reached in 2010.

Whilst the immediate aim of the procurement must be for the award of an integrated service contract as soon as practicable, decisions regarding waste technologies, funding arrangements, sites, partnerships and interim arrangements will all be required to be taken prior to award and construction of the necessary waste facilities. The negotiation (main tender) stage of the process is programmed to commence in September 2007.

Housing Futures Programme

The Housing Futures Programme has the aim of creating the financial and organisational framework to enable the improvement of the Council owned housing stock up to the Welsh Housing Quality Standard. The option being pursued to meet this aim was the large scale voluntary transfer of the stock to a specially created ‘Community Housing Mutual’ organisation, which would have accessed the additional money required. This was subject to a confidential ballot of tenants in March 2007, which returned a majority vote against the proposals. However, the challenge of meeting the Welsh Housing Quality Standard remains and this programme has been established to develop an alternative strategy.

Older People’s Strategy

One of the over riding objectives of the Local Authority is to improve the Health and Well Being of Older People within the City & County of Swansea and this is also reflected in the Older People’s Project which is currently underway in the Directorate of Social Services.

The reasons for the project are many and varied but in summary, there are well documented increases in the number of older people in Swansea and the UK as a whole. The impact of this aging population on Social Care could be significant in terms of the potential increase in requests for support from larger numbers of older people. Currently most services are very institutional and outdated and encourage dependency rather than promote independence; they are also experiencing severe pressures as demand increases and the numbers of people available to the care workforce declines.

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Therefore the Older People’s Project’s aim is to reshape current services to ensure that they maximise independence, increase choice and control for older people and are flexible and responsive to the needs of the individual.

The anticipated benefits of adopting this approach are the reduction in dependency levels of older people so that they can live at home for longer. A proportional decrease in the numbers of people ending their days in institutional care and a Social Care sector that is sustainable and able to address some of the health promoting aspects of care with more appropriately targeted services which improve outcomes for older people.

Schools Organisation Programme

To keep things simple, this programme is all about having "the right schools in the right places".

Nationally, school rolls are falling and this puts pressure on the Education system because surplus capacity is just not good value. However, it is not as simple as just closing schools. Reducing surplus capacity has to be done in the context of matching future places to future demand.

Therefore, the Programme's Vision and Aims are defined as follows:

● Vision - we want all children and young people to have convenient access to a broad and relevant curriculum that meets their needs through a network of high quality inclusive schools. ● Aims - our overriding aims are to improve the way in which we can meet the needs of every pupil, raise the standards of school buildings' condition and ensuring that every school is viable with a robust and reliable future.

Integrated Transport Programme

The Swansea Metro, working in partnership with First, will deliver a whole new look for public transport and a unique travelling experience for all customers. The Swansea Metro will feature the streetcar, a brand new vehicle which is like no other public transport vehicle: it’s articulated and 18.7m long. The pilot is totally enclosed in a cab the full width of the vehicle. It’s easy to get on and off with two customer entrances and exits. It’s fully accessible to wheelchair users and those with mobility problems, with an automated ramp at the front entrance, priority seating and wheelchair space immediately inside. The proposed route links Swansea’s two hospitals, the city centre, railway station, new bus station and university.

Included in the programme is the construction of a new Quadrant interchange at an approximate cost of £11.5m with a programmed start date of January 2008 for a period of 18 months. This project will be funded by a Transport Grant over three financial years, subject to confirmation by WAG.

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By providing a high-quality public transport facility, the Authority wishes to encourage even more people to choose public transport and leave their cars at home. The redeveloped Bus Station will be key a transport gateway and provide a state of the art facility with a much improved environment for passengers with twenty first century facilities. Particular attention has been paid to provide enhanced safety and security for users of the bus station. This has been achieved by design and through the installation of CCTV which is also to be linked to the city central control. The Interchange will be fully accessible to all users including mobility-impaired users.

City Centre Programme

The City Centre Strategic Framework provides the basis for a comprehensive programme of regeneration activities which involves the development of sites, the delivery of accessibility proposals, and the enhancement of properties and the environment of the City Centre. It will benefit the City Centre by providing confidence that all of the proposals will take place and are supported by a wide range of partners and a programme of financial investment. An Action Plan has been prepared and identifies schemes which are already on site, and those which are scheduled to come forward over the next few years. Delivery will be achieved through the joint venture agreement between the Council and the Welsh Assembly Government.

Those on site include:

● Princess Way Retail Scheme ● City Centre Core Environmental Enhancements ● Swansea Metro Phase 2 ● Swansea Leisure Centre ● Meridian Quay Residential/Commercial Scheme ● Salubrious Place Phase 2

Those which are priority schemes for the next 5 years are:

● St David’s Quadrant mixed use scheme ● Paxton Street Development Site ● Sailbridge Development Site ● Improvements along Oystermouth Road ● A buildings enhancement programme

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Civic Centre

The council has four aims and objectives, to provide a service that is within the top quartile of comparable UK unitary authorities, to improve customer satisfaction, to operate as one council, and to be to accessible and accountable. The Civic Centre project will support the delivery of these aims and objectives by providing the means by which customers can access services through a new public centre.

The new centre will offer a state of the art library, archives/family history centre, exhibition area, and new café facilities. To support the new internal facilities, accessible and integrated public transport links will be established from the city centre and surrounding areas to the new Civic Centre.

Great progress has been made in the delivery of the Civic Centre project. All staff relocations works are now complete. The Contact Centre has also been completed on time and to budget with the new reception and cashiers area opening for business in advance of the Contact Centre that went live September 07.

The construction of the new library is proceeding well and is scheduled to open its doors to the public in early March 08. The refurbishment of the centre foyer area at County Hall together with the construction of the new café facility and exhibition area is scheduled to be completed in March 08. The finishing details of the project will deliver accessible transport links with the city and improve general access into the building. The works started in September 07 and will be completed for the full launch of the Civic Centre in March 08.

Leisure Centre

The Council is investing £32 million in the transformation of the former Swansea Leisure centre into a 21st century state of the art leisure attraction. The new attraction is due to be completed in Dec 2007 in readiness to be open in January 2008.

The new attraction will include a water park offering a wave pool, lazy river, interactive pool with water cannons, bubble stream and tipping bucket, a bubble pool, teaching pool and the surfing machine. Other features include two water slides and the Master Blaster water ride. The health and fitness suite will provide the largest fitness suite in Wales extending over two storeys and offering over 150 exercise stations. Two dance studios overlooking the water park will offer a comprehensive range of dance and exercise classes while the Spa will offer two treatment rooms a jacuzzi, sauna, steam room and aromatherapy room.

The new sports hall consisting of 8 badminton courts or two indoor 5 aside pitches will offer a range of sporting facilities to regional and national standard of competition and will also double up as a function hall that will be able to accommodate up to 2,000 people standing in concert mode or up to 1600 people seated theatre style for a seminar or conference. A new four storey children’s play zone will offer a fantastic range of children’s play equipment with incorporating interactive audio visual play zones. A new variable ability climbing wall will also be installed adjacent to the play zone.

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The project has been designed to support the Councils Health and Well being strategy and the WAG’s Climbing Higher Strategy.

In addition to providing a fantastic new health, fitness and fun attraction for the residents of Swansea, the new leisure facility will provide a major wet weather attraction for visitors to Swansea, further strengthening Swansea’s position as a strategic tourism destination. This project will make a major contribution to the achievement of the Councils vision as outlined in the 2006 Tourism strategy

The Vision is: “By 2015 Swansea Bay will be established as one of Europe’s foremost year- round maritime destinations for leisure and business tourism, offering a unique blend of high quality recreational, sporting and cultural experiences in an outstanding environment.”

It is anticipated that the new facility will attract up to 1 million visitors per annum. The project is progressing well and is currently on track to complete on time and within budget. The new leisure attraction will be managed by a newly formed not for profit Trust.

Asset Management Programme

The corporate Asset Management Plan (AMP) is the method by which the Council manages its property assets. This plan encompasses all of its portfolio, both operational and investment.

The AMP comprises a series of related workplans with complex relationships. It may be said to have two broad objectives.

Firstly it is intended to ensure that premises used for service delivery are fit for purpose and operating in a manner that enables high quality service provision. This includes developing maintenance programmes that ensure the portfolio will be sustainable in the long term.

Secondly, it contains strategies to ensure that the Council’s capital invested in property assets is providing a satisfactory return. This will include acquisition and disposal programmes.

Children Act Programme

The Programme focuses on delivering the requirements under the Children Act (2004). The intention is that children and young people in Swansea can be healthy, stay safe, enjoy and achieve, make a positive contribution and achieve economic wellbeing. The way that this will be addressed is through better working between the departments in the Council, health, the police and the voluntary sector. We expect to improve service delivery, store data and information, pool resources and integrate services together. Currently a single Children and Young People plan is being developed for 2008 following work to identify needs.

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Contact Swansea

The provision of improved customer access to Council services is both an over-riding aim and a key priority for this Council.

The Council has agreed to follow a more incremental approach to delivering this corporate priority. The Contact Swansea initiative will see the establishment of a Customer Contact Centre delivering a generic service for customer enquiries, delivering a focused set of services in more depth and based on essential technology needs. As the Contact Centre evolves, the range of services delivered will increase where it is beneficial to do so.

The Contact Centre will be expected to handle customer contact that is face to face. The Contact Centre will be available outside of traditional core Council hours and will be designed to be physically accessible to all customers.

Contact Swansea will proceed in two phases with the first phase being the opening of the face-to-face element of the Contact Centre in September 2007. The second phase, intended for the following financial year and subject to a business case, would see the implementation of a corporate call centre. This phased approach allows the Council to manage the impact of change and the cost of implementation.

In parallel with these developments, the Council website is being re-designed and re- launched with improved access to a variety of Council services. The new site will stimulate efficiency through focussing on transactional services.

Pay and Grading Review Project

The pay and grading review project will implement a new Pay & Grading System that conforms with the requirements of the 2004-2007 National Pay Agreement. The overarching aim is to remove pay discrimination and create a fair pay system based on the principles of equal pay for work of equal value.

The project will also include developing a framework within which strategic decisions can be made about rewards and will lay the foundations for developing a more strategic reward framework based upon improved performance.

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Corporate Review of Transport

This project is a fundamental part of the Budget Review Programme and has been identified as a potential area for budget savings.

The transportation arrangements for the Council are extremely diverse, service led and are dependant on the need and requirements of each Service Area. There are a considerable number of Transport Co-ordinators/Liaison Officers within the Council that in some cases have different operating policies and procedures. There is also a need for a Council wide interpretation of the legislation surrounding the Operators Licence which we are duty bound to comply with. The cost to the Authority for transport is significant so there needs to be a strong financial control of costs.

This project aims to take a global view of all these systems and to evaluate options to bring about improvements/benefits/savings to the Council.

Benefits identified are:

● Control risk and thereby reduce insurance costs ● Ability to report and evidence productive use of vehicles ● Improved financial control ensuring optimum use of budgets ● Consistently applied controls ensuring our corporate liability/responsibility to manage work related driving activities ● Contribute towards a cleaner environment ● Removal of duplication and waste.

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Chapter 8 Summary of Performance for 2006/2007

Achieving continuous improvement is a key aim for this Council. Performance in 2006/07 has shown that overall, 70% of performance measures have either improved, are the same as last year or are already at best performance. We have seen areas of improvement across all the main service areas such as:

■ Percentage of complaints responded to within 10 working days rose from 76% in 2005/06 to 99.35% in 2006/07. ■ Percentage of Emergency Protection orders responded to within 1 day remains at 100% best performance. ■ The average time for processing new claims and notifications of changes of circumstances both surpassed their targets and both improved on their performance in 2005/06. The final results were 22.79 days and 11.79 days respectively. ■ The target for the percentage of Council tax collected during 2006/07 was set at 96%. This target was surpassed with a final collection rate of 96.23%. ■ Percentage of people who feel well informed about the council showed performance at 53% against a target of 43%. ■ Unemployment rates in Swansea were 0.1% below the Welsh average. ■ Number of unique visitors to the Council’s website has far exceeded its target with 1,471,952 visitors for 2006/07. ■ Despite attendance dropping slightly at both primary (91.9%) and secondary schools (89.7%) because of the influenza B outbreak, attendances in secondary schools for Autumn 2005 and Summer 2006 were both up on the previous years, resulting in Swansea’s secondary attendance rising form 15th to 14th out of 22 in the ranking of Welsh authorities. ■ The number of pupils who left full-time education without an approved external qualification is improving compared to both last year’s result and the target for 2006/07. The improvement applies to all pupils (including those in care) with a result of 2.65% compared to 3.6%. In relation to those pupils in care results showed 4.17% compared to 26.92% previously. The target of 72% was set for those learners who leave Employment Training with a positive outcome and was surpassed with a result of 82%. The early delivery of key skills for all trainees accounted towards the improvements made in the area. ■ The number of pupils permanently excluded during the year, have surpassed their respective targets for both primary and secondary schools. Primary schools performance at 0.05 compared to the target of 0.25 and secondary schools at 1.07 compared to 1.2. The exclusion rates vary and this year seems to be a lower number than usual.

City and County of Swansea 67 Top.Performance@Swansea Improvement Plan 2007 - 2008

■ The rate of older people (65 and over) per 1000 population helped to live at home has shown a marked improvement over last year’s performance and has exceeded the target of 57 per 1000 population with an achievement of 102.12 per 1000 population. ■ Percentage of children on the child protection register whose cases were reviewed within statutory timescales, although this is a new indicator for 2006/07 it is pleasing to see performance at 96.3% against a target of 95%. ■ Number of homeless families who have used B&B accommodation during the year, except in emergencies, has shown a marked improvement over last year. Performance for 2006/07 is 9 families compared to a target of 38 and against last year’s performance of 54. ■ The average number of calendar days taken to complete non-urgent repairs - at 18.8 days has performance well within the target of 24 days whilst also maintaining attendance on emergencies at over 99% within 24 hours. ■ The percentage of householder planning applications determined during the year within 8 weeks has shown a significant 12.7% improvement over the 2005/06 figure. This is the second consecutive year that performance has shown improvement. In addition to this, at 65.7%, performance for 2006/07 has exceeded target by 5.7%. ■ Percentage of abandoned vehicles removed within 24 hours of expiry of the relevant notice period. This new indicator for 2006/07 has performed well achieving a performance level of 93.6% against target of 75%. ■ The public use of the Archives Service throughout West Glamorgan, passed its target and also increased performance from 8,697 in 2005/06 to 8,779 in 2006/07. This was despite the unit having the disruption of being moved into temporary accommodation during the year. ■ The target for the number of visitors to museums was 320,000 people. This target was comfortably surpassed, with a final result of 364,261. ■ Hosting the Eisteddfod during the Summer of 2006 and the introduction of the Winter Wonderland at Christmas meant that the number of attendees to Culture and Tourism events more than doubled the figure recorded in 2005/06. The final figure for 2006/07 was 576,011. ■ The amount of money spent by visitors attracted to the City & County of Swansea was £255.6 million in 2006/07, which exceeded the target by £11.65 million. ■ Despite changes to the funding received by the Welsh Assembly Government regarding the number of businesses that start with the support of the Swansea Business Centre, it is pleasing to note that the target of 196 was still attained. ■ A target of 90% was set for the indicator that records the percentage of priority graffiti jobs that were completed within seven days. This target was surpassed, and the final figure achieved was 95.9%.

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

68 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea

● Percentage of citizens who feel satisfied with the overall standards of services provided by the authority has improved on last year’s performance but at 74% is still under target. ● The percentage of housing benefit cases for which the calculation of benefit due was correct on the basis of the information available showed a slight decrease on last years figure of 100%, finishing at 99.8%. However, this outcome still surpassed the target of 99%. ● A slightly mixed result exists for the percentage of school days lost due to fixed term exclusions in primary and secondary schools. Whilst a small increase exists for primaries 0.01% compared to the target of 0.06% and the previous year’s result of 0.08%, this seems to be in line with national trends. There is a fall in the number of exclusions for secondary with 0.19% compared to the target of 0.21%. ● The target of 52% set for the percentage of pupils achieving either 5 or more GCSE at grades A* to C has just failed with 51.1% of pupils for the current year, this however, is a small improvement on the previous year of 50.7%. The result of 91.3% for pupils achieving 1 or more GCSE at grade G or above did not reach the target of 94% and narrowly failed to improve on last year’s result of 91.7%. ● There is still major challenge in supporting newly permanently excluded pupils access to 25 hours per week education. Whilst the percentage of permanently excluded pupils attending alternative tuition did not meet their respective targets for the various levels of provision, there was a slight improvement in the number of pupils attending over 25 weeks with 7% compared to 0% previously. Work is in place to build on these improvements. ● The percentage of children looked after at 31st March who have experienced one or more changes of school, during a period or periods of being looked after. This indicator missed the target by 4.8%, however, it has shown an improvement over last year’s performance, 18% in 2005/06 compared to 16.8% this reporting year. The high level of movement is still attributed to a large out of county population. ● The number of housing voids at 415 was the lowest level of void properties since April 1996. However, results did not achieve the target of 370. In order to continue to improve performance both within the service and that of outside contractors a number of measures were introduced including the relocation of The Homes Preparation Unit (HPU) which co-ordinates works to void properties to the same depot as Corporate Building Services (CBS) in December 06. ● The number of cars using park and ride services, at 267,827 has increased since last year but failed to achieve the target of 290,000. Growing patronage and completion of the Fforestfach should improve results and targets in future years. ● The target of 4,753 for the number of people using Public Library Services during the year per 1,000 population was not met, the final figure being 4,646. However the closure of the Central Library for three months had a big effect on this outcome. ● The total usage of Indoor leisure facilities was 1,346,656. However, this came in under the target of 1,588,246. This performance was impacted by a 230,000 overestimate of the usage of the Wales National Pool and also the fire at Penyrheol School.

More detailed analysis of the Council’s performance for the period 2006/07 is contained in the data tables in Appendix A.

City and County of Swansea 69 Top.Performance@Swansea Improvement Plan 2007 - 2008

Swansea’s Performance compared to other English and Welsh Unitary Local Authorities How does Swansea compare with others?

A number of the performance indicators in the following data tables contain a ‘star rating’. For the nationally available performance indicators, Swansea is compared with Welsh Local Authorities or English Unitary Authorities, whichever is the higher performing group (comparison is based on Swansea’s performance in 2006/07 and the published performance of other Local Authorities on 2005/06). This guide to comparative performance is illustrated by a star rating as defined below:

Results in the top 25% of comparable authorities Results in the upper middle quartile range Results in the lower middle quartile range Results in the lowest 25% of comparable authorities

This comparison assists with setting targets and helps to identify areas of good performance or where services require work to improve to a comparable standard with well performing authorities. Swansea has made a significant improvement in performance compared to the previous year (2005/06), whereby, the number of indicators in the categories for both 3 star and 4 star ratings has increased by almost twice as much. It is pleasing to note these improvements, in view of the number of changes and challenges for Swansea. A table showing the figures and percentages over the last two years is as follows:

2005/06 2006/07 Last Year This Year Star Rating Number % Number % of PIs of PIs of PIs of PIs Results in the top 25% of comparable 10 17% 21 32% authorities (4 Stars) Results in the upper middle quartile range 6 11% 10 15% (3 Stars) Results in the lower middle quartile range 24 42% 18 28% (2 Stars) Results in the lowest 25% of comparable 17 30% 16 25% authorities (1 Star) Total 57 65

Further explanations are, where necessary, provided in footnotes and other notations are used to indicate where data is unavailable, not required or still to be determined. The National Strategic Performance Indicators (NSPI’s) in this report have been officially audited.

70 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments No Local Elections in that period. Next election May 2008 APPENDIX A 49% Future Aspirations No elections 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) N/A N/A N/A N/A N/A 76% 90% 99.35% Y Y 95% Perf. Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CLD01 - turnout Percentage for local elections CH02 - of The percentage complaints responded to within 10 working days for 2005/06. Chief Executive - Community Leadership & Democracy PERFORMANCE RESULTS FOR 2006/07 PERFORMANCE RESULTS 1

City and County of Swansea 71 72 Chief Executive - Legal -2008 Improvement Plan2007 Top.Performance@Swansea

Performance Future Previous Current Current Has PI Performance improving or Aspirations Perf. Target Perf met Comments Indicator remaining in (2005/06) (2006/07) (2006/07) target? top quartile? 1 2007/08 2008/09 Legal1 - 90.8% 95% 95% Y Y 95% 95% Percentage of prosecutions issued within 8 weeks of instructions Legal2 - 100% 100% 100% Y Best 100% 100% Percentage of Performance Emergency Protection orders responded to within 1 day LS20 - New 70% 79% Y N/A 80% Percentage of Indicator instances where

City and County ofSwansea the instructing department was informed in writing of the outcome of their case within 10 working days

1 City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results for 2005/06. Improvement Plan 2007 - 2008 Top.Performance@Swansea Caseload d) Comments and c) last from increased Performance year. impacted by change for procedures of to all cases referred Magistrates Court. Star Rating: a) b) c) d) 30 250 0.20 4.95 Future Aspirations 30 250 0.20 4.95 2007/08 2008/09 1 N N Best Same Performance remaining in remaining improving or improving Performance top quartile? Y Y N N met Has PI target? 0.20 3.76 Perf 19.31 344.36 Current (2006/07) 4 35 250 0.20 Target Current (2006/07) 0.20 6.31 Perf. 33.05 312.57 Previous (2005/06) Indicator Performance The number of claimants visited, per 1,000 caseload The number of fraud investigators employed per 1,000 caseload The number of fraud investigations per 1,000 caseload The number of and prosecutions sanctions per 1,000 caseload City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s BNF/001 - Housing Benefit security: a) b) c) d) (NSPI) for 2005/06. Finance 1

City and County of Swansea 73 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: a) b) 24 12 days days Future Aspirations 24 12 days days 2007/08 2008/09 1 Y Best Performance remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? Perf days days 22.79 11.79 Current (2006/07) 27 14 days days Target Current (2006/07) 14 25.7 days days Perf. Previous (2005/06) Indicator Performance average time for new processing claims average time for processing notifications of changes of circumstances City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s BNF/002 - Speed of processing: a) b) (NSPI) for 2005/06. Finance 1

74 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Star Rating: a) target Future due to reduced DWP rule changes and the introduction of Local Housing Allowance from April 2008 bi) 99% 55% Future Aspirations 99% 70% 2007/08 2008/09 1 Y Best Performance remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? Perf 99.8% 77.86% Current (2006/07) 99% 75% Target Current (2006/07) Perf. 100% 77.5% Previous (2005/06) Indicator Performance percentage of cases percentage for which the calculation of the amount of benefit due was correct on the basis of information available for the determination for a sample of cases checked post decision of the percentage Housing Benefit overpayments during the recovered year as a percentage of the total amount of Housing Benefit overpayments identified during the year City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s BNF/003 - Accuracy of processing: a) bi) (NSPI) for 2005/06. Finance 1

City and County of Swansea 75 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: bii) Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf. Current (2006/07) Target Current (2006/07) Perf. 35.46% 35% 28.00% N N 25% 20% Previous (2005/06) Indicator Performance Percentage of Percentage Housing Benefit overpayments during recovered the year as a of the percentage total amount of Housing Benefit overpayments outstanding at the start of the year plus identified during the year City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s BNF/003 - Accuracy of processing: bii) (NSPI) for 2005/06. Finance 1

76 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Star Rating: biii) Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf. Current (2006/07) Target Current (2006/07) Perf. 12.67% 10% 7.47% Y Y 6% 6% Previous (2005/06) Indicator Performance Percentage of Percentage Housing Benefit overpayments during written off the year as a of the percentage total amount of Housing Benefit overpayments outstanding at the start of the year plus identified during the year City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s BNF/003 - Accuracy of processing: biii) (NSPI) for 2005/06. Finance 1

City and County of Swansea 77 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Star Rating: 90% Future Aspirations 80% 85% 2007 2008 by Sept by March 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 82.5% 86% 70.7% N N 96.4% 94% 96.23% Y N 96.25% 96.25% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CFH/006 - of Percentage undisputed invoices paid in which were 30 days. CFH/007 - of The percentage for the Council Tax financial year which by the was received authority for 2005/06. Finance 1

78 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea This data Comments a) & b) be cannot currently due to provided the delay in completion of the system. HR/Payroll N/A 10% Future Aspirations N/A 10% 2007/08 2008/09 1 N/A N/A remaining in remaining improving or improving Performance top quartile? N/A N/A met Has PI target? N/A N/A Perf Current (2006/07) N/A 9.35% Target Current (2006/07) Perf. 8.74% Unable Previous to supply (2005/06) Indicator Performance The percentage of employees (including teachers and school based who leave the staff) employment of the local authority, whether on a voluntary or involuntary basis; The percentage of employees (excluding teachers and school based who leave the staff) employment of the local authority, whether on a voluntary or involuntary basis. City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CHR/001 - a) b) for 2005/06. Performance 1

City and County of Swansea 79 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments This data cannot be provided currently due to the delay in the completion of system. HR/Payroll information However, available to 30th was September 2006 and this showed a result of 4.94 days for the half year. This data cannot be provided currently due to the delay in the completion of system. HR/Payroll This data cannot be provided currently due to the delay in the completion of system. HR/Payroll Future Aspirations days 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? N/A N/A N/A 10 Perf Current (2006/07) 10.5 days Target Current (2006/07) days Perf. 10.54 1.22% 2.2% N/A N/A N/A 2.6% 2.6% 1.37% 1.74% N/A N/A N/A 1.91% 1.91% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CHR/002 - The number of working days/shifts per full time equivalent (FTE) local authority employee lost due to sickness absence. CHR/004 - of local The percentage authority employees minority ethnic from communities. CHR/005 - of local The percentage authority employees declaring that they are disabled under the terms of the Disability Discrimination Act 1995. for 2005/06. Performance 1

80 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Staff survey Staff postponed N/A Future in Aspirations 2007/08 No plans to collect 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? YY met Has PI target? Perf Current 1,471, 952 (2006/07) Target Current (2006/07) N/A N/A N/A N/A N/A 37% 43% 53% Y Y 45% 50% Perf. 852,879 750,000 Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s Comms1 - of Percentage people who feel well informed about the Council Comms4 - Number of unique visitors to the website Council’s Comms3 - of Percentage who feel well staff informed about changes and development in the Council (used to be COMMS4) for 2005/06. Performance 1

City and County of Swansea 81 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments This data cannot be currently due to provided the delay in completion of the system. HR/Payroll This data cannot be currently due to provided the delay in completion of the system. HR/Payroll No change Future Aspirations change 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? YYNo met Has PI target? Perf 0.1% below Welsh average Current (2006/07) To be Welsh or less Target average equal to Current than the (2006/07) 79% 80% 74% N N Perf. points +0.1% 13.21% 14% N/A N/A N/A 38.96% 44.7% N/A N/A N/A 45% 45% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s HROD5 - lost Percentage time accidents per 1,000 employees HROD13 - of top Percentage 5% of earners that women are CH01 - of The percentage citizens satisfied with the overall standards of services provided by the authority CH05 - Unemployment rates in Swansea compared average to the Welsh for 2005/06. Performance 1

82 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Future Aspirations 99.84% 99.84% 2007/08 2008/09 1 Performance remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) 98.5% 99.99% Y N/A 99.71% 99.71% Target 99.84% 100% Y Best 70.84% 97.43% Y N/A 74.60% 75.80% Current (2006/07) Perf. Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s IT1 - Application availability - of time in percentage which the application is available to the user during supported hours IT2 - - Network Availability as the measured of time percentage elements of the core the data and voice available network are during supported hours IT3 - Incident Resolution as times - measured of the percentage PI, P2 and P3 incidents actually within SLA resolved times target resolution for 2005/06. Performance 1

City and County of Swansea 83 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Future Aspirations 2007/08 2008/09 1 N/A N/A remaining in remaining improving or improving Performance top quartile? N/A N/A met Has PI target? Perf 64% 23% Current (2006/07) N/A N/A Target Current (2006/07) 75% 29% Perf. Previous (2005/06) Indicator Performance in their own neighbourhood in the city centre City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CH03 - of The percentage who said residents they feel “fairly safe” or “very safe” after dark: a) b) for 2005/06. Performance 1

84 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Star Rating: bi) bii) Star Rating: 80 3/20 (15%) (2.89%) Future Aspirations 86 4/20 (20%) (3.10%) 2007/08 2008/09 1 Y Best Performance remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? 75 1/24 Perf (2.65%) (4.17%) Current (2006/07) 96 5/20 (25%) Target (3.40%) Current (2006/07) 7/26 Perf. 90.1% 90.1% 89.67% N N 90.15% 90.2% (3.60%) (26.92%) 101/2806 Previous (2005/06) Indicator Performance All pupils (including those in local authority and care) Pupils in local in authority care, any local authority maintained learning setting, who attain the age of 16 during the school year and leave full-time education, training or work based learning without an externalapproved qualification. The percentage of attendance in secondary schools i) ii) the percentage of: the percentage The number of and City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/001 - (NSPI) EDU/002 - a) b) (NSPI) for 2005/06. Education 1

City and County of Swansea 85 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Star Rating: Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 74.9% 73% 73.85% Y N55.8% 58% 74% 58.61% 75% Y N 58% 59% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/003 - The percentage of pupils eligible for assessment at the end of Key Stage 2, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Assessment. Teacher (NSPI) EDU/004 - The percentage of pupils eligible for assessment at the end of Key Stage 3, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Assessment. Teacher (NSPI) for 2005/06. Education 1

86 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Annual Variation Comments KS2 bi) size in year group and composition in slightly resulted lower performance Star Rating: bi) bii) 260 211 (8.1%) (9.57%) Future Aspirations 239 194 (9.17%) (7.39%) 2007/08 2008/09 1 Y N remaining in remaining improving or improving Performance top quartile? Y N met Has PI target? 209 194 Perf (8%) (6.94%) Current (2006/07) 218 192 Target (8.38%) (6.93%) Current (2006/07) Perf. 92.5% 92.8% 91.9% N N 92% 92.1% (8.27%) (5.98%) Previous 219/2648 169/2824 (2005/06) Indicator Performance At the end of Key Stage 2 At the end of Key Stage 3 The number of and of the percentage pupils eligible for assessment, in schools maintained by the local receiving authority, a Teacher Assessment in (first Welsh language): i) ii) City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/006 - a) b) (NSPI) EDU/007 - of pupil Percentage attendance in primary schools for 2005/06. Education 1

City and County of Swansea 87 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments 0.20 1.20 Future Aspirations 0.20 1.20 2007/08 2008/09 1 Y Same remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? 0.05 1.07 Perf Current (2006/07) 1.2 0.25 Target Current (2006/07) 0.05 1.76 Perf. Previous (2005/06) Indicator Performance Primary schools Secondary schools City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/008 - The number of pupils permanently excluded during the year per 1,000 pupils from: a) b) for 2005/06. Education 1

88 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments To be reported To in 2007/08 be reported To in 2007/08 31 26 days days Future Aspirations 32 27 days days 2007/08 2008/09 1 N/A N/A remaining in remaining improving or improving Performance top quartile? N/A N/A met Has PI target? N/A N/A Perf Current (2006/07) Target 30 days 15 days Current (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance The average number of school days that permanently excluded pupils an did not receive of full time offer appropriate education provision during the year The average number of school days that permanently excluded pupils an did not receive of part time offer appropriate education provision during the year City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/009 - a) b) for 2005/06. Education 1

City and County of Swansea 89 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments small increase in small increase a) line with national (LGDU trends to submissions are one dcimal point. Actual performance is 0.01%). Future aspiration Future have been targets set based on the old definition of GCSE/GNVQ points to be Targets score. after further revised discussion with WAG 0.01% 0.210% Future Aspirations 0.01% 0.210% 2007/08 2008/09 1 Y N remaining in remaining improving or improving Performance top quartile? Y N N/A 41 42 N met Has PI target? Perf 0.0% 0.2% Current (2006/07) 308 (new) 40 37.8 (old) 0.21% Target 0.006% Current (2006/07) a) b) PI Perf. (263/ (5624/ 0.008% 0.219% Previous 2569241) 3391426) amended (2005/06) Indicator Performance Primary schools Secondary schools City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EDU/010 - The percentage of school days lost due to fixed-term exclusions during the in: year, a) b) EDU/011 - The average external qualifications point for 16 year olds, score in learning settings maintained by the local authority. (NSPI) for 2005/06. Education 1

90 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Achieved small Despite increase small increase in small increase a) level in primary low remains b) but level reduction in secondary high remains a) line with national trends 5 83 900 27.5% 33.3% 33.33% Future 5 Aspirations 83 900 28.5% 26.25% 33.33% 2007/08 2008/09 1 Y Y Y Y N N remaining in remaining improving or improving Performance top quartile? Y Y Y N N N met Has PI target? 2 83 0% 888 Perf 20% 33.33% Current (2006/07) 5 45 900 25% 64% 26.7% Target Current (2006/07) 5 49 903 Perf. 12.3% 21.4% 35.7% Previous (2005/06) Indicator Performance Primary schools Secondary schools Special Schools Achieving Core Subject Indicator at KS2 Achieving Core Subject Indicator at KS3 average KS4 point score City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EdCP5 - of schools Percentage in the top quartile of benchmark WAG groups EdCP12 - All pupils receiving fixed term exclusions a) b) c) a) b) c) (Policy Agreement) for 2005/06. Education 1

City and County of Swansea 91 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 72.1% 72% 82% Y Y 75% 76% 50.7% 52% 51.1% N91.7% 94% Y 93.1% 52.7% N 53% N 92% 92% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EdCP14 - Learners leaving Employment Training with a positive outcome EdCP21 - of pupils Percentage in schools maintained by the authority in summer previous achieving 5 or more GCSEs at grades A*- C or the vocational equivalent EdCP22 - of pupils Percentage in schools maintained by the authority achieving one or more GCSEs at grade G or above or the vocational equivalent (Policy Agreement) for 2005/06. Education 1

92 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments 45% 40% 15% Future Aspirations 50% 40% 10% 2007/08 2008/09 1 Y N N remaining in remaining improving or improving Performance top quartile? N N N met Has PI target? 7% Perf 80% 13% Current (2006/07) 10% 40% 50% Target Current (2006/07) 0% Perf. 73.3% 26.7% 39.8% 40% 39.4% N N 41.5% 42% Previous (2005/06) Indicator Performance less than 10 hours per week between 10 and 25 hours per week over 25 hours per week City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EdCP24 - of 15/16- Percentage achieving year-olds subject the ‘core indicator’. Those pupils achieving at least grade C in GCSE English or Welsh, Mathematics Welsh, and Science in combination EdCP26 - of Percentage permanently excluded pupils attending alternative tuition for a) b) c) for 2005/06. Education 1

City and County of Swansea 93 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Still very high performance and above previous years’ high level - just missed very challenging target Star Rating: Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 96.4% 97% 96.1% N N 92% 92% Previous (2005/06) Indicator Performance Percentage of Percentage statements of special educational need, excluding by those affected 'exceptions to the rule' under the SEN Code of Practice within prepared 18 weeks City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EdCP28 - b) for 2005/06. Education 1

94 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Equipment & The financial difficulties the NHS trust affecting the pressures increased on post - discharge arrangements such as Social Services Depts. also problems were There in the with recruitment private Domiciliary Agencies Care Star Rating: a) adaptations data was not included in the 05/06 result. number Improved of clients supported Home Care/ through Meals. The 06/07 target was set on the basis of what was known at the was time and therefore very much in line with 05/06 performance. Star Rating: a) b) 102 Future Aspirations 102 26.00 2007/08 2008/09 1 Y Best Performance remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? Perf 25.40 102.12 Current (2006/07) 57 26.50 Target Current (2006/07) 6.19 12 8.04 Y N 9 8 Perf. 56.46 26.48 Previous (2005/06) Indicator Performance Helped to live at home per 1,000 population aged 65 or over Whom the authority supports in care homes per 1,000 population aged 65 or over City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCA/001 - The rate of delayed for transfers of care reasons social care per 1,000 population aged 75 or over (NSPI) (Policy Agreement) SCA/002 - The rate of older people (aged 65 or over): a) b) (NSPI) (Policy Agreement) for 2005/06. Social Services & Housing 1

City and County of Swansea 95 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: a) b) TBC Future Aspirations 90% 77% days 2007/08 2008/09 1 Y Y remaining in remaining improving or improving Performance top quartile? Y Y N/A N/A 22 met Has PI target? Perf days 90.58% 78.15% Current (2006/07) N/A 81.3% N/A N/A 70% TBC N/A 22 88% 72% Target Current (2006/07) New New Perf. 88.35% 72.78% Indicator Indicator Previous (2005/06) Indicator Performance Aged 18-64 Aged 65+ City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCA/003 - The percentage of clients who are supported in the community during who are: the year, a) b) SCA/007 - The percentage of clients with a care plan at 31st March plans should care who’s that have been reviewed during reviewed were the year SCA/006 - The average number of working days taken completion from plan to of the care and/or provision installation of aids/equipment. for 2005/06. Social Services & Housing 1

96 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments PI ued discontin- Future PI Aspirations ued discontin- 2007/08 2008/09 1 N/A N/A N/A remaining in remaining improving or improving Performance top quartile? N/A N/A N/A met Has PI target? Perf 43.8% 23.4% 32.8% Current (2006/07) N/A 12.49 N/A N/A 13 N/A N/A 167.05 N/A N/A 182 Target Current (2006/07) New New New Perf. Indicator Indicator Indicator Previous (2005/06) Indicator Performance Healthcare reasons Healthcare reasons Social care Other reasons City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCA/009 - The rate per 1,000 adults (aged 18+) a service in receiving the community who a direct receive payment. SCA/011 - of The percentage delayed transfers of due to: care a) b) c) SCA/010 - The rate per 1,000 adult clients assessed during the year who with provided are assistive technology as part of a package of care for 2005/06. Social Services & Housing 1

City and County of Swansea 97 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: a) b) 95% 95% Future Aspirations 90% 95% 2007/08 2008/09 1 N N remaining in remaining improving or improving Performance top quartile? N N met Has PI target? Perf 74.3% 80.9% Current (2006/07) 88% 86% Target Current (2006/07) Perf. 87.2% 81.4% Previous (2005/06) Indicator Performance The percentage of first placements of looked after during the children year that began plan with a care in place. For those children looked after whose second review (due at 4 months) was due in the year, with the percentage a plan for permanence at the due date City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/001 - a) b) (NSPI) (Policy Agreement) for 2005/06. Social Services & Housing 1

98 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Minor improvement of performance. High number of moves still attributed to large out of county population. Star Rating: Lower placement changes due to better monitoring of LAC population Star Rating: Future Aspirations <15% <15% 2007/08 2008/09 1 Performance remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 18% 12% 16.7% N Y 15.5% 14% Perf. 10.12% <15% 6.1% Y Best Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/002 - children Percentage looked after at 31st who have March experienced one or changes of more school, during a period or periods of being which looked after, not due to were transitional arrangements, in the 12 months to 31st March (NSPI) (Policy Agreement) SCC/004 - Stability of placements looked after of children by the authority to the reference of children percentage looked after on 31 in any year March or more with three placements during the year for 2005/06. Social Services & Housing 1

City and County of Swansea 99 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Marginal a) Further difference. work on referral will ensure profiling met. are targets TBC TBC TBC TBC Future Aspirations TBC TBC TBC TBC 2007/08 2008/09 1 N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Y N N N/A met Has PI target? 16 Perf days 3.2% 61.7% 42.8% Current (2006/07) N/A 65% 45% <5% Target Current (2006/07) New New New New Perf. Indicator Indicator Indicator Indicator Previous (2005/06) Indicator Performance Allocated to a social worker for initial assessment Allocated to someone other than a social worker for initial assessment of The percentage initial assessments carried out within 7 working days; The average time taken to complete initial assessments that took longer than 7 working days to complete City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/007 - of The percentage that proceed referrals to allocation for initial assessment during the year. a) b) SCC/008 - a) b) for 2005/06. Social Services & Housing 1

100 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments TBC TBC TBC TBC TBC TBC Future Aspirations TBC TBC TBC TBC TBC TBC 2007/08 2008/09 1 N/A N/A N/A Best Best Best Performance Performance Performance remaining in remaining improving or improving Performance top quartile? N/A N/A N/A N/A N/A N/A met Has PI target? Perf 100% 100% 100% 93.9% 85.3% 58.4% Current (2006/07) N/A N/A N/A N/A N/A N/A Target Current (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance Children on the Children child protection register Children looked after in need Children on the Children child protection register Children looked after in need Children The percentage of open cases with an children allocated social the worker where a child is receiving service in each of the following groups; i) ii) iii) The percentage of open cases allocated to children someone other than a social worker where the child is receiving a service in each of the following groups; i) ii) iii) City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/013 - a) b) for 2005/06. Social Services & Housing 1

City and County of Swansea 101 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) N/A 80.9% N/A N/A TBC TBC N/A 88% N/A N/A TBC TBC 95% 96.3% Y N/A TBC TBC Target Current (2006/07) New New New Perf. Indicator Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/021 - of The percentage looked after children carried out reviews within statutory timescales SCC/017 - of The percentage on the child children register protection whose cases were within reviewed statutory timescales SCC/018 - of The percentage health assessments for looked after due in the children year that have been undertaken. for 2005/06. Social Services & Housing 1

102 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments TBC TBC Future Aspirations TBC TBC 2007/08 2008/09 1 N/A Best Performance remaining in remaining improving or improving Performance top quartile? N/A N/A met Has PI target? 0% Perf Current (2006/07) 10.6 days N/A Target Current (2006/07) New Perf. Indicator N/A Previous (2005/06) Indicator Performance The percentage looked of children after who were permanently excluded from school during the school year The average number of days spent out of school on fixed- period exclusions looked for children after. City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SCC/023 - a) b) for 2005/06. Social Services & Housing 1

City and County of Swansea 103 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments As agreed with As agreed it is not WAG to set appropriate within this targets indicator as the service data reflects activity levels which will vary according to available funding and change at service review Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? As agreed with As agreed not WAG, appropriate to analyse within improvement this indicator due to fluctuation of funding arrangements N/A N/A N/A N/A N/A N/A met Has PI target? 3.4 0.2 1.0 1.3 9.3 2.1 Perf Current (2006/07) Target Current (2006/07) As agreed with WAG, not appropriate to set targets within this indicator 3.4 0.2 1.0 1.1 8.5 2.5 Perf. Previous (2005/06) 1,000 Indicator Performance head of population, of: The average per number, Units of floating support Bed spaces in access direct Bed spaces in temporary residential accommodation Bed spaces in permanent residential accommodation Bed spaces in sheltered accommodation for older people Community alarm services City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s SPP/001 - i) ii) iii) iv) v) vi) (NSPI) for 2005/06. Social Services & Housing 1

104 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea been able Comments Result reported a) for 2006/7 is is it since provisional, only based on sample set of 12 non domestic properties. The actual/verified value for 2006/07 is to be in July 2007. reported Star Rating: system New software operational since mid Feb 07. Details entered due to of LA stock only, end of year deadline for results. producing Had we to enter details of all stock we are tenure would confident we have met target on bothPIs. these Star Rating: bi) bii) TBC 21% 18% Future Aspirations 7% 19% 16% 2007/08 2008/09 1 Best Best Same Performance Performance remaining in remaining improving or improving Performance top quartile? Y N N met Has PI target? Perf 6.41% 16.53% 13.22% Current (2006/07) 6% 17% 14% Target Current (2006/07) Perf. 3.23% 14.26% 11.06% Previous (2005/06) Indicator Performance Percentage change Percentage in carbon dioxide emissions in the non domestic public stock; change Percentage in energy use and carbon dioxide emissions in the housing stock in the the difference amount of energy used the difference in the amount of carbon dioxide emissions City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EEF/001 - a) b) i) ii) (NSPI) (Policy Agreement) for 2005/06. Social Services & Housing 1

City and County of Swansea 105 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Star Rating: a) b) 65 20 52 days days Future Aspirations 60 25 55 days days 2007/08 2008/09 1 Best Best Best Performance Performance Performance remaining in remaining improving or improving Performance top quartile? Y Y Y met Has PI target? 9 47 39 Perf days days Current (2006/07) 38 60 65 days days Target Current (2006/07) 52 74 58 days days Perf. Previous (2005/06) Indicator Performance The number of homeless families who with children have used bed and breakfast accommodation during the year, except in emergencies; The average number of days all homeless households spend in temporary accommodation The average number of working days between homeless and presentation discharge of duty for households found to be statutory homeless City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s HHA/001 - a) b) (NSPI) (Policy Agreement) HHA/002 - (NSPI) for 2005/06. Social Services & Housing 1

106 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments 98% 13.5% 1 days 7 days 18 days Future Aspirations 15% 98% 1 days 7 days 19 days 2007/08 2008/09 1 N/A N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Y Y Y Y Y met Has PI target? Perf 9.8% 98.3% Current 0.1 days 7.9 days (2006/07) 18.8 days 21% 98% 1 days 8 days Target 24 days Current (2006/07) Has New Perf. replaced Indicator HHA/005 Previous (2005/06) Indicator Performance Emergency repairs Urgent repairs Non-urgent repairs The percentage of homeless presentations accepted as statutorily homeless; The percentage of homeless presentations decided within 33 working days City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s HHA/008 - HLS/010 - The average number of calendar days taken to complete: a) b) c) a) b) for 2005/06. Social Services & Housing 1

City and County of Swansea 107 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: Star Rating: Star Rating: 444 614 days days Future Aspirations days days 5.5% 5.9% 2007/08 2008/09 1 Performance remaining in remaining improving or improving Performance top quartile? Y Y 458 Y Y 633 met Has PI target? 472 653 Perf days days Current (2006/07) 478 696 days days Target Current (2006/07) 612 745 days days Perf. 6.65% 6.8% 6.92% Y Best Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s PSR/001 - The percentage of unfit private sector dwellings made fit, closed or demolished action direct through by the local authority PSR/003 - The average number of calendar days taken to deliver an adaptation for a Local Authority tenant the Disabled where Facilities Grant is not used. process PSR/002 - The average number of a calendar days taken to deliver a Disabled Facilities Grant (NSPI) for 2005/06. Social Services & Housing 1

108 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Future targets for targets Future purposes profiling only - do not reflect likely expectations. achieved Figure capital is net, gross for 06/07 receipts totalled £11.5m Future targets to targets Future be confirmed Future Aspirations 2007/08 2008/09 £6,000,000 £5,457,000 1 remaining in remaining improving or improving Performance top quartile? NN met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 94.6% 90% 91.95% Y N 90% 90% £32,600 £93,000 £83,000 N Y TBA TBA Previous (2005/06) £10,033,950 £12,500,000 £5,045,555 Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CBS1 - satisfaction Tenant service with repairs CP1 - Amount of additional generated revenue income rental from CP2 - Amount of capital generated receipts land disposals from for 2005/06. Social Services & Housing 1

City and County of Swansea 109 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Historic targets Previous targets have targets Previous a) been based upon 34 audits historically completed against an estimate of 200 public access properties. performance Current figures and future include actual new audits completed against an estimate of 450 public access buildings including schools. An access is audit programme due to complete by December 2007 b) based upon 5 completed plans against 200 public access properties. aspirations Future based upon 450 public access buildings. Accessibility plans will be developed in the context of the completed audit programme Nil TBA Future Aspirations 5% 82.5% 2007/08 2008/09 1 Y Y remaining in remaining improving or improving Performance top quartile? Y Y met Has PI target? Perf 2.5% 17.5% Current (2006/07) 17% 2.5% Target Current (2006/07) 0% 17% Perf. Previous (2005/06) Indicator Performance The percentage of the portfolio for which an access survey has been undertaken The percentage of the portfolio for is an which there accessibility plan City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CP3 - a) b) for 2005/06. Social Services & Housing 1

110 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Even though the target was not Even though the target met, the end of year voids figure was the lowest since 1996. Long term voids (empty for over 12 97 to 72 from months) reduced (down 26%). Performance at the beginning of the year was affected that recommendation by CORGI’s be capped on properties the metre void for 4 weeks plus, all voids needed to have a gas and electricity to enable supply on in the property an electricity certificate to be and a gas safety check produced improve to be carried out. To and effectiveness efficiency provided were additional resources by Corporate Building Services Unit (CBS), the Homes Preparation works (HPU) which co-ordinates to relocated to void properties the same depot as CBS. Effective management of the contractors is in place and performance improved the end of significantly towards the year. Future Aspirations £920,000 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? YN/A met Has PI target? Perf Current (2006/07) 370 416 N Y 350 Target Current £1,080,000 £1,070,142 (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s HSG 1 Current tenant arrears HSG 2 - Number of voids for 2005/06. Social Services & Housing 1

City and County of Swansea 111 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments by being replaced Indicator HHA/013 Future by Aspirations being replaced Indicator HHA/013 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) 20% 31.5% Y N/A Target Current (2006/07) New Perf. Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s HSG 3 - of Percentage households with threatened homelessness for whom homelessness was prevented intervention through of the LA’s homelessness service for 2005/06. Social Services & Housing 1

112 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Improved and procedures in staff increase has improved performance. in 20% increase number of major applications has made received to it difficult achieve target. Star Rating: a) Improved performance from resulting additional staff and increased delegated powers during 2nd half of the year. Star Rating: b) Future Aspirations 50% 40% 2007/08 2008/09 1 Y Y remaining in remaining improving or improving Performance top quartile? N N met Has PI target? Perf 37.5% 36.9% Current (2006/07) 40% 40% Target Current (2006/07) 32% 30% Perf. Previous (2005/06) Indicator Performance The percentage of major planning applications determined during the year within 13 weeks The percentage of minor planning applications determined during the year within 8 weeks City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s PLA/004 a) b) for 2005/06. Environment 1

City and County of Swansea 113 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Improved performance from resulting additional staff and increased delegated powers. Star Rating: c) Improved performance from resulting additional staff and increased delegated powers during the 2nd half of the year. Star Rating: d) Future Aspirations 70% 65% 2007/08 2008/09 1 Y Y remaining in remaining improving or improving Performance top quartile? Y N met Has PI target? Perf 65.7% 58.8% Current (2006/07) 60% 60% Target Current (2006/07) 53% 53% Perf. Previous (2005/06) Indicator Performance The percentage of householder planning applications determined during the year within 8 weeks The percentage of all other planning applications determined during the year within 8 weeks City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s c) d) for 2005/06. Environment 1

114 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Cumulative affects of increasing number of complaints received adversely affecting performance. on (9% increase corresponding period 05/06, 19% increase since 03/04) Star Rating: Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 64% 70% 55.9% N N 60% 65% Perf. Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s PLA/005 The percentage of enforcement complaints resolved during the year within 12 weeks of receipt for 2005/06. Environment 1

City and County of Swansea 115 Top.Performance@Swansea Improvement Plan 2007 - 2008 priority given to Comments unable to visit 2 Unable to set due changes in enforcement strategy set by FSA. Star Rating: bi) bii) biii) biv) Priority given to Fit 3 topic inspections as in partnership agreed working with the Health and Safety Executive, and work taken on from Licensing division in connection with animal and caravan welfare on sites. One officer maternity leave during post not filled the year, bi) due to staff premises availability biv) Fit 3 topic inspections and work taken in from Licensing Division for and animal welfare caravan sites. * 100% 100% 100% 100% A target cannot be set, as the will result simply be the number of businesses in the area which fall under this category of inspection. This figure may fluctuate year from to year dependant on the number of businesses operating Future Aspirations 100% 100% 100% 100% 2007/08 2008/09 A target cannot be set, as the will result simply be the number of businesses in the area which fall under this category of inspection. This figure may fluctuate year from to year dependant on the number of businesses operating 1 N N N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Best Performance Best Performance Y Y N N N/A N/A N/A N/A met Has PI target? 1 23 43 866 95% 43% Perf 100% 100% Current (2006/07) N/A N/A N/A N/A 100% 100% 100% 100% Target Current (2006/07) 1 7 56 836 96% Perf. 100% 100% 100% Previous (2005/06) Indicator Performance Trading Standards Trading Food Hygiene Animal Health Health and Safety Standards Trading Food Hygiene Animal Health Health and Safety The number of high risk businesses liable to a programmed inspection or alternative activity enforcement during the year; i) ii) iii) iv) of The percentage these high risk businesses that were liable to a programmed inspection or alternative inspection activity that were inspected/subject to alternative activity, enforcement for: i) ii) iii) iv) City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s PPN/001 - a) b) (NSPI) for 2005/06. Environment 1

116 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Achieved over a 30% on last improvement (internal PI) result year’s the through appointment of a new contractor. Achieved over a 30% on last improvement (internal PI) result year’s the through appointment of a new contractor. This indicator is compiled by inspecting a random selection of at varying times. streets Performance will be percentages by these affected factors. Star Rating: Future Aspirations 2007/08 2008/09 Deleted nationally from 2007/08 But will be kept as a local PI 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) 75% 93.60% Y N/A 85% 93.24% Y N/A 90% 90% Target Current (2006/07) New New Perf. 93.8% 95% 91.7% N N 96.32% 96.32% Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s STS/001 - of The percentage highways and relevant land inspected of a high or acceptable of standard cleanliness STS/002 - of The percentage abandoned vehicles within 24 removed hours of expiry the notice period relevant STS/003 - of The percentage fly tipping reported incidents on relevant within land cleared working 5 days for 2005/06. Environment 1

City and County of Swansea 117 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments The Authority b) was unable to data for this provide Therefore, indicator. of 18% the figure has been based on the same sample of survey length as in year. the previous An assumption is being made that the same improvement of 3% is applicable. < 7 days Indicator to be replaced using different assessment method Future Aspirations days 2007/08 2008/09 Indicator to be replaced using different assessment method 1 TBC TBC remaining in remaining improving or improving Performance top quartile? Y N/A < 7 met TBC TBC Has PI target? see Perf days 14.1% 18.0% Current comment (2006/07) estimated 17% 20% 7 days 4.64 Target Current (2006/07) 21% 18% New Perf. a) b) Indicator Previous (replaced THS/005) (2005/06) Indicator Performance Principal (A) roads Non-principal/ classified roads City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s THS/001 - Condition of: a) b) (NSPI) THS/009 - The average number of calendar days all taken to repair lamp failures street during the year for 2005/06. Environment 1

118 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Star Rating: ai) aii) bi) bii) Targets likely to be re- evaluated following the WAG revision of the Waste Strategy for Wales "Wise about Waste" Future Aspirations 9% 22.5% tonnes tonnes 32,000 12,500 2007/08 2008/09 1 Y Best Best Best Performance Performance Performance remaining in remaining improving or improving Performance top quartile? N N N N met Has PI target? Perf 7.82% tonnes tonnes 21.20% Current 29, 910.00 11, 030.43 (2006/07) 8% 22% Target tonnes tonnes 31,700 11,500 Current (2006/07) Perf. 20.1% 7.64% tonnes tonnes 28,433 10,809 Previous (2005/06) Indicator Performance Reused and/or recycled; Composted or treated biologically in another way. Reused and/or and recycled; Composted or treated biologically in another way. The total tonnage i) ii) The percentage of municipal waste i) ii) City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s WMT/001 - a) b) (NSPI) (Policy Agreement) for 2005/06. Environment 1

City and County of Swansea 119 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Star Rating: a) b) of food Introduction waste collections and improved performance by Civic Amenity and other source separation methods delivery. Star Rating: a) b) Targets likely to be re-evaluated following the WAG of revision the Waste Strategy for Wales "Wise about Waste" to be Target re-evaluated following the revision of the Waste Strategy for Wales "Wise about Waste" Future Aspirations 68.5% tonnes tonnes 98,500 56,750 65.75% 2007/08 2008/09 1 Y Y N Best Performance remaining in remaining improving or improving Performance top quartile? Y Y Y N met Has PI target? Perf tonnes tonnes 99,944 70.12% 65.51% 56,959.79 Current (2006/07) 64% 67% Target tonnes tonnes 74,000 110,300 Current (2006/07) Perf. tonnes tonnes 74,931 66.98% 72.87% 112,906 Previous (2005/06) Indicator Performance The total tonnage of, and the percentage of bio-degradable municipal waste sent to landfill The total tonnage of municipal wastes sent to landfill the percentage of the percentage City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s WMT/002 - a) b) (NSPI) WMT/004 - a) b) for 2005/06. Environment 1

120 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Star Rating: Target to be Target re-evaluated following the revision of the Waste Strategy for Wales "Wise about Waste" Future Aspirations 100% 100% 2007/08 2008/09 1 Performance remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) N/A 50.39% N/A N/A 52% Target Current (2006/07) New Perf. 100% 100% 100% Y Best Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s WMT/006 - of The percentage households served by a kerbside collection of two or more recyclables. WMT/007 - The percentage of municipal waste at a received household waste amenity site that is or recycled reused, composted for 2005/06. Environment 1

City and County of Swansea 121 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments This year’s result This year’s exceeded 06/07 by 31. target This is possibly due to businesses for the preparing ban on smoking in enclosed public places which came on into force 02.04.07 Future Aspirations for 95% 95% 07/08 2007/08 2008/09 1 Performance remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 643 703 734 Y Y Deleted 95% 90% 97% Y Y 90% 90% Perf. 100% 95% 100% Y Best Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EHS4 investigate To food complaints re. safety and associated matters within 4 working days EHS8 The percentage for of requests consumer advice to within responded 2 working days. EHS5 - Number of premises with no smoking policies (Policy Agreement) for 2005/06. Environment 1

122 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Introduction of Introduction payment for card bulky waste service turnover and staff have affected performance. for reduced Target 07/08 due to impact including planning (development control) calls. Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 93% 90% 88% N N 85% 90% Perf. 99.6% 95% 99% Y N 96% 97% 79.5% 80% 82% Y Y 81% 84% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EHS10 of The percentage customers without appointments seen within 30 minutes in the Registration service EHS23 - Building Control Performance Matrix. against the Score checklist of best practice compiled for England and Wales EHS21 of call The percentage calls directed centre within 15 answered seconds for 2005/06. Environment 1

City and County of Swansea 123 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) Perf. 98.7% 95% 90.96% N N 85% 85% 98.3% 98% 97.6% N N 98% 98% Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EMP8 of The percentage general pest control and animal impounding requests to within responded 3 working days EMP13 The percentage of noise complaints to within responded 5 working days for 2005/06. Environment 1

124 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Introduction of a Introduction Improvements in Improvements Comments Introduction of a Introduction Improvements in Improvements material sent Waste ai) performance especially at civic amenity sites aii) performance especially at civic amenity sites bi) kitchen waste collection service bii) kitchen waste collection service ci) for incineration (with by this heat recovery) authority during 06/07 was sent to such a facility due to an closure emergency of the authorities contracted disposal facility 0% 23% 9.75% tonnes tonnes 12,031 28,380 Future Aspirations 0% 8.9% 21.2% tonnes tonnes 25,646 10,767 2007/08 2008/09 1 Y Y Y remaining in remaining improving or improving Performance top quartile? Best Performance Best Performance Y Y Y Y Y met Has PI target? Perf 7.88% tonnes tonnes 0.006% 20.49% 9,349.97 Current 24,299.62 (2006/07) 0% 9,200 18.5% 7.75% tonnes tonnes 20,500 Target Current (2006/07) 0% 8,983 Perf. 7.62% tonnes tonnes 22,068 11.71% Previous (2005/06) Indicator Performance Total tonnage of Total The tonnage of Percentage of Percentage of The percentage of Percentage household waste arisings which have been sent by the Authority for recycling. household waste sent by the Authority for composting or by anaerobic treatment digestion. the total tonnage of household waste arisings which have been used to recover heat, power and other energy sources. household waste arisings which have been sent be the Authority for recycling household waste sent by the Authority for composting or by anaerobic treatment digestion. City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EMP21 - a) (i) a) (ii) b) (i) b) (ii) c) (i) for 2005/06. Environment 1

City and County of Swansea 125 Top.Performance@Swansea Improvement Plan 2007 - 2008 improvements waste material Comments improvements cii) sent for incineration (with heat recovery) by this authority during 06/07 was sent to such a facility due to an closure emergency of the authorities contracted disposal facility di) and in recycling composting services dii) and in recycling composting services 0 tonnes 82,982 67.25% Future 0 Aspirations 69.9% tonnes 84,560 2007/08 2008/09 1 Y Y Y remaining in remaining improving or improving Performance top quartile? Y Y N met Has PI target? 7.5 Perf tonnes 70.67% Current 83,812.26 (2006/07) 0 70% tonnes 84,100 Target Current (2006/07) 0 121N Same11 Perf. tonnes 84,441 71.61% Previous (2005/06) Indicator Performance The tonnage of Tonnage of Tonnage Percentage of Percentage household waste arisings which have been used to recover heat, power and other energy sources household waste arisings which have been landfilled. household waste arisings which have been landfilled. City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s EP3 - Number of Nature Reserves meeting with Flag criteria Green c) (ii) d) (i) d) (ii) for 2005/06. Environment 1

126 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments jump in aspirations for cars using the park and ride services is due to the continuing in growth strong and the patronage completion of site Fforestfach set yet Future Aspirations 337,000 386,000 The significant 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 1630 1631 1823 Y Y 1681 Not Perf. 100% 99% 99.85% Y N 99% 99% 233,508 290,000 267,827 N Y Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s ETE5 & Damage to roads pavements made safe within 24 hours ETE7 - in number Increase of young people travelling to/from school in the Safe Routes to School by cycling project or walking (Policy Agreement) ETE8 - Number of cars using park and ride services for 2005/06. Environment 1

City and County of Swansea 127 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Weather was the Weather Wales National Pool Wales The closure of the The closure Central library for almost 3 months due to health & safety concerns has greatly this year’s affected performance. It is estimated that the would have been target achieved had the library open remained a) overestimated severely their likely usage (by 230k) as well the fire in Penyrheol impacting which the figures in reduced resulted subsequent usage. b) main factor in reducing attendance at outdoor venues - it was leisure a wet winter and an ambitious target. 975 4609 Future Aspirations 943 4552 2007/08 2008/09 1 N/A N/A remaining in remaining improving or improving Performance top quartile? N N met Has PI target? 924 Perf 4403 Current (2006/07) 968 5534 4753 4647 N N/A 4895 4968 Target Current (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance Indoor sports facilities Outdoor sports facilities City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s LCS/001 - The number of visits to the following facilities during the year per 1,000 population: a) b) LCL/001 - The number of people using Public Library Services during the year per 1,000 population. for 2005/06. Regeneration 1

128 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Poor b) Comments and a) due to staff results sickness and problems recruiting 7 by by 65% 65% Target Target LGDU LGDU deleted deleted Future 7 Aspirations 55% 62% 78% 100% 2007/08 2008/09 1 N/A N/A N/A N/A Best Performance remaining in remaining improving or improving Performance top quartile? Y Y N N N met Has PI target? 5 Perf 52% 70% 100% 100% Current (2006/07) 50% 75% 100% Target Current (2006/07) New New Perf. Indicator 5.5 Indicator 58% Previous (2005/06) Indicator Performance The number of publicly accessible computers per 10,000 population of The percentage available computer hours in use. of The percentage libraries that offer customers access to computer services through the Medium of Welsh. The percentage of library material supplied requests within 7 working days. The percentage of library material supplied requests within 15 working days. City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s LCL/002 - a) b) c) LCL/003 - a) b) for 2005/06. Regeneration 1

City and County of Swansea 129 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments The new SA1 development and the National Museum Waterfront have attracted numbers greater to the maritime Swansea quarter. Museum has also had high visitor for its in figures house temporary exhibitions. 6 years Future Aspirations years 385,000 325,000 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? Y N 8.5 met Has PI target? 5.4 Perf years Current (2006/07) 6 years Target 320,000 364,261 Y N/A Current (2006/07) 4.7 New Perf. years 8,697 8,000 8,779 Y Y 9,000 10,000 Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CTA5 - CTA5 Public Use of Archives Services throughout Glamorgan West WPLS37 - Time taken to renew lending stock to Libraries CTM5 - Number of Visitors to Museums for 2005/06. Regeneration 1

130 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea sage (by overestimated Comments Blackpill lido and Clyne usage now Gardens included in this PI Wales National Pool Wales severely their likely u fire 230k) as well the in Penyrheol impacting which the figures in reduced resulted subsequent usage. was the main Weather factor in reducing attendance - it was a wet winter and an ambitious target. Blackpill lido and Clyne usage now Gardens included in this PI Future Aspirations 250,500 254,500 519,000 540,000 479,100 483,891 918,000 954,000 1,377,000 1,396,000 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? NN/A met Has PI target? Perf Current (2006/07) Target 1,588,246 1,346,656 209,200 256,085 Y N/A 517,500 500,490 N N/A Current (2006/07) New New New Perf. 495,339 550,000 881,974211,294 Y 235,194 576,011 Y Y Y Indicator Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CTD6 - recreational Total by usage provided Development & Outreach CTP6 - Number of Users of Managed Parks Facilities CTE2 - Number of Attendees to C&T events CTO4 - Usage of Total Outdoor Leisure Facilities CTI4 - Usage of Indoor Total Facilities Leisure for 2005/06. Regeneration 1

City and County of Swansea 131 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments £265 million has been due Growth to the opening of National Waterfront Museum, Liberty Stadium and high events attracted profile (such as the to the area Eisteddfod and Winterland) Waterfront coupled with more marketing coordinated during 2006. Usage has exceeded due to additional target events such as Eisteddfod and Winterland. Waterfront Sports Dev and Bishopston LC also significantly exceed targets. £265 million Future Aspirations million 4,881,834 5,243,588 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? YN/A Y Y £260 NN/A NN/A met Has PI target? Perf million £255.6 Current (2006/07) million Target 4,835,418 5,073,674 £243.95 Current (2006/07) £15,564,600 £15,977,700 £10,725,900 £10,674,800 New New New £238 Perf. million Indicator Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CTT4 - The Amount of Money spent by visitors to the City and County of Swansea C&T2 - Income C&T1 - Net Cost Direct C&T3 - Usage C&T (not inc Parks usage) for 2005/06. Regeneration 1

132 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Previous target did not target Previous Coast include Green beaches - these award not C&T owned or are is managed, but award applied for by C&T C&T has increased the C&T has increased number of online services and websites and internet usage continues to boom, accounting for overachieved usage In 05/06 there was In 05/06 there poor (wet) extremely the year weather across all park which affected 06/07 usage figures. is up by 6 million largely due to better weather and therefore respondents in Swansea Voices use of listing more parks than in 05/06 TIC and Plantasia have their scores increased than expected more 15 million Future Aspirations million 1,595,240 1,675,000 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? YY15 YN/A met Has PI target? 19.4 Perf million 1,296,205 Current (2006/07) 12 17 Y N/A 17 18 13.1 85% 88% Y N/A >85% >85% million Target 850,000 Current (2006/07) New New New Perf. 13.01 million Indicator Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s C&T4 - Usage Parks Total C&T6 - Customer Satisfaction C&T8 - The number of Nationally Recognised quality/environmental achieved by awards C&T C&T5 - User (web) Virtual for 2005/06. Regeneration 1

City and County of Swansea 133 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments This PI is being but no reviewed, will be new targets set until later in the year when the is complete. review Transport Grant Transport Funding was not forthcoming from for the WAG of redevelopment the Quadrant Bus as Interchange planned. This has in a lower resulted actual than predicted Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? NN/A met Has PI target? Perf £46.1 million Current (2006/07) £50 N/A N/A N/A N/A million Target Current (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s C&T9 - The number of participants attending education and training opportunities by C&T provided ESD1 - of inward Value investment related based to property the where projects authority owns some or all of the land (or adjoining land which facilitates the development) for 2005/06. Regeneration 1

134 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments This is a very PI to difficult have any direct over. control WAG in drop budget therefore in drop target they require WAG no longer include this in their contract with us Future Aspirations 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 229 196 196 Y N 145 72% 70% 69% N N 70% Perf. Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s DEV05 - of The percentage businesses that have started with the support of Business Swansea and Centre still operating are after 2 years of trading and receiving post-start support DEV06 - Number of businesses that start with the support of Business Swansea Centre, (Policy Agreement) for 2005/06. Regeneration 1

City and County of Swansea 135 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Q4 figure makes Q4 figure Qtr 4 figure makes up Qtr 4 figure makes up Qtr 4 figure WAG free swimming free WAG due in results Increase increase in results due in results increase Q4 figure makes Q4 figure a) in weekend to increase use of activity centres b) variations in some quarterly by CYPD data reported c) Initiative (20,000 CYP) included in total this year. based on are The figures the number of contacts not the number of individual CYP worked with. d) variations in some quarterly by CYPD data reported e) in number of to increase school information workshops. Data is collected on number of contacts with CYP not number of individual CYP worked with f) up variations in some quarterly data reported by CYPD g) up variations in some quarterly data reported by CYP Future Aspirations 700 400 300 4,300 5,000 18,000 20,000 14,400 2007/08 2008/09 1 N/A N/A N/A N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Y Y Y Y Y Y N met Has PI target? 639 725 Perf 4,197 8,679 24,257 40,389 16,908 Current (2006/07) 700 600 3,300 3,000 13,343 18,050 12,300 Target Current (2006/07) New Perf. Indicator Previous (2005/06) Indicator Performance Residential and Outdoor Activities Youth Centre-based Work Out of School Learning Activities Detached and Work Youth Outreach Info-Nation and community out reach. The Duke of to Award Edinburgh’s schools and colleges, and youth centres groups. Open Award Capacity-building training in youth work and related the skills through Youth Professional Network Work City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CRE1 - & Number of Children People worked Young with in specific areas of service delivery: a) b) c) d) e) f) g) (PYN) for 2005/06. Regeneration 1

136 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments CYP service data for 0 - 10 and 11 - 25 age ranges £8,730 £3,200 80,000 13,500 16,000 98,000 139,000 155,000 115,000 140,000 189,000 Future Aspirations 90% 90% £8,730 £3,200 79,500 12,000 15,000 98,000 138,500 153,000 110,000 139,000 187,000 2007/08 2008/09 1 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Y Y Y Y Y Y Y Y N N N met Has PI target? Perf 67,474 13,855 17,031 83,839 £18,806 £21,784 123,614 154,320 123,601 142,942 192,920 Current (2006/07) 90% 95.9% Y N/A 9,000 £8,730 £3,200 79,500 13,500 98,000 Target 138,500 149,999 100,051 137,000 184,999 Current (2006/07) New New New Perf. Indicator Indicator Indicator Previous (2005/06) Indicator Performance Sport fitness and health Education Children and Youth Children Entertainment Crafts Special Interest Children 0-10 Children people 11-25 Young i. ii. iii. iv. v. vi. 50+ 3 to 10 years 11 to 25 years. group category: group ) Number per User City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CRE5 - Usage of Community Centres: a) b) c d) CRE2 - The CYP budget spend and young on children people per 1000 population aged: a) b) CRE4 - % of 'priority' graffiti jobs completed within 7 days for 2005/06. Regeneration 1

City and County of Swansea 137 Top.Performance@Swansea Improvement Plan 2007 - 2008 Comments Lower than c) expected levels still of activity, expected to make overall 3 year target. 6 22 21 138 250 Future 6 Aspirations 22 30 138 350 2007/08 2008/09 1 N/A N/A N/A N/A N/A remaining in remaining improving or improving Performance top quartile? Y Y Y Y N met Has PI target? 2 64 6.5 250 280 Perf Current (2006/07) 6 6 22 138 250 Target Current (2006/07) New New Perf. Indicator Indicator Previous (2005/06) Indicator Performance Assisted Annually (less than 35 hours) Supported Annually (35 hours and more) Number of jobs in new created and existing social enterprises of The area Premises Developed (M2) The number of new social enterprises City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CRE6 - The impact of Community Regeneration (CMB) on :- CRE7 - The number of and CR projects community groups worked with: a) b) a) b) c) for 2005/06. Regeneration 1

138 City and County of Swansea Improvement Plan 2007 - 2008 Top.Performance@Swansea Comments Closure of the Closure David Evans Department store and other shop losses, coupled with growing competition from Retail surrounding Parks and increased investment and in representation other UK shopping has affected centres performance To 100 in top remain Future Aspirations 100 in top remain 2007/08 2008/09 1 remaining in remaining improving or improving Performance top quartile? met Has PI target? Perf Current (2006/07) Target Current (2006/07) 73 73 103 N N To Perf. Previous (2005/06) Indicator Performance City & County of Swansea’s figures are compared to the best of the English Upper Quartile and Welsh Upper Quartile results figures are compared to the best of English Upper Quartile and Welsh City & County of Swansea’s CH06 - Ranking in Swansea’s the national league ofcentres shopping within UK, based upon CACI Retail Footprint Model (formerly scores Experian Vitality Index) for 2005/06. Regeneration 1

City and County of Swansea 139 Top.Performance@Swansea Improvement Plan 2007 - 2008

Appendix B How to Obtain Further Information Improvement Plan Performance & Strategic Planning have prepared this document on behalf of the Council. If you have any questions or comments on the content of this plan, you can contact the team in Performance & Strategic Planning by: E-mail to [email protected] Telephone 01792 636852 Part 1 of the Improvement Plan can be viewed on www.swansea.gov.uk/index.cfm?articleid=155 Community Plan If you are interested in finding out more about the Community Plan, then you can do so via the Council’s web-site by clicking on the following web-link: http://www.swansea.gov.uk/index.cfm?articleid=11050 Also, if you have any questions related to the Community Plan, you can contact the Community Strategies Team by: Email at [email protected] Telephone 01792 636292 “Making the Connections” For more information on the Welsh Assembly Government’s “Making the Connections” initiative, visit the web-site by clicking on the following link. http://new.wales.gov.uk/about/strategy/makingtheconnections/?lang=en Swansea Futures More information is available on the website at www.abayoflife.com

Did you Know? Performance is monitored on a quarterly basis and reports are presented to Cabinet. If you would like to find out more about this please visit our website under the link for Councillors and Democracy. Our website has daily news stories keeping you up to date with the latest news for Swansea, for example, progress with projects, service delivery issues, activities and events. We operate an open and transparent culture and welcome views from the public when reviewing our policies. Reviews are undertaken by our Scrutiny Boards which consist primarily of Elected Members. If you would like to find out more about what’s on their work programmes or dates and times of meetings (which are open to the public) please contact our Scrutiny Officers on Swansea 01792 637257, or visit our website.

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