COUNCIL SUMMONS
You are hereby summoned to attend a Meeting of the COUNCIL OF THE CITY AND COUNTY OF SWANSEA to be held in the Council Chamber, Civic Centre, Swansea on Thursday, 14th October 2010 at 4.00 p.m.
The following business is proposed to be transacted:
1. To receive any Apologies for Absence.
2. To receive Disclosures of Personal and Prejudicial Interest.
3. To approve and sign as a correct record the Minutes of the Council meetings held on:- a) Extraordinary Meeting held on 19th August 2010. 4-5 b) Ordinary Meeting held on 19th August 2010. 6-20 c) Extraordinary Meeting held on 2nd September 2010. 21-23 d) Extraordinary Meeting held on 23rd September 2010. 24-26
4. Announcements of the Chair of Council.
5. Announcements of the Leader.
6. Public Questions 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 – Women4Resources.
8. Finance and Business Efficiency & Improvement Cabinet Members Report(s) (1) Annual Corporate Improvement Plan 2010-11. 27-117 (2) Statement of Budget Principles and Priorities. 118-120
9. Community Leadership and Democracy Cabinet Member Report(s) (1) Membership of Committees. 121
10. Economic Regeneration & Planning and Environment Cabinet Members Report(s) (1) Proposed Amendments to the Gambling Policy in respect of the New 122-142 Small Casino Premises Licence.
11. Environment Cabinet Member Report(s) (1) Gower Countryside Forum Effectiveness Study. 143-156
12. Social Services Cabinet Member Report(s) (1) Swansea Supporting People Operational Plan. 157-163
1 13. Report of the Corporate Director (Social Services) (1) Child & Family Services. 164-182
14. Joint Report of the Chair of Council and Acting Monitoring Officer (1) Amendments to the Council Constitution. 183-185
15. Overview & Scrutiny Reports (1) Overview & Scrutiny Annual Report. 186-201 (2) Review of Communities First. 202-254 (3) Overview & Scrutiny Strategic Work Programme. 255-261
16. To receive for Information Written Responses to Questions Asked 262-266 at the Last Ordinary Meeting of Council.
17. Councillors’ Questions under Procedure Rule 15. 267-280
18. To authorise the affixing of the Common Seal to any document necessary to carry into effect any resolution passed or confirmed at this meeting.
Rod Jones Acting Head of Legal, Democratic Services and Procurement Civic Centre Swansea 7th October 2010 To: All Members of the Council
2 Item No. 2
Disclosures of Personal Interest from Members
To receive Disclosures of Personal Interest from Members in accordance with the provisions of the Code of Conduct adopted by the City and County of Swansea. You must disclose orally to the meeting the existence and nature of that interest.
NOTE: You are requested to identify the Agenda Item / Minute No. / Planning Application No. and Subject Matter to which that interest relates and to enter all declared interests on the sheet provided for that purpose at the meeting.
1. If you have a Personal Interest as set out in Paragraph 10 of the Code, you MAY STAY, SPEAK AND VOTE unless it is also a Prejudicial Interest.
2. If you have a Personal Interest which is also a Prejudicial Interest as set out in Paragraph 12 of the Code, then subject to point 3 below, you MUST WITHDRAW from the meeting (unless you have obtained a dispensation from the Authority’s Standards Committee)
3. Where you have a Prejudicial Interest you may attend the meeting but only for the purpose of making representations, answering questions or giving evidence relating to the business, provided that the public are also allowed to attend the meeting for the same purpose, whether under a statutory right or otherwise. In such a case, you must withdraw from the meeting immediately after the period for making representations, answering questions, or giving evidence relating to the business has ended, and in any event before further consideration of the business begins, whether or not the public are allowed to remain in attendance for such consideration (Paragraph 14 of the Code).
4. Where you have agreement from the Monitoring Officer that the information relating to your Personal Interest is sensitive information, as set out in Paragraph 16 of the Code of Conduct, your obligation to disclose such information is replaced with an obligation to disclose the existence of a personal interest and to confirm that the Monitoring Officer has agreed that the nature of such personal interest is sensitive information.
5. If you are relying on a grant of a dispensation by the Standards Committee, you must, before the matter is under consideration: (i) disclose orally both the interest concerned and the existence of the dispensation; and (ii) before or immediately after the close of the meeting give written notification to the Authority containing -
- details of the prejudicial interest; - details of the business to which the prejudicial interest relates; - details of, and the date on which, the dispensation was granted; and - your signature
Z:\Committees\A Agenda Pack\Council\2008-09\08 June 26\02 - Disclosures of Personal Interest.doc 3 Item No. 3 a)
CITY AND COUNTY OF SWANSEA
MINUTES OF THE EXTRAORDINARY MEETING OF COUNCIL OF THE CITY AND COUNTY OF SWANSEA
HELD AT THE CIVIC CENTRE, SWANSEA ON THURSDAY, 19 AUGUST 2010 AT 3.00 P.M.
PRESENT: Councillor T H Rees (Chair of Council) presided
Councillor(s): Councillor(s): Councillor(s):
V A Bates-Hughes D I E Jones G Phillips P M Black M H Jones C L Philpott N S Bradley M R Jones D Price J E Burtonshaw S M Jones S J Rice A R A Clement W E A Jones J C Richards A C S Colburn A Jopling D A Robinson W J F Davies J B Kelleher P B Smith A M Day R H Kinzett R L Smith C R Doyle E T Kirchner R Speht J Evans A Lloyd R J Stanton W Evans K E Marsh R C Stewart E W Fitzgerald P M Matthews D G Sullivan M J Hedges P N May C Thomas C A Holley P M Meara D W W Thomas P R Hood-Williams W K Morgan J M Thomas B J Hynes B G Owen J Woodman D H James D Phillips
47. APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors M E Gibbs, J B Hague, R D Lewis, R J Lloyd, H M Morris, J Newbury, I M Richard, G Seabourne, M Smith, L G Thomas, N J Tregoning and S M Waller Thomas.
48. DISCLOSURES OF PERSONAL AND PREJUDICIAL INTEREST
In accordance with the provisions of the Councillor’s Code of Conduct adopted by the City and County of Swansea Council, no interests were declared.
49. PRESENTATION – ELECTORAL REVIEW PROCESS 2010 BY THE LOCAL GOVERNMENT BOUNDARY COMMISSION FOR WALES
John Bader (Commissioner), Steve Halsall (Deputy Secretary) and David Burley (Review Officer) (all from the Boundary Commission for Wales) gave a presentation to the Council informing it of the Electoral Review Process 2010.
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Councillors asked a number of questions all of which were answered fully and frankly.
RESOLVED that the presentation be noted.
50. COMMON SEAL
RESOLVED that the Common Seal be affixed to any necessary documents to bring into affect any decisions taken at the meeting.
The meeting ended at 3.38pm
CHAIR
5 Item No. 3 b)
CITY AND COUNTY OF SWANSEA
MINUTES OF THE MEETING OF COUNCIL OF THE CITY AND COUNTY OF SWANSEA
HELD AT CIVIC CENTRE, SWANSEA ON THURSDAY, 19 AUGUST 2010 AT 4.00 P.M.
PRESENT: Councillor T H Rees (Chair of Council) presided
Councillor(s): Councillor(s): Councillor(s):
V A Bates-Hughes D T Howells D Phillips P M Black B J Hynes G Phillips N S Bradley D H James C L Philpott J E Burtonshaw D I E Jones D Price M C Child J W Jones S J Rice A R A Clement M H Jones J C Richards A C S Colburn M R Jones D A Robinson W J F Davies S M Jones G Seabourne A M Day W E A Jones P B Smith C R Doyle A Jopling R L Smith J Evans J B Kelleher R Speht W Evans R H Kinzett R J Stanton E W Fitzgerald E T Kirchner R C Stewart R Francis-Davies A Lloyd D G Sullivan M E Gibbs K E Marsh C Thomas J B Hague P M Matthews D W W Thomas M J Hedges P N May J M Thomas C A Holley P M Meara N J Tregoning N A Holley W K Morgan D P Tucker P R Hood-Williams B G Owen J Woodman
51. APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors V N Abbott, D H Hopkins, R J Lloyd, H M Morris, J Newbury, I M Richard, M Smith, L G Thomas and S M Waller Thomas.
52. DISCLOSURES OF PERSONAL AND PREJUDICIAL INTEREST
In accordance with the provisions of the Councillor’s Code of Conduct adopted by the City and County of Swansea Council the following interests were declared:
1) Councillors M C Child, W Evans, J B Hague, P R Hood-Williams, J W Jones, M H Jones, S M Jones, K E Marsh, D W W Thomas
6 Minutes of the Meeting of Council of the City and County of Swansea (19.08.2010) Cont’d
and D P Tucker declared a personal interest in Minute 60 “Gower Countryside Forum Effectiveness Study”;
2) Councillor C R Doyle declared a personal interest in Minute 63 “Social Inclusion Strategy 2010 – 2013”;
3) Councillor J B Hague declared a personal interest in Minute 76 “Councillors Questions” – Question 5 and withdrew from the meeting during its consideration.
53. MINUTES OF COUNCIL
RESOLVED that:
1) The Minutes of the Meeting of Council held on 17 June 2010 be approved and signed as a correct record subject;
2) The Minutes of the Ceremonial Meeting of Council held on 31 July 2010 be approved and signed as a correct record subject.
54. CHAIR OF COUNCIL ANNOUNCEMENTS
1) SWWITCH School Transport Team
The Chair of Council was pleased to congratulate the SWWITCH School Transport Team which had won a Wales National Transport Award for the training and development of people.
Sue Miles (SWWITCH Coordinator) and Cath Swain (Passenger Transport Team Leader) were present to receive the award.
2) Specialist Park Service
The Chair of Council was pleased to congratulate the Specialist Park Service for winning awards for the third year running at the Royal Welsh Show. The awards were for their floral displays. The Team won a gold medal and the Plas Power Perpetual Challenge for best in Class.
Alan Hughes (Floral Decorator) and Michael Davies (Gardener at the Botanics) were present to receive the award.
3) National Transport Award
The Chair of Council was pleased to congratulate the City and County of Swansea and First Cymru for winning the National Transport Award for improving public transport services on the Metro route and for helping to make public transport an attractive and realistic alternative to the car.
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Chris Vinestock (Transportation Head of Service) was present to receive the award.
4) Constructing Excellence Awards 2010
The Chair of Council was pleased to congratulate John Fletcher (Principal Quantity Surveyor) and Geraint Flowers (Project Officer) for receiving a Judges Special Award at the Constructing Excellence Awards 2010 for their work in driving forward the project to rebuild Penyrheol Comprehensive School. In addition to this the Authority was also shortlisted as finalists in 5 other categories.
5) Green Flag Status
The Chair of Council was pleased to announce that four Swansea Parks had gained the Green Flag Status for their cleanliness and the standard of their facilities. The four parks being Brynmill Park, Clyne Gardens, Singleton Botanical Gardens and Victoria Park.
6) Constructing Excellence in Wales
The Chair of Council was pleased to announce that the redevelopment of the old Quadrant Bus Station had received a top award for the environmental efforts made during its construction. The project received the Waste Minimisation Award at the Constructing Excellence Awards 2010.
7) Member of the Order of St. John
The Chair of Council congratulated Councillor R L Smith following the Queen’s sanction to admit him as a Member of the Order of St. John.
55. LEADER OF COUNCIL ANNOUNCEMENTS
1) Marriage of Councillor D Phillips (Leader of the Main Opposition Political Group
The Leader of the Council congratulated Councillor D Phillips (Leader of the Main Opposition Political Group) on his recent marriage to Sybil Crouch.
56. PUBLIC QUESTIONS
A number of questions were asked by members of the public. The relevant Cabinet Member responded accordingly. Those questions requiring a written response are listed below:
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1) Bob Clay asked the Leader of the Council a question in relation to Minute 76 “Councillors Questions” (Question 10).
“Page 267 (of the Council Summons for 19 August 2010) provides a list of Councillors Directors appointed to the Board of Limited Companies by the City and County of Swansea.
a) Could we be told of those Directors last reported on their Company to full Council?
b) Could there not be arrangements for Directors to report on a regular basis?
We are also told that Account dates and turnover figures would have to be obtained from the Companies themselves.
c) Wouldn’t it be reasonable to expect that Directors appointed by the Council should request such information?”
The Leader of the Council stated that he would provide a written response to the question.
2) Tony Beddow asked the Leader of the Council a question in relation to Minute 76 “Councillors Questions” (Question 5).
“a) Could Councillor J B Hague confirm as a Director of Swansea Stadium Management Company that all returns to Companies House for this have all been submitted on time?
b) Would he agree that the briefing arrangements for Council appointed Directors are essential and will he undertake to bring this to Cabinet?”
The Leader of the Council stated that he would provide a written response to the question.
3) David Lloyd Davies asked the Leader of the Council a question in relation to Minute 76 “Councillors Questions” (Question 1).
“Joint ticketing schemes for bus companies are operated extensively in Wales provided they don’t contravene the Competition Act of 1998. Swansea Council has awarded tenders for contracted bus services and still provides a subsidy, albeit reduced, for Veolia and First Cymru transport. Travellers are having to pay twice when transferring between companies which they can ill afford.
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Will you please, use your Officers to ask First Cymru and Veolia to cooperate and issue interchangeable tickets for day, weekly and monthly travel at an affordable rate, if it is legal to do so?”
The Leader of the Council stated that the issue had been raised a number of times with First Cymru and Veolia in the past; however he would raise the issue again.
57. PUBLIC PRESENTATIONS
Rocio Cifuentes of the Ethnic Youth Support Team (EYST) gave a presentation to Council on the work of the Ethnic Youth Support Team. She concluded her presentation by inviting Councillors to visit the EYST Offices.
The Education Cabinet Member thanked Rocio Cifuentes for the presentation.
RESOLVED that the presentation be noted.
58. STANDARDS COMMITTEE ANNUAL REPORT 2009 / 2010
Professor Iwan Davies, Chair of the Standards Committee, gave a presentation which outlined the work of the Standards Committee and the Community / Town Councils Standards Sub Committee from June 2009 to May 2010. Appended to the report was an extract from the Public Services Ombudsman for Wales’ Annual Report 2008 / 2009 detailing Code of Conduct Complaints by Local Authority across Wales.
A number of questions in relation to Councillors rights and natural justice were raised. The Chair of the Standards Committee stated that he would ensure that the Public Services Ombudsman for Wales’ guidance on the Councillors Code of Conduct would be examined by the Standards Committee in light of the questions.
He also said that in his capacity as Chair of Standards Committee he had the opportunity of meeting with the Public Services Ombudsman for Wales and he would raise some of the issues highlighted by the questions dealing with the PSOW. The Chair confirmed that he intends to call a special meeting of Standards Committee at a convenient date to examine some of the issues which have seen highlighted by the work of the Standards Committee throughout the year.
RESOLVED that the presentation be noted.
59. MEMBERSHIP OF COMMITTEES
The Community Leadership and Democracy Cabinet Member reported on the changes proposed to the various Council Bodies / Outside Bodies listed in the report. He stated that a further updated / amended
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report had also been tabled and outlined a number of verbal amendments.
RESOLVED that:
1) The nominations / amendments to the membership of the Council Bodies listed below be approved:
a) Appeals and Awards Committee 2
Remove Councillor A Lloyd. Add Councillor E T Kirchner;
b) Overview and Scrutiny Business Committee
Remove Councillor A R A Clement. Add Councillor S M Jones;
c) South West Area Planning Committee
Remove Councillor C L Philpott. Add Councillor T H Rees;
d) West Area Planning Committee
Remove Councillor T H Rees. Add Councillor C L Philpott;
e) Children, Young People and Learning Overview and Scrutiny Board
Remove Councillors J Woodman. Add Councillor V N Abbott;
f) Health, Social Care and Well Being Overview and Scrutiny Board
Remove Councillor J B Kelleher. Add Councillor N A Holley.
2) The changes to the Outside Bodies listed below be noted:
a) Bay Leisure
Add Councillors V N Abbott and S M Jones as Substitute Members;
b) Community Cohesion Fund Grants Panel
Add Councillor D A Robinson.
60. GOWER COUNTRYSIDE FORUM EFFECTIVENESS STUDY
The Environment Cabinet Member presented a report which proposed the adoption of the new Gower Area of Outstanding Natural Beauty (AONB) Partnership arrangements and terms of reference for the
11 Minutes of the Meeting of Council of the City and County of Swansea (19.08.2010) Cont’d
proposed Gower AONB Partnership, Annual Forum and associated Sub Groups. He also presented the proposed Planning Protocol and Mission Statement.
RESOLVED that:
1) The new Gower Area of Outstanding Natural Beauty (AONB) Partnership arrangements agreed by Cabinet on 28 January 2010 as set out in Appendix A of the report be agreed subject to recommendation ii) in Appendix A being deferred pending a further report as to what Cllr Membership on the Partnership Committee should be;
2) The Terms of Reference and supporting documents contained in the Cabinet report of 27 May 2010 attached as Appendix B of the report be agreed;
3) Any necessary changes to the Council Constitution be adopted following the closure of this meeting.
61. SWANSEA 2010 AIR QUALITY MANAGEMENT AREA
The Environment Cabinet Member presented a report which sought to vary the declared Air Quality Management Area in Swansea.
RESOLVED that:
1) The existing Air Quality Management Area be amended to include other areas as outlined in the report and be known as the “Swansea Air Quality Management Area 2010”;
2) A report be submitted to the Planning and Petitions Committee detailing all appropriate statutory powers which could be used for retrospective control of deliveries thereby encouraging developers to manage air pollution.
62. USE OF MOBILITY SCOOTERS AT SHELTERED HOUSING COMPLEXES
The Housing Cabinet Member presented an information report which had been referred from the Planning and Petitions Committee. The Committee had considered a petition from the residents of Gloucester House and issues relating to mobility scooters in sheltered housing complexes across the City on 8 July 2010.
(Note:
1) The Housing Cabinet Member stated that he would circulate a list detailing all sheltered housing complexes, the Electoral
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Division that they are in and whether they are type A, B or C complexes;
2) The Leader of the Council stated that a further much more detailed report would be brought back but not in the near future.)
63. SOCIAL INCLUSION STRATEGY 2010 - 2013
The Social Services Cabinet Member presented a report which outlined the development of the Social Inclusion Strategy 2010 – 2013. It had been developed to provide the framework for the Local Authority to meet the challenge that was established by the Wales Audit Office’s review into its anti poverty work.
The policy reaffirmed the Authority’s long standing commitment to tackle poverty and reduce social inclusion at a time of great economic need within the City and County of Swansea and would provide practical tools and a developmental action plan to ensure that the commitment to tackling social inclusion is fulfilled.
RESOLVED that the Social Inclusion Strategy 2010 – 2013 be approved.
(Note: The Finance Cabinet Member stated that he would e-mail all Councillors contact telephone numbers and details of what services were available).
64. CHILD AND FAMILY SERVICES
The Chief Executive provided an update about Child and Family Services. He outlined the position regarding the overview and activity across Child and Family Services and stated that detailed analysis and discussion would continue to be addressed via the Child and Family Services Overview and Scrutiny Board.
(Note: The Chair of Council adjourned Council for 15 minutes due to a power failure.)
65. NOTICE OF MOTION FROM COUNCILLORS P M MATTHEWS, D H JAMES, C R DOYLE, J EVANS, D PHILLIPS, J E BURTONSHAW, A LLOYD AND J B HAGUE
Council Procedure Rule 12q "Other Motions" allows for motions under Section 100B of the Local Government Act 1972 to be considered without notice providing they are of an Urgent nature. In line with this the following motion has been submitted. The Chair of Council agreed that this was a Motion of an urgent nature for the following reason.
Reason for Urgency - The Minister is due to sign the Order determining the outcome of this boundary review imminently. Should
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Council wish to alter its advice to the Minister, it needs to do so with no delay.
At its meeting on 4th December 2008, Council had considered a report which contained a series of recommendations from the Boundary Commission. One of these related to the Clydach/Birchgrove boundary. It read ‘This suggestion is to address the boundary that exists at Glais which currently splits the village into two electoral divisions, namely Clydach and Birchgrove. In the interest of effective and convenient local government, it is suggested that the proposal be supported to bring the whole of the Glais village into the Birchgrove Community, Llansamlet Electoral Division.’
The recommendation was subject to amendment by Council, and the following was submitted to the Boundary Commission. ’It was decided by 32 votes to 4, with 11 abstentions, not to support this proposal but that the Glais polling district, Llansamlet Community, Llansamlet Electoral Division be transferred to the Clydach Community, Clydach Electoral Division.’
Subsequently, a petition of 400+ names had been submitted by the electorate of Glais to the WAG Minister, and copied to the Council. The petitioners objected to the decision taken by Council, and agreed with the position set out in the original proposal.
As a consequence, in the Council urgent notice was asked to reconsider its decision taken on 4th December 2008, to rescind that decision, and to write to the Minister supporting the original proposal. The original proposal being to bring the whole of the Glais village into the Birchgrove Community, Llansamlet Electoral Division.
RESOLVED that:
1) The notice of motion be approved;
2) The Chief Executive was tasked with preparing a report for consideration at sometime in the future looking at how the Authority deals with proposals from the Boundary Commission, particularly picking up the issue of consultation with residents.
66. COUNCILLORS MILEAGE DISTANCES
RESOLVED that the report be withdrawn and referred back to the Constitution Working Group for further work.
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67. ACCESS TO POLITICAL GROUP ROOMS AND OTHER COUNCILLOR AREAS BY MEMBERS OF THE PUBLIC
The Leader of the Council presented a report which had the support of the Constitution Working Group. The report sought to agree a protocol for access to Political Group Rooms and other Councillor areas by members of the public. He further stated that the protocol would be linked to the Members Code of Conduct. A correction to the recommendation was made.
RESOLVED that:
1) The protocol as outlined in Appendix A of the report be adopted;
2) A breach of the protocol would result in it also being a breach of the Authority’s requirements in line with Paragraph 7 (b) (ii) of the Members Code of Conduct;
3) Any necessary changes to the Council Constitution be adopted following the closure of this meeting.
68. PLANNING APPLICATIONS – SCHEME OF DELEGATION AND PLANNING CALL IN PROCEDURE
The Leader of the Council presented a report which had the support of the Constitution Working Group. The report sought to update the scheme of delegation and the planning call in procedure. Amendments to Appendix A were raised.
RESOLVED that:
1) The Planning Applications – Scheme of Delegation and Planning Call In Procedure as amended and as detailed in Appendix A of the report be adopted subject to the following amendments:
a) Paragraph 3.1 of Appendix A to read:
“The implementation of all enforcement powers shall be delegated to the Director of Regeneration and Housing or Head of Economic Regeneration and Planning, Except Where…”;
b) Note 1 of Appendix A to read:
“An Officer is involved in the planning process if they are a member of staff in the planning section, or involved in enforcing planning matters, or giving advice or support to Officers or Councillors involved in the planning process or could be perceived to be involved in the planning process”;
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2) The Chief Executive in consultation with the Constitution Working Group review the Planning Call In Procedure in order to establish validation criteria. Once established and agreed, the Acting Monitoring Officer and Chair of Council shall amend the Council Constitution accordingly without the need to report back to Council;
3) Any necessary changes to the Council Constitution be adopted following the closure of this meeting.
69. AMENDMENTS TO THE COUNCIL CONSTITUTION
The Chair of Council and Acting Monitoring Officer jointly submitted a report detailing amendments to the Council Constitution.
RESOLVED that:
1) The amendments to the Council Constitution as detailed in paragraph 3 of the report be adopted following the closure of this meeting;
2) The amendments to the Council Constitution by the Acting Monitoring Officer as detailed in paragraph 4 of the report be noted;
3) The Council Constitution be amended with regard to the reports on Gower Countryside Effectiveness Study, Access to Political Group Rooms and other Areas by Members of the Public and Planning Applications – Scheme of Delegation and Planning Call In Procedure following the closure of this meeting.
70. REVIEW OF ELIGIBILITY OF CRITERIA FOR SERVICES TO DISABLED CHILDREN
Councillor M C Child, Chair of the Child & Family Services Overview and Scrutiny Board presented an information report which outlined the findings, conclusions and recommendations resulting from the Board’s report and the outcome following its submission to Cabinet.
71. POLICY REVIEW OF YOUTH SUPPORT SERVICES
Councillor J Woodman, former Vice Chair of the Children and Young People Overview Board presented an information report which outlined the findings, conclusions and recommendations resulting from the Board’s report and the outcome following its submission to Cabinet.
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72. REVIEW OF CHILD POVERTY AND ITS EFFECTS ON EDUCATIONAL ATTAINMENT
Councillor C Thomas, former Chair of the Children and Young People Scrutiny Board presented an information report which outlined the findings, conclusions and recommendations resulting from the Board’s report and the outcome following its submission to Cabinet.
(Note: The Education Cabinet Member stated that he would arrange for the web address for Children and Young People and the good practice guide for schools called ‘Tackling Child Poverty in Wales’ to be e-mailed to all Councillors. www.cypswansea.co.uk)
73. REASONS FOR RECOMMENDING NOT TO SIGN THE CITY AND COUNTY OF SWANSEA UP TO THE 10:10 CAMPAIGN
Councillor J Evans, Chair of the Environment and Communities Overview and Scrutiny Board and Councillor C R Doyle, former Chair of the Environment, Culture and Regeneration Scrutiny Board jointly stated that Council on 17 June 2010 had referred this report to the Environment and Communities Overview and Scrutiny Board in order for them to outline their reasons for recommending against signing up to the 10:10 Environmental Campaign (Minute 37 refers).
They stated that the Environment and Communities Overview and Scrutiny Board had considered the issue on 13 July 2010 (Minute 18 refers).
RESOLVED that Council should not sign up to the 10:10 campaign for the reasons outlined in paragraph 2 of the report.
74. OVERVIEW AND SCRUTINY STRATEGIC WORK PROGRAMME
The Leader of the Council presented an information report outlining the Overview and Scrutiny Strategic Work Programme for 2010 / 2011.
75. WRITTEN RESPONSES TO QUESTIONS ASKED AT THE LAST ORDINARY MEETING OF COUNCIL
The Acting Head of Legal and Democratic Services presented an information report setting out the written responses to questions asked at the last Ordinary Meeting of Council.
76. COUNCILLORS QUESTIONS
1) Part A “Supplementary Questions”
Nine (9) Part A “Supplementary Questions” were submitted. The relevant Cabinet Member responded by way of written answers contained within the Council Summons.
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Further supplementary questions were asked and the relevant Cabinet Member responded. Those questions requiring a written response are listed below.
a) Question 2. The Leader of the Main Opposition Political Group asked the Leader of the Council whether the Authority had provided a reference to the Mid and West Wales Fire and Rescue Service in relation to David Daycock (former Head of Legal and Democratic Services and former Monitoring Officer)?
The Chief Executive stated that he would provide a confidential written response to the Political Group Leaders only.
b) Question 5. The Leader of the Main Opposition Political Group and Councillor R Francis-Davies asked a number of questions in relation to the recent Pink concert held at the Liberty Stadium and in relation to the Liberty Stadium itself.
The Leader of the Council stated that he would provide a written response to all Councillors detailing those that had received free tickets and the dividends for the Pink concert at the Liberty Stadium. He would also provide a copy of the latest and previous accounts of the Liberty Stadium and the reasons why the Stadium was built.
c) Question 7.
i) Councillor Glyn Seabourne asked why the stumps of public lighting columns no longer in use were allowed to remain. He stated that they were ugly and suggested their removal to ground level;
ii) Councillor J E Burtonshaw questioned why a number of areas in Swansea were now part of the Reduced Lighting Scheme despite Local Councillor not having been consulted.
The Environment Cabinet Member stated that he would provide a written response.
2) Part B “Questions Not Requiring Supplementary Questions” Five (5) Part B “Questions Not Requiring Supplementary Questions” were submitted. The relevant Cabinet Member responded by way of written answers contained within the Council Summons.
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77. NOTICE OF MOTION FROM COUNCILLORS M J HEDGES, D PHILLIPS, J E BURTONSHAW, J T MILES, C THOMAS, R J LLOYD, M C CHILD, R C STEWART, J C RICHARDS, R FRANCIS-DAVIES AND E T KIRCHNER
In its June Budget, the Conservative / Liberal-Democratic Government announced an increase in VAT from 17.5% to 20%. Council notes:
That this increase in VAT, equivalent to 4½ times the rate of inflation, will
lead to higher prices for goods and services; imperil the already fragile retail sector vital to the recovery of the City Centre and other local shopping centres; and that, as a consequence it will have; a disproportionate impact on pensioners and other low income groups; a severe impact on businesses, charities and community groups in the City & County of Swansea; and will, when taken together with other measures in the Budget, be unfair to pensioners, who have not had a compensatory increase in other benefits and allowances.
In other words it will fall hardest on those least able to afford it.
Council further notes:
That the effect of the VAT increase on pensioners and other low income groups runs counter to the Government's own Coalition Agreement statement of 20 May 2010 that it would "ensure that fairness is at the heart of ... decisions so that all those most in need are protected.”
And that the Institute of Fiscal Studies has stated the VAT increase was not "unavoidable," as the Chancellor of the Exchequer stated in his Budget speech.
Council therefore resolves to:
write directly to the Chancellor of the Exchequer raising concerns about the impact of the proposed VAT increase on pensioners, other vulnerable groups and businesses in the City & County of Swansea.
congratulate the Members of Parliament representing the City & County of Swansea for their continual support for Swansea pensioners, businesses and the wider community, for voicing
19 Minutes of the Meeting of Council of the City and County of Swansea (19.08.2010) Cont’d
their opposition to this unfair increase in VAT and for their commitment to vote against it in Parliament.
In accordance with Council Procedure Rule 21 “Voting”, a recorded vote was requested. The voting was recorded as follows:
For (24 Councillors) N S Bradley M J Hedges D Phillips J E Burtonshaw B J Hynes J C Richards M C Child D I E Jones G Seabourne W J F Davies W E A Jones P B Smith C R Doyle E T Kirchner R L Smith W Evans A Lloyd R C Stewart R Francis-Davies P M Matthews C Thomas M E Gibbs B G Owen D W W Thomas
Against (32 Councillors) V A Bates-Hughes J W Jones C L Philpott P M Black M H Jones T H Rees A R A Clement M R Jones S J Rice A C S Colburn S M Jones D A Robinson A M Day A Jopling R J Stanton E W Fitzgerald J B Kelleher D G Sullivan J B Hague R H Kinzett J M Thomas C A Holley K E Marsh N J Tregoning N A Holley P N May D P Tucker P R Hood-Williams P M Meara J Woodman D T Howells W K Morgan
Abstention (1 Councillors) J Evans
RESOLVED that the notice of motion be rejected.
78. COMMON SEAL
RESOLVED that the Common Seal be affixed to any necessary documents to bring into affect any resolution passed or confirmed at this meeting.
The meeting ended at 8.36 p.m.
CHAIR
20 Item No 3 c)
CITY AND COUNTY OF SWANSEA
MINUTES OF THE EXTRAORDINARY MEETING OF COUNCIL OF THE CITY AND COUNTY OF SWANSEA
HELD AT THE CIVIC CENTRE, SWANSEA ON THURSDAY 2ND SEPTEMBER 2010 AT 4.00 P.M.
PRESENT: Councillor T H Rees (Chair) presided
Councillor(s): Councillor(s): Councillor(s):
V N Abbott D H Hopkins G Phillips V A Bates-Hughes D T Howells C L Philpott P M Black B J Hynes S J Rice M C Child D I E Jones I M Richard A C S Colborne M H Jones J C Richards W J F Davies M R Jones D A Robinson A M Day S M Jones G Seabourne C R Doyle W E A Jones R Speht J Evans J B Kelleher M Smith W Evans E T Kirchner R C Stewart E W Fitzgerald R J Lloyd R J Stanton R Francis-Davies K E Marsh D G Sullivan M E Gibbs P M Matthews C Thomas J B Hague P N May D W W Thomas M J Hedges P M Meara L G Thomas C A Holley J T Miles J M Thomas N A Holley H M Morris N J Tregoning P R Hood-Williams B G Owen D P Tucker
79. APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors S Bradley, J E Burtonshaw, A R A Clement, D H James, J W Jones, R H Kinzett, A Lloyd, J Newbury, D Phillips, D Price, P B Smith, R L Smith, and J Woodman.
80. DISCLOSURES OF PERSONAL AND PREJUDICIAL INTERESTS
In accordance with the provisions of the Councillors’ Code of Conduct adopted by the City and County of Swansea, the following interests were declared:
Councillor M J Hedges - Item No. 3/Minute 81 - Social Services Department Annual Council Report - wife is an employee of Social Services - personal.
21 Minutes of the Extraordinary Meeting of the Council of the City and County of Swansea (02.09.10) Cont’d
(NOTED: That Councillor M J Hedges had been granted dispensation by the Standards Committee.)
Councillor C A Holley - Item No. 3/Minute 81 - Social Services Department Annual Council Report - daughter works for Social Services - personal.
Councillor D A Robinson - Item No. 3/Minute 81 - Social Services Department Annual Council Report - daughter is foster carer - personal.
(NOTED: that Councillor D A Robinson had received dispensation from the Standards Committee.)
81. SOCIAL SERVICES DEPARTMENT ANNUAL COUNCIL REPORT
The Corporate Director (Social Services) provided an overview of the performance of Social Services, risks and plans for improvement as part of the Social Services Annual Council Report.
It was explained that the statutory guidance on the role and accountabilities of the Director of Social Services was published by the Welsh Assembly Government in June 2009. This guidance was issued under Section 7 of the Local Authority Social Services Act 1970. As a consequence of the guidance it was a requirement that the Director of Social Services must report on an annual basis to Council.
The report recognised the commitment of staff working within Social Services and provided a view of the work in progress and achievements during the last year. However, it was noted that whilst some improvements had been secured there was still progress to be made.
It was outlined that whilst progress had occurred within Child and Family Services, the Care and Social Services Inspectorate Wales Report of the Review of Social Services for Children and Young People in the City and County of Swansea had noted that services remained inconsistent. Whilst there were clear improvements that occurred during the last 12 months the Local Authority remained uncertainly placed to deliver and sustain service improvements. As a consequence, the Deputy Minister had determined that the Intervention Board established in March 2009 should continue.
22 Minutes of the Extraordinary Meeting of the Council of the City and County of Swansea (02.09.10) Cont’d
The position in Adult Services was such that there had been continued progress in a number of areas of service. There had been a rise in the demand for services and this was particularly the case in respect of supporting older people. Although this had been the situation during the last year it had still been possible to maintain or improve performance.
It was added that it was important to look forward to the requirements for the future. There was no doubt that the financial position facing the nation would present very significant challenges. It would be important that the transformation of services was addressed and sustainable arrangements must be established. The expectations of people who use services was such that services must be created that meet needs in a way that both maximises independence and take account of the preferred arrangements for service delivery.
A full and detailed report of the Social Services’ functions within the City and County of Swansea was provided.
Councillors asked a number of questions relating to the report, all of which were responded to fully.
RESOLVED that the report be noted.
82. COMMON SEAL
RESOLVED that the Common Seal be affixed to any necessary documents to bring into effect any decisions taken at the meeting.
The meeting ended at 5.15 p.m.
CHAIR
S: Extraordinary Council - 2 September 2010 (JEP/EJF) 7th September 2010
23
Item No. 3 d)
CITY AND COUNTY OF SWANSEA
MINUTES OF THE EXTRAORDINARY COUNCIL OF THE CITY AND COUNTY OF SWANSEA
HELD AT THE CIVIC CENTRE, SWANSEA ON THURSDAY 23RD SEPTEMBER 2010 AT 4.00 P.M.
PRESENT: Councillor T H Rees (Chairman) presided
Councillor(s): Councillor(s): Councillor(s):
V N Abbott D H James D Phillips V A Bates-Hughes D I E Jones G Phillips N S Bradley M H Jones C L Philpott A C S Colbourn M R Jones S J Rice W J F Davies S M Jones I M Richard A M Day W E A Jones J C Richards C R Doyle J B Kelleher D A Robinson J Evans E T Kirchner P B Smith W Evans A Lloyd R L Smith E W Fitzgerald R J Lloyd R C Stuart M E Gibbs K E Marsh R J Stanton J B Hague P N May D G Sullivan M J Hedges P M Meara L G Thomas C A Holley J T Miles J M Thomas P R Hood-Williams H M Morris N J Tregoning D H Hopkins J Newbury D P Tucker D T Howells B G Owen J Woodman
83. APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors P M Black, J E Burtonshaw, A R A Clement, R Francis-Davies, N A Holley, B J Hynes, J W Jones, A Jopling, R H Kinzett, R D Lewis, P M Matthews, W K Morgan, G Seabourne, M Smith, C Thomas and D W W Thomas.
84. DECLARATIONS OF INTEREST
The Monitoring Officer gave advice regarding declarations of interest in relation to the items on the Council Summons.
In accordance with the provisions of the Code of Conduct adopted by the City and County of Swansea, no interests were declared.
24 Minutes of Extraordinary Council of the City and County of Swansea (23.09.10) Cont’d
85. STATEMENT OF ACCOUNTS 2009/10
The Executive Director advised that in accordance with the requirements of the Accounts and Audit (Wales) (Amendment) Regulations 2010, the Council had to approve the Statement of Accounts 2009/10 by the 30th September 2010.
It was outlined that in respect of the financial year 2009/10, the Accounts and Audit (Wales) (Amendment) Regulations required that a Draft Statement of Accounts was approved and signed by the Section 151 Officer of the Council by the 30th June 2010 and be then submitted for external audit. Following substantial completion of the audit, the Statement of Accounts (incorporating any amendments agreed during the audit process) were then submitted to Council for approval by the 30th September 2010. Following approval by Council, the accounts will then be signed off by the Wales Audit Office on the recommendation of Price Waterhouse Coopers LLP who will undertake the audit of the Council’s accounts.
The Statement of Accounts had been prepared in line with the Statement of Recommended Practice 2009 (SORP) as issued by the Chartered Institute of Public Finance and Accountancy (CIPFA) and as such complied with best practice requirements as required by law. The form and contents of the accounts was largely prescriptive and was required to be adopted across Local Government.
It was added that the audit was substantially complete and the report to Those Charged with Governance presented to Cabinet on the 16th September 2010 indicated that from the findings to date, it was the intention of Price Waterhouse Coopers to recommend to the appointed auditor (Anthony Barrett of the Wales Audit Office) that an unqualified opinion on the financial statements be issued.
A detailed question and answer session ensued and the Executive Director and Cabinet Member for Finance agreed to provide written responses to a series of questions raised by Members.
RESOLVED that the Draft Statement of Accounts 2009/10 be approved.
25 Minutes of Extraordinary Council of the City and County of Swansea (23.09.10) Cont’d
86. COMMON SEAL
RESOLVED that the Common Seal be affixed to any necessary documents to bring into effect any decisions taken at the meeting.
The meeting ended at 5.40 p.m.
CHAIRMAN
S: Extraordinary Council - 23 September 2010 (JEP/EJF) 29th September 2010
26 Item No. 8 (1)
Joint Report of the Cabinet Members of Finance and Business Improvement and Efficiency
Council – 14th October 2010
ANNUAL CORPORATE IMPROVEMENT PLAN 2010-11
Summary
Purpose: This report recommends to Council ‘Meeting the Challenge’ - the Annual Corporate Improvement Plan 2010-11. Meeting the Challenge provides a commentary on progress made on achieving targets and milestones during 2009-10 and makes the transition to the Local Government (Wales) Measure 2009 by reiterating agreed improvement objectives for 2010-11 and plans to meet them and by referring to the Corporate Assessment.
Policy Framework: Corporate Improvement Plan 2009-12; Making a Difference Corporate Improvement Plan 2010- 11.
Reason for Decision: To comply with statutory guidance and to approve and publish Meeting the Challenge Annual Corporate Improvement Plan 2010-11.
Consultation: Legal, Finance and Cabinet Member
1. Introduction
1.1 The Local Government (Wales) Measure 2009 repeals and replaces most of the Local Government Act 1999 as it relates to Best Value and parts of the Local Government Act 2000 in relation to Community Planning. This report refers to Part 1 of the 2009 Measure, which is concerned with corporate and service improvement.
1.2 The Assembly Government is phasing in the requirements of the Local Government (Wales) Measure 2009, with some elements of the Local Government Act 1999 remaining extant. This means that transitional arrangements will be in place until March 2011.
1.3 During the transitional period, the Council remains under a duty to publish an annual Improvement Plan by the end of October. This duty will be repealed in 2011. The annual improvement plan will include a commentary on performance in the previous reporting year 2009/10. The audit of the annual improvement plan will inform the Performance
27 Assessment of the Council by the Auditor General Wales, which is a retrospective review of performance that traces improvement over time.
2. Content
2.1 The statutory guidance states that the annual improvement plan must include the following:
A commentary on performance in the previous reporting year (2009-10) highlighting progress towards key objectives and the extent to which key risks have been addressed. Performance information, including audited data from all National Strategic Indicators, relating to 2009-10 together with current and future years’ targets. Performance information for Improvement Agreements. A summary of the key issues for improvement to be delivered in future years. A commentary on achieving Efficiency Gains targets for the previous reporting year (2009-10) and current and future targets. Details of where and how to obtain further and more detailed information.
2.2 In addition, the transitional arrangements mean that Councils have to provide an appropriate link to the new 2009 Measure. This should include a reiteration of agreed improvement objectives and reference to plans for meeting them. The plan should also refer to any Auditor General Wales recommendations (or areas for improvement) contained within the Corporate Assessment report together with any statement of action (if applicable).
2.3 In order to comply with the requirements the Annual Corporate Improvement Plan 2010-11 comprises:
Contents. Foreword. Mission, Vision, Strategic and Improvement Objectives. Equality & Diversity. Sustainable Development. Part 1 – review of performance over 2009-10 . Summary of performance in 2009-10 . Movement of risk 2009-10 to 2010-11 . Audits and inspections conducted in 2009-10. . What we achieved in 2009-10 . Improvement Agreement 2009-10 . Efficiency Gains Part 2 – review of plans in place for 2010-11 . Summary of Improvement Objectives for 2010-11 and plans to meet them. . Main Findings from the 2010-11 Corporate Assessment by
28 the Auditor General Wales. . Glossary. . Further information. . Appendix A – Performance Tables 2009-10 . Appendix B – Efficiency Gain outturn for 2009-10
2.4 The annual Corporate Improvement Plan 2010-11 will be published once approved by Council at or before the statutory date of 31st October 2010.
2.5 The Plan will comply with the Council’s Welsh Language Scheme. It will be published on the Council’s internet site and links emailed to stakeholders and Town and Community Councils. Reference copies will be available at all main public offices, libraries and District Housing Offices. A summary will be published in The Swansea Leader.
2.6 Members will be presented with the Plan at Council and through the Overview and Scrutiny Boards. Staff will be made aware of the annual improvement plan when it is publicised on StaffNet and through Top Brief. Presentations on the Plan will be made to Top Managers and Senior Managers.
3. Financial Implications
3.1 The financial resources required to implement all the actions and achieve the specified performance targets in 2010-11 have been provided in the approved budget. Any additional financial implications which arise from the pursuance of the priorities in this plan will need to be dealt with as virement within the normal financial procedures.
4. Legal Implications
4.1 Once adopted, the annual Corporate Improvement Plan 2010-11 must be published at or before the statutory date of 31st October 2010.
5. Recommendation(s)
5.1 That Council adopts Meeting the Challenge the Annual Corporate Improvement Plan 2010-11.
Background Papers:
Corporate Improvement Plan 2009-12 Making a Difference Corporate Improvement Plan 2010-11 Wales Programme for Improvement Circular 28/2005 Local Government (Wales) Measure 2009 statutory guidance
29 Contact Officer: Richard Rowlands – Business Performance Team, Performance & Strategic Projects. 01792 63 7570 Jeremy Stephens – Head of Performance & Strategic Projects. 01792 63 6849
Legal Officer: Tracey Meredith – Directorate Lawyer, Corporate. 01792 63 6140
30
‘Meeting the Challenge’
Annual Corporate Improvement Plan 2010-11
1 31
Contents
1 Foreword Page 3 2 Mission, Vision, Strategic and Pages 4 - 5 Improvement Objectives 3 Equality & Diversity Pages 6 – 7 4 Sustainable Development Pages 8 - 9 5 Part 1 – Reviewing our performance over Pages 10 - 36 2009-10 Summary of Performance 2009-10 Pages 11 – 12 Movement of Risk from 2009-10 to 2010- Pages 13 - 14 11 Audit and Inspections conducted in 2009- Pages 15 - 17 10 What we achieved in 2009-10 Pages 18 – 31 Improvement Agreement 2009-10 Pages 32 – 33 Efficiency Gains Pages 34 - 36 6 Part 2 – Review of plans in place for Pages 37 - 42 2010-11 Summary of Improvement Objectives for Pages 38 – 40 2010-11 and Plans to meet them Main findings from the Corporate Pages 41 - 42 Assessment 2010-11 by the Auditor General Wales 6 Glossary Pages 43 – 49 7 Further Information Pages 50 – 51 8 Appendix A – Performance Tables 2009- Pages 52 – 86 10 9 Appendix B – Efficiency Gain Outturn Page 87 2009-10
2 32 Foreword
The City & County of Swansea along with all local authorities in Wales is facing major challenges. Changing demands for our services due to shifting demographic and economic conditions, reduced government funding and the effects of the recession on Council budgets all mean that we have to prioritise what services we deliver and change the way that we deliver them. Maintaining services at their current levels with reduced resources will prove a challenge.
It is therefore vitally important that we continue to make the best use of our resources and that our back office services that are crucial in supporting front- line service delivery need to be as efficient as possible. The Council has produced a medium term financial plan, which sets out how it intends to achieve this.
It is more important than ever that we prioritise our resources and efforts onto services that are essential to the people of Swansea, to the success of the local economy, the continued vibrancy of our community and onto those services that ensure vulnerable people are cared for and protected. These key priorities have been identified and this improvement plan describes the actions and measures in place to deliver them.
Children and young people in particular must continue to be prioritised. Safeguarding and supporting children in need is a vital responsibility of this and every local authority. We will continue to strive to improve services to vulnerable children and young people and their families and build upon and sustain the recent improvements that have been made.
There is likely to be further and continual change over the next few years as local authorities adjust to reduced resources and seek new ways to deliver services. There will be even greater emphasis on achieving efficiencies, working together with other authorities to provide services and a continued focus on protecting front-line service delivery. Citizens and their interests will be at the heart of this change and local authorities will continue to measure their success by asking what difference we made to the citizens who use our services.
3 33 Mission
Delivering quality services for a greener, safer more prosperous Swansea
WHAT IS THE SHARED VISION FOR SWANSEA?
By 2020 Swansea will aim to be a distinctive European City. Making the City & County a place which: is great to live in provides a great start to life provides excellent education opportunities is safe and feels safe supports a prosperous economy supports and promotes good health provides the best possible services.
WHAT ARE THE STRATEGIC OBJECTIVES OUTLINED WITHIN THE COMMUNITY PLAN SHARED AMBITION IS CRITICAL 2010-14
Improve Swansea’s environment for everyone Make a better Swansea for all children and young people Ensure excellent education opportunities for everyone in Swansea Make Swansea safer for everyone Make Swansea more prosperous for everyone Improve health, social care and wellbeing in Swansea for everyone Make better use of our resources.
WHAT ARE THE COUNCIL’S IMPROVEMENT OBJECTIVES 2010-11?
Improvement Objective 1: Improve services for children and young people, maximise well-being, raise standards of attainment and achievement and ensure they are safe so that the City & County provides excellent education opportunities.
Improve Child & Family Services.
Progress the QEd 2020 Programme and improve skills for learning, work and life.
In conjunction with others, work to reduce the impact of poverty on children and young people.
Improvement Objective 2: Improve and protect our environment and make communities feel safer so that the City & County is a great place to live.
Ensure that all public spaces in neighbourhoods are well maintained.
4 34 Reduce Swansea’s ecological footprint by encouraging; the minimisation of waste, an increase in recycling and a decrease in the amount of waste sent to landfill.
Encourage the provision of affordable, good quality, well managed housing in Swansea and to work towards improving Council Housing up to the Welsh Housing Quality Standard (WHQS)
Improvement Objective 3: Improve Swansea’s economic performance so that the City & County of Swansea supports a prosperous economy.
Provide a more integrated transport system that promotes the use of public transport.
Improve and develop infrastructure that supports Swansea’s economic regeneration focussing on the City Centre, Waterfront, Strategic Employment Sites and Regeneration Areas
Improvement Objective 4: Improve health and social care services for all so that the City & County supports and promotes good health
Reshape and reconfigure Health and related services in Swansea.
Promote and encourage healthier lifestyles.
WHAT ARE THE COUNCIL’S VALUES?
Teamwork Working with others and in partnership to deliver services
Openness Valuing our customers, be clear about why we do things and be accountable for decisions we make.
Innovation Driving services forward through innovation and being sustainable in our approach to service delivery.
Respect Recognising diversity, respecting differences and valuing our culture and heritage
Enthusiasm Positively engaging and involving communities in decision making
Caring Understand people have different needs and deliver services accordingly
5 35 Equality & Diversity
The City and County of Swansea has approved its first Single Equality and Diversity Scheme.
The Scheme is for everyone who lives or works in Swansea, as well as visitors to the area. When we talk about equality issues we mean people’s: age disability ethnicity gender language religion or belief/non-belief sexual orientation.
Therefore, when we talk about promoting equality and preventing discrimination and harassment, it is in terms of all of these equality issues.
The vision for the Equality and Diversity Scheme is:
“For the City and County of Swansea to be a society built on: Fairness Respect Freedom Choice Dignity Where everyone is confident in all aspects of diversity and can enjoy life as an equal citizen.”
The purpose of the Scheme is to: Identify the Council’s priorities for action 2009-2012. Guide the Council in meeting its legislative duties to promote equality of opportunity for all and eliminate discrimination. Ensure that all Council staff work in a respectful and fair environment. Ensure that Council services are developed and delivered to meet the needs of citizens. Improve the Council’s communication with its citizens. Increase awareness of equality and diversity issues among Swansea’s communities.
Scheme Implementation The Equality and Diversity Scheme will not be a stand-alone document. An implementation and support plan has been developed, which includes, for example:
Clear guidance on equality and diversity issues. Advice and support for all directorates in relation to activities such as Equality Impact Assessments. Regular information updates to ensure awareness.
6 36 A Consultation Toolkit has been developed and is available on the Swansea Consultation Partnership website: http://www.swanseaconsultationpartnership.org.uk/index.cfm?articleid=260 33. The Corporate Consultation Co-ordinator is also available to assist.
A detailed action plan has been included within the Equality and Diversity Scheme. A summary of corporate outcomes for 2009-10 include: Equality & Diversity Scheme promoted internally with support given to all directorates when required Scheme available in different formats and sent out to local stakeholder groups and organisations Draft role for Member Equality Champions developed and Councillor Guidance to Scheme. Scheme review process developed including progress reporting on action plan and consultation with stakeholder groups Review work undertaken on the Hate & Harassment Incident Process Liaison with groups covering all equality strands being developed Initial application for Rainbow Mark accreditation undertaken Use of Wales Interpretation and Translation Service (WITS) by Council implemented Older People Strategy Development Plan delivered including initial work on Older People’s Strategic Framework and link to the Scheme. Welsh Language Scheme reviewed and draft action plan developed Consultation & Engagement review scoped with initial mapping Swansea Consultation Partnership supported and website/database fully developed
Some key priorities for 2010-11 include: Delivery of second year of Equality & Diversity Action Plan Support Equality Impact Assessment process Complete Hate & Harassment Incident Process review Develop & implement Linguistic Skills Framework Complete Older People’s Strategic Framework Consult on and implement reviewed Welsh Language Scheme Develop Consultation & Engagement policy
A full action plan will be found in the scheme which is available at: http://www.swansea.gov.uk/index.cfm?articleid=27605
Equality Impact Assessments (EIAs) Legislation requires the Council to undertake EIAs. This is a systematic way of examining whether a new or existing initiative affects any person or group of persons adversely. Further information on EIAs (including all completed assessments) is available at http://www.swansea.gov.uk/index.cfm?articleid=13264.
More information on equality can be found at http://www.swansea.gov.uk/index.cfm?articleid=1917
7 37 Sustainable Development
Development in Swansea that improves the ‘quality of life’ for all is an important commitment for the Council. However, the Council recognises that development should not undermine Swansea’s strengths such as our exceptional environment or damage the world for others, now or in the future. The Council adopted a Sustainable Development Policy in 2006 which defines sustainable development as:
‘Development that meets the needs of the present without compromising the ability of future generations to meet their own needs.’
In 2009 the City and County of Swansea developed a Sustainable Development Framework to deliver the Sustainable Development Policy which addresses areas such as: Political consensus Corporate training and awareness raising Embedding sustainability principles into corporate procedures and financial management Horizon scanning- identifying potential opportunities, threats and trends that will impact on communities
Key achievements in 2009/10 An Audit carried out by PricewaterhouseCoopers in 2009 concluded that the Council has an effective sustainability policy that is widespread and can be successfully demonstrated in a number of service areas. Aside from developing a Sustainable Development Framework, the Council has continued to develop and refine the tools and approaches we use to appraise Council policies, procedures and services. The Council introduced Sustainability Risk Assessments on key European funded projects to embed sustainability principles from the outset.
In 2009 the Council introduced weekly collections of kitchen waste for composting and added plastic to our kerbside collection of recyclable materials. Our Corporate Buildings Services gained the highest environmental management standard Green Dragon Level 5, one of only 8 organisations in Wales to do so and we have incorporated renewable energy systems into all new schools such as Penyrheol Comprehensive. The Council has completed a survey of all the green space sites in Swansea and completed the infrastructure improvements for the new Metro Bus service. 938 business premises were inspected during the year to check compliance with Smoke Free Premises Regulations.
The Beyond Bricks and Mortar scheme puts people at the heart of our thinking by ensuring clauses in our major contracts benefit local people and the environment.
Key actions for 2010/11 In 2009 the Council will look to continue to make improvements in area of sustainability. Sustainability will be included in the assessments for business
8 38 and service planning and the sustainability risk assessment tool will be used to test all contracts over £140,000. The Council will aim to get sustainability and social clauses included in its building services contracts.
A sustainability communication plan will be launched in September and energy efficiency and sustainability awareness raising will be included in the Council’s induction programme. Automatic energy metering will be rolled out across the Council’s corporate properties. We will complete the roll out of the segregated waste collection across all households.
The Nature Conservation Team will hold the first 24 hour biodiversity blitz and start the Biodiversity Action Plan Review. The Planning Department are launching a new E-Consultation scheme and will start developing the Local Development Plan for Swansea. The existing bus station located next to the Quadrant shopping Centre will be transformed into a modern bus station with state-of-the-art facilities.
More information on sustainable development in Swansea can be found by clicking the following link: www.swansea.gov.uk/sustainabledevelopment
9 39
Part 1:
Reviewing our performance over 2009-10
10 40 Summary of performance 2009/10
When making performance comparisons between 2008/9 and 2009/10, the following should be considered: That nature and number of Performance Indicators (PIs) has changed during that period and therefore direct comparisons may not be appropriate; The results do not account for changes in resources and workload during that period; There may be changes to the numerator and denominator information which may affect the trends by showing a percentage decline while the actual numbers have increased. For instance, the number of learners leaving Employment Training has risen from 681 in 2008/9 to 1,647 in 2009/10 and the number of those leaving with a positive outcome has risen from 589 in 2008/9 to 1,332 in 2009/10. Despite this significant improvement in the number of young people benefiting from the service, the actual performance indicator shows a decline. In some service areas, targets have been downgraded for 2010/11 in order to reflect the impact of disinvestment and reduced resources.
For the period 2009/10, 68% (110 PI’s) of performance indicators either improved compared to 2008/09, were at best performance or stayed the same as 2008/09. 70% of indicators (116 PI’s) that are able to be analysed have met their target for 2009/10.
From 2008/09 to 2009/10, 68% of Environment, 66% of Regeneration & Housing, 63% of Resources, 52% of Social Services and 52% of Education Directorate indicators all show improvement or are at best performance. The Education directorate met 81% of their targets for 2009/10, Resources 80%, Regeneration & Housing 77%, Environment 65% and Social Services 48%.
Swansea’s Performance in 2009/10 compared to other 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 (comparison is based on Swansea’s performance in 2009-10 and the published performance of other Local Authorities 2008-09). This guide to comparative performance is illustrated by a star rating as defined below:
Results in the top 25% of Welsh authorities Results in the upper middle quartile range Results in the lower middle quartile range Results in the lowest 25% of Welsh authorities
11 41 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. A table showing the figures and percentages for 2009-10 is as follows: Star Rating 2009-10 This Year Number of % of PIs PIs Results in the top 25% of Welsh authorities 19 25% (4 Stars) Results in the upper middle quartile range 12 16% (3 Stars) Results in the lower middle quartile range 24 31% (2 Stars) Results in the lowest 25% of Welsh authorities 21 28% (1 Star) 76 100% Total
The performance results for 2009/10 are attached at Appendix A.
12 42 Movement of Risk from 2009/10 to 2010/11
Risk is an event, action, or lack of action that could adversely affect the Council's ability to achieve objectives and to successfully execute its strategies. Risk arises as much from failing to capture opportunities whilst pursuing business objectives as it does from a threat that something bad will happen.
The Council identifies and manages risk and also uses it to help inform the Council’s improvement objectives and priorities that are outlined within the improvement plan. A summary of the movement of corporate risks from 2009- 10 to 2010-11 is outlined below.
The risk status level is categorised as High, Medium or Low. This is dependant upon an assessment of the Likelihood of risk occurring and the Impact they will have if they occur. Broadly speaking, low level risks have a low chance of occurring with a minor to moderate impact should they take place. Medium level risks have an even to high chance of occurring and a moderate to significant impact should they happen. High level risks have a high or very high chance of taking place and a significant to severe impact should they occur. All risks are managed with preventative or mitigating strategies.
Risk Level Corporate Risk Risk Level Difference + or - Level agreed for agreed for 2009/10 2010/11 No of High 6 6 0 No of Medium 11 9 -2 No of Low 0 1 +1
Deleted Risks 2010/11 1 New Risks 2010/11 1
Aspect Risk Level Agreed for Risk Level Agreed for 2009/10 2010/11 Street cleansing and Medium Low maintenance services Waste Management High Medium Council Housing Medium Medium Improvements Integrated Transport High High City Centre Medium High Regeneration Skills for learning, Medium Medium work & life Schools High High modernisation Children’s services High Medium (safeguarding)
13 43
Aspect Risk Level Agreed for Risk Level Agreed for 2009/10 2010/11 Children’s services High High (sustainability) Impact of poverty on Medium High children and young people Reshaping health and Medium High related services Health, Social Care Medium Medium and Well-Being Workforce Medium Medium Customer Services Medium Resolved Resources & Finance High Medium Partnership working Medium Medium Business Continuity Medium Medium
14 44 Audit and inspections conducted during 2009/10
Sustainability Policy Local Authorities are increasingly under pressure to develop and implement robust sustainability policies which are fully embedded in the way they deliver their services. The purpose of this study was to review the design and the extent of implementation of the Council’s Sustainability Policy. It sought to answer the question: “Has the Council defined and implemented an effective sustainability policy?” Some of the issues focused around longer term funding and investment, integrating sustainability in business planning and at an operational level, working with external specialist groups e.g. Carbon Trust and the work of the dedicated Sustainable Development Unit.
The overall conclusion is that the Council has developed an effective Sustainability Policy. The implementation of the policy is widespread and can be successfully demonstrated in a number of service areas, however, there is further scope to strengthen its integration at the operational level. There were seven recommendations from the study that will help further develop and embed sustainability issues at both a strategic and operational level within the Council.
WHQS Follow Up Review A Follow Up Review of WHQS was scheduled for 2009. The scope for this study is under review by the WAO.
WAO Report on Development Control This was to respond to the outstanding recommendation of an earlier audit of Planning Services (the Sanders Report). A Task Group was charged with giving consideration to a further four recommendations covering service delivery options, strategic direction, measuring performance and monitoring progress with the actions as a result of the audit. Full details of these were reported to Council on 3rd December 2009 including a copy of the work programme.
Buildings Management Review This audit conducted in September 2009, drew an overall conclusion that “The Council (Swansea) is ensuring that its land and buildings management arrangement support improvements in efficiency and service delivery to meet the needs and expectations of users for the 21st Century”. They further went on to say that the use of land and buildings to support the Council’s objectives, which in turn are focused on meeting needs, expectation and improving service delivery is well demonstrated through a well defined Corporate Asset Management Programme, a proactive Asset Management Group and strategic support from both Executive and Members.
They considered that, like many other Council’s in Wales, the current economic environment has created specific challenges for the Council, with a significant reduction in Capital Receipts impacting on the capital programme. They noted that the Council recognised that there is some work to do to
15 45 ensure that services continue to be engaged in a corporate asset and building management culture.
Trust Arrangements in the LC This review is being conducted in two phases – Phase 1 reported in January 2010 that partners “shared a common understanding of the spirit of the management agreement, but arrangements to monitor the LC’s contribution to Council strategies (e.g. Climbing Higher and Sports Development) and compliance with the management agreement are not fully developed. Performance information is used routinely to manage the LC, with evidence of service being adapted to meet changing needs. Phase 2 will provide an update focusing on three key questions: What progress is the Council making against the recommendations of the previous WAO report: How well is LC contributing to the Sports Development and Climbing Higher strategies? Are effective arrangements now in place to keep the Council informed of LC performance and progress against agreed objectives? This review is ongoing at the time of writing this report.
New Payroll System The review of the payroll project was conducted in July 2009 with the objective of identifying whether the programme had achieved the objectives as defined in its original business case, how well it performed, how well any changes were managed and how risk assessment and mitigation was handled. The findings of the review focused around the level of expertise and experience in complex back office IT implementation, stakeholder engagement, contracting arrangements, impact assessments on risks and the roles and responsibilities of the Council and its partner. The conclusions were a mix of positive and negative statements and a list of 9 ‘lessons to be learned’ which will be incorporated into an action plan going forward with this project.
Annual Council Report – Social Services All regulated services are inspected each year and the reports indicate that Social Services and Independent Providers are endeavouring to improve the support that is available. Where concerns arise action is taken to resolve matters. During the last year there has been some effective joint work with the CSSIW and others to ensure that specific concerns are addressed to achieve improvements in the quality of service provided.
Within this report is a summary of inspections and reviews conducted during 2009/10 i.e. Adult Protection – December 2009; Children’s Safeguarding Arrangements and a review of Swansea Local Safeguarding Children Board - October 2009, followed by a full inspection of Child and Family Services – reported in March 2010. As mentioned earlier in this report Child and Family continues to be a top priority for the Council and the most recent report recognises that there were improvements over the last twelve months with a sound and effective momentum for change, with potentially the right building blocks being put in place in the coming year to deliver necessary improvement. That said, there remain further challenges to deliver and sustain
16 46 improvement, and the review team judged that the local authority remains, at present, uncertainly placed to deliver and sustain service improvement. Priorities for action have been identified and an action plan has been drawn up to address these issues. The Annual Report can be viewed on our website: http://www.swansea.gov.uk/index.cfm?articleid=38693
17 47 What we achieved in 2009-10
This section will describe our shared partnership priorities for 2009-10 as outlined within the Community Plan. It will also report what we have done to deliver our associated aims and priorities for 2009-10 that we set out within the annual Corporate Improvement Plan 2009-12.
Swansea Voices is a citizen’s panel representing a cross section of the population of Swansea. The panel consists of 1250 respondents from a cross-section of the City and County of Swansea residents aged 17 plus (using criteria such as age, gender, economic activity, housing type, language, ethnicity, etc.). Panel membership is continuously refreshed and a third is replaced each year.
The Panel was asked how successful or unsuccessful the Council was in delivering its priorities during 2009-10. A distinction between universal services (like street cleaning) and targeted services (like adult social services) must be made when interpreting the survey results. More respondents are likely to answer ‘don’t know’ to any question on services that they do not have any knowledge or experience of. For example, a Council tenant is more likely to be informed about improvements made to Council housing than someone living in a different housing tenure.
Aim 1 - Improve and protect our environment and make communities safer so that the City & County is a great place to live.
What were our associated shared partnership priorities in 2009/10?
Climate Change Energy and Carbon Management Swansea Bay Wildlife Diversity Fear of Crime
What were our priorities in 2009-10?
1. Ensure street cleansing and maintenance services are well co-ordinated. 2. Minimise waste and increase our composting and recycling. 3. Increase the supply of good quality affordable housing and make improvements to Council housing while working towards meeting the Welsh Housing Quality Standard (WHQS).
What did we plan to do to deliver these priorities in 2009-10?
Well-coordinated street cleaning and maintenance services Maintain the NEAT programme for the whole of the City and County until March 2012.
18 48 Develop the programme for the implementation of the Tidy Town Initiative during 2009-10. Finalise new Street Scene arrangements and introduce area cleansing and maintenance teams across the City and County. Carry out planned programme for 2009-10 for carriageways, footways and street lighting. Undertake carriageway works during 2009-10 to secure WAG local roads maintenance grant. Minimising waste and increasing recycling Expand the Council’s Trade Waste Service’s recycling schemes. Review the possibility of introducing fortnightly kerbside collections of plastics, cardboard and textiles. Consider alternative proposals to achieve, with the Council’s Waste Disposal Company, the provision of new composting arrangements to achieve targets. Welsh Housing Quality Standard and affordable housing Review the strategic direction in relation to enabling full compliance with the Welsh Housing Quality Standard. Agree a Programme Plan for the development of a strategy to enable affordable improvements to the Council housing stock. Develop and finalise proposals for consultation for affordable improvements to the Council housing stock. Consult key stakeholders on the proposals for affordable improvements to the Council housing stock. Submit a strategy and Housing Revenue Account Business Plan for formal approval for achieving affordable improvements to the council housing stock. Produce a draft Affordable Housing Delivery Plan which provides a clear statement on how the Council intends to increase the supply of affordable homes. Implement the agreed Delivery Plan for increasing the amount of affordable housing.
What have we done in 2009-10 to deliver these priorities?
Well-coordinated street cleaning and maintenance services Undertook the NEAT programme in 2009-10 as planned. Completed the Tidy Town Initiative programme for 2009-10 as planned. Started to carry out planned maintenance programmes for footways and carriageways. Introduced area cleansing on a trial basis before it was adopted on a permanent basis in 2010/11. Minimising waste and increasing recycling Made recycling schemes for the collection of glass, cans, paper, cardboard and food available for most commercial waste customers. Completed a review and started the roll out of fortnightly kerbside collections of plastics and cardboard before completing it in 2010/11.
19 49 Developed alternative proposals to achieve, with the Council’s Waste Disposal Company, the provision of new composting arrangements to achieve targets. Welsh Housing Quality Standard and affordable housing Agreed a revised strategic direction for targeted investment in Council housing parallel with a comprehensive consultation programme on the longer term aim of meeting the WHQS. Developed and finalised proposals and commenced consultation on the longer term aim of meeting the WHQS. Submitted a draft Housing Revenue Account Business Plan to the Welsh Assembly Government for approval. Produced and endorsed an Affordable Housing Delivery Plan, which provides a clear statement on how the Council intends to increase the supply of affordable homes. Started to implement the Affordable Housing Delivery Plan within the context of changes in the financial climate, particularly in the private sector.
What did the Swansea Voices Panel think?
Well-coordinated street cleaning and maintenance services 54.5% of respondents said that the Council was very or fairly successful at delivering street cleansing and maintenance in 2009-10. 22.9% of respondents thought that the Council was fairly or very unsuccessful while 20.7% thought that the Council was neither successful nor unsuccessful. Minimising waste and increasing recycling 88% of respondents said that the Council was very or fairly successful at delivering increased opportunities for composting and recycling in 2009-10. Only 4.5% of respondents thought that the Council was fairly or very unsuccessful while 3.9% thought that the Council was neither successful nor unsuccessful. Welsh Housing Quality Standard and affordable housing 19.9% of respondents said that the Council was very or fairly successful at increasing the supply of affordable housing in 2009-10. 12.6% of respondents thought that the Council was fairly or very unsuccessful while 24.9% thought that the Council was neither successful nor unsuccessful. 42.6% of respondents said that they did not know.
22.9% of respondents said that the Council was very or fairly successful at making improvements to Council Housing in 2009-10. There were 8% of respondents that thought that the Council was fairly or very unsuccessful while 16.5% thought that the Council was neither successful nor unsuccessful. 52.6% of respondents said that they did not know.
20 50 Aim 2 - Improve Swansea’s economic potential so that the City & County of Swansea supports a prosperous economy.
What were our associated shared partnership priorities in 2009/10?
Economic Inactivity (Local Service Board priority) Young People Not in Education, Employment or Training (Local Service Board priority) Air Quality High Level Skills
What were our priorities in 2009/10?
1. Provide an integrated transport system that considers the night time economy. 2. Improve public transport and provide a modern bus interchange to encourage more usage. 3. Improve and develop the City Centre. 4. Improve skills for learning, work and life.
What did we plan to do to deliver these priorities in 2009/10?
Integrated transport Complete a Regional Transport Plan for South West Wales. Implement the Regional Transport Plan. Implement recommendations of European Boulevard Study for Oystermouth Road corridor. Continue to provide additional taxi rank spaces within the City in response to requests received. Continue to provide taxi marshals and enforcement at key locations at critical times. Improved public transport and a modern bus interchange Complete remainder works for the Swansea Metro. Complete the construction of the Swansea City bus station. Implement Park and Ride service for West Swansea pending future allocation of Transport Grant. Improve and develop the city centre Complete a Strategic Car Park Study in support of proposals identified in City Centre Strategic Framework. Continue to deliver a programme of Building Enhancement Schemes in the city centre. Define the remainder of phases following a convergence funding decision to continue to deliver a programme of Public Realm and Accessibility Enhancement Schemes up to 2012.
21 51 Skills for learning, work & life Build upon the success of the Swansea Skills Service Objective 1 funded project to develop a Convergence funded Regional Essential Skills Partnership. Focus specifically on deprived areas to deliver Basic Skills & Family Learning opportunities as part of an integrated Return to Learn programme. Continue to deliver community and targeted learning programmes. Continue to improve outcomes of leavers completing Employment Training courses. Continue to implement the new all work based learning programme. Deliver Assembly requirements for the Foundation Phase (3 and 7) and Skills Curriculum (8 to 13) in schools. Target low attaining 7 year olds to improve reading levels. Continue to target low attaining 14 to 16 year olds to improve essential skill levels and support these young people 16 to 18 to ensure they do not become Not In Education, Employment or Training (NEET). Deliver the Building Enterprise Education in Swansea (BEES) projects supporting the development of innovation, enterprise and entrepreneurship for children and young people. Deliver the Knowledge Economy Strategy to improve skills appropriate to the needs of the economy. Continued delivery of Basic Skills, Family Learning and Work Based Learning courses for adults.
What have we done in 2009-10 to deliver this priority?
Integrated transport The Welsh Assembly Government accepted the Regional Transport Plan that had been submitted with the approval of all four Councils. £3.250m of Regional Transport Plan funding was allocated to Swansea from the total £4.909m backing for the region in order to implement the Regional Transport Plan. Programmed the European Boulevard Preliminary Works to commence late autumn 2010. Held ongoing discussions with the taxi trade to identify new viable taxi ranks. Continued, in partnership with the Business Improvement District, to provide Taxi Marshals within the city centre on key dates. Improved public transport and a modern bus interchange Completed the Swansea Metro infrastructure works. Started the construction of the Swansea City bus station. Improve and develop the city centre Completed the lower Oxford Street and Car Parking Strategic studies in support of proposals identified in City Centre Strategic Framework. Undertook a limited number of projects to deliver the Building Enhancement Scheme programme in the city centre.
22 52 Agreed and defined the remainder phases following the convergence funding decision to continue to deliver a programme of Public Realm and Accessibility Enhancement Schemes within the city centre. Skills for learning, work & life Reconsidered the convergence funded Regional Essential Skills Partnership in light of reduced capacity to fulfil match-funding requirements. Maintained the Basic Skills, Family Learning and Work Based Learning courses for adults. Delivered community and targeted learning programmes through: 1431 enrolments on Adult and Community Learning programmes; 452 enrolments on ICT/e-learning programmes, and; 434 starts and 84 literacy/numeracy awards relating to the Probation Service contract. Improved 81% positive outcomes for leavers completing Employment Training courses. 2500 learners participated in work-based learning of which 300 (12%) were over 25 years old. WAG Assessment of teacher:pupil ratios carried out in September 2009. Grant resources are sufficient to meet required adult:pupil ratio of 1:8 (3-5 year olds) and 1:15 (5-6 year olds) Targeted low attaining 7 year olds to improve reading levels. Targeted low attaining 14 to 16 year olds to improve essential skill levels and support these young people 16 to 18 to ensure they do not become NEET. Continued to deliver the Building Enterprise Education in Swansea (BEES) projects supporting the development of innovation, enterprise and entrepreneurship for children and young people. Continued to deliver the Knowledge Economy Strategy to improve skills appropriate to the needs of the economy through regional collaboration and an internet portal providing information to assist learners to access services, employers to identify skills and partners to share resources. Continue to deliver the Basic Skills & Family Learning opportunities in targeted areas dependent on available funding.
What did the Swansea Voices Panel think?
Improved public transport and a modern bus interchange 42% of respondents said that the Council was very or fairly successful at providing improved public transport in 2009-10. 21.9% of respondents thought that the Council was fairly or very unsuccessful while 27.2% thought that the Council was neither successful nor unsuccessful. Improve and develop the city centre 32.1% of respondents said that the Council was very or fairly successful at regenerating the city centre in 2009- 10. 33.4% of respondents thought that the Council was fairly or very unsuccessful while 29.5% thought that the Council was neither successful nor unsuccessful. 4.9% of respondents said that they did not know.
23 53 Skills for learning, work & life 28.7% of respondents said that the Council was very or fairly successful at providing opportunities for improving skills for learning, work and life in 2009-10. 10.7% of respondents thought that the Council was fairly or very unsuccessful while 23.4% thought that the Council was neither successful nor unsuccessful. 37.2% of respondents said that they did not know.
24 54 Aim 3 - Improve services for children and young people and raise standards of attainment and achievement so that the City & County provides excellent education opportunities.
What were our associated shared partnership priorities in 2009/10?
Early Intervention and Prevention (Local Service Board priority). Young People not in Education, Employment or Training (Local Service Board priority).
What were our priorities in 2009/10?
1. Improve Child and Family Services. 2. Deliver the QEd (Quality in Education) 2020 programme. 3. Reduce the impact of poverty on Children and Young people.
What did we plan to do to deliver these priorities in 2009/10?
Improve Child and Family Services Continue to deliver the Children and Family Services Strategic Delivery Plan. Ensure a close fit between preventative services provided in the community and those provided by Child & Family Services. Have a clear focus on Family Support Services that are directed to prevent harm, children becoming looked after and children becoming long-term looked after. Establish a coherent service for children from family support through accommodation to permanence through the Permanence and Placement Strategy. Review staffing structures. QEd 2020 programme Further increase the number of Welsh Medium Primary school places. Implement the Foundation Phase so that nursery children meet the Assembly statutory requirement of a adult to child ratio of 1:8. Implement the 14 to 19 Learning Pathways Measure. Continue to improve GCSE Results annually. Pilot programme across all schools & units to reduce 16 year olds Not in Education, Employment or Training (NEET) through a September guarantee. Sustain employment of these young people in the ages16 to 18. Continue to improve School attendance annually. Continue to deliver the Specialist Teaching Facilities (STF) programme. Implement the next set of agreed statutory proposals to improve the condition of school assets and learning environments and reduce surplus places.
25 55
Reducing the impact of poverty on children and young people On a phased basis, establish Flying Start in 8 school catchment settings providing free childcare, additional health visiting and basic skill support. Continue to improve reading levels of pupils in the early years in areas of deprivation on a targeted basis especially where these are low. Depending on a successful Convergence funding bid, deliver a more integrated approach to Welfare to Work through Swansea Working so that children and young people affected by poverty have their life chances improved. Deliver the first 12 month Action Plan of the Communities First Programme. Continue the programme to take an area approach to address the impact of poverty in the most deprived areas in Swansea including Flying Start, targeted reading programmes in the early years, reduction in health inequalities, early identification and programmes for vulnerable children especially 8 to 13, 14 to 19 Learning Pathways, avoiding being Not in Education, Employment or Training (NEET) at 16, welfare to work programmes and an increase in the take up of benefits. Determine targets in the areas of improved health, literacy standards, parenting and increased levels of childcare places, benefits take up and health visiting, exclusions, attendance in schools and measure and publish these annually.
What have we done in 2009-10 to deliver these priorities?
Improve Child and Family Services. Reviewed and updated the Child and Family Services Delivery Plan in March for 2010-11. Completed a first quarter review, which indicated that good progress is being made against identified targets. Review of Family Support Services completed. Research has been commissioned on the interface between services. All Family Support Services have been reviewed and refocused on children and young people at risk of harm and / or accommodation. A Permanency and Placement Strategy is now being implemented. All staffing structures have been reviewed and a new structure agreed by Council. New structures will be implemented on the 30th September, 2010. QEd 2020 programme Completed the delivery of the 14 to 19 Learning Pathways Measure Improved the GCSE Results for 2009 compared with the 2008 results and the four year trend. Reduced the number of 16 year olds Not in Education, Employment or Training (NEET) from 7.9% in 2008/09 to 6.7% in 2009/10. Improved school attendance in 2008/09 compared with 2007/08 to 90.7% (secondary) and 92.4% (primary both with upward 5 year trends.
26 56 Current statutory proposals for Welsh medium school places to be referred to the Minister for final decision; if approved, this will increase the number of Welsh medium primary school places available beyond the 2412 target. Consulted on all proposals in 2009 to improve the condition of school assets and learning environments and reduce surplus places, which were approved by WAG resulting in 3 primary school closures and 1 amalgamation that will take effect in September 2010. Continued to deliver the Specialist Teaching Facilities (STF) programme with places increasing in line with identified need. Reducing the impact of poverty on children and young people Established Flying Start in 5 school catchment settings (one also has Welsh medium provision) operating with capacity for 183 children providing free childcare, additional health visiting and basic skill support. Addressed reading levels of pupils in the early years in areas of deprivation on a targeted basis especially where these are low. Completed the recruitment process for all posts created by the Swansea Employment Gateway element of the South West Workways project. Engaged 298 participants in the South West Workways project in Swansea. Delivered the first 12 month Action Plan of the Communities First programme. Developed all aspects of a programme that is reporting regularly to adopt an area approach to address the impact of poverty in the most deprived areas in Swansea.
What did the Swansea Voices Panel think?
Improve Child and Family Services 20.3% of respondents said that the Council was very or fairly successful at improving children’s social services in 2009-10. 13.7% of respondents thought that the Council was fairly or very unsuccessful while 13.6% thought that the Council was neither successful nor unsuccessful. 52.3% of respondents said that they did not know. QEd 2020 programme 24.8% of respondents said that the Council was very or fairly successful at improving schools and education in 2009-10. 16.4% of respondents thought that the Council was fairly or very unsuccessful while 23.8% thought that the Council was neither successful nor unsuccessful. 35.0% of respondents said that they did not know. Reducing the impact of poverty on children and young people 19.5% of respondents said that the Council was very or fairly successful at reducing the impact of poverty on children and young people in 2009-10. 12.6% of respondents thought that the Council was fairly or very unsuccessful while 18.1% thought that the Council was neither successful nor unsuccessful. 49.8% of respondents said that they did not know.
27 57 Aim 4 - Improve Health and Social Care services for all so that the City & County supports and promotes good health.
What were our associated shared partnership priorities in 2009/10?
Healthy Lifestyles Health Inequalities between communities
What were our priorities in 2009/10?
1. Reshape and reconfigure Health and related services in Swansea. 2. Implement the Health, Social Care and Well-being agenda.
What did we plan to do to deliver these priorities in 2009/10?
Reshape and reconfigure health and related services Progress the redesign of Respite Care Services for Older People. Continue to redesign Social Care Services for Older People. Health, Social Care & Well-Being agenda Implement the Older People Strategy Development Plan for 2009/10. Further investigate the aims and objectives of the Welsh Assembly Government’s second Older Person’s Strategy through the Community Plan, Heath Social Care & Well-Being Strategy and other strategies. Start to implement the assistive technology strategy and action plan. Review arrangements in relation to Intermediate Care Services and Continuing Health Care – Learning Disability. Continue to work with the Health & Safety Executive to prevent and reduce the number of workplace injuries in Swansea. Complete the Healthy Weight Strategy to help decrease the prevalence of people overweight/obese people in Swansea.
What have we done in 2009-10 to deliver this priority?
Reshape and reconfigure health and related services Agreed a new model for Respite Care through the Health & Social Care Overview Board. Implemented recommendations and an action plan jointly with Health & Social Care Overview Board for Respite Care Services. Established an extended assessment service for domiciliary care provided by the Local Authority. Implemented a new model of day opportunities which will support re- enablement and promote independence for older people. Worked towards increased access to long term care for older people with mental health problems. Health, Social Care & Well-Being agenda Delivered the Older People Strategy Development Plan for 2009/10.
28 58 Identified key areas for mainstreaming the Welsh Assembly Government’s second Older Person’s Strategy into the work of the Council and its partners. Started to implement the assistive technology strategy and action plan with over 800 telecare packages installed to support older people and their carers at home. Started to review arrangements in relation to Intermediate Care Services and Continuing Health Care – Learning Disability. Worked with the Health & Safety Executive to undertake 75 inspections to help prevent and reduce the number of workplace injuries in Swansea. Developed and implemented Healthy Weight Strategy Standards and a year one action plan.
What did the Swansea Voices Panel think?
Reshape and reconfigure health and related services 19% of respondents said that the Council was very or fairly successful at improving social care services for adults in 2009-10. 16% of respondents thought that the Council was fairly or very unsuccessful while 18.4% thought that the Council was neither successful nor unsuccessful. 46.6% of respondents said that they did not know. Health, Social Care & Well-Being agenda 33.4% of respondents said that the Council was very or fairly successful at helping people to adopt healthier lifestyles in 2009-10. 13.4% of respondents thought that the Council was fairly or very unsuccessful while 29.8% thought that the Council was neither successful nor unsuccessful. 23.5% of respondents said that they did not know.
29 59 Aim 5 - Make the best use of our resources so that the City & County provides the best possible services.
What were our associated shared partnership priorities in 2009/10?
Consultation and Participation (Local Service Board priority) Equal Access to Services
What were our priorities in 2009/10?
1. Implement the Workforce Programme. 2. Improve customer access through a Customer Service Strategy. 3. Live within our resources and achieve financial stability. 4. Improve partnership and joint working arrangements to increase efficiency and savings.
What did we plan to do to deliver these priorities in 2009/10?
Workforce programme Progress the Workforce Programme. Finalise contact with the majority of Equal Pay claimants and manage remaining tribunal cases. Progress the Pay and Grading project as part of the Workforce Programme. Review employee Terms and Conditions. Review the Human Resources service. Develop an Employee Services Delivery Model. Undertake a Policy & Procedure Review. Start work on a Management Development Plan. Progress implementation of Payroll Customer Service Strategy Incorporate the Customer Service guidelines into the Human Resources Induction Packs. Living within our resources Maintain and update the Medium Term Financial Plan. Continue to deliver the Medium Term Financial Plan through the Business Improvement Board. Continue to monitor the delivery of the Asset Management Plan 2009. Complete and publish the Asset Management Plan 2010. Improving partnership and joint working arrangements Continue to pilot the Programme and Project Management in the four open projects that report to the Local Service Board (LSB). Revisit the governance structure in the four open projects reporting to the LSB to check fitness for purpose. Consider joint working opportunities in the annual budget round.
30 60
What have we done in 2009-10 to deliver this priority?
Workforce programme Developed an approach to Strategic Workforce planning. Worked on developing a Change strategy within the Workforce Programme. Delivered the Equal Pay Act. Completed the Pay & Grading Project up to the Job Evaluation stage and started pay modelling/costing. Designed a pay and grading system for Council staff. Completed a review of Council staff terms and conditions. Completed a review of Human Resources services and implemented new service levels. Reviewed key Human Resources and wider council policies. Worked on a management staff development plan. Element of transactional services operating Established priorities for Human Resources Management System (HRMS) improvements and taken them forward for implementation. Set up Pensioners and Teachers payrolls live on the new payroll system. Customer Service Strategy Updated and reissued the Customer Services Staff Guidelines and the Customer Charter and included them in induction packs for new staff. Living within our resources Maintained, monitored and further updated the Medium Term Financial Plan, which was agreed at Council. Monitored the Asset Management Plan 2009 and completed the 2010-11 plan, which was approved by Council. Identified potential joint working opportunities within the Medium Term Financial Plan Action Plan agreed by Council. Improving partnership and joint working arrangements Four open projects that report to the Local Service Board use the Council’s corporate Project Management methodology to help successful delivery. Governance arrangements for the Early Intervention and Prevention Programme and the wider Children and Young People were simplified and streamlined. Considered joint working opportunities in the annual budget round.
31 61 Improvement Agreement 2009/10
Each council in Wales had to develop Improvement Agreements with the Welsh Assembly Government and the Wales Audit Office for 2008/09 and 2009/10. These set out areas for improvement that reflected local priorities and fitted in the broad framework of the Welsh Assembly Government’s One Wales Agenda.
The final outturn summary and the auditors statement relating to 2009/10 performance is outlined below.
Welsh Assembly Government By March Achieved Not Not Theme 2010 achieved clear Reducing our carbon footprint Council self assessment score – 3 milestones 3 0 0 2 - successful 4 targets 2 2* 0 *One indicator narrowly missed target Getting around safely Council self assessment score – 5 milestones 4 1 0 2 - successful 2 targets 2 0 0 Active Lifestyles Council self assessment score – 6 milestones 6 0 0 2 – successful 4 targets 2 2* 0 *one target narrowly missed. One target missed but increase in 50% on previous year’s performance.
Helped to live in the Community 12 12 0 0 Council self assessment score – milestones 2 - successful 3 targets 3 0 0
Our Community Facilities Council self assessment score – 12 11 1 0 2 - successful milestones
3 targets 3 0 0 Ensuring a high skills base Council self assessment score – 1 – partially successful 11 8 3 0 milestones Indicators in against this Improvement Objective have 3 targets 1 2 0 proved difficult; whilst initial figures were produced there was debate between the LEA and CWW relating to data quality. Work is ongoing to resolve the issues.
32 62
Welsh Assembly Government By March Achieved Not Not Theme 2010 achieved clear Provision of Care: Children Council self assessment score – 13 10 3 0 2 - successful milestones
*2 targets narrowly missed – note 3 targets 1 2* 0 significant rise in Child Protection and Looked After Children populations. Improving Educational Attainment 10 9 1 0 Council self assessment score – milestones 2 - successful 3 targets 2 1* 0 *one indicator narrowly missed target
Statement by the Wales Audit Office Improvement Assessment Lead
Based on the information and evidence I have reviewed, I am satisfied that the City and County of Swansea has achieved the vast majority of its milestones and targets as set out in each of the outcomes included in the Improvement Agreements and that its self assessment is an accurate reflection of progress.
33 63 Efficiency Gains
The Welsh Assembly Government set a target for recurring value for money improvements across the public sector in Wales over a five year period ending in 2009/10. This target was set at 1% of the annual Standard Spending Assessment (SSA) for each Authority and in the case of the City and County of Swansea equated to approximately £3.3m per annum.
The identification of value for money improvements requires a reassessment and challenge of existing processes and services to consider whether anything can be done differently to achieve improvements and whether better use can be made of resources.
The WAG issued guidance on how efficiency gains were to be identified and recorded. Value for money efficiency gains are defined in terms of inputs and outputs as either:
Cash releasing - the same outputs for reduced inputs, or same outputs for reduced prices; or
Non cash releasing - additional outputs for the same inputs
Cash releasing efficiency gains are available to be reinvested in front line services and are noted as cash releasing even where the gain is reinvested in the same programme/policy area.
Efficiency gains arise from actions taken or process changes (i.e. something different has been done) to achieve a beneficial outcome in terms of reduced inputs, or increased outputs or cost avoided. They are not cuts in budget, reallocation of budget, non use of contingency, under-spend on budget, reduction in budget, or phased or delayed implementation of a new service.
Possible sources of value for money gains include
Smarter procurement Streamlining support services Shaping public services to meet the needs of today Better use of staff time, skills and expertise
Approach to achieving efficiency gains The Council’s annual budget and Medium Term Financial plan (MTFP) processes include a requirement to identify significant annual savings. The aim is always to maximise efficiency savings in order to avoid service spending cuts.
Services are encouraged to put forward Invest to Save proposals with a view to achieving efficiency gains at a future time.
34 64 In addition, Council meeting on 22nd February 2010 considered a report on the Medium Term Financial Plan and approved an Action Plan to address future funding shortfalls which would be subject to quarterly monitoring reports. This Action Plan details a number of efficiency reviews aimed at achieving savings in future years.
The 2010/11 budget included a savings target of £9.680m which included the requirement to deliver significant recurring efficiency gains including:
Reduced Senior management costs - £300,000 Reduced supervision and management costs - £2,365,000 Other cost reductions £1,082,000
The remainder of the savings targets mainly relate to costs to be contained within the overall education budget together with a revision of fees and charges across a number of services.
In addition to the above, services are expected to achieve a number of non- cash releasing savings. These have not been quantified in value terms.
Examples of efficiency gains in 2010/11
Item £’000
Reduction in marketing costs 200 Reduced contribution to leisure Trust 100 Reduction in spending on taxis 300 Reduced waste collection costs 150 Reduced procurement costs 100
The Medium Term Financial Plan identified the following potential future deficits due to projected reductions in core funding from the Welsh Assembly Government:-
35 65 The calculation and capture of the savings for those future years will be derived from items identified from within the Medium term Financial Plan (Action Plan) and the detailed budget proposals as agreed for each year. The Medium Term Financial Plan, however, made clear that in addition to the items included in the Action Plan, due to the scale of the predicted deficits further action would be required during 2010/11 and beyond which will inevitably include:-
A significant headcount reduction A reduction of service levels A reduction of service provision Increased charges for Council services
The efficiency gain outturn for 2009/10 is attached at Appendix B.
36 66
Part 2:
Review of Plans in place for 2010-11
37 67 Summary of Improvement Objectives for 2010/11 and plans to meet them
The full details around this along with the relevant actions, performance measures and plans to meet improvement objectives and put arrangements in place to continuously improve is the subject of Making a Difference our forward looking improvement plan for 2010-11. The link is listed below: http://www.swansea.gov.uk/index.cfm?articleid=155
Selecting improvement objectives
The Improvement Objectives were selected with due reference to the strategic objectives outlined within the Community Strategy 2010-14, the priorities outlined within the Corporate Improvement Plan 2009-12 approved by Council in October 2009 and priorities identified in other key plans such as the Children & Young People Plan and Health, Social Care and Well-Being Strategy. Consideration was also given to our performance data, audit and scrutiny reports, results from previous consultations with Swansea Voices Citizens Panel and national priorities. More detailed reasons for selecting Improvement Objectives and the outcomes citizens can expect are contained within Making a Difference.
In summary, we want to:
1. Improve services for children and young people, maximise well-being, raise standards of attainment and achievement and ensure they are safe so that the City & County provides excellent education opportunities.
Improve Child & Family Services.
What are our plans to do this?
. This will be addressed by tackling issues identified by the CSSIW report published in March 2010 through the Child and Family Services Strategic Delivery Plan 2010-11.
Progress the QEd 2020 Programme and improve skills for learning, work and life.
What are our plans to do this?
. Children succeeding in school; . Improving the learning environment in schools by ensuring there are not excessive surplus places and that there is Welsh medium provision and adequate specialist teaching facilities to meet demand, and;
38 68 . children and young people better equipped with skills for succeeding in learning, work and life.
In conjunction with others, work to reduce the impact of poverty on children and young people.
What are our plans to do this?
. Working with children and young people from the most deprived areas to improve skills and reading; . delivering the Communities First programme, and; . training and supporting young people not in education, training or employment.
2. Improve and protect our environment and make communities feel safer so that the City & County is a great place to live.
Ensure that all public spaces in neighbourhoods are well maintained.
What are our plans to do this?
. A co-ordinated and area based approach to street cleaning and maintenance; . a new 5-year planned highway maintenance programme; . improving public confidence in the Police and Council to reduce crime and anti-social behaviour by holding Police and Communities Together (PACT) meetings and removing graffiti, and; . making improvements to parks and open spaces.
Reduce Swansea’s ecological footprint by encouraging; the minimisation of waste, an increase in recycling and a decrease in the amount of waste sent to landfill.
What are our plans to do this?
. Introduce segregated waste collections. . Extend the recycling of gully waste.
Encourage the provision of affordable, good quality, well managed housing in Swansea and to work towards improving Council Housing up to the Welsh Housing Quality Standard (WHQS)
What are our plans to do this? . Consult on improving the condition of the Council housing stock and the future aim of achieving the WHQS and then deliver targeted and affordable improvements. . Provide affordable housing in conjunction with others.
39 69 . Bring empty homes back into use and deal with problem dilapidated buildings. . Review and adopt a new licensing policy for Houses in Multiple Occupation (HMO’s).
3. Improve Swansea’s economic performance so that the City & County of Swansea supports a prosperous economy.
Provide a more integrated transport system that promotes the use of public transport.
What are our plans to do this?
. Complete Swansea Bus Station. . Appoint more civic parking enforcement officers and monitor effectiveness. . Improve the walking and cycling network.
Improve and develop infrastructure that supports Swansea’s economic regeneration focussing on the City Centre, Waterfront, Strategic Employment Sites and Regeneration Areas
What are our plans to do this?
. Look to improve city centre retail facilities. . Offer and award grants in the city centre and strategic employment sites to enhance and develop buildings and property. . Improve accessibility and the public realm in the City Centre & Waterfront. . Start to develop infrastructure at the Felindre site. . Plan to commence delivery of Western Valleys Regeneration Area Programme.
4. Improve health and social care services for all so that the City & County supports and promotes good health
Reshape and reconfigure Health and related services in Swansea.
What are our plans to do this?
. Redesign Respite and Social Care Services for Older People. . Reshape Acute (Hospital) and Community Based Care and Mental Health Services.
Promote and encourage healthier lifestyles.
What are our plans to do this?
. Implementing the Older Persons Strategy, Assistive Technology action plan and Climbing Higher physical activity strategy. . Raise awareness of health and safety risks to the public.
40 70 Main Findings from the 2010-11 Corporate Assessment by the Auditor General Wales
This Preliminary Corporate Assessment Report sets out the findings of the Corporate Assessment and is designed to answer the question: ‘Are the arrangements of the City and County of Swansea (the Council) likely to secure continuous improvement?’
The main conclusion arising from the first Corporate Assessment is that some corporate arrangements have improved and are positively supporting improvement,1 but there are still some weaknesses and the Council’s leadership now faces the challenge of delivering the necessary improvements in a very difficult fiscal environment.
Part 1: How the Council has approached improvement over time
Following a period of significant change, the Council now has more settled leadership but will need to make tough and timely decisions to protect essential services and secure improvement in a very challenging environment.
The Council has been characterised by significant leadership changes and a mixed picture of achievement.
The Council now has more settled political and senior officer leadership and is improving some key services, although Child and Family Services remain subject to intervention.
The Council faces significant challenges and will need to make tough and timely decisions to protect essential services and secure improvement.
Part 2: Analysis of the Council’s arrangements to help it improve
Some arrangements are positively supporting improvement and there is a stable Corporate Management Team, however there are some governance problems and flaws in some business arrangements.
Partnership arrangements, project management and some aspects of resource management are positively supporting improvement.
The Council has a stable Corporate Management Team and a generally coherent set of policies and strategies but there are some governance problems and leadership needs to take tough and timely decisions to secure the necessary savings.
1 The Council has produced the following definition:
Continuous improvement is developing and implementing sustainable solutions, taking into account the needs and wants of the citizen, in the context of public spending cuts.
41 71 Some flaws in business planning, performance and risk management and aspects of people management may compromise future improvement.
The Auditor General did not identify any recommendations for improvement for the Council under Section 19 of the Local Government (Wales) Measure 2009.
There were many positive aspects identified by the report. However, there were some suggestions for improvement as described below: Exhibit 1: Areas for improvement 1. Engage further with partners to identify shared outcomes, and develop success measures and performance indicators.
2. Ensure that strategic plans are carefully aligned to, and integrated with, the Medium Term Financial Plan (MTFP) to strengthen corporate business planning.
3. Ensure that financial planning and service planning are better integrated to improve ownership of budgets and the actions required to achieve savings.
4. Explore ways of strengthening accountability for Member behaviour and reducing the rate of referral to the Ombudsman. This might include consideration of a more active role for the Standards Committee and/or developing internal mechanisms for resolving complaints.
5. Ensure that there is a clearer structure for decision making in ICT and consideration of options for future ICT delivery.
6. Shift some of the balance of HR effort to future oriented planning and action to help the Council prepare for and mitigate significant risks before they develop.
7. Specifically, the Council needs to focus on the following areas: HR strategy Strategic workforce planning Individual performance appraisal
8. Improve the integration between service, financial and workforce plans to create a strategic approach to staff cost reduction that reduces the risk of a future mismatch between resource requirements and skills supply.
An action plan will be developed to address these suggested areas for improvement in readiness for the Corporate Assessment 2011-12.
42 72 Glossary
Affordable housing - Low cost market, and subsidised housing that is available to people who cannot afford to rent or buy houses generally available on the open market
Affordable Housing Delivery Statement - A clear statement of how a Local Authority intends to improve delivery of Affordable Housing as part of their strategic housing and planning functions. It will also provide direction and support to stakeholders and partners involved in the delivery of affordable housing. http://www.swansea.gov.uk/index.cfm?articleid=1319
Anti-Social Behaviour (ASB) - any behaviour that causes harassment, alarm or distress to one or more persons, not of the same household. http://www.saferswansea.org.uk/index.cfm?articleid=19187
Asset Management Plan - A 'snapshot' summary report of the condition of property holdings owned or leased by the Council. It also considers proposals on how these assets should be managed in the years to come. http://www.swansea.gov.uk/index.cfm?articleid=18369
Assistive technology is technology used by individuals with disabilities in order to perform functions that might otherwise be difficult or impossible.
Beyond Bricks & Mortar initiative - Designed to ensure that building and supply contracts for regeneration projects in the city offer direct benefits for local people. http://www.swansea.gov.uk/index.cfm?articleid=5956
Building Enhancement Schemes (city centre). - Funding from the Welsh Assembly Government's Building Enhancement Programme to redevelop Swansea City Centre. http://www.swansea.gov.uk/index.cfm?articleid=7589
Building Enterprise Education in Schools (BEES) - A project to develop a co-ordinated enterprise education programme across all schools and colleges in Swansea, so that all young people can access high quality provision. http://www.swansea2020.com/index.cfm?Articleid=25306
Business Improvement District (BID) - Swansea Business Improvements Business Improvements (Swansea BID) was created by businesses in Swansea city centre in March 2006. Swansea BID is a business in its own right and is controlled by a board of directors drawn from stakeholders in the city centre who were nominated by its members and give their experience and time for free. These directors are local independent business owners, national businesses and councillors representing the local authority. http://www.swanseabid.co.uk/index.html
43 73 City Centre Strategic Framework - A strategy that will facilitate and support development, transport, infrastructure and environmental enhancements within Swansea City Centre over the coming 10 - 15 years. http://www.swansea.gov.uk/index.cfm?articleid=13786
City Centre Strategic Parking Study - http://www.swansea.gov.uk/index.cfm?articleid=7589
Climbing Higher Sport and Physical Activity Strategy - The Council’s long term strategy for sport and physical activity aims to increase the participation of sport and physical activity as well as help the people of Swansea lead active and healthy lives. http://www.swansea.gov.uk/climbinghigher
Communities First - a Welsh Assembly Government funded initiative. Its aim is to improve the opportunities and quality of life for people living and working in areas of Wales which do not have the same level of income, housing, education, health and access to services as other areas. http://www.swansea.gov.uk/index.cfm?articleid=14868
Convergence funding - Convergence, the successor to the Objective 1 programme, will run from 2007 to 2013, and covers the same geographical area as the existing West Wales & the Valleys programme with approximately the same total programme value of £1.4bn. The programme has been designed with a much stronger emphasis on activities that promote sustainable jobs and growth in line with the EU Lisbon and Gothenburg agendas. http://www.swansea.gov.uk/convergence
Delayed transfers of care - A delayed transfer of care is experienced by a hospital inpatient that is ready to move on to the next stage of care but is prevented from doing so for one or more reasons.
Domiciliary Care - home care for adults provided by staff directly employed by the Council or by an independent care agency working on behalf of the Council. http://www.swansea.gov.uk/index.cfm?articleid=23065
Early Intervention & Prevention - The Early Intervention and Prevention Programme takes as a starting point research findings that highlight that the health, well-being & future prospects of young people living in poverty are significantly reduced compared to young people not living in poverty. The pilot will put in place initiatives to support children, young people & their families. http://www.swansea.gov.uk/index.cfm?articleid=29118
Equal Pay - It is unlawful for employers to pay men and women differently for the same jobs, jobs that have been rated the same under a job evaluation study, or jobs that are of equal value. http://www.equalityhumanrights.com/advice-and-guidance/information-for- employers/equal-pay-resources-and-audit-toolkit/
44 74 European Boulevard Study for Oystermouth Road corridor – An initial study looking at the concept of creating a high quality European boulevard along Oystermouth Road, stretching from the Tawe bridges to the Civic Centre. http://www.swansea.gov.uk/index.cfm?articleid=13786
Family Support Services - A number of specialist support services are provided by the Council in order to enhance the quality of life of children in need and prevent family breakdown. Services include practical support and programmes to improve parenting skills. Services normally last for a set period of time, and are intended to meet a specific need. Some families may be referred for more than one service at the same time. http://www.swansea.gov.uk/index.cfm?articleid=16093
Flying Start - Flying Start is targeted at 0-3 year olds in the most disadvantaged communities in Wales. It aims to create positive outcomes in the medium and long term. It is a prescriptive programme based on international evidence of what works. http://new.wales.gov.uk/topics/childrenyoungpeople/parenting/help/flyingst art/?lang=en
Foundation Phase (3 to 7) - Framework for Children’s Learning for 3 to 7- year-olds in Wales. http://new.wales.gov.uk/topics/educationandskills/curriculumassessment/ar evisedcurriculumforwales/foundationphase/?lang=en
Healthy Weight Strategy - The Healthy Weight Strategy was developed for Swansea by Public Health Wales in partnership with a multi-agency Healthy Weight Strategy Steering Group during 2008. The Strategy aims to develop a more integrated approach to increasing physical activity levels and improving nutrition across Swansea's population. http://www.swansea.gov.uk/hcswip/index.cfm?articleid=36490
Houses of Multiple Occupation (HMOs) - The Housing Act 2004 defines a HMO as a property that is: occupied by 3 or more people, forming 2 or more households, sharing amenities e.g. bathroom and kitchen facilities, or; converted into self-contained flats, but does not meet the requirements of the 1991 Building Regulations and less than two thirds of the flats are owner occupied, or; occupied by 3 or more people, forming 2 or more households in a converted building that is not entirely self-contained. E.g. a basement flat with shared accommodation with a maisonette at ground & first/second floor levels. http://www.swansea.gov.uk/index.cfm?articleid=6602
Housing Revenue Account (HRA) - The Housing Revenue Account (HRA) is a separate landlord account that any council with more than 50 council dwellings must keep. http://www.communities.gov.uk/housing/decenthomes/councilhousingfinan ce/housingrevenueaccount/
45 75 Integrated Transport - providing a balance between different modes of accessible transport that seeks to reduce overall use of the private car. http://www.swansea.gov.uk/index.cfm?articleid=1907
Intermediate care services - support, which could be care or equipment, to help people build back their skills and enable them to live at home as independently as possible. http://www.swansea.gov.uk/index.cfm?articleid=21248
Job Evaluation – work undertaken to produce a new pay structure for Council employees.
Knowledge Economy – a local economy built on knowledge-intensive businesses. http://www.swansea.gov.uk/index.cfm?articleid=26246
14 – 19 Learning Pathways Measure – a commitment to transforming the learning provision for all young people in Wales. It addresses the need for a flexible and balanced approach to the education of 14-19 year olds. http://wales.gov.uk/topics/educationandskills/policy_strategy_and_planning /learningpathways1419/?lang=en
Local Service Board - a problem solving group which includes the leaders of Swansea's main service providers as well as representatives of the Voluntary and Business sectors and the Welsh Assembly Government. http://www.swansea.gov.uk/index.cfm?articleid=19637
Medium Term Financial Plan - A 3 year financial plan estimating for each year: resources available; and income and expenditure. http://www.swansea.gov.uk/index.cfm?articleid=35424
Municipal Waste – Household and certain types of commercial waste collected by the local government for disposal. http://www.swansea.gov.uk/index.cfm?articleid=22427
NEAT Programme - Collaboration between Environment and Social Services that aims to give meaningful work to adults with learning disabilities, whilst also cleaning up parts of the city and county which the authority wouldn't otherwise be able to reach. http://www.swansea.gov.uk/index.cfm?articleid=3149
NEET – Young People Not in Education, Employment or Training. http://www.swansea.gov.uk/index.cfm?articleid=29119
Performance Indicator (PI) - A measure of performance against objectives. http://www.dataunitwales.gov.uk/Publication.asp?id=SX8439- A77F7332
Police and Communities Together (PACT) - Police and Communities Together (PACT) meetings are intended to give communities an
46 76 opportunity to highlight the community issues that are having an impact on quality of life and to assist in deciding which are dealt with as priorities. http://www.ourbobby.com/en/content/cms/about_pact/about_pact.aspx
Project Management - A temporary endeavour undertaken to create a unique product, service or result. http://www.swansea.gov.uk/index.cfm?articleid=17932
Programme Management - A series of projects co-ordinated and managed as a unit in order to achieve outcomes and realise benefits. http://www.swansea.gov.uk/index.cfm?articleid=18369
Public Realm and Accessibility Enhancement Schemes (city centre) – Projects to improve public areas and accessibility within Swansea city centre. http://www.swansea.gov.uk/index.cfm?articleid=7589
Regional Transport Plan - The Regional Transport Plan is the result of joint working between the four local authorities in south west Wales and replaces the individual local transport plans previously adopted by the 4 councils. As well as acting as a bidding document for major transport schemes it will shape transport policy in the region for the next 5 years and beyond. http://www.swansea.gov.uk/index.cfm?articleid=1907
Return to Learn - sessions held in venues across Swansea, both daytime and evening, to help people brush up on their English and Maths. http://www.swansea.gov.uk/index.cfm?articleid=24113
Segregated waste collections - weekly kerbside collections of different elements of household waste collected on different weeks. http://www.swansea.gov.uk/index.cfm?articleid=1011
Specialist Teaching Facilities (STF’s) - A number of mainstream schools have resources, facilities and specially trained staff to cater for the needs of children with particular learning difficulties. http://www.swansea.gov.uk/index.cfm?articleid=17358
Strategic Employment Sites – sites providing a focus for regeneration activity primarily for employment purposes. http://www.swansea.gov.uk/index.cfm?articleid=5962
Strategic workforce planning - improving the capability and capacity of Council staff and processes in order to deliver better services to customers by: providing a link between the businesses strategies/ plans and resource plans; identifying future skills and competencies needed to deliver new and improved services; analysing the present workforce; comparing the present and the future and identifying the gaps, and; strategies to address the gaps.
47 77 Workforce Programme - projects co-ordinated and managed as a unit aimed at improving the capability and capacity of Council staff and processes in order to deliver better services to customers.
Strategy for Older People (Older Person’s Strategy) - The Welsh Assembly Government is committed to tackling discrimination against older people, promoting positive images of ageing and giving older people a stronger voice in society. - http://wales.gov.uk/topics/olderpeople/strategy/?lang=en
Street Scene – Council services working together introducing area cleansing and maintenance teams across the City and County. http://www.swansea.gov.uk/index.cfm?articleid=3149
Swansea City Bus Station - Replaces the existing outdated and rundown bus station with a modern high quality Transport Interchange and caters for buses, coaches and Swansea Metro vehicles. http://www.swansea.gov.uk/index.cfm?articleid=30342
Swansea Employment Gateway - a project under the Convergence programme aimed at procuring and investing in organisations that are working with people outside employment and those hardest to reach. http://www.swansea.gov.uk/index.cfm?articleid=26289
Swansea Metro – a £14m package aimed at improving the public transport network in Swansea. http://www.swansea.gov.uk/index.cfm?articleid=14859
Swansea Workways – a £25 million project led by Neath Port Talbot Council in collaboration with Carmarthenshire, Pembrokeshire and City and County of Swansea, that will tackle the barriers that prevent individuals from accessing the labour market before matching local people with businesses, helping them gain the vital experience needed to find long term employment. http://www.swansea.gov.uk/index.cfm?articleid=33411
Telecare - or assistive technology, are the terms used for remotely- monitored electronic equipment installed in your home to help manage the risks associated with independent living. http://www.swansea.gov.uk/index.cfm?articleid=20432
Tidy Town Initiative - A £12 million drive to get people to clean up and improve their local environment. The Tidy Towns scheme provides funding to Keep Wales Tidy and all 22 Welsh local authorities to work in partnership for 3 years to tackle local environmental issues. http://www.keepwalestidy.org/our-projects/tidy-towns
Welsh Housing Quality Standard (WHQS) - The physical standard, condition and management of existing housing must be maintained and
48 78 improved to the Welsh Housing Quality Standard (the Standard). http://new.wales.gov.uk/topics/housingandcommunity/housing/social/whqs/ ;jsessionid=FpqjLTQRny382TDd1HN9VVK8lz8lWSQ1wgjHv6ZKcLNxpVh 3hSv2!-1820637139?lang=en
West Wales and the Valleys programme – Convergence, the successor to the Objective 1 programme, will run from 2007 to 2013, and covers the same geographical area as the existing West Wales & the Valleys programme with approximately the same total programme value of £1.4bn. The programme has been designed with a much stronger emphasis on activities that promote sustainable jobs and growth in line with the EU Lisbon and Gothenburg agendas. http://www.swansea.gov.uk/index.cfm?articleid=16007
49 79 Further Information
Annual Corporate Improvement Plan 2010/11
Performance & Strategic Projects have prepared this document on behalf of the Council. If you have any questions or comments on the content of this plan, you can contact the Business Performance team in Performance & Strategic Projects by: Email to [email protected] Telephone 01792 636852.
Making a Difference the forward looking improvement plan for 2010-11 can be found by clicking on the following web link: http://www.swansea.gov.uk/index.cfm?articleid=155
Community Strategy 2010 -14
If you are interested in finding out more about the Community Strategy, 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
Local Service Board
Website: www.swansea.gov.uk/LSB
Children & Young People Plan 2008/12 http://www.cypswansea.co.uk/index.cfm?articleid=21910
Health, Social Care & Well-Being Strategy 2008/11 http://www.wales.nhs.uk/sites3/Documents/524/English.pdf
Local Development Plan www.swansea.gov.uk/ldp
Equality & Diversity http://www.swansea.gov.uk/equalityscheme
50 80 Sustainable Development http://www.swansea.gov.uk/index.cfm?articleid=4275
Relationship Managers Annual Letter http://www.wao.gov.uk/reportsandpublications/localgovernment_687.asp
Estyn Inspection Reports http://www.estyn.gov.uk/inspection_reports.asp
Care & Social Services Inspectorate Wales (CSSIW) Inspection Reports http://www.csiw.wales.gov.uk/dataviewer/index.asp
Scrutiny Board Reports http://www.swansea.gov.uk/scrutiny
More information on Consultation and Engagement
To help co-ordinate the consultation work of the Swansea Consultation Partnership and enable residents to easily access consultations that are being conducted by, or on behalf of the City and County of Swansea Council, Swansea Council for Voluntary Service, South Wales Police, Mid and West Wales Fire and Rescue, ABM University Health Board, the Police Authority and the Welsh Language Board, we have created a partnership consultation database.
The Consultation Database contains current consultations being undertaken by the City and County of Swansea Council, Swansea Council for Voluntary Service, South Wales Police, Mid and West Wales Fire and Rescue, ABM University Health Board, the Police Authority and the Welsh Language Board.
Here you can view the consultation, find out more details and if and how you can get involved in providing feedback. When a consultation is complete you will be able to download any relevant results/newsletters.
Please follow the link opposite to access the Consultation Database. www.swanseasays.org.uk
Should you have any questions or queries about the Consultation Database, or you are experiencing trouble using it, please contact the Consultation Co- ordinator Rhian Foote on 01792 636732 or fax 01792 637206 or e-mail [email protected]
51 81 APPENDIX A - City & County of Swansea Annual Performance Report 2009/10
PERFORMANCE TABLES – KEY
Key: Column 3 - Annual Performance Hit Target Within 5% of Target Missed Target
Key: Column 5 - Trend of Improvement Improving No Change or at Best Performance Declining (Actual End Of Year 09/10 performance compared to actual EOY 08/09 performance)
Annual Service Performance
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Chief Executive Marketing & Communications Explanation: Survey Survey The target aspirations for this PI have been COMMS1 due to be due to be reduced in line with the latest research Percentage of people who feel well 55% N/A carried out carried out (WAG 2008), the Welsh and English informed about the Council next year next year averages and the predicted budget 37% 38% reductions in local government. Resources Corporate Property/Asset Management Explanation: The current economic CP1 circumstances have made additional rental No longer being Amount of additional revenue generated £50,000 £31,480 £98,000 income very difficult to generate. Action: reported following from rental income Staff will continue to explore all options to PI review maximise income opportunities
52 82
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Explanation: Adverse conditions in the CP2 property and financial sectors have had a No longer being Amount of capital receipts generated £3.90m £3.13m £2.45m negative impact on capital receipts. Action: reported following from land disposals Staff will continue to explore all options to PI review maximise income opportunities Explanation: Due to a change or improvement to the way the gross internal CP3a area is calculated from 2009/10 no The percentage of the portfolio for which N/A 34.28% 82.48% N/A comparisons can be made with previous 34.28% 34.28% an access survey has been undertaken years. Action: No increase to future aspirations as the current position is being maintained within available budgets Corporate Property/Asset Management Explanation: Due to a change or improvement to the way the gross internal CP3b area is calculated from 2009/10 no To be To be The percentage of the portfolio for which N/A 19.25% 42.77% N/A comparisons can be made with previous advised advised there is an accessibility plan years. Action: No increase to future aspirations as the current position is being maintained within available budgets
EEF/002a Explanation: Result reported for 2009/10 is provisional, since it is based on a sample (formerly EEF/001a) 1.00% 1.30% 1.18% To be set of 14 non domestic properties. Action: 1.00% Percentage reduction in carbon dioxide advised emissions in the non-domestic public The actual/verified value for 2009/10 to be building stock reported in July 2010 Provisional Finance
BNF/004 10 days 10 days 16.1 days 5.1 days 5.7 days Time taken to process Housing Benefit (Target (Target
(HB) and Council Tax Benefit (CTB) new under under claims and change events. review) review)
53 83
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Finance BNF/005 The no of changes of circumstances which affect customers’ 846.6 2106.37 690.6 To be To be entitlement to Housing Benefit (HB) or advised advised Council Tax Benefit (CTB) within the year.
CFH/006 85.0% 78.9% 87.5% 89.0% 91.0% Percentage of undisputed invoices which were paid in 30 days CFH/007 95.60% 95.68% The % of council tax due for the financial 95.60% 95.80% 96.00% year which was received by the authority Human Resources & OD
CHR/001 No longer being The % of employees inc teachers & 10.5% 9.33% 6.49% reported following school based staff who leave the PI review employment of the LA, whether on a voluntary or involuntary basis Human Resources & OD Explanation: 4 of the 6 Directorates bettered tgt. One Directorate (S Services) CHR/002 substantially outside the tgt causing an The number of working days/shifts per overall negative result. Action: Mgt of full time equivalent (FTE) 12 days 12.9 days 12.8 days Absence Policy & Guidelines to be revised. 12 days 11 days Local authority employee lost due to Proactive work being undertaken with sickness absence Service Unit with higher levels of absence. Review definition of the PI with the LG Data Unit. HROD5 Explanation: This PI was redefined mid No longer being The number of major injuries per 1000 N/A 13.5 N/A N/A year; therefore, this year’s performance reported following employees cannot be compared to 2008/09. PI review
54 84
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Information & Customer Services IT1 No longer being The number of transactions carried out 3% 3.59% 2.96% reported following on the Council’s website as a percentage PI review of total number of visits to the site CS1 Percentage of customers in the Contact 70% 84.89% 77.12% 75% 75% Centre waiting less than 15 minutes CS2 % of customer requests resolved within 70% 86.60% 74.79% 75% 75% Contact Centre (ones & dones) Legal & Democratic Services Legal 1 No longer being Percentage of prosecutions issued within 97% 99% 100% reported following 7 weeks of instruction PI review Legal 2 No longer being Percentage of emergency protection 100% 100% 100% reported following orders responded to within 1 day PI review LS20 Percentage of instances where the No longer being instructing department was informed in 89% 97.1% 97.8% reported following writing of the outcome of their case PI review within 10 working days Performance & Projects CH01
The percentage of citizens satisfied with To be To be N/A 80% 80% the overall standards of services advised advised provided by the authority
55 85
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Education Education Effectiveness EDCP21 Percentage of pupils in schools maintained by the authority in the previous summer achieving 5 or more 53.5% 59.9% 57.50% 58% 60% GCSEs at grades A*- C or the vocational equivalent (Improvement Agreement) Explanation: EDCP24 Performance met the target but just failed to Percentage of15/16-year-olds match the exceptionally good outturn for the No longer being achieving the core subject indicator. previous year. 46% 48.0% 49.4% reported following Those pupils achieving at least grade C PI review in GCSE English or Welsh Mathematics Action: and Science in combination No action required.
EDU/002i The percentage of all pupils (including those in local authority care), in any local authority maintained school, aged 15 as 2.1% 1.6% 2.7% 1.9% 1.6% at the preceding August who leave compulsory education, training or work based learning without an approved external qualification. EDU/002ii The percentage of Pupils in local authority care, in any local authority maintained school, aged 15 as at the 15% 14.8% preceding August who leave compulsory 13.6% 15% 15% education, training or work based learning without an approved external qualification.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Education Effectiveness Explanation: The change in perf has been EDU/003 fairly flat for many years. The causes are Percentage of pupils eligible for linked to low and under attainment and the assessment at the end of Key Stage 2, in effects of deprivation on some pupils. schools maintained by the local authority, 75.0% 74.4% 75.0% Action: The issues around end of KS2 perf 76.0% 76.0% achieving the Core Subject indicator, as (and also at KS3) are being addressed by determined by Teacher the authority and schools. Targeted Assessment programmes to improve this situation are in (Improvement Agreement) place but their effects have yet to be seen. Explanation: Performance has fluctuated over the last 5 years and, as for key stage EDU/004 2, is fairly flat. The causes are linked to The percentage of pupils assessed at the low and under attainment and the effects of No longer being end of Key Stage 3, in schools 59.0% 58.0% 59.2% deprivation on some pupils. Action: reported following maintained by the local authority, Targeted programmes to improve situation PI review achieving the Core Subject Indicator, as are in place but their effects have yet to be determined by Teacher Assessment seen. Pupils still do well at key stage 4 where results and trends are improving. EDU/006i The % of pupils assessed, in schools maintained by the LA, receiving a 9.2% 9.3% 9.1% 9.6% 10.3% Teacher Assessment in Welsh (first Language) at the end of Key Stage 2 Explanation: EDU/006ii The indicator is on target but there is a The percentage of pupils assessed, in lower outturn than last year due to a smaller number of pupils in Welsh-medium schools maintained by the local authority, 8.1% 8.1% 8.8% 9.4% 9.9% receiving a Teacher Assessment in education in the year group being assessed. This is a natural fluctuation. Welsh (first Language) at the end of Key Stage 3 Action: No action required.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Education Inclusion EDCP12a Pupils receiving fixed term exclusions - 80 40 65 70 50 Primary schools EDCP12b Pupils receiving fixed term exclusions - 850 737 835 825 740 Secondary schools EDCP12c No longer being Pupils receiving fixed term exclusions - 3 3 1 reported following Special schools PI review Explanation: The indicator is on tgt but slightly worse than the last 3 years. This is EDCP14 due to changes in the nature of training Learners leaving Employment 77% 81% 86.5% 82 82 offered and of the cohort undertaking that Training with a positive outcome training which is a result of the contracts and funding awarded to Emp. Training EDCP18c This indicator replaces indicators EDCP18a % of young people (at 16 years) known & b as this aligns the collaborative To be To be N/A to be Not in Education, Employment or N/A 6.7% N/A approach between LEA and Careers Wales agreed agreed Training (NEET) (Imp Agreement) West in identifying NEETs at 16 years.
EDCP26a See comment for EDCP26b The percentage of permanently 41.2% excluded pupils attending less than ten 0% 48% Being replaced by hours a week of alternative tuition EDU/009 Explanation: Although a decrease in % EDCP26b terms between this year and 2008/09, more The percentage of permanently pupils are now in the higher bracket of excluded pupils attending between ten 0 - 52% 40% 47% attending 25 plus hours a week. Being replaced by and twenty-five hours a week of EDU/009 alternative tuition Action: None as the overall position for these indicators is better than last year
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Education Inclusion EDCP26c The % of permanently excluded pupils See comment for EDCP26b 60% 11.8% attending more than 25 hours a week of 0% Being replaced by alternative tuition EDU/009 EDCP28bi % of statements of SEN excluding those No longer being affected by 'exceptions to the rule' under 88.0% 94.6% 93.2% reported following the SEN Code of Practice prepared PI review within 18 weeks EDCPX2i % of pupil attendance of targeted groups This result relates to a snapshot taken at No longer being in schools where att’nce is low and the end of June 2009 (relating to the reported following deprivation is high. i) % of young people 46% 65.6% N/A N/A academic year 2008-09) PI review in a target cohort who improve their att’nce (Imp Agreement) EDCPX2ii % of pupil att’nce of targeted groups in This result relates to a snapshot taken at No longer being schools where att’nce is low and 11% N/A 31.8% N/A the end of June 2009 (relating to the reported following deprivation is high. ii) % of pupils in their academic year 2008-09) PI review targeted cohort who improve their att’nce by 10% and more (Imp Agreement) EDU/008a The number of pupils permanently 0.2 0.0 0.0 0.2 0.1 excluded during the academic year per
1,000 pupils from primary schools EDU/008b The number of pupils permanently 1.2 0.9 0.9 1.2 1.0 excluded during the academic year per1,000 pupils from secondary schools
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Education Inclusion EDU/009a The ave no of Explanation: Missed Target and perf. dip is due to delays in securing placements for school days that permanently excluded 30.0 29.0 31.0 days 64.9 days 30.8 days pupils. Action: The specific issues have pupils did not receive an offer of full time days days appropriate education provision during been addressed and system used to place academic year pupils in provision has been improved. Explanation: Missed Target and perf. dip is EDU/009b The average due to delays in securing placements for number of school days that permanently pupils. Action: The specific issues have 24.0 23.0 25.0 days 29.9 days 19.9 days excluded pupils did not receive an offer been addressed and the system used to days days of part time appropriate education place pupils in suitable provision has been provision during the academic year improved.
EDU/010a No longer being The percentage of school days lost due 0.010% 0.006% 0.009% reported following to fixed-term exclusions during PI review the academic year in primary schools
EDU/010b No longer being The percentage of school days lost due 0.210% 0.146% 0.178% reported following to fixed-term exclusions during PI review the academic year in secondary schools
EDU/011 The average point score for pupils aged 330 351.2 343 350 355 15 at the preceding 31 August, in schools maintained by the local authority Explanation: The PI has fallen slightly since last year and missed target. This was EDU/016a 92.5% 92.4% 92.6% due to small increase in authorised 92.6% 92.7% Percentage of pupil attendance in primary schools absences attributed to snow closures and sickness. Action: Continue to monitor
EDU/016b 90.4% 90.7% 90.8% Percentage of pupil attendance in 90.6% 90.8% secondary schools.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Environment Environmental Health Services EHS4 To investigate complaints re food safety and associated matters 95% 100% 100% 95% 95% within 4 working days Explanation: Member of staff on maternity leave, which was not backfilled with a temp
EHS8 Percentage of requests for appt due to the specialist nature of the No longer being 90% 93% 97% consumer advice responded to within 2 service. Action: Alternative arrangements reported following working days are in place to develop existing trading PI review
standards staff in order to assist in the provision of the service. EHS10 Percentage of customers No longer being without appointments seen within 30 98% 100% 99.8% reported following minutes in the Registration Service PI review EHS21 Percentage of call centre No longer being directed calls answered within 15 85% 86% 86% reported following seconds PI review EHS23 Building Control Performance Explanation: A financial decision was No longer being matrix. Score against the checklist of made by the dept not to support 84 83.5 83.5 reported following best practice compiled for England and Chartermark and the loss of this has PI review Wales affected the matrix performance score. PPN/001i The % of high risk 100% businesses liable to a programmed 100% 100% 100% 100% inspection that were inspected for trading standards Explanation: The overall result was PPN/001ii The percentage achieved by inspecting 100% of the highest 80% 100% of high risk businesses that were liable to 63% 62% 100% risk premises, and 47 % of lowest. Action: a programmed inspection that were Take enforcement action in the highest risk inspected for Food Hygiene premises and a no of prosecutions resulted.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Environmental Health Services PPN/001iii Explanation: No longer being The % of high risk businesses that were No high risk animal health premises 0% Nil N/A N/A reported following liable to a programmed inspection that PI review were inspected for animal health PPN/001iv
The percentage of high risk businesses 100% 100% 100% 100% 100% that were liable to a programmed inspection that were inspected for health and safety Environmental Management and Protection EMP8 85% 85% Percentage of general pest control (Target (Target 85% 93.31% 88% & animal impounding service requests under under within 3 working days review) review) Explanation: The voluntary nature of participation by public & businesses means the outcome of the PI not solely in the EMP21ai hands of the Council. Action: Introduction No longer being Percentage of household waste 24% 21% 21.46% of kerbside collection of plastics & reported following arisings which have been sent by the segregated weekly collections for residual PI review Authority for recycling household waste. Extensive publicity / awareness raising campaign supported by a door knocking exercise. EMP21bi No longer being The percentage of household waste sent 11.50% 13.12% 9.36% reported following by the Authority for composting or PI review treatment by anaerobic digestion EMP21ci Percentage of the total tonnage of No longer being household waste arisings which have 0.00% 0.03% 0.02% reported following been used to recover heat, power and PI review other energy sources
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Environmental Management and Protection Explanation: The voluntary nature of participation by public & businesses means the outcome of the PI not solely in the EMP21di hands of the Council. Action: Introduction No longer being Percentage of household waste 64% 65.68% 68.98% of the kerbside collection of plastics. & reported following arisings which have been land filled segregated weekly collections for residual PI review household waste. An extensive publicity / awareness raising campaign supported by a door knocking exercise. 40% PSR/007a * this is a Of the houses in multiple occupation cumulat- known to the local authority, the ive target 31.8% percentage that have a full licence. with 21% PSR/007b 18.3% 15.5% 58% 62% PSR007a = 50.1% Of the houses in multiple occupation & b = 36.5% known to the local authority, the percentage that have been issued with a conditional licence. PSR/007c Of the houses in multiple occupation No longer being known to the local authority, the <1.0% 0.3% 0.1% reported following percentage which are subject to PI review enforcement activity. No longer being STS/005a 65.0 65.2 64.8 reported following The Cleanliness Index PI review Explanation: The target has not been met STS/005b due to a delay in the introduction of The percentage of highways and 95% 93.7% 92.3% "Neighbourhood Working" approach to 95% 95% relevant land inspected of a high or cleansing ops. Action: Introduction of acceptable standard of cleanliness neighbourhood working.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Environmental Management and Protection STS/006 The percentage of reported fly tipping 85% 96.39% 93.03% 90% 90% incidents cleared within 5 working days
STS/007 No longer being The percentage of reported fly tipping 6% 17.45% 4.47% reported following incidents which lead to enforcement PI review activity Explanation: The voluntary nature of public and businesses participation means the WMT/001i outcome of the PI is not solely in hands of the LA. Action: Introduction of kerbside The percentage of municipal waste 25% 22.11% 22.73% PI being replaced reused and/or recycled collection of plastics & segregated weekly
(Improvement Agreement) collections for residual household waste. An extensive awareness raising campaign supported by a door knocking exercise. Explanation: The voluntary nature of public and businesses participation means that WMT/001ii the outcome of the PI is not solely in the The percentage of municipal waste hands of the LA. Action: 15% 12.44% 8.84% PI being replaced composted or treated biologically in The distribution of bio-bags for greater another way participation in the kerbside food collection (Improvement Agreement) scheme. An extensive awareness raising campaign WMT/002 The percentage of bio-degradable 61% 57.79% 62.55% PI being deleted municipal waste sent to landfill
(Imp Agreement)
WMT/004 The percentage of municipal waste sent 66% 64.93% 67.67% 64% 62.30% to landfill
(Improvement Agreement)
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Environmental Management and Protection Explanation: Voluntary nature of participation by the public means that the outcome of the PI is not solely in the hands of the Council. Action: The introduction of WMT/007 the kerbside collection of plastics. The No longer being The percentage of municipal waste distribution of bio-bags to encourage 60% 57.61% 53.81% reported following received at a household waste amenity greater participation in the kerbside food PI review site that is reused, recycled or collection scheme. The introduction of composted segregated weekly collections for residual household waste. An extensive publicity / awareness raising campaign supported by a door knocking exercise. Planning PLA/004a The percentage of major planning 40% 42.1% 30.2% 40% 40% Applications determined during the year within 13 weeks Explanation: Marginal change in perf PLA/004b results from the adopted service delivery option of negotiating with developers over The percentage of minor planning 40% 40.1% 43.8% 40% 40% Applications determined during their proposals. PI target revised down the year within 8 weeks accordingly Action: None needed target met. Explanation: Marginal change in perf results from the adopted service delivery option of negotiating with developers over PLA/004c their proposals. PI target revised down The percentage of householder 70% 70.3% 71.0% accordingly 70% 70% Planning applications determined during Action: the year within 8 weeks None needed as revised target was met.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Planning Explanation: Reasons for delay in determining this group of apps are being examined as there appears to be some discrepancy in relation to what apps have PLA/004d been included in the return. Action: The percentage of all other planning 60% 47.3% 50.9% Revised mgt reports being produced by 60% 60% Applications determined during the year Cap Gem to enable reporting by qtr for the within 8 weeks individual types of apps. Planning Team is also currently redesigning procedures with a view to simplifying process for determining applications. Explanation: Only 1 major app supported To be agreed as PLA/004e by an EIA was processed. This was the part of the review of The percentage of all applications Mynydd y Gwair Wind Farm, whose scale & the service delivery subject to Environmental Impact N/A 0.0% 0% complexity meant its determination took 16 options, following Assessment (EIA) determined within 16 weeks. Action: None needed as unique Member's weeks factors prevailed. consideration of the WAO report. Explanation: Whilst a 10% increase in performance over the past year, a backlog of complaints has built up over a number of years due to the volume of complaints and vacancies in the enforcement team. Team now fully staffed and backlog is being tackled resulting in higher % of complaints PLA/005 60% 53.1% 43.0% The percentage of enforcement cases being resolved are over 12 weeks old. 60% 60% resolved during the year within 12 weeks Backlog has been reduced from 750 cases in 2007/8 to 520 in 2008/9 and 411 now. Now taking longer to resolve complaints. Customers made aware when complaints acknowledged. Action: Continue to reduce the backlog; Keep customers aware when their complaints are acknowledged.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Transportation
ETE2 No longer being Percentage of car park spaces with “Park reported following Safe” accreditation 51.2% 50% 51.2% PI review (Improvement Agreement) Explanation: Although the target for this year had not been met, there has been an 18.6% increase in the number of children walking to school. Reported figures are likely to be understated as some schools ETE7 did not have their full compliment of Increase in number of young people No longer being 2,786 2,639 2,225 children available during the survey. This travelling to/from school in the Safe reported following was due to attendance at a residential Routes to School project by cycling or PI review courses and pupil absence resulting from walking flights affected by Volcanic Ash. Not all schools provided the necessary figures for this exercise. Action: Surveys to be repeated during May in order to obtain a true figure. Explanation: There continues to be a downward trend in usage in each of the three P & R sites & 9K fewer cars have used the sites compared to 2008/09. Reasons for the shortfall may be due to: the ETE8 338,000 320,049 329,084 current economic downturn & increased 320,000 320,000 Number of cars using park and ride use in St David's Car Park as a result of
Services BIDS offering 2 hours free parking. Action: Promotion of Park & ride is ongoing, and opportunities to increase signage at some sites is being pursued, but is subject to funding
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Transportation ETE26 Percentage of abandoned vehicles No longer being removed within 24 hours from the point 80% 100% 96.67% reported following at which the Authority is legally entitled to PI review remove the vehicle.
Explanation: The Numerator is a rolling total of all concessionary travel passes issued by the LA and this continues to THS/007 grow. These include passes no longer in use. The total population figure relates to 95% 95% The percentage of adults aged 60+ who 91% 100.0% 96.3% hold a concessionary travel pass mid census estimate of June 2008 Action:
(Improvement Agreement) Attempts are made to identify pass holders who are no longer in the area or who have died and these are deleted these from the records. No further action proposed Highways ETE5 Damage to roads and pavements made safe within 24 hours 99% 100% 100% 99 99 THS/009 The average number of calendar days 7 days 4.75 days 6.55 days <7 <7 taken to repair street lamp failures during the year THS/010a Awaiting Percentage of principal (A) roads in data from N/A <5% <5% 3.4% overall poor condition external contractor Awaiting THS/010b No longer being data from N/A Percentage of non-principal/classified 3.7% reported following external roads in overall poor condition PI review contractor
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Regeneration Community Regeneration CH03a No longer being The percentage of residents who said N/A 70% 70% reported following they feel “fairly safe” or “very safe” after PI review dark in their own neighbourhood CH03b No longer being The percentage of residents who said N/A 24% 24% reported following they feel “fairly safe” or “very safe” after PI review dark in the city centre Explanation: The graffiti removal service is reliant on one officer and due to a period of sickness, there was a decline in performance. Some delays also CRE4 encountered in obtaining disclaimers Percentage of priority graffiti jobs 99.4% enabling start of work. Action: completed within 7 days 93% 95.7% Sickness levels are generally low and 93% 93% periods of absence are exceptional.
Reasonable attempts are made to identify owners and obtain disclaimers ASAP.
Explanation: Maintenance repairs on buildings cause closures which effect usage figures. During 2009/10 repairs have CRE5a included new roof, re-plastering walls in No longer being Usage of Community Centres - Children 110,700 118,887 122,362 sports halls, repairs to sports hall floors and reported following Under 12 repairs to roof Action: Investment in PI review community buildings encourages usage. Section also looking at new activities and funding opportunities.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Community Regeneration Explanation: Maintenance repairs on buildings cause closures which effect usage figures. During 2009/10 repairs have CRE5b included new roof, re-plastering walls in No longer being Usage of Community Centres - Young 63,000 68,221 73,610 sports halls, repairs to sports hall floors and reported following People 12 - 25 repairs to roof. Action: Investment in PI review community buildings encourages usage. Section also looking at new activities and funding opportunities. Explanation: Maintenance repairs on buildings cause closures which effect usage figures. During 2009/10 repairs have included new roof, re-plastering walls in No longer being CRE5c 285,700 297,557 309,031 sports halls, repairs to sports hall floors and reported following Usage of Community Centres – 26+ repairs to roof. Action: Investment in PI review community buildings encourages usage. Section also looking at new activities and funding opportunities. CRE13 No longer being 45 Number of positive stories reinforcing 40 41 reported following positive images of CYP PI review CRE32a No longer being 34,069 Number of contacts with Children & 22,000 22,307 reported following Young People: 0 – 10 years PI review CRE32b 96,863 No longer being Number of contacts with Children & 50,000 68,454 reported following Young People: 11 – 25 years PI review
CRE33a PI PI The Number of recorded outcomes by 500 1,794 1,315 Under Under CYP services Review Review
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Community Regeneration Explanation: 08-09 was the first year that Accredited Outcomes were included as a specific target. Whilst the trend is upwards CRE33b PI for 09-10 there was a delay in access to PI The Number of accredited outcomes by 1,500 830 373 Under new external funding to increase the reach Under CYP services Review of the service to young people and this Review impacted on accredited outcomes gained by young people during the year. CRE34 No longer being The number of Community Regeneration 240 265 New PI N/A reported following projects and community groups worked PI review with assisted annually CRE35 No longer being
Individual Young People worked with reported following N/A 9,540 New PI N/A aged 11-25 PI review Culture & Tourism BA1A No longer being 30,500 44,610 34,850 Total number of adult leisure card reported following members (Imp Agreement) PI review BA8A 2,394 No longer being 2,500 2,842 Number of Adult Active Swansea (gym) reported following members) members (Imp Agreement) PI review No longer being C&T1 £18.67m £18.51m £19m reported following Direct Net Cost PI review No longer being C&T2 £11.8m £12.3m £11.9m reported following Income PI review No longer being C&T3 6.642m 6.833m 5.680m reported following Usage (C&T- not inc Parks usage) PI review
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Culture & Tourism C&T4 15 million N/A N/A N/A Explanation: Swansea Voices survey TBC TBC Parks usage result due June 2010 No longer being C&T5 1.648m 1.691m 1.605m reported following Virtual usage (Web) PI review
C&T6 85% 92% 89% 85% 85% Customer Satisfaction C&T8 No longer being The no of nationally recognised 34 35 18 reported following quality/environmental awards achieved PI review by C&T Explanation: Schools withdrawing from the PPA scheme meant 68,000 less usages C&T9 when compared against target. Action: No longer being The number of formal attendances at Individual service targets that make up this 968,944 944,540 971,636 reported following education and training opportunities PI are aiming to increase the no of sessions PI review provided by C&T they offer. But, because of lack of available resources many have scaled back/consolidating their programmes Explanation: The PI consists physical and virtual web visits to museums / galleries. Physical visits increased by 55k, web visits C&T10 are down on their 09-10 targets by 139k. The number of visits to/uses of local No longer being This is due to the Swansea Heritage authority funded or part-funded 6,312 5,944 6,500 reported following website receiving lower visit numbers than museums and galleries per 1,000 PI review expected due to need for development and population update. Action: The Swansea Heritage website will undergo web development and updates to its content in 2010-11 C&T11 Compliance against the Public 3 4 4 No longer being
Library Service Standards reported
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Culture & Tourism Explanation: Despite not reaching target the result represents another all-time record CTA5 No longer being for use of the service. Action: The Archive Public use of the Archives Service 11,500 11,248 11,080 reported following service plans to run additional lifelong throughout West Glamorgan PI review learning courses and have more school visits in 2010-11. Explanation: The WAG annual Welsh Health Survey is the standard measure of health related elements in Wales. It is difficult to explain the actual reasons for the shortfall, other data suggests that adult physical participation in Swansea has CTCH1 increased i.e. recent Sports Council of Percentage of Swansea Adults achieving 31% 27% 30% 28% 29% Wales survey suggests that adult physical 5 times 30 per week (WHS) participation has inc by 3%. Also, no of physical activity visits to leisure venues show increases Action: C&T continues to develop physical activity programme across its facilities / services despite some service reductions in 2010-11 Target for 09-10 was adjusted in 08-09 from CTD3 50,000 to 48,000 due 2 recreational No longer being Total Adult Recreational usage provided programmes coming to an end. However, 50,000 48,882 reported following by Development & Outreach 48,330 this has not yet been agreed with WAG and PI review (Improvement Agreement) so original target of 50K being used until negotiations with WAG complete. CTD6 No longer being 945,000 988,014 946,184 Total recreational usage provided by reported following
Development & Outreach PI review CTE2 406,000 435,796 381,138 372,000 520,000 Number of attendees to C&T events
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Culture & Tourism Explanation: Although visits are up performance fell just short of target by around 10k. The main reasons for not achieving target are: Car parking difficulties due to Quadrant bus station development; Pantomime attendance affected by CTG4 cancellations of group bookings due to bad 235,000 225,587 216,796 232,000 232,000 Grand Theatre Usage (Physical Visits) weather. Action: Alternative possibilities for car parking options around the Grand Theatre to be explored; Two large musicals have been programmed for 2010-11 which should boost ticket sales; Marketing will focus on developing the conferencing offer at the Grand. No longer being CTI4 2.07m 2.14m 1.43m reported following Total usage of Indoor Leisure Facilities PI review Explanation: The PI is made up of outdoor visits to outdoor attractions and playing fields usage. The poor summer followed by a cold winter impacted on playing field usage with games being postponed or called off. Extra effort was made to re-arrange these games No longer being CTO4 429,000 413,217 408,087 but despite this the result fell short of its reported following Total usage of Outdoor Leisure Facilities adjusted 09-10 target by 5%. Conversely, PI review the poor weather had a positive impact on Indoor Leisure Usage. Action: This PI will no continue to be reported. However, annual improvement plans based on increasing visits and usage next year will be implemented.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Culture & Tourism Explanation: Summer of 09-10 noted for poor weather meaning PI not on target. Users of service dependant upon two main factors: The weather – being nice enough CTP6 No longer being to undertake an activity; Quality of the Number of users of managed park 840,200 909,882 911,916 reported following managed parks. Whilst C&T can manage facilities PI review the quality element (i.e. Green Flag Awards) there is no control over weather. Action: C&T have reduced the target to a realistic one and have now over-achieved. Explanation: The drop in income generated by the non serviced sector ie the caravan / camping sector being affected by CTT4 the poor weather resulted in the decline. The amount of money spent by visitors to £308.7m £295.9m £302.7m Action: Tourism based marketing activity is £300m £302m the City & County of Swansea already underway and producing positive results. Increased targets are based on the assumption that the summer weather will be better than in 2009-10 LCL/001 The no of visits to 6,503 public libraries during the year per 1,000 5,400 6,313 6,535 6,540 pop’n (Improvement Agreement) LCL/002a The no of publicly 7 No longer being accessible computers per 10,000 7 8 reported following population PI review LCL/002b The percentage of 50% No longer being 50% 47% reported available computer hours in use Explanation: Additional funding for LCL/004 6,950.7 stocking the new library ended in 08-09. The number of library materials issued 7,200 7,175 7,000 7,020 Action: Library managers have been during the year, per 1,000 population briefed & individual targets for each library.
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PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Culture & Tourism LCS/002
The number of visits to local authority Future targets have been reduced to 7,568 7,814 7,811 7,399 7,510 sport and leisure centres during the year account for a facility closure and where the visitor will be participating in refurbishment. physical activity, per 1,000 population Explanation: Not all active members use counter services and this difference has not been included in figures -the target would have been achieved otherwise. Action: MIA2 Besides the current promotional and No longer being Number of active library memberships 57,000 60,905 62,863 marketing plans to attract new customers reported following (Improvement Agreement) and re-engage existing members, Libraries PI review are currently investigating if a report can be written by the Internet Booking suppliers to extract figures which could then be added to the total. Target for 2009-10 was adjusted in 08-09 from 200 to 150 due to a lack of staff. SPA32 No longer being However, this has not yet been agreed with No. of Cardiac Rehabilitation sessions 200 178 122 reported following WAG and so the original target of 200 is still (Improvement Agreement) PI review being used until negotiations with WAG are complete. WPLPI2 (ii) No longer being Number of people participating in library 50 170 125 reported following events per 1,000 pop’n (Improvement PI review Agreement) Economic & Strategic Development ESD1 Value of inward investment related to property based projects where £10.5m the authority owns some of the land (or £14.5m £23m £25m £10m adjoining land) which facilities the development
76 106
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Economic & Strategic Development DEV05 The % of businesses that have started with the support of Business
Centre Swansea and still operating after 70% 78% 70% 70% 77% 2 years of trading & receiving post-start support DEV06 Number of businesses that 81 start with the support of Business Centre 80 120 120 120 Swansea Housing EEF/002bi Percentage reduction in No longer being energy use in the housing stock: the 1.25% 13.28% 10.98% reported following difference PI review Explanation: Performance for 09/10 shows a small increase in Carbon dioxide emission but does not necessarily EEF/002bii represent an actual increase in emissions No longer being Percentage reduction in carbon dioxide 1.25% -2.74% 36.83% across the housing stock. Improved reported following emissions in the housing stock mechanisms for data collection mean an PI review increasing number of properties are now included. Performance is more accurate than previously. HHA/002 The average no of working days between homeless presentation & discharge of duty for 50 days 39 days 42 days 45 days 45 days households found to be statutory homeless HHA/008 The % of homeless 99.3% presentations decided within 33 working 98% 98.8% 98% 98% days
77 107
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Housing HHA/013 The percentage of all potentially homeless households for 20% 29.1% 23.3% 25% 25% whom homelessness was prevented for at least 6 months HHA/0014a The no of homeless families with children who 15 4 11 PI Deleted have used B&B accommodation during the year except in emergencies HHA/0014b Replaced by The average number of days all 2 days 1 day 1 day homeless families with children spent in HHA/016
B&B accommodation
HSG1 £853,000 £828,901 £884,025 £780,000 The amount of current tenant arrears HSG2 286 350 383 275 The number of void properties HSG8 The average number of calendar days taken to deliver an No longer being adaptation for a Local Authority tenant 338 days 333 days 367 days reported following where the Disabled Facilities Grant PI review process is not used. Explanation: Demand for the service continues to increase resulting in increased waiting times. Occupational Therapy PSR/002 resources were limited in Q’s 1 and 2 which 460 370 The average number of calendar days 348 days 370 days 378 days also contributed towards waiting times. taken to deliver a Disabled Facilities days days Action: A policy and systems review to be Grant. undertaken jointly by Housing and OPT service in next 12 months. It is anticipated that this will improve waiting times.
78 108 Corporate Building Services Explanation: The drop is marginal and should be viewed in context of being well CBS1 above target and not as result of a declining No longer being Tenant satisfaction with the repair 91% 95.2% 96.2% trend. Action: Continue to monitor reported following service feedback to follow up negative comments to PI review resolve concerns which would impact on the level of service provided CBS2a 0.1 days The average number of calendar days 1 day 0.1 days 1 day taken to complete emergency repairs CBS2b 4.9 days The average number of calendar days 6 days 5.4 days PI Deleted taken to complete urgent repairs CBS2c 12.7 days The average number of calendar days 16 days 14.8 days PI Deleted taken to complete non-urgent repairs Social Services Adult Services
SCA/001 The rate of delayed transfers of care for Range 6 2.97 4.95 social care reasons per 1,000 population to 8 aged 75 or over (Improvement Agreement) 6 6 SCA/002a Explanation: Data quality issues around The rate of older people (aged 65 or respite figures impacted on performance. over) helped to live at home per 1,000 98 94.60 90.18 The Citizen Directed Support initiative to provide people with low-level preventative population aged 65 or over and low cost interventions through, for example, community services may result in 98 98 fewer people requiring traditional Social Services’ help; future performance may be influenced by this initiative. Action: The introduction of the Abacus system for respite should alleviate the data quality issues.
79 109
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Adult Services Explanation: Performance was expected to SCA/002b The rate of older people (aged 65 +) whom the LA 22.71 rise as previous year was exceptionally low. 22 20.94 supports in care homes per 1000 pop’n Action: Maintain focus on supporting 22 22 aged 65 + people in the community.
SCA/003a The % of clients 96.37% who are supported in the community 92% to 96.42% during the year in the age groups 18-64 96.5% 96.6% 95% (Improvement Agreement) SCA/003b The % of clients who are supported in the community 82.07% 83.67% 84% 84% during the year in the age groups 65+ 79% to (Improvement Agreement) 82% SCA/007 The % of clients with a care plan at 31st March whose 67.6% care plans should have been reviewed 70.7% 75% 77% 70% that were reviewed during the year No longer being SCA/010 reported following The rate per 1,000 adults clients PI review assessed during the year who are 159.85 131.43 130 provided with assistive technology as part of a package of care No longer being SCA/015 reported following The average number of working days 5 days PI review taken from completion of the care plan to 5 days 5 days provision and/or installation of aids/equipment
SCA/017 No longer being The rate per 10,000 adult clients (aged 227.5 185 183.6 reported following 18+) supported in the community who PI review receive a direct payment
80 110
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Supporting People SPP/001i Deleted Deleted The ave no of units of housing related N/A 3.4 3.4 N/A from from support per 1,000 head of population for 2010/11 2010/11 floating support SPP/001ii Deleted Deleted The ave no of units of housing related N/A 0.2 0.2 N/A from from support per 1,000 head of pop’n for 2010/11 2010/11 direct access
SPP/001iii Deleted Deleted The average number of units of housing N/A 1.0 1.0 from from related support per 1,000 head of pop’n 2010/11 2010/11 for temporary accom N/A SPP/001iv The average number of units of housing Deleted Deleted related support per 1,000 head of pop’n N/A 1.4 1.3 from from for permanent 2010/11 2010/11 accommodation N/A SPP/001v
The average number of units of housing Deleted Deleted related support per 1000 head of N/A 9.9 10.4 from from population for sheltered accomm for 2010/11 2010/11 older people N/A
SPP/001vi Deleted Deleted The average number of units of housing N/A 2.0 2.1 from from related support per 1000 head of 2010/11 2010/11 population for community alarm services N/A
81 111
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Children’s Services
SCC/001a The percentage of 1st placements of 80% 100.0% 75.3%
Looked after Children during the year that began with a care plan in place 100% 100% Explanation: Attributed to rise in Looked After Children (LAC) population. SCC/001b Action: For those children looked after whose 90% 72.4% 84.1% New monitoring procedures have recently second review (due at 4 months) was been implemented to give an early warning 80% 85% due in the year, the percentage with a of the potential absence of a Plan for plan for permanence at the due date Permanence prior to the second review. This procedure was not fully implemented until 2010. SCC/002 The percentage of children looked after Explanation: at 31st March who have experienced one Attributed to rise in LAC population. or more changes of school, during period <15 19.2% 16.2% or periods of being looked after, which Action: were not due to transitional We will be working through Foster Swansea <15 <15 arrangements in the 12 months to 31st to increase local placements March SCC/004 Post- No longer being The percentage of children looked after populated reported following on 31 March who have had three or by Data PI review more placements during the year Unit SCC/007a
The percentage of referrals during the 40.5% year that were allocated a social worker <50% 41.4% <50% <50% for initial assessment
82 112
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Children’s Services SCC/007b The percentage of referrals during the year that were allocated to someone <10% 4.2% 10.9% other than a social worker for initial assessment <10% <10%
SCC/007c
The percentage of referrals during the >40% 54.4% 48.6% year that did not proceed to allocation for initial assessment >40% >40%
Explanation: Attributed to the significant
rise in children placed on the Child
SCC/013ai Protection Register. Action: Weekly Senior 100% 96.1% 97.6% The percentage of open cases of Management Team (SMT) monitoring children with an allocated social worker arrangements introduced in January 2010 for: Children on the child protection have significantly improved performance. register Furthermore, the Improvement Programme 100% 100% (Improvement Agreement) will address new team structures and
recruitment of additional social workers.
SCC/013aii Explanation: Attributed to rise in LAC The percentage of open cases of population. Action: Weekly SMT children with an allocated social worker monitoring arrangements introduced in Jan for: Children looked after 100% 93.6% 91.4% 2010 have significantly improved performance. Also, the Imp Programme will 100% 100% (Improvement Agreement) address new team structures and recruitment of additional social workers. SCC/013aiii Explanation: Revised target range is 57-62 The percentage of open cases of %. Current performance is exceeding this children with an allocated social worker 57%-62% 64.3% 69.7% range. Action: Continue to monitor 57%- 57%- for: Children in need allocations of children in need. (Improvement Agreement) 62% 62%
83 113
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Children’s Services Explanation: Attributed to the significant rise in children placed on the CPR. Action: SCC/013bi Weekly Senior Management Team (SMT) The percentage of open cases of monitoring arrangements introduced in children allocated to someone other than 0% 2.6% 1.7% January 2010 have significantly improved 0% 0% performance. Furthermore, the a social worker for: Children on the child protection register Improvement Programme will address new team structures and recruitment of additional social workers. Explanation: Attributed to rise in LAC population. Action: SCC/013bii Weekly Senior Management Team (SMT) The percentage of open cases of 0% 3.5% 4.9% monitoring arrangements introduced in January 2010 have improved performance. 0% 0% children allocated to someone other than a social worker for: Children looked after Furthermore, the Improvement Programme will address new team structures and recruitment of additional social workers. Explanation: Future target range is 38% -42%. Current SCC/013biii <15% 27.3% 19.2% performance is exceeding this range. The percentage of open cases of <43% <43% children allocated to someone other than Action: a social worker for: Children in need Continue to monitor allocations of children in need. Explanation: SCC/021 Attributed to rise in LAC population. The percentage of looked after children 80% 75.7% 78.4% 80% 85% Action: reviews carried out within statutory timescales Further development of the Service Quality Unit.
84 114
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Children’s Services SCC/023a Post- No longer being The percentage of children looked after populated reported following who were permanently excluded from by Data PI review school in the year 1st April – 31st March Unit SCC/023b Explanation: The average number of days spent out of Attributed to rise in LAC population. No longer being school on fixed-period exclusions for <5 days 9.7 days 6.2 days Action: reported following Working closely with partners in education children looked after who were excluded PI review in the year 1st April – 31st March to reduce exclusions. Explanation: Despite the rise in the CPR SCC/034 the number case conferences reviewed The percentage of children on the child 98.5% within timescales remains high. Action: protection register whose cases were 99% 93.7% Case conferences will only be allowed to be held outside timescales in exceptional 95% 98% reviewed within statutory timescales circumstances. SCC/039 Explanation: Attributed to rise in LAC The % of health assessments for looked 89.3% population. Action: 96% Working closely with partners in health to after children due in the year that have 95.7% been undertaken improve assessment rates. 92% 95% SCC/042a (formerly SCC/008a) 70% 72.3% New PI N/A The percentage of initial assessments 80% 85% completed within 7 working days Explanation: There has been an increase
in referrals / allocations for assessment SCC/042b alongside the growth in children in need (formerly SCC/008b) <12 days 14 days N/A and child protection concerns. Target is set <12 <12 The average time taken to complete New PI in accordance with CSSIW's Early Signs days days initial assessments that took longer than guidance. Action: We have commissioned 7 working days to complete a substantial piece of work to look at intake
arrangements and IA work.
85 115
PI & Desired direction of Travel Target Annual Annual Trend Comments Future 2009/10 Perf. Perf. of (Explanation and Actions) Aspirations 2009/10 2008/09 Imp. 2010/11 2011/12 Children’s Services SCC/043a (formerly SCC/009a) The percentage of required core 50% 56.8% New PI N/A 57% 60% assessments (CA) completed within 35 working days SCC/043b Explanation: There has been an increase (formerly SCC/009b) in referrals and allocations for assessment
The average time taken to complete alongside the growth in children in need those required core assessments that and child protection concerns. Target set in took longer than 35 days <50 days 75 days N/A accordance with CSSIW's Early Signs <50 <50 New PI guidance. Action: days days
Improvements expected to result from
restructuring project which will establish
new locality-based teams; these will work
closely with partner agencies to ensure more timely assessments.
86 116 Appendix B – Efficiency return for 2009/10
87 117 Item No. 8 (2)
Joint Report of the Cabinet Members for Business Improvement & Efficiency and Finance
Council - 14th October 2010
STATEMENT OF BUDGET PRINCIPLES AND PRIORITIES
Summary
Purpose: To propose a Statement of Principles to be adopted when considering the budget for 2011/12 onwards.
Policy Framework: None
Reason for Decision: To propose the adoption of a Statement of Principles for referral to Council for adoption as part of future budget considerations.
Consultation: Legal & Finance
1. Introduction The Council is required to set a budget for the year 2011/12 against a national backcloth of economic downturn and with the significant risk of considerable reductions in funding for public services. Clearly the Council can not continue to provide all the services it provides at the moment and at the level of service presently provided. Therefore, Council has to consider the least disruptive way of achieving a balanced budget for the next financial year and following years.
It is proposed that Council should adopt a Statement of Principles and Priorities for this purpose. The approach suggested is that the Principles outlined should apply to all services and the Priorities should clearly identify what the Council’s principal priorities will be when setting the budget. In terms of priorities these are the areas where the Council’s corporate priorities lie and will be the core business of the Council and where priority should be given. In addition areas are proposed where efficiencies should be sought to enable services to continue but not necessarily at the levels presently provided.
2. The Principles
The following principles are suggested:-
Changes should be the subject of consultation with community/partners/Trades Unions as appropriate Continued delivery of statutory services but review extent and method of delivery Increase workforce flexibility dramatically Minimise overheads
118 Management structures are to be leaner One Council approach Priorities drive decisions Priority areas are not exempt from efficiencies or savings Prioritisation of the front line but in line with other principles Present agreements for service delivery need renegotiating Regional/Shared and Collaborative working should be further examined Services should be considered on a spectrum of importance/priority Should be firm but fair There are no “untouchable” services – only higher priority areas Value for Money
3. The Priorities
To not make any decision on areas/services of priority means that all services, by definition, became of equal priority and thus decisions on efficiencies/savings and, if needs be investment, can not be considered objectively.
The following areas are considered those of highest priority but still subject to the caveat that all are subject to efficiencies and analysis of the means of delivery as with all other services. This will mean that disproportionate compensatory savings on other “non-priority” services could be avoided:-
Protection of the most vulnerable people Direct pupil services Defined Streetscene services
In respect of the protection of the most vulnerable people it is recognised that eligibility criteria will determine, to some degree, but not exclusively, demand on the service. Therefore, this should be examined for all services. The principle outlined above in terms of efficiencies will also have to be examined. Secondly, the mode or method of service delivery is important. It is not essential that all services are provided by the Council; conversely there may be methods of service delivery by other organisations which are not the most effective or efficient. As a consequence the means of delivery, given the principle outlined above, should be further examined.
In terms of Education the delivery of the QED programme is considered crucial as part of the direct pupil services theme. The programme has many interrelated and interdependent themes which, if accelerated and crucial decisions are made, will enable critical reinvestment in the service.
Secondly, in respect of the direct pupil services there are a number of services provided to schools which are not part of the delegated budgets which require review. It is considered that there are services which are presently provided which are not core curricular needs which could be provided in some other way or by a different form of funding or not at all. There is a need to focus on what the Council has to provide rather than what has been traditionally provided.
119 Finally, for Streetscene this is an area which the public value.
The specific areas which should receive priority are those that keep highways clean and safe, including litter picking; graffiti cleaning; dog fouling; pot holes; weeding and fly-tipping, together with road markings, highway drainage and litter bin emptying.
4. Efficiencies
It is also proposed that whether a service was deemed one of the main priorities or not no service will be exempt from the principle of making efficiencies both to deliver savings and an improved service.
Additional efficiency savings are, of course, in addition to those issues already included in the Medium Term Financial Plan adopted at Council on 22nd February 2010.
5. Legal implications
There are no specific legal implications
6. Recommendations
(a) the Principles and Priorities are confirmed for addressing the budget for 2011/12 and future years;
(b) the Statement of Principles and Priorities is adopted.
Background Papers: None
120 Item No. 9 (1)
Report of the Cabinet Member for Community Leadership and Democracy
Council – 14th October 2010
MEMBERSHIP OF COMMITTEES
Summary
Purpose: That Council approves the nominations / amendments to the Bodies listed below.
Policy Framework: None.
Reason for Decision: To agree nominations for Committee Membership / Outside Bodies.
Consultation: Political Groups.
1. Introduction
1.1 The Annual Meeting of Council on 17th May 2010, agreed membership of the various Committees / Boards as reflected in the lists submitted by the Political Groups.
2. Changes to Committee Membership
2.1 The Political Groups have since submitted further changes / nominations which are outlined below:
COMMITTEES/PANELS/GROUPS ETC
South West Area Planning Committee – Appoint Councillor R Speht.
OUTSIDE BODIES
National Waterfront Museum (Swansea) Ltd - Appoint Councillor JB Hague.
3. Recommendation That Council approves the nominations / amendments to the membership of the Committees/Boards etc outlined and notes the changes to the outside bodies shown.
Background papers: Local Government & Housing Act 1989, the Local Government (Committees & Political Groups) Regulations 1990.
Contact Officer: Gareth Borsden 01792 636824 – 5th October 2010
121 Item No. 10 (1)
Joint Report of the Cabinet Members for Economic Regeneration & Planning and Environment
Council – 14th October 2010
PROPOSED AMENDMENTS TO THE GAMBLING POLICY IN RESPECT OF THE NEW SMALL CASINO PREMISES LICENCE
Summary
Purpose: To consider the responses to the consultation on the draft review of the Gambling Policy relating to casinos and to agree the amendment to the Gambling Policy for adoption and publication.
Policy Framework: The Gambling Act 2005 requires that the Gambling Policy includes the principles and criteria the authority intends to apply to determine the application that would result in the greatest benefit to the authority’s area.
Reason for Decision: To comply with the requirements of the Gambling Act 2005 to enable the matter to be adopted by Council.
Consultation: Extensive consultation has been undertaken involving the statutory consultees and others likely to be affected by or be interested in the process. Legal and Finance have also been consulted.
1. Introduction
1.1 As Members will be aware, on the 19th May 2008 the Authority was granted the power to issue a small casino licence. Before inviting applications for the small casino licence the Authority must identify the principles and procedure it proposes to apply and procedure it proposes to follow in making its determination. These principles must be included in the Authority’s Gambling Policy.
2. Review of the Gambling Policy
2.1 A general review of the Statement of Gambling Policy must be carried out every 3 years. This was carried out in August 2009 and the amendments adopted by Council in January 2010.The current review relates to the section on casinos only.
122
3. Proposed Changes to the Policy
3.1 The proposed changes to the policy in respect of casinos were reported to Cabinet on the 29th October 2009 and approved for consultation. The draft review of the policy, in respect of the small casino premises licence, was issued formally for consultation on the 4th February 2010. Three responses were received. Details of these together with an appraisal of the comments made and the effect on the policy are attached at Appendix A.
3.2 The amendments to the draft policy and principles and criteria, resulting from the consultation responses are attached at Appendices B and C and are identified in bold italics.
4. Finance Implications
4.1 Currently the work undertaken in respect of the proposals for the new small casino is being met from existing staff resources.
4.2 The cost of advertising the invitation to apply for the premises licence is estimated to be in the region of £1,500 and will be funded from existing budgets and eventually covered by the application fees.
4.3 Applicants applying for a premises licence for a small casino will be required to pay a fee of £8,000 for a new application or a provisional statement. The amount of income will obviously depend on the number of applications received.
4.4 The policy amendment makes provision for an advisory panel of officers and others to support the Licensing Committee at Stage 2 of the application process. Membership of the advisory panel could also incur additional costs if for example it is agreed that external consultants are required. This matter will be the subject of a future report to Cabinet for consideration.
4.5 The benefits to the authority are not quantifiable at this stage but if the process proceeds to a Stage 2 application the potential benefits are identified in the table attached to the draft policy at Appendix C.
5. Legal Implications
5.1 The Licensing Authority is required under Section 349 of the Gambling Act 2005 to ensure that its licensing policy includes the principles it proposes to apply in determining applications for the new small casino premises licence. The amended policy must be adopted by Council.
6. Recommendations
6.1 It is recommended that the policy amendment attached at Appendix B be adopted.
123
------Background papers: Report to Cabinet, 29th October 2009 Contact Officer: Lynda Anthony and Steve Phillips Contact number: 5087 / 7265 Legal Officer: Lyndsay Thomas
124 APPENDIX A
RESPONSE TO CONSULTATION ON PROPOSED AMENDMENTS TO GAMBLING POLICY IN RESPECT OF THE NEW SMALL CASINO
Responses received Appraisal Response 1. Joelson Wilson Solicitors on behalf of Rank Group Plc (Rank) i) Rank expresses Concern that the precise i) Agree that all principles should be i) paragraphs 3.7.21 – 3.7.23 to be principles are not clear from the policy and clearly set out in one section of the given the clear heading “Principles to suggest that all the policy be applied to casino application Stage Principles are set out in one section of the 2” and moved to follow on from policy “Casino application Stage 1” after paragraph 3.7.16
ii) Rank is concerned that new criteria not ii) This will not be the case and the ii) no change to policy required included in the policy will be included in the application pack will be consulted on so application pack any perceived difficulties can be addressed before the procedure commences.
iii) Rank believes that a statement should be iii) Agreed that the policy include a iii) paragraph 3.7.19 amended to included in the policy that the Licensing statement to that effect confirm that it is the Licensing Authority will make the decision as to which Authority itself that will make the application would bring the greatest benefit to decision to grant the licence to the the Authority’s area applicant that in its opinion will result in the greatest benefit to Swansea.
125 iv) Rank suggests that the policy makes it iv) Agreed that the policy include a iv) paragraphs 3.7.10 and 3.7.26 abundantly clear that the advisory panel will not statement to that effect amended to confirm that the Advisory be the decision making body and that the Panel will not be a decision making Licensing Committee will not be bound to follow body and that the Licensing Authority its evaluations will accept or reject any advice given as it considers appropriate v) Rank states that there is no reference to a v) This is a legislative requirement and v) no change to the policy required hearing being held at stage 1 of the process in need not be stated in the policy as the relevant circumstances and suggests that policy cannot change the law specific reference to this is included in the policy. vi) Rank seeks clarification in relation to the vi) Neither the Act nor the Code of vi) No change to policy required omission of any reference to a hearing at Stage Practice contemplates the requirement 2. for a hearing at Stage 2. All of the matters requiring a hearing can and should be dealt with at Stage 1
2. Social Services i) In respect of the principle relating to the i) The criteria currently refer to problem i) in respect of the principle relating to provisions made for the protection of children gambling measures. It is agreed that the provisions made for the protection and other vulnerable people, a question was this is amended to also include how of children and other vulnerable asked whether the authority should be asking the applicant will contribute to persons, the bullet point relating to for the casinos to produce information for education on the dangers of problem gambling measures, (detailed children/young people on the dangers of gambling. in the criteria listed in column two of gambling. It was suggested that this is included Appendix C) is amended to include a as part of the criteria used to measure the specific reference to how the applicant extent to which applicants can demonstrate will contribute to education on the measurable outcomes for Swansea risks of gambling, in particular for children and young people.
126 3. Aspers Group i) the response received confirmed support in i) No further comments to make i) no change to policy required respect of the Council’s proposed policy
127 APPENDIX B
Draft amendments to Gambling Policy in respect of casinos
3.7. Casinos
3.7.1. There is no resolution to prohibit casinos at present, although the Authority reserves the right to review this situation and may at some time in the future resolve not to permit casinos. Should the Authority decide to pass such a resolution, this will be a decision of Full Council. This Policy will be updated with details of any such resolution.
3.7.2. In 2006, the City and County of Swansea submitted a proposal to the Independent Casino Advisory Panel to license one Large and one Small casino. On 19 May 2008 the Categories of Casino Regulations 2008 and the Gambling (Geographical Distribution of Large and Small Casino Premises Licences) Order 2008 were made. The latter Order specifies which Licensing Authorities may issue Large and Small Casino Premises Licences. The City and County of Swansea was one of the eight authorities authorised to issue a Small Casino Premises Licence.
3.7.3. On 26 February 2008, the Secretary of State for Culture Media and Sport issued the Code of Practice on Determinations under Paragraphs 4 and 5 of Schedule 9 to the Gambling Act 2005, relating to Large and Small Casinos, which sets out: -
3.7.3.1. the procedure to be followed in making any determinations required under Paragraphs 4 and 5 of Schedule 9 to the Gambling Act 2005; and 3.7.3.2. matters to which the Licensing Authority should have regard in making those determinations.
3.7.4. The Licensing Authority is permitted to grant a Premises Licence for a Small Casino. It is likely that a number of operators will wish to operate the casino. The Licensing Authority will publish an invitation for applications to be made for a Small Casino Licence under Schedule 9 of the Gambling Act 2005, and will determine the applications received in accordance with The Gambling (Inviting Competing Applications for Large and Small Casino Premises Licences) Regulations 2008, the Department for Culture Media and Sport’s Code of Practice and the Gambling Commission’s Guidance to Licensing Authorities.
128 3.7.5. There are potentially two stages to the determination process. In making a determination required by Paragraph 4 of the Schedule, the Licensing Authority must apply the procedure for assessing applications for premises licences which it ordinarily applies to such applications (Casino Application Stage 1). Where the Licensing Authority determines that it would, if it were able, grant more than one of the Stage 1 applications, the applicants who made those applications would be invited to participate in Casino Application Stage 2.
General Principles
3.7.6. Subject to the provisions in the Act, any person may make an application. The Licensing Authority will determine each application according to criteria which are: -
3.7.6.1. the same for all applicants; 3.7.6.2. made known to all applicants; 3.7.6.3. not pre-selected to favour a particular applicant or application.
3.7.7. The Licensing Authority shall ensure that any pre-existing contract, arrangements or other relationship with a company or individual does not affect the procedure for assessing applications so as to make it unfair or perceived to be unfair to any applicant. The Licensing Authority shall therefore disregard any contract, arrangement or other relationship.
3.7.8. The Licensing Authority recognises that applicants may either apply for a full Casino Premises Licence or alternatively a Provisional Statement. Applicants for full Premises Licences however must fulfil certain criteria in that they must: -
3.7.8.1. hold or have applied for an Operating Licence; and 3.7.8.2. have the right to occupy the premises in question.
Unless otherwise specified, any reference to the application and procedures for a ‘premises licence’ for a casino in the following parts of this section of this document shall also include the application and procedures for a ’provisional statement’ for a casino.
3.7.9. In making any decision in respect of an application, the Licensing Authority shall not have regard to whether or not a proposal by the applicant is likely to be permitted in accordance with the law relating to planning or building
129 regulation and any decision shall not constrain any later decision by the Authority under the law relating to planning or building.
3.7.10. The Licensing Committee will make the determination on casino licence applications at Stage 1 and at Stage 2. During Stage 2, the Licensing Committee will be supported by an Advisory Panel of Officers and others with appropriate experience.
3.7.11. In accordance with the Code of Practice issued by the Secretary of State, the Licensing Authority will ensure that there is a Register of Interest in place disclosing interest in any contract, arrangement or other relationship with an applicant or a person connected or associated with an applicant. Applicants should note that this does not apply to any agreement between the Licensing Authority and applicant entered into during Stage 2 of the application process.
Casino Application Stage 1
3.7.12. The Licensing Authority will provide an Application Pack which will include a statement of the principles that it proposes to apply and the procedure that it proposes to follow in assessing applications for the Small Casino Premises Licence.
3.7.13. At this stage, the Licensing Authority cannot accept any additional information other than the prescribed application form laid down in The Gambling Act 2005 (Premises Licences and Provisional Statements) (England and Wales) Regulations 2007. All such additional information will be disregarded and returned to the applicant.
3.7.14. With regard to Stage 1, the General Principles as stated in Part B - Paragraph 3.0 of the Gambling Policy shall apply to all applications.
3.7.15. The Licensing Authority recognises that each of the other applicants is considered as an ‘interested party’ and as a result may make representations. It is recognised that the Licensing Authority’s decision at Stage 1 may be appealed against, in which case the Licensing Authority will not proceed further until all appeals have been dealt with.
3.7.16. If this process results in more than one provisional decision to grant a Premises Licence, Casino Application Stage 2 will be implemented.
130 Principles to be applied to casino application Stage 2
3.7.17. The Licensing Authority will apply to Stage 2 the following principles in determining whether or not to grant a Casino Premises Licence: -
3.7.17.1 Any provision that is made for the protection of children and other vulnerable people from harm or exploitation arising from gambling, whether in the proposed casino or the wider community; 3.7.17.2 Any provision that is made for preventing gambling from being a source of crime or disorder, being associated with crime or disorder or being used to support crime; 3.7.17.3 Any provision that is made for ensuring that gambling is conducted in a fair and open way; 3.7.17.4 Likely effects of an application on employment and regeneration in Swansea; 3.7.17.5 Design and location of the proposed development; 3.7.17.6 Range and nature of non gambling facilities to be offered as part of the proposed development; 3.7.17.7 Any financial and other contributions; 3.7.17.8 The deliverability of the proposals contained in the applications.
3.7.18 In determining which application is likely to result in the greatest benefit to Swansea, the Licensing Authority has set out matters which are likely to receive the greatest weight (Appendix C). However, an applicant is not debarred from putting forward other benefits which the Licensing Authority will consider and weight to the extent that it considers them relevant.
3.7.19 Although applicants are able to submit an application for any location within Swansea which will be judged on its own individual merits, the Licensing Authority is provisionally of the view that the locations for the Small Casino likely to bring the greatest benefit to Swansea are:
3.7.19.1 Swansea city centre; 3.7.19.2 Swansea waterfront.
Casino Application Stage 2
3.7.20 The Licensing Authority will agree and implement a protocol governing the storage of confidential information submitted during Stage 2 of the application process so as to maintain confidentiality.
3.7.21 At this Stage, applicants will be required to state the benefits their applications, if granted, would bring to Swansea.
131 3.7.22 The Licensing Authority will itself evaluate all applications and make the decision to grant the available Small Casino Premises Licence to the applicant that in its opinion will result in the greatest benefit to Swansea.
3.7.23 The Licensing Authority may enter into a written agreement with an applicant and may determine to attach conditions to any licence issued so as to give effect to any agreement entered into. The Licensing Authority may have regard to the effect of any agreement so entered in making the determination on the applications.
3.7.24. The Advisory Panel, appointed by the Licensing Authority, will carry out a preliminary assessment of each Stage 2 application. Following the preliminary assessment, the Advisory Panel may engage in discussions or negotiations with each Stage 2 applicant with a view to the particulars of an application being refined, supplemented or otherwise altered so as to maximise the benefits to the Authority’s area that would result from it, were it granted.
3.7.25. The Advisory Panel will assess each bid according to criteria set out in the Application Pack. The applicant will be sent the Advisory Panel’s assessment of its application to enable the applicant to correct any factual errors or (without providing new information) make representations as to the assessment.
3.7.26. The Advisory Panel will then provide a final written report to the Licensing Committee which will include its recommendation as to the correct band for each criterion, its qualitative assessment and also the applicant’s response. The Licensing Committee will consider the Advisory Panel’s report and will determine the precise score for each criterion. The Licensing Committee will not take further evidence or representations made by the applicants but will then make its decision. Any legal advice required shall be supplied by the Solicitor acting for the Licensing Authority. The Licensing Authority will accept or reject any advice given as it considers appropriate.
3.7.27. All Stage 2 applicants will be informed of the decision and reasons for approval or rejection as soon as is reasonably practicable. It is noted that once a decision has been made there will be no right of appeal.
132 APPENDIX C
City and County of Swansea
Small Casino Licence – Principles and Criteria
Principles Criteria - Benefits / Avoidance of Importance Disbenefits
Extent to which applicant can demonstrate measurable outcomes for (Very High/High/Medium) Swansea with regard to the following:
Any provision that is made for the • Commitment to evaluation of social Very High protection of children and other impacts of gambling and ability to vulnerable people from harm or evaluate. exploitation arising from gambling, • Investment in problem gambling whether in the proposed casino or schemes / funding for treating the wider community programmes / funding to Gambling Research, Education and Treatment Foundation (GREaT).
• Problem gambling measures; including how the applicant will contribute to education on the risks of gambling, in particular for children and young people.
• Demonstrably high level management commitment to social responsibility.
133
• Commitment to staff training on social responsibility issues and recognition of problem gambling.
• Operation of self exclusion schemes / exclude self-barred individuals from entry.
• Responsible marketing / advertising. Who will be targeted?
• Proximity of casino to schools, children, places of worship youth and elderly populations.
Any provision that is made for • Steps taken to promote safe evening Very High preventing gambling from being a and night time economy. source of crime or disorder or being associated with crime or • Provision of CCTV and security disorder or being used to support measures. crime • Liaison / consultation with responsible authorities to promote the prevention of crime and disorder objectives under the Gambling Act 2005 and the Licensing Act 2003.
134
• Provision of satisfactory levels of/appropriately qualified and licensed door supervisors.
• Liaison with police architectural/crime prevention officers to ensure that where possible opportunities for crime are designed out.
Any provision that is made for . Provision of separate area/room to Very High ensuring that gambling is allow customers to familiarise conducted in a fair and open way themselves with the rules of the games.
• Fair and effective complaints procedure how complaints and disputes are recorded and monitored.
Likely effects of application on Employment: Very High employment and regeneration in • Number of full-time equivalent jobs Swansea created and/or safeguarded from the construction and operation of the casino;
• Number of jobs created for the long term economically inactive and unemployed;
135
• Mitigation measures in respect of lost jobs.
• Employment policies (pay, terms, equalities, skills training).
• Empowerment of local disadvantaged groups through employment. • How the proposal will contribute to tackling deprivation, high levels of economic inactivity and long term
unemployment?
• Staff Development – opportunities for staff to obtain training and development (including training
leading to nationally accredited awards) and to achieve career progression.
• Provision of support to education and Very High training establishments in the area;
Regeneration: • The extent to which the proposal will act as a direct catalyst for
complementary development.
136 . The extent to which the development would create an all year round, diverse tourism/leisure economy such as permanent employment, and generation of further investment.
• Steps taken to broaden the visitor demographic.
• Steps taken to promote a vibrant night time economy. • The extent to which the development increases the provision of high quality, leisure services / cultural amenities (such as 4*/5* hotel, conference facilities, etc.)
• Positive multiplier effects on business community.
• Proposals for making supply chain and sourcing opportunities available to organisations and individuals in the area.
• Proposals for engaging with local community partnerships, and for contributing financially or otherwise to community services and facilities;
137 . Compatibility with regeneration/planning strategies.
. Commitment to the periodic evaluation of the economic impact on Swansea of the casino.
Design and location of the Design: Very High proposed development • Compatibility with the Council’s development plan and supporting planning strategies.
. Degree of integration with existing movement routes, buildings, uses, landscapes, open spaces and strategic car parks.
. Provision of other complementary
facilities to create a mixed use development and a vibrant
destination.
. Impact on existing adjacent developments, avoiding adverse impact to neighbouring occupiers.
. Attainment of high standards of design and buildings of significant architectural merit.
138 . Address issues of security and crime prevention in the design of buildings and routes around them.
. Accessibility by modes of travel other than the private car.
. Promote resource efficient buildings and layouts using sustainable design and construction techniques in accordance with BREEAM criteria set by the Welsh Assembly Government.
. Preserve any listed buildings (and their settings) and enhance conservation areas.
• Community engagement – proposals for consultations and involvement in Very High design.
Location:
• Application considered on its own merit, but local preference for a city centre or waterfront brownfield location to deliver regeneration objectives.
139 • Extent to which the proposed location is less or more likely to lead to the loss of an existing leisure facility.
• Impact on neighbouring businesses and residents (during construction and once in operation).
• Extent to which proposed location will maximise the number of new visitors to Swansea.
Range and nature of non gambling . The range and complementary nature High facilities to be offered as part of the of other ancillary facilities offered proposed development within and outside the casino development.
Any financial and other • Confirm amount of financial Very High contributions contributions offered and on what basis they will be paid (e.g. one off payment , annual index linked contributions in perpetuity, a percentage of the Gross Gaming Yield etc.).
140 . Confirm financial payments made for late or non delivery of operations or benefits.
• If proposal involves loss of existing facilities, will such facilities be
replaced and where?
• Direct cultural benefits such as showcasing local art / artists.
• Support for local sporting / cultural / charitable schemes.
. Communication, consultation and partnership working with local Community Partnerships, in particular Communities First. Medium
. Contributing financially to additional community services and facilities.
. Other benefits the applicant proposes to provide not elsewhere described.
Deliverability . Status of approvals (e.g. Planning), Very High signed development agreement, 3rd party guarantees.
141
• Timescale for implementation and completion of development and operations.
• Timescale, duration and form taken for the delivery of proposed benefits.
• Developer/Operator - financial status, track record here and abroad, clear And detailed business plan of proposals.
• Evidence of consultation with Statutory Bodies and Responsible Authorities, to ensure due compliance with any and all Statutory Regulations and Legislation.
142 Item No. 11 (1)
Report of the Environment Cabinet Member
Council – 14th October 2010
GOWER COUNTRYSIDE FORUM EFFECTIVENESS STUDY
Summary
Purpose: To agree Councillor representation on the proposed Gower AONB Partnership Group
Policy Framework: Countryside and Rights of Way Act 2000. Gower AONB Management Plan. Countryside Council for Wales Guidance 2003.
Reason for Members requested that this be reviewed at the Council Decision: meeting on 19th August 2010 and referred back to Council.
Consultation: Legal, Finance
1.0 Background
1.1 At the Council meeting on 19th August 2010 the Environment Cabinet Member presented a report which proposed the adoption of the new Gower Area of Outstanding Natural Beauty (AONB) Partnership arrangements and terms of reference for the proposed Gower AONB Partnership, Annual Forum and associated Sub Groups. He also presented the proposed Planning Protocol and Mission Statement.
It was resolved that:
The new Gower Area of Outstanding Natural Beauty (AONB) Partnership arrangements agreed by Cabinet on 28 January 2010 as set out in Appendix A of the report be agreed subject to recommendation ii) in Appendix A being deferred pending a further report as to what Councillor Membership on the Partnership Committee should be (Cabinet report of 28th January 2010 is attached as Appendix A). 1.2 Recommendation ii) Appendix A stated The Committee would include five City & County of Swansea councillors representing the wards of Gower, Pennard, Bishopston, Fairwood and Penclawdd plus a Chair who is the cabinet member with the AONB portfolio, and up two representatives from CCW, with the remainder elected at the annual Forum.
143 2.0 The Options for Councillor Representation 2.1 The recommendations submitted to Council on 19th August were based on the area covered by the AONB. The constituencies chosen were those which had a significant area of the AONB within them. The number of proposed was in accordance with the recommendations agreed by Cabinet previously, and which reflected the consultants report to address the dominance of councillor representation on the present Forum. It was also proposed that there should be six councillors out of a membership of 18 to reflect these requirements.
2.2 The alternative is to determine councillor representation on a proportional basis. Under the Proportionality Rules, six Councillors would currently equate to three Swansea Administration, two Labour and one Conservative Councillors. From within this group of Councillors, the Chair of the Partnership Group would be the Cabinet member with the portfolio for responsibility for the AONB. Each political group would choose its own members.
2.3 The report to Council should have also stated it is proposed that the existing Forum is replaced with a Partnership Group not Committee.
3.0 Legal and Financial Implications
3.1 There no legal implications other than those described in 2.2 above.
3.2 There no financial implications.
4.0 Recommendations
4.1 The Terms of Reference as contained in (ii) of the proposed Gower Partnership Group be amended to read:
The Group will include six City & County of Swansea Councillors based on the Proportionality Rules and the Chair of the Partnership Group will be the Councillor from within these six Councillors who has the Cabinet portfolio with responsibility for the AONB.
4.2 All references to Partnership Committee in the previous report and Terms of Reference are changed to Partnership Group.
Background Papers - None
Contact Officer: Richard Beale- Extension No: 5094 Legal Officer: Janine Townsley
144 APPENDIX A Item No. 7 (E) (2)
Report of the Cabinet Member for Environment
Cabinet - 28th January 2010
GOWER COUNTRYSIDE FORUM EFFECTIVENESS STUDY
Summary
Purpose: To report back on the formal consultation agreed at Cabinet on 25th June 2009 and to decide on the future method of governance of the Forum.
Policy Framework: Gower AONB Management Plan. Countryside Council for Wales.
Reason for Decision: The proposed changes will significantly affect the way the Forum operates including member representation.
Consultation: Legal and Finance.
Recommendations: It is recommended that: 1.0 (i) A new Gower AONB Partnership be established consisting of a Committee of 18 members, with three sub-groups, an annual Forum, and supported by the existing AONB Staff Unit. (ii) The Committee would include five City & County of Swansea councillors representing the wards of Gower, Pennard, Bishopston, Fairwood and Penclawdd plus a Chair who is the cabinet member with the AONB portfolio, and up two representatives from CCW, with the remainder elected at the annual Forum. (iii) Non-core funding Partnership Committee members would serve for a two year term of office. (iv) There would not be a requirement for a financial or in- contribution from Committee members in return for decision making. (v) Membership and chairmanship of the sub-groups is decided by the Partnership Committee. (vi) A planning protocol is drawn up for consultation with the Partnership Committee on planning applications. 2.0 That a further report be made to Cabinet setting out full details of the new bodies with terms of reference to agree and for Cabinet to recommend to Council for adoption.
145 1. Background
1.1 Cabinet Members will recall from the previous Cabinet report on 25th June 2009 that the proposals contained in this study have been considered widely by members and that a number of key changes were appended to the original report. 1.2 These key changes were as follows:
(1) Strong elected representation is incorporated into the Partnership Committee (proposal seeks to do this by retaining the Chair as an Elected Member position).
(2) Recognition is given to the need for clear working arrangements to be put in place for both AONB staff and Partnership Committee representatives.
(3) The expectation is made clear that some form of contribution, financial or in- kind, is made by organisations that are represented on the Partnership Committee, to be used by the AONB staff unit for the benefit of the AONB, in return for their increased involvement in decision-making.
(4) All elected members of the City and County of Swansea have an equal opportunity to apply to sit on the Partnership Committee and that any proportionality requirements are met through a fair and transparent process.
(5) The proposal to establish a Planning sub-committee as part of the revised Forum’s structure is not progressed at this point in time and is removed for the purposes of the consultation.
(6) The proposal to increase AONB staffing levels is not considered further at this point in time and is removed for the purposes of the consultation.
1.3 It was agreed on 25th June 2009 that the Appended report with these key changes should be sent out to City & County of Swansea Gower ward members, Gower Community Councils and the wider general public for consultation on the Consultant’s report and the Council’s response.
2. The Consultation Process 2.1 The report referred to in paragraph 1.3 was sent out to Gower ward members Gower Community Councils and members of the Gower Countryside Forum in August 2009. It included the background to the Study, an executive summary of it and the Council’s response, 2.2 Consultees were initially given until 28th August 2009 to respond. This was extended by two weeks for organisations on request, because of delays caused by summer holiday commitments. 3. Consultation Responses 3.1 Five organisations/individuals responded: the Gower Society; the Gower Ornithological Society; Councillor Jeff Jones; Tourism Swansea Bay; and the Gower Riding Club. Their comments, together with the officer responses are contained in Appendix 1 of this report. These are summarised in the following paragraphs.
146 3.2 There is a consensus on the need for change and for a model that consists of three key components: (i) An annual Forum or Conference to which a wide range of relevant organisations would be invited together with the general public and the press: (ii) A Partnership Committee: and (iii) A Staff Unit. 3.3 Comment is mainly focussed on (ii) and (iii) above. The main issue revolves around nomination to the Partnership Committee, its size, and the number and proportion of City & County of Swansea councillors represented on it. 3.4 Dealing with these in order, and based on practice elsewhere, typically members are nominated to the Partnership Committee by the annual Forum in combination with some places which are automatically allocated to the core funders. In the case of Gower these would be representatives of the City & County of Swansea and the Countryside Council for Wales. The Isle of Wight is an example, which has been quoted in the consultant report- it lies within a single unitary authority, and is similar in size to Gower. The Isle of Wight has only two representatives from each of the core funders on a Committee of no more than 14 members. . 3.5 The consultant recommended keeping the Partnership Committee reasonably small and suggested 12-15 members. At the Cabinet meeting on the 25th June it was decided that the Partnership Committee should have 17 members including five City & County of Swansea councillors plus a Chair elected by the City & County of Swansea. This was reinforced by an additional decision that there should be strong elected representation. 3.6 It was also decided on the 25th June that councillors should be chosen from political groups which have members wholly or partly within the AONB. However, it would not be practicable to include members from all wards that are wholly or partly within the AONB because of the number. Gower and Pennard are wholly within the AONB and Bishopston, Fairwood and Penclawdd straddle the eastern boundary. Therefore, it is recommended that councillors from these wards be nominated plus the Chair who would be the Cabinet member responsible for the AONB. In addition it is recommended that the Countryside Council for Wales (CCW) be offered two places, which would increase the total membership of the Partnership Committee to 18. If CCW only require one member then the other place could be offered for election from the annual Forum along with the other remaining 10 places out of a total of 18. This would partly address the existing Forum members’ concern of the over dominance of the City & County of Swansea. 3.7 If this model is used the period of membership of the Partnership Committee for non-core funding partners would need to be addressed. Examples from elsewhere appear on average to be two years, which if agreed would be incorporated into the Terms of Reference of both the Partnership Committee and the annual Forum. The consultant's report set out the aims and objectives of the Partnership Committee and recommended these be adopted as the basis for the Terms of Reference. (Set out in Appendix 2 to this report)
3.8 At the Cabinet meeting on 25th June 2009 Councillors decided that members of the Partnership Committee would be expected to make some form of contribution, financial or in-kind, for use by the AONB staff unit for the benefit of the AONB, in return for their increased involvement in decision-making.
147 3.9 There are concerns about the principle and the operation of this. Firstly, although only one organisation raised objections to this, it is contrary to the principle of having a cross section of interests represented and chosen democratically by the annual Forum. Many of the organisations and interests that would be represented rely on private funding and charitable status, and their members currently attend the Gower Countryside Forum offering their time for free and do not claim expenses. It would be unfair to expect them to contribute more. Secondly, the operation of this would be difficult in terms of setting the fee, deciding how much and how it is to be collected, and how it might affect voting rights Other Partnerships have been consulted on this matter and only the Lincolnshire Wolds having a similar requirement. They have found this problematic and time consuming to administer with only five or six organisations out of 23 contributing. Other AONB Partnerships are strongly opposed to this idea. It is recommended that this proposal is dropped. 3.10 At the Cabinet meeting on 25th June 2009, it was decided that there should be three standing sub-groups chaired by a councillor appointed by the Council. However, this has caused some concern from two of the consultees reflecting the alleged domination of the Council. Members may wish to reconsider this approved. If the Partnership Committee was given the remit to elect the Chairs this may be seen as more democratic and in the spirit of partnership working. 3.11 CCW expressed concern at the lack of a sub-group or other mechanism to discuss planning matters, as planning has an important role to play regarding the implementation of the AONB Management Plan. This concern is acknowledged, and perhaps as a compromise a protocol could be adopted whereby the AONB officer is automatically consulted on certain types of planning applications. Any comments would be agreed with the Chair of the Partnership Committee before being sent to the planning applications section. These comments, along with other planning policy matters could then be reported to the next Partnership Committee. 3.12 The current Staff Unit proposals reflect the current arrangements in which there is a Team Leader, an Assistant AONB Officer, and an AONB Ranger (currently on a fixed term contract). This is in accord with the cabinet decision on the 25th June 2009, when it was decided not to increase the size of the Staff Unit at this time. Members were concerned about the relationship between the Partnership Committee members and the Staff Unit. It is envisaged that the Staff Unit would submit it’s proposed work programme to the Committee for agreement, but the staff would remain accountable to the Head of Planning Services for all other matters. 4.0 The Annual Forum The annual Forum would be something new for Gower AONB. The consultant recommended that a Forum or annual Conference be created to provide an opportunity to do the following: Report on progress on the implementation of the management plan Discuss plans for the future Celebrate the AONB Provide advice to the Partnership Committee Nominate members to the Partnership Committee A wide range of interest groups would be invited including community councils and local groups as well as regional and national organisations. It is recommended that this approach be adopted with the Forum chaired by the Partnership Committee Chairman and with a Vice –Chair elected by the Partnership Committee.
148 5.0 Implementation 5.1 There will need to be a transition period to change from the existing Gower Countryside Forum to the new Partnership. Time will be required to draw up new Terms of Reference for the Partnership Committee, it’s sub-groups, and the annual Forum. In addition, the working arrangements for the Staff Unit and the Partnership Committee will need to be agreed. Also, an annual forum meeting will need to be convened. In the interim, the existing Gower Countryside Forum could continue to operate, but it should be possible to have all the proposals in place by the end of 2010. Meeting dates for 2010 have already been agreed for The Gower Countryside Forum and the Sustainable Development Fund Panel (one of the sub- groups). 6.0. Legal & Financial Implications 6.1 New Terms of Reference would need to be drawn up and linked to the Council’s constitution.
6.2 A report will have to be made to Council for approval to change the Constitution to establish the new partnership.
6.3 There will be insignificant additional costs (approximately £500) associated with convening and publicising the annual Forum but these can be met from within the existing budget.
7.0 Recommendations It is recommended that Cabinet agree in principle that:
1.0 (i) A new Gower AONB Partnership be established consisting of a Committee of 18 members, with three sub-groups, an annual Forum, and supported by the existing AONB Staff Unit. (ii) The Committee would include five City & County of Swansea councillors representing the wards of Gower, Pennard, Bishopston, Fairwood and Penclawdd plus a Chair who is the cabinet member with the AONB portfolio, and up two representatives from CCW, with the remainder elected at the annual Forum. (iii) Non-core funding Partnership Committee members would serve for a two year term of office. (iv) There would not be a requirement for a financial or in-contribution from Committee members in return for decision making. (v) Membership and chairmanship of the sub-groups is decided by the Partnership Committee. (vi) A planning protocol is drawn up for consultation with the Partnership Committee on planning applications.
2.0 That a further report be made to Cabinet setting out full details of the new bodies with terms of reference to agree and for Cabinet to recommend to Council for adoption.
149 Contact Officers: Richard Beale Tel. 01792 635094
Background Papers: Countryside and Rights of Way Act 2000. An Introduction to AONBs in Wales, CCW Guidance 2003 Gower Countryside Forum Effectiveness Study Report, Edward Holdaway, 2005.
Name of document: Gower Countryside Forum Effectiveness Study
Date Prepared: 16th December 2009.
Legal Officer: Rod Jones
Report Version: 2
Report Ref : R222RFB/DVH/23.12.09
150
APPENDIX 1 COMMENTS AND RESPONSES ON THE GOWER COUNTRYSIDE FORUM EFFECTIVENESS STUDY PROPOSALS
1.0 These have collated by paragraph reference number and consist of the comment and its origin followed by my response.
COMMENTS
General comments 2.1 Three organizations commented: the Gower Society, the Gower Ornithological Society, and Councillor Jeff Jones. The first two generally welcomed the proposals, and the latter also said it wanted to be represented on the annual Forum. Councillor Jones whilst he understood the perception that the Council was the dominant partner, it was right as the Council was a core funder. He felt that it would be a retrograde step to transfer planning powers to the Partnership and favoured the South Devon AONB model which has a protocol addressing its involvement in the planning process.
Response 2.2 The Council’s perceived dominance is at the heart of Forum member’s concerns and should therefore be adequately addressed. Other core funders include CCW and the National Trust who are also significant land managers. In the response to Edward Holdaway’s original proposal it was recommended that the Council should have four councillors as well as chairing it. I think this is about right.
Paragraph 3 2.3 This paragraph lists the weaknesses of the Forum identified in the consultant’s report. Tourism Swansea Bay agreed in principle with the conclusions.
Response 2.4 Noted.
Section 4 2.5 This section is about the Council’s response for change. Tourism Swansea Bay commented generally on this section to the effect that the consultant’s proposals should not be watered down as there is a danger of the Forum becoming a talking shop with no clear role.
Response 2.6 Noted. It is intended that the proposals will avoid this.
Paragraph 4.2(2) 2.7 This refers to the proposed annual Partnership Forum. The Gower Riding Club was concerned that this might be an occasion for people to complain and argue. There was no clear means of communicating these to the smaller Management Committee, which could override these views. The Gower Society supported the Forum proposal but commented that it does not address the arrangements for electing a chair or nominations to the Management Committee.
151
Response 2.8 I recommend that we stick with our proposals and investigate a method for addressing these concerns based on experience elsewhere.
Paragraph 4.4 2.9 This refers to the number of members on the Partnership Committee. The Gower Riding Club questioned the logic of suggesting more than the 12-15 recommended in the consultant’s report on the basis that is it served by only one local authority. The Club commented that there would be an ‘overweight’ of representatives from the local authority and an ‘underweight’ of users.
Response
2.10 It was intended to modify the consultant’s proposals so that councilors would consist of five ordinary members plus the Chair out of a total membership of 17 or 18. It is recommended that the consultee’s comments be noted and this level of representation of councillors be reconsidered especially as this is a recurring theme (see following paragraphs).
Paragraph 4.5 2.11 This paragraph suggested which organisations should be on the Partnership Committee and that there should be strong elected representation and as above there should be five ordinary members plus the Chair. Three organisations commented on this. Tourism Swansea Bay felt that it provided an opportunity for organisations to work in harmony rather than promoting their own ideals. CCW pointed out that there should be a cross reference to the Committee’s aims and objectives in the Appendix. CCW supported the forging of stronger links with other relevant fora. The Gower Riding Club commented that it was proposed to have a total of six councillors. It concluded therefore that as there are only four Gower councillors the other two would come from outside the area and it contrasted this with only one community council representative. It also noted that other organisations, with the exception of CCW, were unelected or were a ‘faction’ group and has their own specific interests and not necessarily those of the AONB.
Response 2.12 The comments from Tourism Swansea Bay and CCW are noted and supported. The issues raised by the Gower Riding Club address some of the main concerns previously expressed other members of the existing Gower Countryside Forum which triggered the commissioning of the consultant’s report. Therefore, I recommend that the proposal to have six councilors on the Forum along with a single community be reconsidered.
Paragraph 4.6 2.13 It was proposed that organisations other than those listed in paragraph 4.5 i.e. the smaller organisations would be expected to make some form of contribution to the Partnership Committee for the benefit of the AONB Staff Unit in return for their increased involvement in decision making. The Gower Riding Club commented that this looked like ‘no representation without taxation’. It questioned how the level of contribution would be determined and whether falling behind with affect ‘voting rights’.
152 Response 2.14 This is a difficult issue as the Partnership Committee should represent a reasonable cross section of interest groups in the AONB. The value of a particular group isn’t necessarily dependent on their ability to provide resources. This needs further thought so that such groups are not necessarily penalized.
Paragraph 4.7 2.15 This stated that members of the proposed Partnership Forum not on the Partnership Committee would be able to attend these meetings as observers. The Gower Riding Club commented ‘presumably not to speak or vote’.
Response 2.16 Observer status is as stated in Paragraph 4.7, but the Partnership Committee could decide to give the Chair to allow observers to speak.
Paragraph 4.9 2.17 It was proposed that under the Partnership Committee there should be three sub- groups but not one for planning as originally proposed in the consultant's report. CCW commented that the initial sub-groups should be agreed at the Forum and their work programme directly related to the AONB Management Plan. In the absence of a planning sub-group, it suggested that there should be a mechanism for updating the Partnership Committee on planning matters including planning policy and planning applications. The Gower Riding Club commented that planning in the AONB will remain at the discretion of the City & County of Swansea Planning Department which does not have a good record of consistency.
Response 2.18 One of the sub-groups would deal with the Sustainable Development Fund. Membership has to be based on the thirds principle as required by CCW and WAG. CCW’s suggestion that it should be decided by the Forum could be followed provided it meets these requirements. The lack of a planning sub-group was a perceived weakness identified in the consultant's report. Such a sub-group would not replace the City & County of Swansea’s area planning committee but would provide an opportunity for discuss planning matters as suggested by CCW. Many other AONB Partnerships have similar arrangements and there is a strong connection between the objectives in the AONB Management Plan he planning system. Therefore I recommend that this should reconsider.
Paragraph 4.10 2.19 It was proposed that each sub-group be chaired by a councillor appointed by the Council, plus a Vice- Chairman chosen by the Partnership Committee and three other non-council representatives. The Gower Riding Club questioned whether this would be another to chair the sub-groups and where the other sub-groups would come from. The Club also stated that the views of those working and living in Gower would not be represented.
Response 2.20 I understand the Club’s concerns and they do reflect wider views held by the current Forum. It may be more acceptable if the Partnership Committee elected the Chair of each sub-group.
153
Paragraph 4.11 2.21 This Paragraph recognised the need for the Partnership Committee to provide adequate resources for the AONB Team and additional posts. Cabinet decided not to increase staffing levels at this time. CCW commented that the role of the Management Plan in setting the work programmes should be stated along with job descriptions and responsilbilities for the staff. It also suggested that there should be a statement as to what the ideal staffing should be when linked to plan implementation. The Gower Riding Club also commented that members of the Partnership Committee are expected to provide more resources at a time when the aim is to reduce expenditure. The Club also pointed out that the existing AONB staff will be unable to cope with the additional workload. Consequently will be impressive in appearance but unworkable.
Response 2.22 CCW’s comments are helpful and more information on staff duties and responsibilities can be provided. Linking their duties to the AONB Management Plan work is crucial. The existing staff of three is at capacity, and therefore it will be impossible to support the Partnership Committee as envisaged without a detrimental impact on implementation.
Appendix of the Report 2.23 This contained a summary of the consultant's findings with my initial response. The Gower Society was the only organisation to comment on this section and their comments are listed below by paragraph number.
Paragraph A.13 2.24 This stated that a crucial element of the Partnership was the AONB staff unit. The Society agreed that this was very important.
Response 2.25 This was reflected in the report to Cabinet, although Cabinet decided not to fully implement it at this time.
Paragraph A.17 2.26 This referred to a guide for the AONB Partnership members produced by Natural England. The Society agreed that this would be useful
Response 2.27 Noted.
Paragraph A.14 2.28 It was proposed to have a dedicated team of six people in the AONB Staff Unit. The Society recognised that this was important but expressed concerns about duplication and running costs.
Response 2.29 Cabinet decided not to implement this proposal at this time. The running costs were estimated as accurately as possible and the proposals would not result in any duplication.
154 Paragraph A.18 2.30 This referred to guidance issued by Natural England for the setting up and running of AONB Partnerships. The Society commented that this was very important and that there were positive and negative elements to this.
Response 2.31 Noted.
Paragraph A.22 2.32 This contains a SWOT analysis drawing together conclusions and experience from elsewhere. The Society supports this analysis.
Response 2.33 Noted.
Paragraph A.23 2.34 This outlined the composition of the proposed annual Forum and its duties and responsibilities. The Society supported this.
Response 2.35 Noted.
Paragraph A.25 This described the principal components of the new Partnership. The Society would like to be a member [of the new Partnership Committee presumably] and commented that the selection of members must be very carefully thought through.
Response 2.36 A selection process for the Committee will have to be devised.
Paragraph A.29 2.36 This described the aims and objectives of the Committee. The Society was concerned about the frequency of meetings and questioned whether quarterly was enough and monthly too frequent and stated that this required careful thought.
Response 2.37 It is recommended that meetings of the Partnership Committee be held quarterly initially but reviewed after two years.
Paragraph A.34 2.38 The consultant's report recommended strengthening the link between elected representatives by convening an annual meeting of the Partnership Committee with City & County of Swansea councillors and community councillors. The Society agreed that elected members are very important and should be taking a front line role in the management of the AONB.
Response 2.39 Noted and supported.
Paragraphs A.36/7 2.40 These refer to the arrangements and role of the AONB Staff Unit. The Society agreed with these but expressed concerns about the number of staff and associated costs.
155 APPENDIX 2
The following is an extract from the consultant's report and would form a basis for the Terms of Reference of the Partnership Committee and its associated components.
5.3.2. The aims of the “Partnership”
The aim of the “Partnership” should be to deliver the statutory purposes of designation of AONBs and to deliver the statutory duties and other requirements in managing the AONB on behalf of its members. In greater detail they should be:
To protect, conserve and enhance the natural and cultural heritage of the Gower AONB; To promote the sustainable social and economic development of the area, particularly where such activity conserves and enhances the environment; To encourage enjoyment of the area where it is consistent with the primary purpose.
5.3.3. The objectives of the “Partnership”
The objectives of the Partnership should be:
promote and champion the vision and aims of the Gower AONB; engage with the planning and management processes for the coastal waters around Gower; engage a wide range of statutory organisations, voluntary bodies, private businesses and the local community in the management of the AONB; facilitate discussion and investigation of issues affecting the AONB take a strategic overview of the management needs of the AONB; enable the agreement amongst partners of common policies and strategies amongst partners that secure the aims of the AONB; secure and encourage practical action to secure the aims of the AONB; ensure that the statutory planning system secures the aims of the AONB; ensure the provision and management of resources for the management of the AONB; ensure that the needs of the AONB are raised and addressed at local regional and national level;
156 Item No. 12 (1)
Report of the Cabinet Member for Social Services
Council – 14th October 2010
SWANSEA SUPPORTING PEOPLE OPERATIONAL PLAN
Summary
Purpose: This document has been produced in response to guidelines from the Welsh Assembly Government, for the Implementation of Supporting People. The report outlines the background to the annual Supporting People Operational Plan, which is required to be submitted to the Welsh Assembly Government to secure continued funding for Supporting People.
Policy Framework: The Local Housing Strategy as approved by Council on the 13th September, 2007.
Reason for Decision: To comply with the requirements of the Welsh Assembly Government.
Consultation: Finance, Legal and Partner Organisations.
1. Background
1.1 The Welsh Assembly Government (WAG) issued guidance for the implementation of the Supporting People Initiative in February 2003. The implementation was a duty placed on Authorities by Section 93 of Local Government Act 2000.
1.2 The principal commissioning partners are Social Services, Housing, Probation and Health. The group meets quarterly to oversee Supporting People activity. The Initiative addresses the preventative agenda, limiting social exclusion, tackling poverty and reducing homelessness.
1.3 The funding is aimed at providing accommodation related support (for example budgeting, security, personal skills, safety) to a wide range of vulnerable people ranging from older people in sheltered housing to the chronically sick or disabled, homeless persons, people experiencing domestic abuse or those with a learning disability and mental health problems who receive Community Care services. The services can be of a ‘fixed’ nature or ‘float’ between service users’ homes.
157 1.4 The funding arrangements for Wales are that services for the young and adult homeless persons are funded directly by the Welsh Assembly Government via Supporting People Revenue Grant (SPRG) whilst services for Community Care Schemes and Older Persons Housing are paid to the Local Authority through the Supporting People Grant (SPG) to administer to projects.
1.6 Supporting People Implementation requires the Local Authority to map the needs of the service users, map the current supply of services and strategically plan development. The Supporting People Operational Plan (SPOP) 2010/2011 summarises these processes, outlines the priorities for commissioning new services and assists the Welsh Assembly Government in assessing the overall financial requirements of Supporting People across Wales.
2. Current Position of Supporting People
2.1 The City and County of Swansea has 42 contracts in place to provide funding for projects which provide services to over 4,000 vulnerable people.
2.2 Welsh Assembly Government Guidance requires that these services are fully reviewed on a three year cycle, taking account of strategic relevance, cost effectiveness and quality assurance.
2.3 The City and County of Swansea has developed close working arrangements with partner agencies which are involved in Supporting People Planning Groups and in the Supporting People Planning Team. Service User consultation has been developed jointly between the City and County of Swansea and Service Providers through the ‘Join In’ project to establish a consistency of response to services being provided.
2.4 The City and County of Swansea has drawn together its priorities outlined in the Supporting People Operational Plan 2010/2011 and the detailed document is available in the member’s library. These will be continuously reviewed throughout the yearly planning cycle, drawing on the Needs Mapping Data and strategic considerations.
158 2.5 Currently there are 4,112 units of support.
The breakdown of service provision is as follows:
Floating Support 782 units Direct Access Hostels 54 units Temporary Accommodation 236 units Permanent 314 units Sheltered Accommodation 2258 units (incl. FS) Community Alarms 468 units
Significantly, statutory groups of Service Users include:
Learning Disability 183 units Physical Disability 38 units Mental Health 279 units Older Persons Floating Support 536 units Sheltered Housing / Community Alarms 2190 units
3. Future Developments
3.1 The SPOP 2010 /2011 provides a comprehensive description of the implementation of Supporting People locally. It addresses the requirements identified within the Local Housing Strategy and the associated Homelessness Action Plan, Community Care Services and links closely with other strategic aims and plans for the Local Authority related to Public Protection, Domestic Abuse Strategy, Reducing Poverty, and Health, Social Care and Well Being Strategy. The Plan outlines the outcomes of the Needs Mapping Exercise, publishes a comprehensive list of services funded by Supporting People and prioritises future needs. In all these areas the City and County of Swansea has been able to meet the requirements of Welsh Assembly Government guidance.
3.2 The main priorities outlined in the SPOP for 2010 /2011 financial year are:-
General priorities:-
To minimise the negative impact on front line services as a result of financial changes affecting the Supporting People Grant. To review baseline and temporary funded schemes and consolidate on-going funding levels. To explore cross border opportunities within all aspects of Supporting People commissioning, planning and development. To improve access arrangements for people requiring supported accommodation.
159 To improve the customer experience of using housing related support services To measure and improve the outcomes of people in receipt of housing related support.
Specific priorities:-
Schemes requiring capital:- Fixed accommodation for young people with challenging needs Accommodation for people experiencing mental health issues with low level floating support. Fixed accommodation for older adults with a learning disability and dementia. Re-provision of mental health units to facilitate permanent supported accommodation.
Projects in development via Social Housing Grant or private finance Additional capacity (shared and self contained) for older people with substance misuse issues Refuge for people experiencing domestic abuse Re-provision of accommodation for young people leaving care Re-provision of temporary accommodation for people experiencing mental health issues
Review and consolidation of temporary 2 year funding programme. Priorities identified within the 2009/2010 Supporting People Operational Plan where appropriate have been implemented through short term commitments providing enhanced quality and provision to baseline services. As the financial climate shifts it will be necessary to review on-going commitment to these schemes in line with current priorities and to explore opportunities for longer term funding.
Current 2 Year Funding Programme Older person’s provision Extension of staffing capacity within the older person’s substance misuse Older person’s accommodation focused carers support Older person’s housing advice Older person’s tenancy advice Older person’s under occupation Floating tenancy support within extra care provision
160 Physical Disability Provision Physical disability sensory impairment worker Younger physical disabled hospital discharge
Younger Person’s provision Enhanced staffing capacity for young people leaving care Family floating support Young family substance misuse Family Intervention Programme Foster care conversion
Mental Health Increased staffing intensity within fixed accommodation service
Current SPRG programme Community engagement programme Domestic abuse safety and security Under occupation initiative Bond Board scheme
3.3 Services have been reviewed twice since 2003 to comply with SPG conditions. The third cycle of reviews has commenced and has a strong outcome based focus to ensure service users are positively benefiting from the funding.
3.4 Supporting People in Swansea will aspire to enable as many vulnerable people as possible to live as independently as they are able, so reducing the need for hospitalisation, nursing care, residential care, prison and minimising social exclusion and poverty. It will achieve this by linking closely with and the Local Authority’s Corporate Priorities, Plans and Strategic Aims.
4. Financial Implications
4.1 Since the Implementation of Supporting People in April 2003 the overall available funding has reduced from £15.3m to £14.55m following cuts by Central Government. Currently the funding is divided between £4,87m SPRG and £10.02m SPG. Taking account of SPRG services provided by the Local Authority this means £11.63m is managed directly by the Supporting People Team.
4.2 The main threat to future funding is connected to redistribution of Supporting People funding across Wales. This was reported to Corporate Briefing in March 2007 and potentially could amount to a cut of 24% - £3.5m.
161 4.3 A wide ranging review of Housing Related Support was commissioned by the Deputy Minister for Housing and Regeneration early in 2010 which has superseded and subsumed all other work. It is due to make recommendations to the Minister on the distribution and future administration arrangements for the grant programme in Wales in October 2010.
4.4 The Local Authority has already taken steps along with others that would be affected to draw attention to the seriousness of the impact of redistribution on services. There is some consideration being given by WAG as to whether a ‘Regional’ solution might help resolve the difficulties of redistribution and potentially the ‘Handover’ of SPRG in the future.
4.5 Locally within the City and County of Swansea the Supporting People budget has a balanced baseline, has accrued savings towards the impact of redistribution and continues to fund a two year fixed term funding programme which is outlined in the SPOP. This programme supports priorities within Domestic Abuse and Homelessness Services and Community Care. No additional finance is required from the Local Authority in respect of the activity associated with the SPOP.
5. Legal Implications
5.1 Under Section 93 of the Local Government Act 2000, the National Assembly for Wales may pay grants to Local Authorities towards expenditure incurred by them in providing, or contributing to the provision of, or in connection with welfare services. Grants under this section are paid on such terms and conditions as the Assembly may determine. The Local Authority must supply the Assembly with such information as it requires and the Local Authority must have regard to any guidance issued by the Assembly with respect to the administration and application of the Grant. The Local Authority must also comply with any directions given by the Welsh Assembly Government.
5.2 In order to operate the Supporting People Plan it is necessary to enter into a number of contracts. It is vital that these contracts with outside organisations are reviewed at regular intervals so that each organisation is aware of the terms of their contract. In addition there must be compliance with the Council’s Contract Procedure Rules for all contracts and for contract procurement.
6. Recommendation
6.1 That the Supporting People Operational Plan 2010/11 be approved.
162 Background Papers:
The Arrangements for the Implementation and Administration of Supporting People in Wales, February 2003 – Welsh Assembly Government Guidance.
Contact Officer: Chris Maggs Corporate Director (Social Services) Extension; 6245 cm08063
Legal Officer: Rod Jones
163 Item No. 13 (1)
Report of the Corporate Director (Social Services)
Council - 14th October 2010
CHILD AND FAMILY SERVICES
Summary
Purpose: To provide an update about Child and Family Services.
Policy Framework: Children and Young People Plan Health, Social Care and Well Being Strategy and the Corporate Plan.
Reason for Decision: No decision is required. For Information Only.
Consultation: Legal and Finance.
1. Introduction
1.1 This report follows the same format as previous reports to Council in respect of Child and Family Services. The issues that will be addressed are as follows:
. The Child and Family Services Overview and Scrutiny Board.
. Progress with regard to the Child and Family Services Strategic Delivery Plan.
. An update about the Intervention Board.
2. Child and Family Services Overview and Scrutiny Board
2.1 Following the meetings on the 4th August and 1st September an exchange of letters has taken place.
a. Letters by the Chair of the Child and Family Services Overview and Scrutiny Board
1. Letter of the 16th August, 2010 Appendix 1.
2. Letter of the 9th September, 2010 Appendix 2.
164 b. Letters by the Cabinet Member for Social Services
1. Letter of the 23rd August, 2010 Appendix 3.
3. Child and Family Services - Strategic Delivery Plan
3.1 The latest available monthly report to the Strategic Programme Board has identified the following:
a. Performance Outcome: System in place to support continuous improvement of services to children, young people and their families.
Relevant paragraph S.1.3.4 of the CSSIW Inspection Report, January 2010.
. Embedding the use of performance management information in all teams across Social Services, and implementing effective quality assurance arrangements at all levels in Child and Family Services.
. Introducing and embedding new financial management and sustainability arrangements to ensure more effective delivery of cost effective services.
. Consistency in providing effective, timely and good quality initial and core assessments.
. Consistency in the timeliness and quality of care plans, their review and associated care management arrangements.
Overview of progress of the Child and Family Performance Project Monthly Assessment and Case Management team performance meetings have commenced. These continue on a monthly basis and contain a standing agenda covering performance, management information and budgets, monitored by Principal Officers.
Quality standards, including the quality of supervision have been agreed. This includes a timetable for monitoring compliance by the Service Quality Unit and guidance for staff for inclusion in the Practice Manual. An implementation plan is being drafted.
165 b. Workforce and Capacity Outcome: Child and Family Services has a stable workforce that are supported to deliver their best to children and their families.
Relevant paragraphs of S.1.3.4 of the CSSIW Inspection report.
. Implementing recruitment and retention measures to attract new staff to address key capacity issues, including effective induction arrangements and access to more specialist training for experienced staff.
. Putting in place effective supervision and annual appraisal arrangements for staff.
. Full engagement and participation of all staff in taking forward and implementing the proposed restructuring plans for Child and Family Services.
Overview of progress of the Workforce and Capacity Project The final cohort of new staff has commenced their five week induction programme. All have been allocated Mentors.
The restructure is on track to deliver as planned. Once this is completed the Steering Group that has overseen the work will continue for a period to monitor and review. However, the six sub-groups will be closed. c. Permanence and Placement Stated outcome: Children and young people have a secure, safe and permanent environment within which they can live and thrive.
Relevant paragraphs of S.1.3.4 of the CSSIW Inspection Report.
. Review and modernise access arrangements as part of the proposed restructuring plans: this should also address eligibility criteria and their effective use by referring agencies for all children, including disabled children.
. Further strengthening of partnership arrangements for frontline services.
166 Overview of progress of the Permanence and Placement Project The Permanence and Placement Project contains a number of workstreams which taken together, should ensure that the appropriate support services and placements are available at the right time for children and families. This includes preventing children from being accommodated (via the Thorpe work and the Permanency Panel), increasing the number and variety of Foster Swansea placements and creating and refocusing services to keep children and young people at home, prevent placement breakdown and support returns to Swansea of children and young people who have been placed out of county. This will contribute towards making better use of scarce resources and managing ‘hotspot’ budgets.
4. The Intervention Board
4.1 Visits by members of the Intervention Board took place on the 10th September and the 1st October. There were key areas of activity that were considered during these visits and the latest views of the Board are as follows:
. Progress achieved regarding the vision for the partnership and the development of a performance framework to evidence progress.
. Evidence of the production of the Initial Business Case for the Review and Development of an Integrated Multi-agency Strategy.
. Evidence of work associated with children not attending Daniel James and Dylan Thomas Schools. In addition progress was demonstrated regarding matters such as Restorative Practices and Family Learning Signature.
. The Intervention Board was pleased with the increasing influence of the Child and Family Services Overview and Scrutiny Board. Particular note was made about the review of ‘Corporate Parenting’ and how this can act as a catalyst for further developments.
. The Intervention Board was impressed by the work undertaken by the Head of Child and Family Services and his Team.
. Concern was identified about the financial position and the need to join together financial management and outcomes for Looked After Children and Young People.
167 5. Financial Implications
5.1 There are no additional financial implications associated with this report.
6. Legal Implications
6.1 There are no specific legal implications associated with this report.
7. For Information
7.1 This report is for information only and outlines the position regarding the overview of activity across Child and Family Services. Detailed analysis and discussion will continue to be addressed via the Child and Family Services Overview and Scrutiny Board.
Background Papers
Child and Family Services Strategic Delivery Plan 2010/11
Contact Officer: Chris Maggs Corporate Director (Social Services) Extension: (01792) 636245 cm09059/sd
Legal Officer: Janet Hooper
168 APPENDIX 1
Councillor Tregoning Please ask for: Overview & Scrutiny Gofynnwch am: Cabinet Member for Social Services Direct Line: 01792 637257 Room 2.1.13 Llinell Uniongyrochol:
Civic Centre e-Mail [email protected] e-Bost: Oystermouth Road SWANSEA Our Ref CF/03 Ein Cyf: SA1 3SN Your Ref Eich Cyf:
Date 16th August 2010 Dyddiad:
Dear Councillor Tregoning,
Child and Family Services Overview & Scrutiny Board – 4th August 2010
The main focus of our meeting was to discuss the current financial situation within Child & Family Services (projected overspend of £3.6m) and sustainability. We met with Jack Straw, Section 151 Officer, and the Corporate Director (Social Services) and Head of Child & Family Services.
The Board probed the link between financial performance and service performance and raised questions, in particular, on progress with the implementation of new structures / arrangements that were proposed last November, staffing costs, placements, legal costs, and actions to balance the budget. The Board recognised the impact that increasing numbers of looked after children (LAC) and associated legal costs have had on the budget but sought assurances about the effectiveness of performance and financial monitoring arrangements, the value for money being demonstrated, and ability to reduce the projected overspend and bring the budget under control. The conclusions and recommendations of the Board are outlined in this letter.
Overall the Board saw considerable effort being made to manage the financial situation and all options were being considered in finding short and long term solutions. However, it was clear that the growth in looked after children numbers had exceeded expectations contained within previous budget assumptions and it was very likely that some of the projected overspend would be realised. The Board remained uncertain as to when spending could be brought under control and how any overspend will affect future budgets of the Council.
The Board could see that the increasing number of LAC was a key factor in increasing costs, and the department must do all it can to control this. It also recognised that it was not simply the case that the number of looked after children must come down to bring down costs. The way these children are looked after and placed (including reviewing the use of out of county
OVERVIEW & SCRUTINY / TROSOLWG A CHRAFFU
CITY AND COUNTY OF SWANSEA / DINAS A SIR ABERTAWE CIVIC CENTRE, SWANSEA, SA1 3SN / CANOLFAN DDINESIG, ABERTAWE, SA1 3SN
www.swansea.gov.uk 169 residential care) and effective social work / support plays a significant part in managing the budget.
The Section 151 Officer was clear that the budget could not be altered without firm evidence of a change, and certainly not before a plateau in LAC numbers was seen. The Board did accept there were difficulties in making predictions about both the absolute numbers of LAC and placements. The Permanence Panel should play an important role in improving care planning and undertaking a rigorous review of current placements, looking at long term solutions. All LAC needed to be in suitable care and no longer than necessary. The Authority must also look at increasing the number of local placements.
The Board was told that it was anticipated that the situation would improve towards the end of the year. The Authority would then have a better ability to project spend in future years. We noted that the Director was looking at Social Services as a whole and was considering moving under spends in other parts of the department to ease budget pressures within Child & Family Services.
The Board was pleased with a number of matters:
Improvements had been made and were ongoing in a number of key areas, and the Board was aware that the CSSIW had also recognised progress in its recent monitoring report. Work on improving ‘front door services’ (remodelling of access arrangements and strengthening partnership arrangements), emergency / outreach support for families, permanency & placement choice & support (including foster care provision), the number of short break carers, developing the multi-agency support team, and, recruitment & restructuring will have a positive impact – and the indications were good. A number of the things that were described in the earlier reports to Council and Cabinet were now being seen and the Director expressed the opinion that strides had been made in improving the quality of service and that performance now compared well with others elsewhere. All the evidence suggested that they would help reduce the budget, however as yet it had not been long enough to see their effects. Leadership, energy and enthusiasm was demonstrated by the Directorate, in particular by Steve Walker, Head of Child & Family Services. The Board has seen the service move in the right direction over the last year and felt that he had really grown in his role over that time. It placed a lot of confidence in him and his staff. The monitoring arrangements / framework in place facilitated robust challenge on performance and financial monitoring in Child & Family Services. The secondment of a dedicated accountant to the service to review all budget lines was considered a welcome proactive step that could help to identify savings. The successful recruitment of new social workers and detailed induction programme that had been developed to ensure that staff were supported
170 into the organisation and well prepared for their roles. It will be essential that adequate plans are in place when the US recruits arrived in September. The working environment would also be crucial to retaining staff. The Board was pleased that Swansea had been able to attract them. The number of new foster care enquires that had been made so far was very encouraging and showed the impact of improved marketing. Of course a lot depended on final take up but hopefully it should increase placement choice and result in financial benefits. The Board accepted that legal costs had gone up as a result of volume of work, cases being more complex and high legal standards, but noted efforts to control spending e.g. reducing the use of external legal advise. The Board welcomed progress in reducing number of locum staff and efforts to bring cases back in house, particularly some of the more complex cases. The fact that the use of external Counsel was only considered as a ‘last resort’ and needed joint approval between legal and social services was also welcomed. The importance of good quality social work and record keeping, to the successful process of cases was stressed. The Board was satisfied that the legal budget was being adequately monitored and reviewed. In view of the heavy workload and pressure experienced by the legal team the Board praised Debbie Smith (and her staff) for their efforts.
A number of matters, however, were of concern to the Board:
Whilst being pleased with the recruitment and recognising the need for thorough induction / handover for staff the Board was keen to see agency staffing numbers dropping off. Clearly it has taken longer to reduce agency costs than the budget had assumed. The Board wanted to see the phase out being managed over the coming months. It wanted to see the Director’s expectation that the numbers of agency staff by the end of 2010 would be zero, coming to fruition. Working with partners is essential (particularly in early intervention and working with families before crises developed) and this was a recurring theme in the CSSIW reports. The Board was concerned about the rate at which the relationships were developing - the Board continued to hear of issues with health partners. The Board, however, was pleased to be told that the Head of Child & Family Services was leading a programme of work on behalf of the CYP Partnership regarding the relationship between the front end of Social Services and partners (e.g. CAF, eligibility criteria, Team Around the Child etc). The Board stressed that a good working relationship amongst partners was vital. It would improve confidence to be able to assess needs and access appropriate services rather than going to Social Services because of uncertainty about where else to go. Better early intervention and prevention will lead to fewer referrals but more children being helped. The Board has been aware of some progress but this needed to be accelerated. The critical Internal Audit report on Independent Agency Placements (formerly known as “Out of County”) of children in the care of the
171 Authority. The Head of Service did assure the Board that swift action had been taken to address the findings - a revision and overhaul of arrangements and establishment of a strategic lead for examining every placement and reviewing contracts. It was noted that the Directorate claimed to be far more robust with independent fostering agencies regarding needs and expectations, for example there was now an arrangement where Child & Family Services had access to their emergency lists but only paid for the nights used. The Section 151 Officer agreed that a follow up audit would be made available to scrutiny. Meeting the required judicial standards and the effect on officer time/cost in terms of the preparation of cases.
Recommendations
From the meeting the Board recommends: (i) the follow up Audit on Independent Agency Placements be brought forward to provide assurance that procedures / controls are now good and the findings be shared with the Board at the earliest opportunity; (ii) that a further monitoring report on the budget be provided to the Board by the end of 2010.
I look forward to your reply to our comments and response to questions raised and recommendations made. It would be helpful to receive your reply to this letter by 24th August so that it can be included in the agenda of our next Board meeting taking place on 1st September 2010.
Yours sincerely,
COUNCILLOR MARK CHILD Chairman, Child & Family Services Overview & Scrutiny Board [email protected]
cc Child & Family Services Overview & Scrutiny Board Members Cabinet Members Corporate Management Team Steve Walker – Head of Child & Family Services Lowri Lloyd-Hughes – Welsh Assembly Government / Children’s Social Services Intervention Board
172 APPENDIX 2.
C ITY A ND C OUNTY O F S WANSEA ——————————————————————————————————————————————— D INAS A S IR A BERTAWE
Councillor Tregoning Please ask for: Overview & Scrutiny Gofynnwch am: Cabinet Member for Social Services Direct Line: 01792 637257 Room 2.1.13 Llinell Uniongyrochol:
Civic Centre e-Mail [email protected] e-Bost: Oystermouth Road SWANSEA Our Ref CF/04 Ein Cyf: SA1 3SN Your Ref Eich Cyf:
Date 9th September 2010 Dyddiad:
Dear Councillor Tregoning,
Child and Family Services Overview & Scrutiny Board – 1st September 2010
The main focus of our meeting was to discuss the recent CSSIW monitoring report and progress with the improvement of Child & Family Services. The Board also saw the first quarter progress report on the implementation of the Child & Family Services (CFS) Strategic Delivery Plan, and discussed the contribution of the work of Professor David Thorpe and Dr. Suzanne Regan to improving ‘front door services’ and partnership working. The Board questioned the Corporate Director (Social Services) and the Head of Child & Family Services on these matters.
Firstly, thank you for your prompt response to our previous letter - our exchange of letters should continue in this vein. The information you provided on the Family Justice Review was very helpful. The Board expected that you would ensure that Swansea took any opportunities to input views into this review, to ensure that the issues recently shared with the Board were flagged up. Notwithstanding the national review, the Board agreed that it should at some point this year examine the legal aspect of CFS, given the significant cost. The Board needed to better understand processes / procedures, the issues and local problems, and consider how it can provide some constructive help. A meeting with you and officers would be useful to consider how the Board can make an effective input.
With regard to the CSSIW monitoring report overall the Board felt that the report was largely positive and was clear that the Authority had moved forward on most of the areas identified from the inspection in January 2010. However, it was also clear about where there was still progress to be made. OVERVIEW & SCRUTINY / TROSOLWG A CHRAFFU
CITY AND COUNTY OF SWANSEA / DINAS A SIR ABERTAWE CIVIC CENTRE, SWANSEA, SA1 3SN / CANOLFAN DDINESIG, ABERTAWE, SA1 3SN
www.swansea.gov.uk 173 There were numerous references to ‘partners’ in the report and clearly there is some way yet to go in achieving effective working with all partners. The work that the Head of Child & Family Services is doing on developing a common vision amongst key partners at the most senior level, and developing a clear framework and objectives around things like the Common Assessment Framework, and initiatives such as Team Around the Child and So To Do, is welcomed. These will be important building blocks for a positive relationship, greater trust and confidence, and demonstrating strategic leadership.
It was also pleasing to be informed that the Authority was becoming more proactive in engaging in discussion with partners, focussing on changing the culture within, rather than placing expectations upon others. This was a very positive step forward. It was clear that in the past this has not been the case, with a recognition that support and advice available to partners had been lacking and expectations unclear, resulting in inappropriate referrals. The work undertaken by Professor Thorpe and Dr. Regan was clear that Child & Family Services needed to work differently, and clear about how the Authority can help itself and our partners to do things better. It was important that children are supported at the earliest opportunity, preventing complex problems from arising. With all partners doing their bit (whether schools, health visitors, or midwives) and CFS engaging in discussions and giving advice at an early stage, this should result in fewer referrals and the opportunity to work more intensively with those that need the support of CFS. With the development of relationships with partners and CFS taking on new staff it may be an ideal time to consider opportunities for cross-fertilization.
With the establishment of the new staffing structure and move to five locality focused Assessment & Case Management Teams, the transition and handover between the workloads must be carefully planned and managed, particularly with many new staff coming in. The department appeared to have good arrangements in place to get this right. In terms of tackling some of the workforce issues it was pleasing to be told by the Director that recommendations made by the Board at the end of 2009 were being acted upon.
Looking ahead, the Board expected that the Authority was well prepared for the ‘reality-check’ that the CSSIW will undertake at the end of September and hoped that this would continue to show further improvement and strengthened position.
Finally, in terms of our work plan our review of corporate parenting should be concluded in the next month and the Board will then focus on another topic. Drug and alcohol misuse had previously been identified as a key issue for CFS and we will meet with relevant officers to explore this and help scope any work that could be undertaken. Your views on the work of the Board of course are welcome. The Board was also keen to be provided with some anonymised actual CFS cases which the Board could then track on a regular basis at Board meetings, in order to get a real feel for the experience of children in the
174 system and the service. We suggested three cases, one of which involved care proceedings. I would be happy to meet with you and relevant officers to consider how our expectations can be met.
Recommendations
From the meeting the Board recommends that you ensure that: a) the Authority responds to the Family Justice Review’s call for evidence; b) work is undertaken to provide the Board with a selection of anonymised live cases to enable the Board to track progress and learn more about the child care system and service.
I look forward to your reply to our comments and response to issues raised and recommendations made. It would be helpful to receive your reply to this letter by 21st September so that it can be included in the agenda of our next Board meeting taking place on 29th September 2010.
Yours sincerely,
COUNCILLOR MARK CHILD Chairman, Child & Family Services Overview & Scrutiny Board [email protected] cc: Child & Family Services Overview & Scrutiny Board Members Cabinet Members Corporate Management Team Steve Walker – Head of Child & Family Services Lowri Lloyd-Hughes – Welsh Assembly Government / Children’s Social Services Intervention Board
175 APPENDIX 3.
C ITY A ND C OUNTY O F S WANSEA ——————————————————————————————————————————————— D INAS A S IR A BERTAWE
Please ask for: Gofynnwch am: Cllr Nick Tregoning
Direct Line: 01792 637426 Councillor Mark Child Llinell Uniongyrochol: Chairman – Child & Family Services [email protected] Overview & Scrutiny Board E-Mail / E-Bost: [email protected]
City and County of Swansea Our Ref / Ein Cyf: NT/RB Civic Centre Your Ref / Eich Cyf: Date / Dyddiad: 23 August 2010
Dear Councillor Child,
Re: Child & Family Services Overview & Scrutiny Board
Thank you for your letter of the 16th August, which was received on the 18th August. I both understand and share the Board’s concern over the projected outturn figure for Child and Family Services. (CFS) That is why I have maintained and will maintain my pressure upon senior staff to bring the deficit under control as swiftly as possible. I appreciate that there is a substantial impact upon the Directorate’s finances caused by the continued increase in looked-after children. (LAC) As I indicated at Council on 19th August in my answer to one of the questions that I was asked on this subject, each LAC costs the authority approximately £27,000 per year, and while the cost emphatically cannot be our driving consideration here, nevertheless it is clear that a continuing rise in costs will prove unsustainable. After all, 40 extra LAC over a year will cost the authority around £1 million.
I remain of the view that the measures that we have put in place, some of which you refer to in your letter will begin to bear down on the overspend; (as long as the operating environment remains predictable) and I would expect to see clear signs of this by the end of this calendar year.
In this context, I welcome the slight decrease in the numbers of LAC in July. For me, it is the fact of the decrease rather than the actual numbers involved which is significant. It is the first time in two years that the monthly figure has come down, and
COUNCILLOR/Y CYNGHORYDD NICK TREGONING CABINET MEMBER / AELOD CABINET
CABINET OFFICE, CIVIC CENTRE, OYSTERMOUTH ROAD, SWANSEA SA1 3SN SWYDDFA’R CABINET, CANOLFAN DDINESIG, HEOL YSTUMLLWYNARTH, ABERTAWE SA1 3SN
(01792) 637441 (01792) 636196 [email protected] www.swansea.gov.uk
176
C ITY A ND C OUNTY O F S WANSEA ——————————————————————————————————————————————— D INAS A S IR A BERTAWE
while I would not expect to see a steady month on month decrease from now on, I am hopeful that this shows the trend in LAC beginning to turn in the right direction.
The high cost of agency staff has always been a major factor in pushing up operational costs within CFS. Our recent extremely successful series of recruitment initiatives have provided us with the necessary capacity to be able to reduce our reliance upon agency personnel in the near future. However, I must make it clear that I view the proper induction and support of the new staff that we have recruited as of paramount importance both in achieving the high standard of service delivery to which we aspire, and to promote better retention of staff. That process cannot be truncated.
If vulnerable children and families in Swansea are to receive the help that their circumstances warrant, then working with partners is the only way to secure that help. While it is the case that as a consequence of the reorganisation within the LHB it has not been possible for a consistent strategic lead officer to be established, that difficulty has now been overcome. However, it is worth pointing out that communication and co- operative working at an operational level has continued throughout.
The Head of Service has acted swiftly to address the findings of the recent audit of Independent Agency Placements, and I fully expect to see results flowing from this action in the near future. I concur that it would be useful to bring the follow up audit forward so that the effectiveness of the measures taken can be gauged swiftly. Neither do I foresee any difficulty in providing the Board with a further monitoring report on the budget by the end of December.
I have not commented on the matter of judicial standards deliberately. Legal costs are a significant component of the overspend, and the processes involved in meeting the standards set down by the courts are significant in both financial and human resource terms. However, I think it best to await the outcome of the Family Justice Review this autumn before making any significant changes, particularly in the light of the Barnardos research that highlighted the inordinate delay in care hearings. The average wait in England and Wales is 57 weeks at county court level.
COUNCILLOR/Y CYNGHORYDD NICK TREGONING CABINET MEMBER / AELOD CABINET
CABINET OFFICE, CIVIC CENTRE, OYSTERMOUTH ROAD, SWANSEA SA1 3SN SWYDDFA’R CABINET, CANOLFAN DDINESIG, HEOL YSTUMLLWYNARTH, ABERTAWE SA1 3SN
(01792) 637441 (01792) 636196 [email protected] www.swansea.gov.uk
177
C ITY A ND C OUNTY O F S WANSEA ——————————————————————————————————————————————— D INAS A S IR A BERTAWE
I attach for the Board’s information a copy of the terms of reference for the Family Justice Review and an article in Public Finance of 9th August 2010 which reports Martin Narey’s (Chief Executive of Barnardos) comments on the research. Please forgive me if you have already seen this documentation.
Yours sincerely
COUNCILLOR NICK TREGONING CABINET MEMBER FOR SOCIAL SERVICES
Copy to: Councillor Paxton Hood-Williams – Vice Chair C&F Services O&S Board Councillor Chris Holley – Leader Councillor Mike Day – Cabinet Member for Education Councillor Mary Jones – Cabinet Member for Business Improvement & Efficiency Paul Smith – Chief Executive Chris Maggs – Director of Social Services Steve Walker – Head of Child & Family Services Brij Madahar – Overview & Scrutiny Co-ordinator Lowri Lloyd Hughes – Intervention Board
COUNCILLOR/Y CYNGHORYDD NICK TREGONING CABINET MEMBER / AELOD CABINET
CABINET OFFICE, CIVIC CENTRE, OYSTERMOUTH ROAD, SWANSEA SA1 3SN SWYDDFA’R CABINET, CANOLFAN DDINESIG, HEOL YSTUMLLWYNARTH, ABERTAWE SA1 3SN
(01792) 637441 (01792) 636196 [email protected] www.swansea.gov.uk
178 179 180 Family Justice Review
Terms of Reference
The Secretaries of State for Justice and Children, Schools and Families and the Welsh Assembly Government Minister for Health and Social Services have commissioned a review of the family justice system in England and Wales.
The following guiding principles have been identified which are intended to provide a framework within which the review’s work should be undertaken:
The interests of the child should be paramount in any decision affecting them (and, linked to this, delays in determining the outcome of court applications should be kept to a minimum) The court’s role should be focused on protecting the vulnerable from abuse, victimisation and exploitation and should avoid intervening in family life except where there is clear benefit to children or vulnerable adults in doing so Individuals should have the right information and support to enable them to take responsibility for the consequences of their relationship breakdown Mediation and similar support should be used as far as possible to support individuals themselves to reach agreement about arrangements, rather than having an arrangement imposed by the courts The processes for resolving family disputes and agreeing future arrangements should be easy to understand, simple and efficient Conflict between individuals should be minimised as far as possible
The review should assess how the current system operates against these principles and make recommendations for reform in two core areas: the promotion of informed settlement and agreement; and management of the family justice system.
Specifically, this will include examination of the following issues:
The extent to which the adversarial nature of the court system is able to promote solutions and good quality family relationships in private law family cases and what alternative arrangements would be more effective in fostering lasting and positive solutions Examination of the options for introducing more inquisitorial elements into the family justice system for both public and private law cases Whether there are areas of family work which could be dealt with more simply and effectively via an administrative, rather than court-based process, and the exploration of what that administrative process might look like Examination of the roles fulfilled by all of the different agencies and professionals in the family justice system, including consideration of the extent to which governance arrangements, relationships and accountabilities are clear and promote effective collaboration and operational efficiency
The review will be conducted by a Panel, comprising four independent representatives and senior representatives from MoJ, DCSF and the Welsh Assembly Government (as relevant for devolved matters). The Panel will be assisted in its work by an expert consumer and stakeholder group, made up of experts from across the family justice system, academics and consumer specialists. Membership of the Panel and Advisory Group will be approved by Ministers.
181
In examining these matters the Panel will be required to obtain and consider the views of key stakeholders, including children and families, the judiciary, family lawyers, Cafcass practitioners and social workers. The review will also be expected to engage in wide consultation, to draw on relevant family justice research studies and literature, consider available qualitative and quantitative data and take into account international comparisons.
The review should take account of value for money issues and resource considerations in making any recommendations. Recommendations should be costed and have regard to affordability.
Following examination of available research and evidence, the Review Panel is expected to report the likely timeframes for moving the Review forward within a three-month period following the Review’s announcement. A final report setting out the Review’s findings is expected to be submitted to the Secretary of State for Justice, the Secretary of State for Children, Schools and Families and the Welsh Assembly Government Minister for Health and Social Services in 2011.
20 January 2010 182
Item No. 14 (1)
Joint Report of the Chair of Council and Acting Monitoring Officer
Council – 14th October 2010
AMENDMENTS TO THE COUNCIL CONSTITUTION
Summary
Purpose: To report back on amendments to the Council Constitution.
Policy Framework: None.
Reason for Decision: To adopt and note amendments to the Council Constitution.
Consultation: Legal
1. Introduction
1.1 In compliance with the Local Government Act 2000, the City and County of Swansea has adopted a Council Constitution. A number of issues have arisen since adoption and in order to maintain the aims, principles and procedures set out in Articles 1 and 15 of the Council Constitution it is proposed that the amendments set out below should be made to the Constitution.
2. Amendments to the Council Constitution
2.1 The following amendments to the Council Constitution are recommended to Council for adoption:
3. Amendments to the Council Constitution (FOR DECISION) The following amendments are recommended for approval:-
Following discussion and agreement at the Member Support & Development Working Group regarding the groups Terms of Reference, the following additions are proposed – a) To lead on the Induction Programme for new and returning Councillors; b) To lead on Councillors training; c) To lead on improvements to Council Body Meetings including innovations such as Electronic Voting; d) To consider matters raised by other Councillors / Officers in relation to Councillor Support and Development.
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The Groups amended Terms of Reference (Page 141 of the Constitution) would read as follows –
1. To lead the Council towards the achievement of the Welsh Local Government Association’s (WLGA) Member Support and Development Charter. This Group shall not consider any Councillor ICT issues.
2. To lead on the Induction Programme for new and returning Councillors.
3. To lead on Councillors training.
4. To lead on improvements to Council Body Meetings including innovations such as Electronic Voting.
5. To consider matters raised by other Councillors / Officers in relation to Councillor Support and Development.
6. Proposals from this Group will be reported back to Council.
7. The Agendas and Minutes of the Member Support and Development Working Group be e-mailed to all Councillors for information.
8. Council be provided with a 6 monthly update of the work of the Member Support and Development Working Group.
4. Amendments to the Council Constitution (FOR INFORMATION)
The Acting Monitoring Officer has authority to amend the constitution to reflect administrative/legislative changes. Changes made include the following areas:-
Following advice from the Welsh Assembly Government the term Local Education Authority has been replaced by Local Authority, this required numerous changes to the constitution including the changes of all references to the LEA Governor Panel to LA Governor Panel and all other references from LEA to LA (Amendments made to Pages 23, 84, 90,130 and 209 of the Constitution).
Following on from Minute 69 of the Council meeting held on 19th August, the following addition was agreed at the Constitution Working Group on 4th October 2010 (Page 78 of the Constitution) – 1.10 The reason for calling in an application MUST relate to material planning considerations which include:
i) The intrinsic merits of the scheme; ii) Its compliance or otherwise with planning policy; iii) Its effect on interests of acknowledged importance such as residential amenity, highway safety, built and natural environment; iv) The site’s planning history; v) Local and / or Public Concern.
184 5. Copies of the Council Constitution A revised version of the constitution will be published on the internet at www.swansea.gov.uk/constitution and paper copies will be made available to Members on request.
6. Recommended that: 1) The amendments to the Council Constitution listed in paragraph 3 above be adopted following the closure of this meeting.
2) The amendments made to the Council Constitution listed in paragraph 4 above be noted.
Background papers: None Contact: Democratic Services 01792 636824 Legal Officer: Roderic Jones - 6th October 2010
185 Item No. 15 (1)
Report of the Overview & Scrutiny Business Committee
Council – 14th October 2010
OVERVIEW & SCRUTINY ANNUAL REPORT
Summary
This report presents the annual report of the work of the Council’s overview & scrutiny boards for the municipal year 2008/09 as required by the constitution.
FOR INFORMATION
1. Every year Council requires that an annual report is produced for the work of Overview & Scrutiny for the previous municipal year. The Annual Report for 2009/10 is attached at appendix 1.
2. The Overview & Scrutiny Annual Report is used to:
Highlight the work of the Overview & Scrutiny Boards / Committees Show how overview & scrutiny has made a difference Show how the overview and scrutiny function is being improved Highlight planned work and future priorities
3. Importantly the annual report can be used as a way to raise awareness of the work of overview & scrutiny to a wider audience. Many staff in particular have low awareness of the work of overview & scrutiny. Last year, following a short awareness raising campaign, staff awareness of overview and scrutiny increased from 46% to 53% although this is still a low figure.
Legal and Financial Implications
5. The Council Constitution requires that an overview & scrutiny annual report is presented to Council each year although the style and content of the annual report is not prescribed.
6. There are no additional financial implications at this stage. The annual report will only be produced electronically and that there will be no additional printing or publicity costs.
Background papers: None Contact Officer: Dave Mckenna, Overview & Scrutiny Manager, 01792 636090 04.10.10 Legal Officer: Janine Townsley
186
Appendix 1
DRAFT
Questions, Investigations and Recommendations
Overview & Scrutiny Annual Report City and County of Swansea 2009/10
187 Contents
The Year in Quotes What is Overview & Scrutiny Making a Difference in 2009/10 Improving Overview & Scrutiny Challenges for 2010/11 Board Membership 2009/10 Overview & Scrutiny Unit Getting Involved
188 What is Overview & Scrutiny?
Overview and Scrutiny is an essential ingredient of local democracy.
Overview & Scrutiny makes a difference by ensuring that local decision making is better, that local services are improved and that local democracy is strengthened. This is done by holding the Council's Cabinet to account and by monitoring and reviewing the performance of public services and policies. The work of overview & Scrutiny includes talking to the public, gathering evidence from relevant organisations and conducting research. For in depth pieces of work the boards will produce reports and make recommendations.
The City & County of Swansea has five Overview & Scrutiny Boards that work in a similar way to the select committees in parliament and are made up of backbench councillors from all parties.
The five Overview & Scrutiny Boards are:
Child and Family Services Overview & Scrutiny Board Children, Young People & Learning Overview & Scrutiny Board Environment and Communities Overview & Scrutiny Board Health, Social Care and Well-being Overview & Scrutiny Board Performance and Finance Overview & Scrutiny Board
In addition the Council has two overview & scrutiny committees which have a cross cutting and coordinating role:
Overview & Scrutiny Business Committee Partnership Overview & Scrutiny Committee
Overview and Scrutiny is supported by:
. The Overview & Scrutiny Unit which supports the work of the boards by; managing the work plans; facilitating task and finish groups and events; and supporting research. Dedicated officers support each board and work closely with the chair and vice chair
. Legal & Democratic Services who provide advice and support for board meetings by coordinating agendas and minutes as well as giving legal advice.
. Council Departments who provide advice and information by attending meetings and providing reports. Directors and heads of service will be involved in reviews as sponsors and advisors.
Details of the work of the Boards, including their reports, can be found at www.swansea.gov.uk/scrutiny
189 Making a Difference in 2009/10
Overview & Scrutiny Boards
In the year 2009/10 the Council had the following Overview & Scrutiny Boards:
Child and Family Services Overview & Scrutiny Board Children, Young People Overview Board Children, Young People Scrutiny Board Environment, Regeneration and Overview Board Environment, Regeneration and Scrutiny Board Health, Social Care and Well-being Overview Board Health, Social Care and Well-being Scrutiny Board Finance, Audit & Business Improvement Overview Board Finance, Audit & Business Improvement Scrutiny Board
Overview & Scrutiny – Working for the Public
In 2009/10, councillors on overview & scrutiny boards worked harder than ever to help improve services and to try and ensure that the right decisions were being made by the Council.
Here are some facts and figures to give an idea of the work that was done between May 2009 and April 2010 (numbers in brackets are for the year before):
97 (76) formal board meetings were held The average attendance by Councillors for all boards was 66% (70%) 61 (28) additional task and finish group meetings were held 7 (5) major review reports were produced and published Evidence was gathered for a further 4 (4) reviews which were continued to the next year
The Overview & Scrutiny Process
The scrutiny process is a straight forward one.
1. Overview & scrutiny councillors agree questions that they want to ask about services that may need to be improved, policies that may need to be developed or decisions made by Cabinet members that may need to be challenged. 2. To help answer these questions the overview and scrutiny boards conduct investigations so that they can reach conclusions based on clear evidence. This might involve calling witnesses to their meetings, conducting surveys or going on visits. 3. The final stage is to make proposals, usually to Cabinet members, about how things might be improved. If these recommendations are
190 accepted overview & scrutiny will ask for further reports to check that actions have been followed up.
Questions
During the year the overview and scrutiny boards were involved in 12 major reviews. These reviews addressed the following questions:
1. How can we reduce the impact of child poverty on education? (Children and Young People Scrutiny Board) 2. How well has the Swansea Metro been introduced? (Environment, Regeneration & Culture Scrutiny Board) 3. What should Swansea’s cycling strategy look like? (Environment, Regeneration & Culture Overview Board) 4. How can we improve integrated service delivery for children and young people? (Children & Young People Overview Board) 5. How can we improve youth support services? (Children and Young People Scrutiny Board) 6. Should the proposed closure of two children’s accommodation units go ahead? (Child and Family Services Overview & Scrutiny Board) 7. How affective are Child & Family Services arrangements for assessments, work force planning and family support services? (Child and Family Services Overview & Scrutiny Board) 8. How effective is the Communities First scheme? (Environment, Regeneration & Culture Scrutiny Board) 9. How can we improve our medium term financial plan? (Finance, Audit and Business Improvement Overview Board) 10. How can we improve support for the elderly living at home? (Health, Social Care and Wellbeing Overview Board) 11. How can we improve support for children with disabilities? (Child and Family Services Overview & Scrutiny Board) 12. How can we maintain the community alarm and Telecare services (Health, Social Care and Wellbeing Overview Board)
In addition to conducting reviews the boards have an important role in holding Cabinet Members to account, acting as a ‘critical friend’ for the organisation and monitoring the performance of services. In 2009/10 this work included:
Pre decision budget consultation asking ‘what is being proposed and why, what will the impact on services be?’ (Finance, Audit and Business Improvement Scrutiny Board) Challenge Session asking ‘Is the Youth Offending Service action plan adequate?’ (Children and Young People Scrutiny Board) Challenge Session asking ‘Do we have relative achievement in Education in Swansea?’ (Children and Young People Scrutiny Board) Session to Evaluate the Child & Family Services Strategic Delivery Plan - 2009/10 asking ‘How robust is the plan? How will it improve services?, Is it being implemented as planned? (Child and Family Services Overview & Scrutiny Board)
191 Continuing Assessment of Child & Family Services Performance asking ‘How good are services and are they improving?’ (Child and Family Services Overview & Scrutiny Board) Session to ask ‘Is the Council complying with its Equalities & Diversity duties?’ (Finance, Audit & Business Improvement Scrutiny Board) Developing the Council’s response to the ‘Are We Being Served’ Report into the Councillor Role (Finance, Audit & Business Improvement Overview Board)
Investigations
Evidence gathering by the boards included the following activities:
Supporting the production of a Young People Film titled ‘I am NEET’ (Children & Young People Overview Board) Survey of schools and relevant organisations (Children & Young People Scrutiny Board) Talked to over 25 front-line staff involved in caring for vulnerable children (Child and Family Services Overview & Scrutiny Board) Meetings with looked after children at the children’s homes at Blaenymaes (Child and Family Services Overview & Scrutiny Board) Survey of the proposed route of the Metro Bus in the Prototype Vehicle (Environment, Regeneration & Culture Scrutiny Board) Structured discussions with front line social workers (Child and Family Services Overview & Scrutiny Board) Interviews with 22 Heads of Services to get their views on budget priorities. (Finance, Audit & Business Improvement Overview Board)
Recommendations
During the course of the year the boards made a total of 77 recommendations to Cabinet of which 86% were fully accepted. Examples of what Cabinet agreed to as a result of these reports included:
To produce a comprehensive map of services that have an impact on children and young people (Children & Young People Scrutiny Board) To monitor specific points on the Metro route for safety, flow, and illegal activity at a number of Sites in the City & County of Swansea (Environment, Regeneration & Culture Scrutiny Board) To work on cost comparisons between in-house and independent care to ensure placements for children are effective (Child and Family Services Overview & Scrutiny Board) To develop a medium to long-term plan of the needs for fostering and residential homes for vulnerable children across the region (Child and Family Services Overview & Scrutiny Board) To ensure that Child and Family Services have a greater, demonstrable ownership of Cymorth funding to support the improvement and development of Family Support Services (Child and Family Services Overview & Scrutiny Board)
192 To reconfigure youth support services to meet existing partnership priorities (Children & Young People Overview Board)
The overview & scrutiny boards also reviewed proposed changes including:
Supported the assessment of Earlsmoor and the proposed closure (Health, Social Care and Wellbeing Overview Board) Supported the proposed closure of Cockett children’s homes (Child and Family Services Overview & Scrutiny Board)
During the year action plans were put together in response to overview and scrutiny recommendations dealing with the following topics:
Child Poverty and Educational Attainment (Children and Young People Scrutiny Board) Youth Support Services (Children and Young People Overview Board) Respite Care (Health, Social Care and Wellbeing Overview Board) Door to Door rent collections (Health, Social Care and Wellbeing Scrutiny Board)
Further follow ups, to see how well action plans were being implemented, were also presented to the boards. These included:
Integrated Service Provision (Children and Young People Overview Board) Youth Offending Service Challenge recommendations Report (Children and Young People Scrutiny Board) School Attendance (Children and Young People Scrutiny Board) E -Government Programme (Finance, Audit and Business Improvement Scrutiny Board) Review of the Use of Consultants (Finance, Audit and Business Improvement Scrutiny Board) Energy Management (Finance, Audit and Business Improvement Scrutiny Board) Working with the Community to Reduce Crime (Environment, Regeneration & Culture Scrutiny Board) Respite Care (Health, Social Care and Wellbeing Overview Board) Social Services Transport (Health, Social Care and Wellbeing Scrutiny Board) Door to Door Rent Collections (Health, Social Care and Wellbeing Scrutiny Board) Population Estimates & the Census (Finance, Audit and Business Improvement Overview Board)
193 Councillor and Officer Survey
Last year a survey of councillors and council staff was introduced to find out what awareness people had of overview & scrutiny and whether they felt it had made a positive impact. The survey was repeated this year and the results of the survey, conducted in April, are as follows:
Councillors (47 responses)
Do you agree that you have a good 2010 2009 understanding of the work of overview and scrutiny? Strongly agree 42.6%(20) - Tend to agree 46.8%(22) - Tend to disagree 8.5%(4) - Strongly disagree 2.1%(1) -
Do you agree that overview and scrutiny has 2010 2009 had a positive impact on the business of the Council? Strongly agree 29.8%(14) 33.3%(17) Tend to agree 55.3%(26) 49%(25) Tend to disagree 6.4%(3) 13.7%(7) Strongly disagree 6.4%(3) 3.9%(2)
Staff (157 responses)
Do you agree that you have a good 2010 2009 understanding of the work of overview and scrutiny? Strongly agree 10.4%(16) 6.6%(9) Tend to agree 42.2%(65) 39.7%(54) Tend to disagree 32.5%(50) 40.4%(55) Strongly disagree 14.3%(22) 12.5%(17)
Do you agree that overview and scrutiny has 2010 2009 had a positive impact on the business of the Council? Strongly agree 7.1% (11) 2.9%(4) Tend to agree 38.3%(59) 52.9%(72) Tend to disagree 33.8%(52) 27.9%(38) Strongly disagree 10.4%(16) 4.4%(6)
Overall 85% of Councillors and 45% of Council staff agreed that Overview and Scrutiny had made a positive impact compared with 82% and 63% in 2008/09.
Overall 89% of councillors and 53% of staff felt that they had a good understanding of overview & scrutiny. This compares to 46% of staff in 2008/09 (councillors were not asked this question).
194 Improving Overview & Scrutiny
Overview & Scrutiny Improvement Programme
In 2009 an Improvement Programme was held in order to:
Review and evaluate the operation of overview and scrutiny Generate ideas for improving overview & scrutiny Provide improvement opportunities for overview & scrutiny councillors
From the programme five improvement themes were identified and formed the basis of an action plan which was endorsed by Council in February 2010. The themes are:
Develop New Methods of Public Engagement Improve Relationships with Partners Improve Communication Improve the Critical Friend Challenge Develop Cross-Border Scrutiny
Child & Family Services Overview & Scrutiny Board
In 2009, in order to help address concerns about the Council Child & Family Services, a new overview & scrutiny board was set up. This board, which has received praise from external inspectors, introduced a number of innovative ways to do overview and scrutiny including:
Chairs Letters – Direct communications between the board and the Cabinet member to share conclusions and make recommendations Questioning strategies – Using email, pre-meetings and post- meetings to develop effective questioning strategies and to ensure the best use of time Performance Monitoring – Developing special reports so that performance can be understood and analysed in the best way possible
New Arrangements
As a result of the Improvement Programme and of the work done by the Child and Family Services Overview & Scrutiny Board, new Overview and Scrutiny arrangements were agreed by Council in April. These arrangements, which feature five overview & scrutiny boards and two overview & scrutiny committees commenced from May 2010.
Tow new committees have been set up. The Overview & Scrutiny Business Committee will ensure that the overview & scrutiny function is working effectively on behalf of the public. The Partnership Overview & Scrutiny
195 Committee will undertake scrutiny of the Crime and Disorder Partnership as part of its role.
The new arrangements mean that all of the boards will be working towards introducing the innovations pioneered by the Child and Family Services Overview & Scrutiny Board. In addition the boards and committees will also be having more direct dialogue with Cabinet Members at their meetings.
The new arrangements including progress with the Improvement Programme will be reviewed by the Overview & Scrutiny Business Committee early in 2011.
Raising Awareness
Last year a survey revealed that general awareness of overview & scrutiny was low amongst staff. Therefore a number of things have been done to increase awareness and improve engagement amongst staff and the public:
A publicity campaign for the last annual report including press releases, internet stories and postcards sent to council managers Short pieces in the Swansea Leader A refresh of the overview and scrutiny web pages to provide a ‘home page’ for each board and committee The introduction of a scrutiny blog, twitter account and facebook page to replace the overview & scrutiny newsletter New summary boxes at the start of all reports to clearly explain their purpose and content
196
Challenges for 2010/11
The main challenges for 2010/11 are:
Budget: The Council will need to find significant savings in its budget for this and future years. Overview and scrutiny will have an important role to play both in identifying possible savings and in acting as a critical friend throughout the budget process. New Arrangements: Ensuring that the effectiveness of overview & scrutiny is improved by the changes that were introduced at the beginning of 2010/11 Community Strategy: For the first time in 2010/11 an annual report detailing progress with the community strategy will be produced. This will provide an opportunity to scrutinise the delivery of the strategy and the effectiveness of the partnerships associated with it Local Government Measure: The National Assembly for Wales are in the final stages of agreeing a new legal measure that will mean a number of changes for overview & scrutiny. These changes are likely to come into effect in 2012.
197 Board Membership 2009/10
CHILD & FAMILY SERVICES OVERVIEW & SCRUTINY BOARD
J Evans C L Philpott S M Jones D Price J Newbury J M Thomas M C Child (Chair) D Phillips J T Miles J C Richards P R Hood-Williams (Vice Chair)
CHILDREN & YOUNG PEOPLE OVERVIEW BOARD
N A Holley J Newbury (Chair) Mervyn R Jones I M Richard S M Jones J Woodman (Vice Chair) J E Burtonshaw E T Kirchner D H Hopkins Hazel M Morris M Smith
Co-opted Members Robin Lowe Kathleen Boyce
CHILDREN & YOUNG PEOPLE SCRUTINY BOARD
P M Black J B Kelleher V A Bates – Hughes (Vice Chair) K E Marsh D T Howells J M Thomas W Evans J T Miles P M Matthews C Thomas (Chair) A (Tony) C S Colburn
Co-opted Members Kathleen Boyce Robin Lowe
ENVIRONMENT, REGENERATION & CULTURE OVERVIEW BOARD
J B Kelleher R Speht (Chair) C L Philpott (Vice Chair) R J Stanton D Price D P Tucker B J Hynes D I E Jones D H James Hazel M Morris M E Gibbs
198 ENVIRONMENT, REGENERATION & CULTURE SCRUTINY BOARD
V N Abbott J W Jones (Vice Chair) A R A Clement R D Lewis N A Holley K E Marsh J E Burtonshaw A Lloyd C R Doyle (Chair) R C Stewart A (Tony) C S Colburn
FINANCE, AUDIT & BUSINESS IMPROVEMENT OVERVIEW BOARD
V N Abbott K E Marsh J W Jones D Price (Chair) J B Kelleher (Vice Chair) R Speht N S Bradley J C Richards D I E Jones G Phillips A (Tony) C S Colburn
FINANCE, AUDIT & BUSINESS IMPROVEMENT SCRUTINY BOARD
J Evans P M Meara (Vice Chair) D T Howells C L Philpott R D Lewis J Woodman R Francis-Davies D Phillips M J Hedges (Chair) D W W Thomas P R Hood-Williams
HEALTH, SOCIAL CARE & WELL BEING OVERVIEW BOARD
V A Bates-Hughes A Jopling J Evans (Chair) P M Meara D T Howells W K Morgan (Vice Chair) B J Hynes R J Lloyd W (Billy) E A Jones P B Smith M Smith
HEALTH, SOCIAL CARE & WELL BEING SCRUTINY BOARD
N A Holley S M Jones J W Jones I M Richard M R Jones R J Stanton (Vice Chair) W J F Davies B G Owen (Chair) E T Kirchner C Thomas M Smith
199
Overview & Scrutiny Unit
Lee Wenham Head of Communications Overview & Scrutiny Dave Mckenna Overview & Scrutiny Manager Brij Madahar Overview & Scrutiny Coordinator Karen Shadrach Overview & Scrutiny Coordinator Delyth Davies Overview & Scrutiny Officer Michelle Roberts Overview & Scrutiny Officer Spencer Martin Overview & Scrutiny Officer Liz Jordan Chief Executive’s Project Officer (Co located) Jenna Tucker Overview & Scrutiny Research Officer
200
Getting Involved
There are many ways in which you can get involved in Scrutiny. This can be done by:
1. Attending a meeting – All Boards are open to the public. Many of the Overview and Scrutiny Board meetings take place in the committee rooms in the Civic Centre. 2. Consultation – During the evidence gathering stage of a review a range of stakeholders will be consulted with in order to gain evidence. Details of such consultation will appear on the web pages or in a variety of other formats such as in the local newspaper. 3. Tell us your views – If you have an idea for a Scrutiny review or if you would like to contribute to a current review then please contact the Scrutiny Support Team on the contact details below.
Contact the Team
For further information or if you have any queries then please contact the Overview & Scrutiny Unit on the contact details below:
Email: [email protected] Address: Overview & Scrutiny Unit City and County of Swansea Civic Centre Oystermouth Road Swansea SA1 3SN
www.swansea.gov.uk/scrutiny
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201 Item No. 15 (2)
Report of the Environment & Communities Overview & Scrutiny Board
Council – 14th October 2010
REVIEW OF COMMUNITIES FIRST
Summary:
This report presents the findings, conclusions and recommendations resulting from the former Environment, Regeneration and Culture Scrutiny Board’s report and the outcome following its submission to Cabinet.
FOR INFORMATION
1. Introduction
1.1 Council is provided with reports produced by the Overview and Scrutiny Boards, for information.
1.2 This covering report provides Council with a copy of the former Environment, Regeneration and Culture Scrutiny Board’s report and informs Council of the Cabinet decision in respect of the recommendations made by the Board.
2. The Board’s Report
2.1 The former Environment, Regeneration and Culture Scrutiny Board carried out a Review of Communities First, and produced a report of the findings, conclusions and recommendations resulting from this work. This review was finalised by the Environment and Communities Overview and Scrutiny Board.
2.2 The Board’s report was presented to Cabinet on 23rd September 2010 for decision.
2.3 The final report of the Board is attached as Appendix A.
3. Cabinet Member Response
3.1 At the same time as an Overview & Scrutiny report is presented to Cabinet, the relevant Cabinet Member is required to present a response to the recommendations made.
3.2 Cabinet takes into consideration both the Board’s report and the Cabinet Member’s response before making a decision on the recommendations.
3.3 The Cabinet Member’s response that was agreed by Cabinet is attached as Appendix B.
202 4. Follow Up
4.1 The Environment and Communities Overview and Scrutiny Board will be following up the Cabinet decision and progress with the implementation of the agreed recommendations. In accordance with the Council Constitution it is entitled to receive an action plan from the Cabinet Member within 2 months of the Cabinet decision. This Board is expected to consider the Action Plan at its meeting on 7th December 2010.
4.2 The Board will also schedule a review of progress and is entitled to receive a report back after a period of 6 months after the action plan to measure the implementation and impact of its work. This is expected to take place during March / April 2011 but will be dependent on the timescales within the Action Plan.
5. Legal Implications
5.1 There are no legal implications.
6. Financial Implications
6.1 The financial implications are as detailed in the Cabinet Member’s response.
FOR INFORMATION
Background Papers: None
Contact Officer: Brij Madahar Overview & Scrutiny Coordinator 01792 637257
Legal Officer: Nigel Havard
Date: 06 October 2010
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City and County of Swansea
‘A Review of Communities First’
A Scrutiny Review
Environment, Regeneration and Culture Scrutiny Board January 2010
City and County of Swansea Dinas a Sir Abertawe
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Summary
1. Aims of the Review
1.1 This Environment, Regeneration and Culture Scrutiny Board identified Communities First as its major review topic at its Board meeting on 30th June 2008. The Scoping report for the review was subsequently approved on 22nd September 2008.
1.2 This purpose of the review was to determine what was intended when the assembly established the programme and to what extent has this been delivered? What are the lessons for us and how can we apply these going forward into the next round?
1.3 The objectives of the review are: Are the Communities First areas delivering the programme? How effectively are communities being involved?
2. Evidence Considered
2.1 Consultation on the review involved a number of interviews and site visits including:
Interviews with the Communities First Co-ordinator and background evidence on the Communities First Programme Face to face consultation and workshops with pupils at Daniel James Community School A visit to Bonymaen Communities First A visit to Townhill Communities First A Visit to Sketty Park Communities First A paper on Castle Communities First Wales Audit Office report into Communities First WAG Public Accounts Committee report into Communities First Task and Finish groups (12 held to date)
3. Conclusions
The Board believes that Communities First in Swansea benefits from the efforts of many dedicated individuals including many young people. There have been some successes at local partnership level but the board feels that weaknesses in the programme structure nationally has not succeeded in significantly changing levels of poverty and social exclusion experienced by people living in the Communities First areas within Swansea.
The conclusions resulting from the analysis of evidence gathered through site visits and task and finish groups which discussed issues surrounding
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Communities First in Swansea are contained in the main body of the report, in summary they are:
Communities First Programme: The impact of the programme in Swansea appears to be limited to small scale localised initiatives, lack of funding other than for core and staff costs and unfocussed targeting of resources has offered limited value for money, levels of poverty and social exclusion are not likely to be significantly affected in Communities First areas. Selection Criteria for Communities First Areas: The selection process has been inconsistent Preparation for Communities First Status: There appears to be insufficient planning around both the start and the finish of the Communities First programme Workplans: Communities First areas in Swansea have benefited from the introduction of clear measurable workplans which provide focus to the work of staff teams Community involvement: Although impressed with the dedication and enthusiasm demonstrated by those members of the public involved in Communities First projects the involvement in the programme of ‘hard to reach’ groups and young people needs emphasis Local Members: The board are of the opinion that the role of Councillors as community representatives is not sufficiently recognised within the programme Exit Strategies: The Board feel that it is essential that all projects and aspects of Communities First work are sufficiently supported, trained and prepared for the end of the programme or any benefits may be quickly lost Joint Working: The programme offers a great deal of potential in terms of joint working Working with New Areas: Lessons need to be learned and experience shared if the newer Communities First areas in Swansea are to maximise the potential for success. Programme Bending: Lack of progress in this issue from all partners has been a recognised issue both locally and nationally Evidence of Good Practice in Swansea: Despite the programme flaws the Board came across many pieces of good work which have been recognised nationally. Please see Page 17 for examples of good practice
4. Recommendations
The Board recommends that:
For WAG
Consider this report in any evaluation of Communities First Direct all monies to Local Government (ring fenced to communities identified by need)
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For Cabinet
For similar programmes in future: There needs to be a much more central role for local councillors Local Authority input in Strategies needs to be effected from the outset to ensure practical success on the ground Aims and limitations need to be set out much more clearly Funding confirmation needs to be made within reasonable time; confused and complicated application process and long turn around times, has complicated development of Projects. Flexibility needs to be retained – no one size fits all Capital funding for projects can have greater impact Measuring criteria needs to be consistent Better evidence of the success of the programme needs to be gathered and published Exit strategies need to be in place so that Partnerships can plan for life beyond 2012 if there is to be a significant reduction in funding post 2012 Programme bending needs to be highlighted as an essential priority if Communities First is to succeed in deprived areas Recognise work of community members who give up considerable amounts of their free time for the betterment of their communities There should be more consideration of spatial targeting and programme bending from the outset of community regeneration schemes This particularly the case when trying to focus work on issues such as Child Poverty. Statistics show that child poverty in Swansea is concentrated in specific wards, particularly Penderry and Townhill CCS policies and plans should have an explicit commitment to target resources in these areas. Joint working – there need to be more links with: Community Strategy, health challenge Wales, wider policy makers and budget holders to maximise partnership working and synergy between projects and to ensure maximum resources are targeted in Communities First Wards Communities First be invited to present regular updates to Full Council on the progress of the programme Ensure the representation of ward members in all Communities First partnerships supported by the council Involve all ward members in Communities First areas in procedures for Communities First partnerships Establish a regular quarterly briefing for all councillors in Communities First Areas Encourage all CF partnerships to increase wider public engagement in partnerships Promote good practice through the establishment of a Chairs Forum which would bring together the Chairs of the different partnerships. Such a forum could also provide a pressure group within the Communities First process which could lobby on behalf of the Partnerships.
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Communities First and other community regeneration projects should form an important part of the senior management induction programme to ensure the importance of joint working. The council needs to ensure the Communities First areas are adequately supported throughout their exit strategies and what should remain following the programme
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Report:
1. Aim of the Review
1.1 This Environment, Regeneration and Culture Scrutiny Board identified Communities First as its major review topic at its Board meeting on 30th June 2008. The Scoping report for the review was subsequently approved on 22nd September 2008.
1.2 This purpose of the review was to determine what was intended when the assembly established the programme and to what extent has this been delivered? What are the lessons for us and how can we apply these going forward into the next round?
1.3 The objectives of the review are:
Are the Communities First areas delivering the programme? How effectively are communities being involved?
2. Evidence Considered
2.1 Consultation on the review involved a number of interviews and site visits including:
Interviews with the Communities First Co-ordinator Face to face consultation and workshops with pupils at Daniel James Community School A visit to Bonymaen Communities First A visit to Townhill Communities First A Visit to Sketty Park Communities First A Paper on Castle Communities First Task and Finish groups (12 held to date)
2.2 Consultation with pupils of Daniel James Community School
On the 5th November 2008 the group made their first site visit to Daniel James Community School and met with pupils. The school catchment area covers three Communities First Areas: Penlan, Clase/Caemawr and Blaenymaes.
The Pupils received presentations from representatives of two of the Communities First areas and the youth service working in these areas. The discussions which followed the presentation centred around the pupils knowledge of Communities First, what they feel can be done to help Communities First achieve their aims in the area and how young
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people can become involved with the programme. The Board we very impressed with the knowledge, enthusiasm and ideas generated by the Pupils at the meeting, the discussions overlapped considerably with youth service provision rather than Communities First issues but the linkages were clear and a number of links between the attendant groups were generated as a direct result of the visit.
The Board were made aware of the importance for the needs of teenage girls to be taken in to account when developing youth facilities and programmes in Communities First areas because of the perception – strongly expressed by the young women present - that the majority of activities and services tended to be male orientated.
Notes of this meeting are attached as Appendix 1.
“I recognise the people and knew of some of the projects but didn’t realise they were Communities First”
Daniel James Pupil
2.3 Bonymaen Communities First
The Board made its second site visit on 24th November 2008 to Bonymaen Communities First, where it met with Communities First Board members, Communities First staff and community volunteers at their base in Cefn Hengoed Community School Boardroom.
The Board were particularly impressed at this visit by the dedication and enthusiasm shown by the community volunteers present. However other concerns were raised surrounding the level of community involvement and the project exit strategy. The Notes of this meeting are attached as Appendix 2.
“Without Communities First assistance the Roots and Fruits project wouldn’t be able to function”
Bonymaen Resident and project Volunteer
2.4 Townhill Communities First and TOPIC House
The Board visited Townhill Communities First on 30th March 2009. Townhill is one of the oldest Communities First areas and the team operate in tandem with the Hill Community Development Trust.
The Board had concerns the Communities First and Hill Trusts work was blurred and it was difficult to ascertain what was being done under what project. And although the Phoenix centre, part of the Hill CDT, was an excellent facility it needs to be remembered this cannot be
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repeated by any other Communities First area, and even other communities within Townhill (Gors & Mayhill) were wondering why they did not warrant a similar facility.
TOPIC House is a Communities First supported older persons group which has a base in two converted council properties. The Board visited the centre and met centre patrons to discuss how this specific Communities First project had benefited the community. The main issues raised included the lateness of the funding announcement by WAG, TOPIC house had lost staff as confirmation of continuation funding of the project was late, which didn’t allow for any continuity. The board were impressed with the volunteers commitment to continuing the project with or without future funding from Communities First, however with no guarantee funding from the Council will be forthcoming to continue the project, there were concerns the fundraising of the users alone would not be sufficient to cover costs in the longer term.
The notes of both visits can be found as Appendix 3
“if I didn’t come to TOPIC house I wouldn’t go anywhere, The Community will not let the project end”
TOPIC House user.
2.5 Sketty Park Communities First
The Board visited Sketty Park Communities First on 24th November 2009. Sketty Park was chosen as a representative of one of the New Communities First areas having become fully involved in the programme in April 2009.
The board appreciated this area had learned lessons from the experience gained in other Communities First areas and had prepared workplans from the outset, which had been a stumbling block for other areas which had gained Communities First status earlier in the process. The Communities First staff had met with some initial suspicion and hostility due to issues on the estate involving the council and specific housing issues; however the Communities First team has begun to garner a good rapport with residents. Once again the board were concerned that despite efforts younger people were not being fully involved in the project. The notes of this visit can be found as Appendix 4
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2.6 Presentation and evidence with the City & County of Swansea’s Communities First Co-ordinator
The Board met with the Communities First Coordinator (Bill Jenkins) on a number of occasions and he has attended all visits and task and finish groups during the course of the review.
At the Task and Finish group on 21st January the Board received a report on the selection Criteria for Communites First areas, the report highlighted the history and methods of awarding Communities First status. The board felt that selection for areas had been arbitrary and inconsistent, with different selection methods used each round. Also boundaries for Communities First areas follow official rather than social boundaries resulting in some fragmentation of communities.
The task and finish group held on the 20th July 2009 was specifically for the Board to question Bill Jenkins at length on his experience and opinions of Communities first in Wales and Swansea. A report on the history and opinions of Communities First to date was presented followed by a question and answer session. The board were impressed with the knowledge and enthusiasm evident. Issues Raised and Discussed included:
Background and history of Communities First Perception of Communities First Programme bending Delivery in Swansea Monitoring and evaluation Future developments Contribution and links to Community Strategy
The report and notes of the meetings are included as Appendix 5 & 5(a)
2.7 Paper on Castle Communities First
The board were eager to visit Castle Communities First as Board members were aware that there had been issues surrounding the Partnership and were interested to be informed by the experiences of a ‘struggling partnership’. For a number of sensitive reasons a visit was not appropriate, however the Board was presented with a report outlining the issues faced by Castle Communities First.
The report covered such issues as:
Summarising the findings of the WAG Review Summarising the response to WAG from Phil Roberts, Director of Regeneration and Housing Summarising the agreement on a way forward
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Summarising progress made since April ‘09
A copy of the report is attached as Appendix 6.
2.8 Wales Audit Office report into Communities First
In December 2009 the Wales Audit Office published the results of its review into the Communities First programme in Wales.
The Wales Audit Office findings were summarised as:
1 Communities First is the Assembly Government's flagship programme to tackle deprivation and improve the living conditions and prospects for people in the most disadvantaged communities across Wales. Communities First was launched in 2001, since when the Assembly Government has spent ￡214 million on the programme. The programme has two core complementary strands that need to be delivered if the programme is to be effective in regenerating the most deprived communities in Wales:
a local partnerships that are able to effectively represent communities and their needs; and b ‘programme bending’ – ensuring money and support from various public programmes and organisations are directed to Communities First areas.
2 Both of these strands are complex and ambitious. And there is an inherent tension between providing a clear direction for the programme and allowing each community partnership to set its own direction. Communities First places significant responsibilities on deprived communities to address deep-seated problems. And delivery of the programme’s objectives relies on a responsive and joined-up approach to public services and funding, which has been a long term and elusive challenge for the public sector. Interim evaluations of the programme in 2003 and 2006 identified difficulties with programme bending and the delivery of the programme’s regeneration outcomes.
3 We therefore examined whether the Assembly Government is effectively managing the Communities First programme to deliver value for money. We concluded that, while the Assembly Government has made progress in terms of addressing weaknesses in its management of the partnerships and there have been local benefits from the programme, it is unlikely to deliver its broader objectives without a more robust approach to programme bending. We reached this conclusion because:
a partnerships have been set up and local benefits have been achieved but, despite improvements in monitoring, the progress made in meeting
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the programme’s very ambitious objectives remains unclear; b after a difficult start, the Assembly Government has improved processes and encouraged partnerships to focus more on outcomes, but fundamental risks and challenges remain; and c unless the assembly Government adopts a more robust approach to programme bending, the programme is likely to struggle to meet its objectives
Wales Audit Office Review into Communities First
2.9 Public Account Committee report into Communities First
In February 2010 the Public Accounts Committee published its review into Communities First. The Committees conclusions over all agreed with the Wales Audit office view that the scheme did not offer value for money due in large to WAG’s construction and management at the outset of the programme
“The findings from our inquiry reinforce the Auditor General’s conclusions and recommendations. Our conclusions are that, overall, the Communities First programme has not delivered good value for the significant amount of public money spent on it, and that this is largely because of weaknesses in the Welsh Government’s construction and management of the programme. Whilst recognising that some local benefits have been delivered, based on the available evidence we are unconvinced about the additional impact of the programme. We are particularly concerned that the Welsh Government provides insufficient direction to service providers and is not adequately monitoring the programme.”
National Assembly for Wales Public Accounts Committee Communities First February 2010
The Public Accounts Committee made five recommendations.
Recommendation 1. We recommend that the Welsh Assembly Government accepts the recommendations made by the Auditor General in his report and that it provides us with details of the actions it intends to take to meet these recommendations and the time within which it will complete these actions.
Recommendation 2. In addressing the Auditor General’s recommendations, we recommend that the Welsh Government incorporates explicit consideration of Communities First into its policy gateway process with immediate effect. It should also develop a mechanism to reassess existing polices to ensure that, wherever possible, they take account of Communities First. In reviewing its policies, the Welsh Government should be mindful of the opportunity this presents to refocus its staff on the Communities First objectives and to encourage a more joined-up approach. We ask that the
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Welsh Government provides us with a progress report within the next 12 months.
Recommendation 3. We recommend that, in meeting the Auditor General’s recommendation that the Welsh Government needs to better encourage local authorities and other public service providers to improve their service delivery focus on Communities First areas, the Welsh Government should consider the potential to encourage programme bending both through incentivisation and direction - a carrot and stick approach.
Recommendation 4. We recommend that, in meeting the Auditor General’s recommendations, the Welsh Government clearly outlines how the monitoring of the Communities First programme will be improved and the measures that will be used to demonstrate achievement of the programme’s objectives.
Recommendation 5. We recommend that the Welsh Government closely monitors the Outcomes Fund, and that it ensures that it is able to demonstrate hard outcomes for this investment of public money that demonstrate progress towards the Communities First objectives. We ask that the Welsh Government provides us with a progress report, and details of programme-level movement towards achieving objectives within the next 12 months.
3. Conclusions
3. Conclusions
The Board believes that Communities First in Swansea benefits from the efforts of many dedicated individuals including many young people. There have been some successes at local partnership level but the board feels that feels that weaknesses in the programme structure nationally has not succeeded in significantly changing levels of Poverty and Social Exclusion experienced by people living in the Communities First areas within Swansea.
The conclusions resulting from the evidence gathered through site visits and task and finish groups, which discussed issues surrounding Communities First Swansea and analysed the results of the consultation were:
1. Communities First Programme The programme does not offer value for money. The money could have been targeted in a better way – Members felt that they should have had more say in ward priorities There was serious mismanagement of expectations at the start of the programme and poor communication from WAG in the early stages severely compromised the development of the programme. Poor communication from WAG has been an issue at different stages of the programme in Swansea
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Too much emphasis on Community groups – too limited in involving members of the public who were not involved in Community Groups. The people and groups getting involved are not necessarily the people who should be targeted. It was also noted that the perception of Board Members is that some Community groups might have their own agenda to promote and protect Not enough flexibility in the programme – each ward is very different, no one size fits all Not enough funding attached to the programme, no provision other than staff and core costs Board members feel that the wards suffering from the highest levels of deprivation in 2002 will be the wards suffering the highest level of depravation in 2012 2. Selection Criteria for Communities First Areas There has been no consistency in the selection process for Communities First areas. Each round has had a different selection/nomination procedure The criteria used for ‘boundary setting’ has been very arbitrary, in some cases very specific areas have been targeted, leaving some areas just outside the boundary, but who consider themselves part of the community targeted, excluded. In other cases multiple estates have been grouped together leading to difficulties in getting ‘distinct’ communities within the boundary to work together as one area, the problem of internal boundaries is one which surfaced in every area visited Likewise there has been no consistency in measuring the levels of ‘deprivation’ in potential Communities First areas; this does not lead to confidence that the correct areas are being targeted. WAG need to settle upon a set of criteria and statistical measuring techniques to ensure the correct areas are being targeted by Communities First or any future spatially targeted programmes 3. Preparation for Communities First Status It is evident that areas with previous projects or high levels of community involvement have been able to ‘hit the ground running’ and become effective much earlier than areas with less community activity Preparation for Communities First status or any future programmes needs to begin at the earliest opportunity From the outset of programmes the community need to be clear about what Communities First can provide – and especially emphasised with regards to Community Buildings and sports facilities, this can result in the immediate demoralisation of the community if they raise their expectations exponentially 4. Workplans Closely linked to the preparation for Communities First status is the need for a clear, measurable workplan for each area. From discussions it would appear that the work of Communities First areas became a lot more focussed and driven with the introduction of effective and SMART workplans
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The community should be heavily involved in developing workplans All targets should be measurable, and achievable Communities First staff should not have to spend all their time collating data for the measurement of complex targets, their time is needed in the community Communities First Co-ordinators need to meet/work together regularly to share best practice and experience to ensure effective development of the programme across the City 5. Community Involvement The local community representatives met during the investigation never failed to impress Members with their dedication. However some doubt remains that the potential for all members of the community to take part is being lost Hard to reach groups – appreciated that by there very nature these groups need specific time, and targeted involvement, however it is essential that all aspects of every community have the opportunity to become actively involved and participate in Communities First Young People – The group were very impressed with the involvement and interest shown by the young people interviewed as part of the investigation. They have an essential and effective role to play in the development of successful communities and the importance of their involvement cannot be stressed enough The involvement of the wider community needs to be stressed; all community members need to be aware they can take an active part in Board meetings and all aspects of the development of the Communities First process. It is also appreciated that Board meetings can be daunting for community members – training should be offered for the community to take part, and for Communities First staff to make meetings as accessible as possible whilst still fulfilling the required agenda and protocol The Board may wish to recommend that wherever possible workers for projects and programmes should be drawn from the resident community 6. Local Members It is essential that local councillors are heavily involved in the day to day operations of Communities First areas within their wards. As the elected representatives it is essential their role is recognised The current make up of Community First Management Boards as required by WAG risks marginalising the local ward Members, and affords prominence to other groups whose agenda may be different from that of the ward Members and the community However there is plenty of potential for joint working within the Communities First remit 7. Exit Strategies It is essential that all projects and aspects of Communities First work are actively prepared for the end of the programme, robust exit strategies need to be in place almost from the inception of the
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programme/project and these need to be communicated to the community from the outset Preparation for the end of Communities First is essential and training should be offered to ensure that good works are continued after the end of the programme, or there is a danger that all the benefits accrued over the programmes life could be lost WAG needs to offer more information and Clarity with regard to its application process for continuation funding of its projects, one project visited did not receive confirmation of continuation funding until a month before the funding was due to end, resulting in loosing experienced staff and a distressing time for the projects workers and their clients WAG needs to clarify its intentions with regards to the future of the programme post 2012 at the earliest possible opportunity so that areas can plan for any changes 8. Joint Working There is plenty of potential for joint working within the scope of Communities First – it is therefore essential that all voluntary and community groups are working together to provide a full programme of support that does not duplicate work or compete for resources 9. Working with new areas The opportunities for working with new areas is limited as the programme is due to end in 2012 The board recognised the need for flexibility in the development of the programme, not forcing a structured partnership upon a Community. Communities First needs an Understanding of existing structures and organisations, working with those already active and working to involve those that are not engaged in Community activity give funding support where possible. Communities First teams need to identify potential barriers to participation and the needs of local communities. Exit strategies need to be considered from the outset of work programme development Work with the community to identify needs/issues Clarify and confirm priorities and workplan Develop priorities through engagement and participation. Discuss issues with service providers to find ways to progress priorities Learn from other areas, both within Swansea and country wide A large barrier in some areas has been initial distrust of the council ; time needs to be spent rebuilding relationships between residents and the Local Authority before partnerships are formed Important young people are targeted from the outset – a large part to play in the potential of and success of the programme – and large stakeholders in the future of their communities. 10. Programme Bending Programme bending was one of the central issues raised in the WAO report into Communities First, however this is not taking place in Swansea’s Communities First areas
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Difficult to find evidence of where the council had changed the way that it delivered a service in a particular area due to working in partnership with Communities First Partnerships to identify better ways of delivering that service Also difficult to find much evidence of programme/resource bending in any of the other public sector partners
11. Evidence of good practice in Swansea Despite the Board feeling that the programme has many flaws, they did feel that it came across pieces of good work which have been recognised by The Assembly and publicised across Wales
The Bonymaen Partnership have run projects in conjunction with Tesco in Llansamlet to promote work in the retail sector; local people including school children have had work experience days at the store and 7 people went on to attain an OCN accredited course in Retail run through Swansea College Bonymaen Partnership has also run a Waste Awareness week to promote recycling and to clean up parts of their area. During one week in February 2009 they removed 7 tonnes of rubbish from the area working in Partnership with the Tidy Towns team and local voluntary sector groups. Clase and Caemawr Partnership supported local people in restoring a Greenfield area of the Community which included the reinstatement of footpaths, upgrading of recreational facilities, forest school activities and an upgrading of natural ponds, springs and rights of way. Communities First Partnerships in Penlan, Clase & Caemawr, Blaenymaes/Port Mead/Penplas, and Castle ward have worked with the Health Challenge Swansea Partnership on Health Needs Assessments and then action plans. This has been part of work under Health Challenge Swansea’s aim to tackle health inequalities by targeting work into specific communities. This work was highlighted by the Wales Audit Office report as one of the rare examples of good practice in programme bending. City & County of Swansea was recently awarded £814,000 of Communities First Outcomes Funding for 4 full-time and 8 part-time youth workers, providing youth work to all Partnerships in Swansea till March 2012. This is the largest award of Outcomes Funding in Wales by more than 100%. Communities First identified work on “Financial Inclusion” as a priority area and held a seminar with all partners in June 2008. Following this event a Steering Group was formed which developed an Action Plan of work to address this issue across Swansea. This work has been identified as an example of good practice by the Financial Inclusion Unit of the Welsh Assembly Government
Further examples of good practice in Swansea will be contained in the Communities First Annual report.
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4. Recommendations
The Board recommends that:
For WAG
Consider this report in any evaluation of Communities First Direct all monies to Local Government (ring fenced to communities identified by need)
For Cabinet
For similar programmes in future: There needs to be a much more central role for local councillors Local Authority input in Strategies needs to be effected from the outset to ensure practical success on the ground Aims and limitations need to be set out much more clearly Funding confirmation needs to be made within reasonable time; confused and complicated application process and long turn around times, has complicated development of Projects. Flexibility needs to be retained – no one size fits all Capital funding for projects can have greater impact Measuring criteria needs to be consistent Better evidence of the success of the programme needs to be gathered and published Exit strategies need to be in place so that Partnerships can plan for life beyond 2012 if there is to be a significant reduction in funding post 2012 Programme bending needs to9 be highlighted as an essential priority if Communities First is to succeed in deprived areas Recognise work of community members who give up considerable amounts of their free time for the betterment of their communities There should be more consideration of spatial targeting and programme bending from the outset of community regeneration schemes This particularly the case when trying to focus work on issues such as Child Poverty. Statistics show that child poverty in Swansea is concentrated in specific wards, particularly Penderry and Townhill CCS policies and plans should have an explicit commitment to target resources in these areas. Joint working – there need to be more links with: Community Strategy, health challenge Wales, wider policy makers and budget holders to maximise partnership working and synergy between projects and to ensure maximum resources are targeted in Communities First Wards Communities First be invited to present regular updates to Full Council on the progress of the programme Ensure the representation of ward members in all Communities First partnerships supported by the council
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Involve all ward members in Communities First areas in procedures for Communities First partnerships Establish a regular quarterly briefing for all councillors in Communities First Areas Encourage all CF partnerships to increase wider public engagement in partnerships Promote good practice through the establishment of a Chairs Forum which would bring together the Chairs of the different partnerships. Such a forum could also provide a pressure group within the Communities First process which could lobby on behalf of the Partnerships. Communities First and other community regeneration projects should form an important part of the senior management induction programme to ensure the importance of joint working. The council needs to ensure the Communities First areas are adequately supported throughout their exit strategies and what should remain following the programme
Acknowledgements
Staff and Pupils of Daniel James Community School Staff and Pupils of Cefn Hengoed Community School Staff, Board members and Community Volunteers of Bonymaen Communities First Staff and Board members of Townhill Communities First Volunteers and Users of TOPIC House Staff and Board members of Sketty Park Communities First
Further Information
Background Papers:
Reports to ERC Scrutiny Board and Task and Finish Groups (on File) National Assembly for Wales, Public Accounts Committee, Communities First. February 2010 Wales Audit Office Review into Communities First, July 2009
Contact: Spencer Martin Legal Officer Date: February 2010
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About the Environment, Regeneration and Culture Scrutiny Board
The Environment, Regeneration and Culture Scrutiny Board is a body of Councillors who are not members of the Cabinet. Their role is to scrutinise the performance of Council services and to make recommendations about how services can be improved. The Environment, Regeneration and Culture Scrutiny Board, one of four Scrutiny Boards, has responsibility for scrutinising:
Strategies / Plans Environment Strategy Waste Management Strategy Unitary Development Plan Area Development Plan Transport Strategy Economic Regeneration Crime Reduction Community Strategy Main Cabinet Environment Portfolio Housing Community Leadership & Democracy Economic & Strategic Development Community Regeneration Culture Recreation & Tourism Main Service Areas Planning Transport & Engineering Environmental Management & Protection Environmental Health Culture & Tourism Community Regeneration Economic & Strategic Development External Environment Forum Transport Forum Landlords Forum Waste Forum Taxi Consultative Forum Safer Swansea Partnership City Centre Partnership City Centre Strategic Framework Business Forum Economic Regeneration Partnership Economic Regeneration Strategy Youth Forum & Young People’s Partnership Cross Cutting / Sustainable Development Other Culture & Heritage Partnership Working Social Inclusion/ Anti Poverty
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Members of the Board 2009/10
Cllr. R Doyle (Chair) Cllr. J Jones (Vice Chair) Cllr. V N Abbott Cllr. J E Burtonshaw Cllr. A R A Clement Cllr. A Colburn Cllr. N Holley Cllr. R D Lewis Cllr. A Lloyd Cllr. K E Marsh Cllr. R C Stewart
Former Members Cllr. P R Hood-Williams Cllr. D T Howells Cllr. J M Thomas Cllr. S M Waller Thomas
For further information contact:
Spencer Martin Overview and Scrutiny Officer City and County of Swansea [email protected] 01792 636734
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APPENDIX 1
ERC Scrutiny Board visit to Daniel James Community School 5th November 2008
Members: Cllrs; J Burtonshaw (Chair), J Jones (Vice), J Thomas, D Howells, R Doyle.
14 Pupil Representatives
Introduction: Spencer Martin
Introduction to Communities First: Caroline Carter
Blaenymaes Communities First: Anthony Brito
The divide between BYM and Portmead is difficult to overcome Aim is to get enough interesting facilities – overcome territorial nature of attendees Duke of Edinburgh scheme started as a BYM club but now attracts members from across the city What has caused these barriers? Its a youth thing which has gone on for years, the split between BYM and Portmead is centred around the ravine What do the youth think would help break down the barriers? Outdoor activities , sports and dancing Death of Liam Price brought the youth of both communities together, which although sad, provided a catalyst for working together which hasn’t happened before.
Penlan Communities First: Andrew Chapman (plus Claire from Penlan north CC/ Youth Service)
Similar to BYM - Penlan is split across North and South Penlan People feel they can’t cross borders; people need to be told they can go anywhere. A good idea is a big event on Mynydd Newydd that will bring together the communities of BYM, Portmead and Penlan Is it possible to Co-opt young people onto the boards of the Communities First areas? – don’t see why not New facilities are needed – and those in existence need to be used to their full potential BYM carnival Not enough facilities for girls - both boxercise and girls football have stopped Dancing – street dancing – Tan Dance organised some classes but they were aimed a younger children and were very old fashioned Night time activities to keep youths occupied
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Drinking in Penlan park is a problem Young people need to take some responsibility and organise things for themselves, they should not be sitting about waiting for others to organise things for them Links with Penlan leisure centre need to be developed – especially for older youths Transport is a problem, many youths, especially girls, do not feel comfortable walking to and from events, especially during the dark winter nights Other centres youths have organised their own events and charged a small fee, however not all youths (or their families) can afford regular entrance fees Groups need to advertise events more, a guide to classes and events would be useful Community Regeneration are setting up a website – SHOUT TAWE – its not launched yet but is anticipated this will be a one stop shop for all events and classes available city wide Youth workers could visit school assembly’s to let people know what’s going on in the school area Publish a complimentary brochure of events, as computers aren’t necessarily available to all the community Respect Rooms – In community buildings/schools ‘Chill Spaces’ where youth look after ’their’ space, with responsibility for Decoration, cleanliness, Behaviour etc. This leads youths to respect facilities more as they have a stake in their use and development Just because youngsters are in a group it doesn’t mean they are looking for trouble Links need to be cemented between Youth workers and Local Kids Links need to be cemented between Youth workers and Local Schools Facilities on a wish list would be a recording Studio
The Young People in Attendance were then asked what they would personally like to see made available for youths in the area. (number of votes if repeated) Dancing (x3) Girls Football (x2) More Transport Community Wide social Event Evening Events (x2) Events during six weeks Summer Holiday (x2) Youth book Club Sports Tournament (x2)
Further Discussion Community Transport – mini buses are not always used – should be used wiser and shared between organisations Volunteer Drivers Rewards? To increase the drive of young people Community Buildings are not being used to their full extent
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Xmas events – there is a lot going on – need to promote events Community Centre and links with schools No Libraries in the area Movie nights – community cinema group OAP home visits Synergy between existing groups – better sharing of buildings/buses/equipment/events The influence of music shouldn’t be underestimated – Choirs/Bands/Groups Welsh Classes could be an idea The youth service are looking at a Youth-bank – a pot of money that young people can dip into to develop new ideas for events and activities Performing arts club – Daniel James has an excellent reputation for its musical performances – last year Wizard of Oz, this year ‘High School Musical’. However such a club would need to have the correct facilities to produce proper shows. Board members extended an initiation to see ‘High School Musical’ School Council to meet with Youth Service in the near future to develop some of the ideas discussed today Board were invited to return at a later date to see if things have changed.
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APPENDIX 2
Environment Regeneration and Culture Scrutiny Board
Visit to Bonymaen Communities First Cefn Hengoed Community School Board Room
24th November 2008
Attendance: Cllrs; J Burtonshaw (chair), J Jones (Vice), R Doyle, D I E Jones, A Lloyd
Communities First: Mandy Jones, Bill Jenkins, Shaz Abedean, Kath Perry, Cherrie Taylor (Vice Chair), Gwion Bowen, John Winchester (Chairperson), Sue Hollister (Headteacher - Cefn Hengoed)
Officer: Spencer Martin
1. Introduction to Scrutiny – Spencer Martin, a brief introduction to the Scrutiny Board and the Scope of work for a review into Communities First.
2. Introduction to Communities First – Bill Jenkins – Communities First Co- ordinator.
3. Bonymaen Communities First – Shaz Abedean. Presentation
Questions/Discussion
Q: Can you give more information on the stated 75 members, what does this mean? Do 75 people turn up to all the meetings? Are they formal members of the board? Shouldn’t all the community be members? A: 30 of the members are regular attendees, 75 are the main pool of attendees who tend to regularly turn up for meetings, all residents are informed and are eligible to attend. For events however all the community turn out, between 4 and 5 hundred for larger events. The 75 frequent attendees are the ‘Key attendees’ that enable the community events to take place. However all community members are eligible to attend should they wish. Q: It is appreciated that Partnership meetings tend to be formal and perhaps deal with rather boring details so the public at large would not be interested in attending. A. Agreed, meetings can be daunting. Q: Community benefit is derived form activities, perhaps there is too much emphasis on salaries, Public money must be used to ease deprivation in Bonymaen. To who is the structure answerable, how do you ensure you have the right people? A: Structure from Presentation outlined. There is a Service Level Agreement (SLA) in Place with the board. Q; Do staff costs offer value for money - Who do you report to at the end of the year to ensure this is the case?
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A: Reports to; The Community; at the AGM and annual monitoring report All minutes of meetings are available for inspection Local Authority Finance Department review financial performance quarterly WAG monitor against set quarterly targets
Q Do your projects have adequate exit strategies? How long should a scheme last before it becomes independent of Communities First? A: Training elements are a big part of exit strategies; these give the members the skills to operate the projects when the initiative ends. Roots and Fruits project exemplifies communities first - “without the Communities first premises and advice we would not be able to work” This example shows how communities first holds things together, the committee help the project establish, then they assist the project with its development and offer necessary training and facilities until the group reaches the stage where its developed as a separate entity and sets off on its own. Communities First has acted as a stepping off point for projects - for example The music project was able to double its size due to the increased skills of the people who took part initially, passing their learned skills on to new members. One local youth has secured a place in the West Glamorgan Youth Theatre – which would never have happened without Communities First presence. The school tends to be the hub and act as the base for many of the events that Communities First has initiated. Q: How long has Bonymaen been a Communities First area? A: Since 2002 Q: How are Communities First areas selected? Can we have a report outlining the criteria for selection? A; Agreed Q: How are you affected by the Communities Next review? A: We are due to lose a part-time staff member; hopefully community workers will step up to the plate - no one coming forward is a risk, but hopefully this will not be the case Q: Is 7 board members adequate to represent the community? A: The forum also has sub groups from which the membership is drawn Q: is it representative of the area? A: It is representative of the groups, 3 of the members are community members, and are a fairly good cross section, however the whole partnership is the decision making group – there is a level of delegated powers but they try not to use these, they would prefer to call a special meeting - which they have done in the past. Q: Do the chairs of the various Communities first partnerships meet? And do the chairs and coordinators of the areas city wide have any joint meetings? A: There is not a formal meeting but they do meet as a group to debate issues, timing is always a problem. Informally electronic systems are always being utilised to share information – however there could be a benefit in more formal meetings being arranged.
Bill Jenkins to be invited to a board meeting for an interview on Communities first issues
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Q: When there are multiple projects ongoing there is a risk of duplication of services that other agencies are offering, for example does the Credit Union/CAB/Age concern hold local workshops? A: They are asked, and they indeed do hold workshops when able, but there are a number of hurdles, it has to be at a convenient time for them and for the community. Q: Do you think you have a good relationship with WAG? A: The Community Regeneration Unit Central team is the point of support and contact for WAG on the Communities First areas behalf. The Central team are an excellent support to the Communities First Partnerships. Q: Does the Board have the skills to drive the Communities First agenda? A: The chair has experience of running a voluntary group in the area for many years (Boys Brigade) and was eager to get involved in the programme and use the skills he gained in the voluntary sector; other members use professional or voluntary skills in a similar way. Q: Do you (the panel members) view Communities First as a success? A: If we didn’t have the partnership who knows what would have happened? The role they have played would not have been naturally replicated; they have brought the areas voluntary groups together, working in a far more coordinated fashion. The value of the Coordinator and the staff has been important, in fact another development worker could be utilised – the coordinator needs to spend a lot of time on strategy and completing paperwork (as is required) rather than out in the field. With funding cuts the area is due to loose ½ a post from 3½ to 3 – but they have asked WAG for extra worker rather than less workers. Q: How long will it be before the residents are able to take over the role and work of the Communities First Partnership? A: It will take a long time for the residents to have the confidence and competence to take over, as they have indeed already done in some projects, other projects and sections will struggle it is dependant on the core group – it really is impossible to judge – winning over the community can take 10 years – implanting the skills can take years longer on top of this.
Thanks were offered by the board at the end of the meeting.
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APPENDIX 3
Environment Regeneration and Culture Scrutiny Board
Visit to Townhill Communities First Phoenix Centre
30th March 2009
Attendance: Cllrs; J Burtonshaw (chair), R Doyle, A Lloyd, K Marsh, D Howells, P Hood-Williams
Communities First: Mandy Jones, Caroline Carter, Roy Phelps, Mike Durke, Stephen Ellis, Andy
Officer: Spencer Martin
1. Mike Durke gave a comprehensive presentation on the history of the Hill CDT and the Townhill Communities First partnership and projects.
Questions/Discussion
Q: How do you separate the work of the Hill CDT and the Communities First partnership? A: The ultimate aim is to serve the community, but the board are aware of the differing roles required of them, there is close monitoring of the projects both financially and targets. However in simplistic terms the strands aren’t really separated – Communities First workers present to the board – the public don’t really see the difference that the officers are required to be aware of. Q: What are the links with Gors? A: As with other Communities First areas with multiple communities there is some friction between the areas (Townhill, Mayhill and Gors) especially in the early days. The partnership are working hard with projects to show that an area doesn’t need a Phoenix Centre as a focus for success, Engaging with the community is a priority – must be able to follow through. Q: Plans for a nursery – does this conflict with school nursery or private nursery provision? A: There is an awareness of potential for conflict, working closely with Flying Start to ensure co-ordination of provision Q: Are employment opportunities targeted at local people – how do you market posts/opportunities? A: We encourage local people to apply for positions, however we can only encourage we cannot directly give extra points to locals in the application process. Q: SRA Links? A: Links are unclear at the moment - thinking about how to get involved. Q: How do you ensure you are communicating with ‘Hard to reach groups’? A: Its very difficult – It is a crucial concern of the partnership that all Hill residents have the same opportunities, we use a number of methods to
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communicate with residents and work closely with partners to ensure as far as possible all residents of the Hill have the opportunity to get involved. Q: What level of participation do you have currently? A: The population of the Hill is Approx 10,000 projects estimate that 70% of the population have been involved in some way with the trusts projects over the years Q: Cllr Hood-Williams asked a question with reference to the Financial Sustainability of the Phoenix Centre? A: it was felt by the Chair that this question, although interesting, was outside the remit of the board as it was not Communities First funded, a written answer to the question was however promised from the trust. Q: TOPIC – just been awarded 12 months funding, but with less staff costs covered – was it because they put in a smaller bid or were awarded less? A: the bid was different to previous and was for a less amount.
Visit to TOPIC House
The Board progressed to TOPIC house a Communities First Project for older people based in two converted former council houses in Townhill, the upper floors have office accommodation and acts as an information, advice, support and training centre for elderly people, whilst the downstairs is used for hobbies, groups, as a lounge and social activity hub.
The group received an introduction by one of the volunteers and a discussion with the TOPIC sewing group which was taking place at the time of the visit.
The House has recently been awarded 12 months running costs by WAG; however the grant award did not cover previous staff costs so the House lost two staff from the offices based on the Second floor of the property. Previously the Project had three full time funded posts, the new grant allows for 1 full time and two part-time, including a caretaker.
It was explained WAG changed the way it funded projects, last August TOPIC were informed they would not be eligible to receive funding as a 3rd Party project. WAG however left it late to announce that the group was ultimately successful in its bid for funding.
Q: Could the work/groups being undertaken at the venue be undertaken in a Community Centre? A: The Office/Advice side of things could potentially move into Townhill, however if the facility was lost many of the groups that currently meet would be lost as the Community Centres already run a full timetable of events, it is difficult to see how they could be accommodated. Also the facility is a unique space for elderly people which is safe, familiar and accessible, there is a definite fear amongst users the facility could be lost. Q: Is there any chance the council could take over the facility? A: The council couldn’t replace the staff, there is the possibility the venue could be run as a community lounge – the utilities of the property are covered by fundraising/income from the groups that meet – the future isn’t clear – the project needs support from the council for the work that is taking place –
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discussions are scheduled to take place in the near future to discuss a way forward for TOPIC House. Q: What would be lost should the project end? A: If members didn’t come to TOPIC many would not go anywhere, and would be reluctant to attend at another venue, and indeed some would not leave the house at all. The House is widely supported by the community who run regular charity fundraisers; there is confidence that the wider community will not let the facility end.
The Board were then given a tour of the Facility and the Garden. Thanks were offered by the board at the end of the meeting.
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APPENDIX 4
Environment Regeneration and Culture Scrutiny Board
Visit to Sketty Park Communities First Sketty Park Community Centre 24th November 2008
Attendance: Cllrs; R Doyle (chair), J Jones (Vice), R Lewis, A Clement, R Stewart.
Communities First: Bill Jenkins, Jason Williams, Claire Jones, Nasir Shahzad
Officer: Spencer Martin
1. Communities First Sketty Park – Jason Williams. Presentation Timeline for establishing the team Sketty Park statistics and census data Work programme and priorities Case study – Clyne Court tenants association Case Studies Play and Youth Provision The communities and Issues and needs Priorities from Community meetings
Questions/Discussion
Q: What level of discussion took place around setting the work programme priorities? A: The has been a thorough participative programme in place to develop the work programme since work on the issue commenced in April 2009 Q: there has been a lot of negativity from the local residents, notably Clyne Court towards the council are you experiencing this first hand? A: Some negativity, but we have spent a lot of time (as per the first case study) working with the residents of Clyne Court. Q: Have you learned any lessons from other Communities First areas A: Yes previous experience of communities first mean we started by involving the community from the outset. Q: How did you involve youth, what are the numbers involved and where did the participants originate. A: Discussions with youth to determine what they would like to see in the area, youth enterprise and business development was a surprise high priority. The youth involved came from Olchfa and Bishop Gore schools, numbers not immediately available. Q: How do you see the long term future of Communities First? A: it ends in 2012 Q: What preparations for an exit strategy A: Training up the skill of the community is a priority; we currently have a number of volunteers registered in Community work. The meeting ended at 3pm.
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APPENDIX 5 Environment, Regeneration & Culture Scrutiny Board Task and Finish Group
20 July 2009
REPORT OF COMMUNITIES FIRST PROGRAMME MANAGER: OVERVIEW OF COMMUNITIES FIRST PROGRAMME IN SWANSEA
Summary
Purpose: To give Scrutiny Board task and finish group an overview of the Communities First programme, its history and progress to date, and the efforts in Swansea to take the programme to its next stage. Policy Framework:
Reason for Decision: No decision required
Consultation:
Recommendation(s): To note the contents of this report.
1. Introduction
1.1 The purpose of this report is to give the Scrutiny Board task and finish group an overview of the Communities First programme, its history and progress to date, and an update on the efforts in Swansea, initiated by the new Programme Manager, to take the programme to its next stage.
1.2 The report includes reference to the Wales Audit Office (WAO) report on Communities First, published on 9 July 2009, which includes trenchant criticism of the national delivery of the programme and attracted widespread media attention.
1.3 The report also makes reference to the “headline” strategies in Swansea. By these are intended the Community Strategy, Ambition is Critical, and the Strategies that address its key themes.
1.4 The report will consider: Background and history of Communities First in Swansea The perception of Communities First The issue of “Programme Bending”
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What Communities First is in practical terms Communities First delivery in Swansea and its contribution to the Community Strategy Monitoring and evaluation Future Developments
2. Background and History of Communities First
2.1 Communities First is described by WAG as its ”flagship programme to improve the living conditions and prospects of people in the most disadvantaged communities across Wales.”
2.2 The programme was “launched” in the summer of 2001 in 142 communities across Wales, including the 100 wards that came out as most deprived in the 2000 Welsh Index of Multiple Deprivation (WIMD). The programme has since been extended to a further 46 communities, again based on the 2005 WIMD. Designation of areas has typically been by WAG based on statistical information, with no local input.
2.3 Launching in so many communities immediately caused WAG considerable administrative problems, and the roll-out of the programme has been widely criticised, most recently in the WAO report.
2.4 When the first round of funding applications was invited, no guidance was published and there was no official application form. Consequently, there was a marked difference in applications from different counties, and levels of funding and the implementation of the programme varied widely across Wales.
2.5 With WAG struggling to cope, and local partners often not being clear what was expected of them, it generally took a long time for the funding to be approved and the first staff appointed, with staff teams typically not in post until 2002 or 2003.
2.6 In some Swansea C1st areas the programme built on the foundation of previous projects: People in Communities in Blaenymaes, Newid in Bonymaen, URBAN in Townhill, Sustainable Communities in Clase. While benefiting those areas, it led to a lack of coherence between the different areas in early years.
3. Perception of Communities First
3.1 Arguably the biggest problem the programme has faced is widespread misunderstanding about how it works.
3.2 In particular, from the outset every stakeholder assumed that, as a regeneration programme, there would be project funding
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available to communities. Early work focused on developing the local Communities First Partnership, consulting the community, and writing the “Community Action Plan” that would then be used to access the Communities First funding.
3.3 However, the national budget of about £30m a year spreads very thinly between all the Communities First areas. In the early years, WAG would be willing to fund any project that seemed a good idea, but by about 2005 had realised that their budget would not stretch that far. As a result, a small number of communities have benefited from very large budgets approaching a million pounds a year, while most areas receive around £150-200K, just to cover the core staff team.
3.4 Swansea was in some ways fortunate that its well established projects were among those that accessed disproportionate levels of project funding, in Townhill, Bonymaen and Blaenymaes. However, this also raised expectations that could not be fulfilled, and Swansea has taken far longer than other counties to shake off the idea that the programme is a “Pot of Gold”.
4. Programme Bending
4.1 In the absence of funding to meet community aspirations, for the last few years WAG have focused on “Programme Bending” as the primary aim of the programme. Unfortunately, “Programme Bending” is not a very accessible phrase – one might say it is a rather odd piece of jargon. The Even in the Communities First guidance the term is defined in three different ways, so it is not surprising that the focus on “Programme Bending” has not brought more clarity to the programme.
4.2 The basic idea is that the needs of communities will be met by “bending” programmes or resources into Communities First areas. This requires service providers, Strategic Partnerships, WAG and in particular Local Authorities to prioritise Communities First areas. There is also an expectation on WAG’s part that Communities First will influence the key strategies at county level.
4.3 The recent WAO report strongly criticises the Communities First Programme for failing to achieve “Programme Bending”, and WAG are now pushing hard on this agenda.
4.4 However, in terms of the practicality of delivery, the work of the local Communities First teams does in fact typically lead to more involvement of service providers in Communities First areas. Local teams can support service providers and make it easier for them to deliver their services locally and they also actively attract services into the area.
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4.5 A considerable amount can and has been achieved through local teams building positive relationships with service providers. The WAO report does acknowledge that most successes in programme bending are achieved by the local Co-ordinators. However, these are operational successes. WAO were absolutely correct in their observation that Communities First has had little impact on strategies and policies. Communities First will now be under increasing pressure to demonstrate that it influences the headline strategies.
4.6 In Swansea the headline strategies currently make virtually no reference to targeting geographical areas of deprivation, despite the marked inequalities that exist between different parts of Swansea.
4.7 The one notable exception is Health Challenge Swansea, which does address Health Inequalities between different communities. More recently, one of the Local Service Board priorities, Early Intervention and Prevention, focuses on the catchments areas of Daniel James and Dylan Thomas schools.
4.8 Nonetheless, the general picture is that Swansea is not addressing the spatial element of deprivation at strategic levels.
4.9 WAG will expect Communities First to influence on this situation. My concern as Manager is that this may be a fruitless exercise, when we could be concentrating on extending the successful operational work of supporting service providers to deliver in our communities.
5. Communities First in Plain Language
5.1 The previous two sections have focused on the problems in understanding what Communities First is and what it delivers. However, if we look beyond the enormous amount of rhetoric and jargon that has surrounded the programme, and the resources it actually provides, it is possible to give a straightforward description.
5.2 The programme funds a small community development team based in each of the targeted communities. This team has 3 main roles: Supporting community organisations Bringing together service providers with local residents and community groups to develop initiatives for the benefit of the community Reaching out to those people who are least likely to participate or to access services.
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5.3 Through these 3 roles, each team supports a range of initiatives in their community. These initiatives are set-out in an annual work programme that is developed, approved and monitored by the local Communities First Partnership, and that forms the basis of the funding agreement with the Assembly.
5.4 These initiatives deliver tangible benefits (outcomes) to communities and individuals. These benefits can and should be evaluated and reported to communities and partners, to provide encouragement, build a more positive image for communities and enable sharing of good ideas, leading to a focus on what more could be achieved through further partnership working.
5.5 Each Communities First Partnership brings together community members with public, private and voluntary sector representatives to lead the programme locally and guide the work of the staff. For any service provider they provide instant access to local knowledge and community expertise.
5.6 WAG officials would almost certainly object that the above description is not the official policy of the programme. However, I believe it is an accurate description of how Communities First actually operates, and one of the challenges we face is the lack of connection between official policy and the reality of delivery.
6. Communities First Delivery in Swansea
6.1 Since coming into post I have analysed all of the Partnership work programmes to look at the common areas of work and led discussions with Co-ordinators on how Communities First adds value to the main themes of the Community Strategy. Appendix A summarises typical areas of Communities First work and how we are working with other partners to make a difference in communities.
6.2 Aside from the benefits outlined in the Appendix, reference must be made to the general benefits of a Community Development programme. The wide range of community-based initiatives supported by Communities First all serve to develop the confidence, 'life skills’ and well-being of the community members who lead them. Volunteering and participation bring a wide range of benefits to the individuals concerned including, but not limited to, bringing them closer to the job market.
6.3 As well as the benefits to individuals, community groups are also growing and developing. When the programme ends its legacy may well be the existence of community groups that can carry on operating without the support of the staff team. In particular, groups can learn how to relate and work in partnership other service providers. As mentioned earlier, these operational links may be of more value than
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any small degree to which the groups can influence headline strategies (influence that is currently non-existent).
7. Monitoring & Evaluation
7.1 While Appendix A gives a broad description of how Communities First activity adds value, we do not have at our finger tips the facts and figures of the tangible difference that the programme has made. Evaluation and reporting of Communities First has typically been through anecdotes and case studies.
7.2 Between April and June this year the 7 Communities First teams employed by the City & County of Swansea have trialled a new monitoring system that attempts to track every local person in every initiative in the Communities First work programme.
7.3 If the system is successful, we will be able to tell you how many local people are involved in and benefiting from the programme. We will be able to break this information into areas such as health promotion, environmental work or volunteering. And we will be able to show when engagement in “soft” activities has led to people accessing services directly related to employment and skills.
7.4 This system is at an early stage of development, but at least shows the commitment of staff to improving their work and proving that it does work.
7.5 It must be noted that evaluation of the programme across Wales has been poor, and was a particular area of criticism of the Wales Audit Office report. While it may appear to Scrutiny Board that we are very late developing this system, to my knowledge we are actually now ahead of every other county in Wales.
7.6 One of my greatest concerns as Manager is that we are breaking new ground with this system and we simply do not know how well it is going to work – we may still be left not being able to accurately report the wide range of benefits the programme is achieving.
8. Future Developments
8.1 Section 5 gave a simple explanation of the Communities First programme and Section 6 and Appendix A outlined how Communities First currently contributes to the delivery of the priorities of the Community Strategy.
8.2 One of my key priorities for the future is to continue to communicate the programme – what it does and how it helps
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deliver the key strategies – in a clear, straightforward manner. My belief is that the more service providers understand the programme and see the benefits, the more willing they will be to come and work with us.
8.3 In addition, I intend to use this as a starting for considering how we can improve delivery of the programme – what more could we be doing to make a contribution?
8.4 I hope that having more detailed information of achievements from the new monitoring system will support both providing information on the programme and also analysing where improvements are needed.
8.5 In summary, I am focusing how we make the best use of the staff teams to add value to the vast range of other services, programmes and resources working in our communities. This seems appropriate for an operational manager responsible for a programme with 10 Communities First teams across the City. I would welcome Scrutiny Board’s views and suggestions on how to go about this.
8.6 The Board also needs to be aware that WAG’s policy agenda is increasingly focused on influencing “programme bending” at a strategic level, to the exclusion of any other programme objectives. I believe seeking to have such influence in Swansea raises real challenges, and takes focus away from the resources we actually have at out disposal. However, I must of course be mindful of the official policy of the programme. Again, I would welcome Scrutiny Board’s views on whether I should put more energy into WAG’s drive to inform strategies at national and county level, or whether I should continue to focus on the operational work in communities.
Background Papers: Appendix A – Contribution of Communities First to Community Strategy
Contact Officer: Bill Jenkins – Communities First Programme Manager 01792 63 5109 File Reference: Scrutiny - Selection of C1st Areas
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APPENDIX 5 (2)
Environment Regeneration and Culture Scrutiny Board
Meeting with Communities First Programme Manager - Update Council Chamber - Civic Centre 20th July 20 2009
Attendance: Cllrs; R. Doyle (Chair), J Jones (Vice), J Burtonshaw, A Clement
Communities First: Mandy Jones, Bill Jenkins,
Officer: Spencer Martin
Apologies: Cllrs; K Marsh, A Lloyd, R Stewart, S Waller Thomas, J Thomas
It was noted that the invites to the task and finish groups were standard memoranda, could future invites be in official format.
Auditor Generals report on Communities First in Wales (WAO) had just been published, it was requested that members receive a copy of the summary report.
Bill Jenkins distributed a paper on his thoughts on the Communities First process to date, it was emphasised that this was his own personal opinion and that it wasn’t necessarily shared by his line manager or others in the Regeneration Department, however there were a number areas of commonality between his comments and the Auditors report which was released after the paper was written.
Bill Jenkins then went through the main points of the paper. Following the presentation a question and answer session took place, questions/issues raised included:
There is considerable partnership working in Communities First areas, with several examples of Council Departments willing to work closely with Partnerships, e.g. Leisure, Youth and parts of environment. However, this is all happening at an operational, not strategic level. None of the key Strategies have any spatial targeting, with the exception of the Health Challenge Swansea and the LSB 4 priority (Early Intervention Pilot). Departmental culture is difficult to break down The main criticism of the programme nationally in the recent WAO (Wales Audit Office) report is the lack of programme bending. This is seen as a strategic failing of the programme (with Health in Swansea being noted as an exception). The report acknowledges that examples of service providers focusing more on Communities First areas is usually down to the work of local Co-ordinators, not of influencing strategies.
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Support from the Chief Executive may assist with the promotion of programme bending but it is a cultural change in Swansea that is required, perhaps this can be promoted by the Chief exec, or other suitable champion There are examples of service providers working closely with Communities First, for example Youth Workers and links with CYMORTH - hopefully combined resources will create closer links in the near future. Discussion around external bodies (particularly where council are partners), and their links with Communities First for example groups like BIDS, City Centre Partnership, Safer Swansea etc. Some of these have excellent links with the relevant Communities First Partnerships but there are still links to be made and promoted. Communities First and the Community Strategy – there is no reference to spatial targeting in the Community Strategy, but targeting resources on the most deprived areas is fundamental to WAG’s Communities First policy. Board would like to visit Sketty & groups involved locally in developing Communities First in the area Summary of Annual Monitoring Reports for all partnerships to be distributed. Is there a working group/steering group which brings the partnerships together to share best practice and exchange ideas? The Co- ordinators meet regularly but a wider networking event may be considered. How developed are the Communities First Partnership links with senior Council Officers? Varies down to the individual personalities. Can link with Officers this be overcome by an induction process for senior managers on the Communities first programme? A senior manager’s programme is currently being developed. Potential to invite those senior managers not involved to Board meetings to increase level of knowledge. What is the position with the Outcomes fund? It is a new stream of Communities First funding , however levels of funding will come nowhere near meeting demand – this could turn the programme back into being all about money and ‘a pot of gold’ once again - as in the beginning of the programme - raising false expectations. What is WAG's view of submitting joint bids for funding between Communities 1st and other partners? – they are keen to promote cross area funding Which of the Communities First Areas in Swansea are Grant Recipient bodies – Clydach and Blaenymaes. Townhill employ their own staff, but CCS remains the grant recipient body and transfers the funds across to The Hill Community Development Trust – WAG are not keen on any more Communities First areas becoming Grant recipient bodies WAG appear to be deciding upon policy Issues affecting Communities First and sometimes appear to be driving the process against community need, the process should be community led not WAG led
242
Staffing - The reliance upon paid staff needs to be relaxed, if many of the Communities First projects are to have effective exit strategies, or if projects are to continue after the end of Communities first. The quality of Communities Firsts co-ordinators and workers (Wales Wide) has improved significantly since the beginning of Communities First, initially there were not enough trained community development workers to fill the Communities First posts, Swansea fared better than many other authorities in that we had a larger bank of workers to begin with, however many staff have learned on the job and currently the work being undertaken is to a very high standard. This knowledge should assist with the exit strategies and long term future of Communities First Partnerships.
Bill is to attend all future Task and Finish groups of the ESC board that deal with issues surrounding communities first.
243
APPENDIX 6
Environment, Regeneration & Culture Scrutiny Board Task and Finish Group
11 December 2009
REPORT ON COMMUNITIES FIRST PROGRAMME IN CASTLE WARD
Summary
Purpose: To give Scrutiny Board task and finish group an outline of the issues faced by Communities First in Castle ward. Policy Framework:
Reason for Decision: No decision required
Consultation:
Recommendation(s): To note the contents of this report.
1. Introduction
1.5 WAG conducted a review of Castle Communities First in the second half of 2008, publishing a report in December. Subsequently funding was released for 1 year, up to March 2010, with a set of improvement indicators that had to be met before further funding could be released.
1.6 Scrutiny Board have requested a report on the issues in Castle, so that their review is informed by the experiences of a “struggling” Partnership.
1.7 It should be noted that there is no consensus or agreement on the exact nature of the problems in Castle ward. Any analysis offered in this report would be disputed by one or more stakeholders. Therefore, the report limits itself too: Summarising the findings of the WAG Review Summarising the response to WAG from Phil Roberts, Director of Regeneration and Housing Summarising the agreement on a way forward Summarising progress made since April ‘09
2. Findings of WAG’s Report
2.7 The key findings of WAG’s review were: The Partnership was not functioning effectively with long, unproductive meetings dominated by conflict between individuals. The programme had failed to make links with key Partner agencies.
244
The programme had failed to link to City Centre Regeneration
The Partnership had not developed any ward wide projects but had focused on individual communities in Castle ward.
6. Phil Roberts Response to WAG
3.1 Phil Roberts responded to the Assembly expressing his disappointment with the WAG report. The key points he raised were:
3.2 For the previous 2 years the Local Authority had been raising concerns with WAG about the progress of Communities First in Castle, including writing on two occasions to the Head of Communities First, but WAG had never provided an adequate response. In his view the WAG report was too little too late.
3.3 CCS had sought to address the problems itself by applying for funding for additional workers, and since their recruitment in September 2007 significant progress had been made which the WAG report failed to reflect. This in turn had a demoralising effect on the new staff. The report also failed to recognise that the first staff only came into post in 2003 and for the following 4 years the programme was understaffed for the size of the ward.
3.4 The report had dismissed the Council’s concerns with a “whole ward” approach, but this only reflects WAG’s failure to recognise the distinct challenge of working in a city centre ward containing wholly separate communities, some of which are among the most deprived in Wales.
3.5 Overall, the report failed to provide an analysis of how the problems had arisen and its resultant recommendations will not address the fundamental issues.
3.6 His response also made alternative recommendations for a way forward.
7. Agreement on This Year’s Funding
4.1 Following this response a joint meeting was held between WAG and Council officials. At this meeting the following steps were agreed: The Partnership Board would be suspended and an Improvement Board put in place. WAG would fund an independent “Expert Advisor”, one of whose roles would be to Chair the Improvement Board. The Co-ordinator’s role would be reviewed and a new job description drafted specific to the opportunities offered by being in a City Centre ward and the new Strategic Regeneration Area. WAG would fund the remaining staff for a further year.
245
4.2 WAG subsequently issued a set of improvement indicators, with the funding offer letter, which they expected to be met if further funding was to be made available.
8. Progress Since April 2009
5.1 The Improvement Board has met regularly with business like meetings, and has chosen to focus on Economic Inactivity and Health and Well-Being.
5.2 In the area of Economic Inactivity the focus has been on building relationships with the organisations who directly provide relevant services, and developing Communities First’s role in linking these providers to communities. This work has received an enthusiastic response from several providers.
5.3 We have also built a close relationship with Beyond Bricks and Mortar so that we are in a position to capitalise on employment opportunities when the major development contracts in the City Centre begin.
5.4 In the area of Health and Well-Being the focus has been on a Health Needs Assessment in the Dyfatty/Waun Wen/Brynmelin/Green Hill areas, as part of Health Challenge Swansea’s strategy to tackle Health Inequalities.
5.5 Because the focus of Health Challenge Swansea is on the wider determinants of health, including factors like poverty and community safety, the resultant action plan will be all-encompassing. The action plan will seek to capitalise on the opportunities provided by the significant investment in the City Centre, including making the case that the needs of these particularly deprived communities need to be considered alongside the major capital investment.
5.6 It can be noted that the issues identified in paragraphs 5.1, 5.2, 5.3 and 5.5 address exactly the first 3 findings of WAG’s review.
5.7 A submission for the next two year’s funding based on these plans was discussed in the November Improvement Board meeting. In this meeting the WAG official stated that the submission would not be adequate to secure funding, despite giving little indication of this previously. This submission was then substantially enlarged to reflect WAG feedback.
5.8 On 9 December we were informed that the Deputy Minister did not want to make a decision on Castle yet, and that we would not now have a decision till the end ofJanuary. We have now had to put the staff on the redeployment register and this is likely to disrupt the continuing work in Castle.
Contact Officer: Bill Jenkins – Communities First Programme Manager 01792 63 5109
246 Item No. 6 (2)
Report of the Cabinet Member for Community Regeneration
Cabinet – 23rd September 2010
RESPONSE TO THE ENVIRONMENT AND COMMUNITIES OVERVIEW & SCRUTINY BOARD ON COMMUNITIES FIRST
Summary
Purpose: To outline the response of the Cabinet Member to the recommendations of the Overview & Scrutiny Board
Policy Framework: Corporate Plan - The Council leads the regeneration of our local communities.
Reason for Decision: To comply with the requirements of the Council Constitution.
Consultation: Legal, Finance
1. Introduction
1.1. This report provides a response from the Cabinet Member for Community Regeneration to the recommendations made by the Environment, Regeneration and Culture Overview & Scrutiny Board in its review of the Communities First Programme, across the City and County of Swansea.
1.2. The Scrutiny Board agreed the final report on 15 June 2010.
2. Response to Board Recommendations
Cabinet Member Response: The report contains a number of wide ranging recommendations which will be taken forward individually through an action plan which will be presented to the board in a future meeting. The recommendations will be forwarded to the Welsh Assembly Government as requested. An individual response to the recommendations to both the Welsh Assembly and Cabinet are included in Appendix 1 of this report.
3. Legal Implications
3.1 There are no specific legal implications at this stage
247
4. Financial Implications
4.1 Recommendation 1.2 to WAG: ‘Direct all monies to Local Government (ring fenced to communities identified by need)’ is a recommendation to direct Communities First monies directly into our annual revenue support grant (RSG), and that these monies then be ring-fenced to the Communities First areas. However, RSG is an unhypothecated grant and once incorporated it would be impossible to identify a specific sum for Communities First in future years.
4.2 The Action Plan mentioned in section 2 above will need to clearly identify any financial implications arising from the Actions and include details of any necessary funding or savings.
5. Recommendation that Cabinet:
5.1 Notes the response of the Cabinet Member’s as outlined in the report.
Background Papers:
Contact Officer: Caroline Carter (Coordinator, Community Regeneration Unit) 01792 635266 Legal Officer Nigel Havard
248 Appendix 1
Recommendations for the Welsh Assembly Government
Recommendation 1 For the Welsh Assembly Government 1. Consider this report in any evaluation of Communities First
Cabinet Member Response:
Recommendation is AGREED
This report illustrates issues (both positive and negative) which have occurred during the lifespan of the Communities First programme in Swansea. This information will be key in any national evaluation of the programme, which is scheduled to end by April 2012.
2. Direct all monies to Local Government (ring fenced to communities identified by need)
Cabinet Member Response:
Recommendation is NOT AGREED
Although directing the Communities First monies to the Local Authority would, in one sense, simplify the governance arrangements, directing the Communities First monies directly into our annual revenue support grant (RSG), would mean that it would be impossible to identify a specific sum for Communities First in future years, as the RSG is an unhypothecated grant.
Recommendations for Cabinet
Recommendation 2
For Cabinet 1. For similar programmes in future:
1.1 There needs to be a much more central role for local Councillors
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
The overall structure of the Communities First Partnerships is determined by the Welsh Assembly Government (WAG), rather than by City & County of Swansea. Within Swansea, an agreed procedure is in place to ensure local Councillors’ involvement and representation on the Communities First Partnerships. Communities
249 First Coordinators have been instructed to involve all their local Ward Members in the delivery of the Communities First Work programmes, by the Communities First Programme Manager.
1.2 Local Authority input in Strategies needs to be effected from the outset to ensure practical success on the ground.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
I agree that local authority input into the development of WAG strategies is essential to ensure practical success on the ground. Although the opportunity to make such input is not consistently offered by WAG the Board should be reassured that during the initial consultation process on Communities First and on every subsequent opportunity the Authority has made its views known to WAG about the programme. Furthermore there have been a number of instances where representations have been made at Director level offering advice on how to make specific partnerships work on the ground. Unfortunately this advice has not always been adopted by WAG in a timely and effective manner.
1.3 Aims and limitations need to be set out much more clearly
Cabinet Member Response:
Recommendation is AGREED
As the Communities First programme developed, WAG realised that clearer outcomes and objectives were needed, and as a result, work programmes with clearly defined targets were introduced in 2007 to assist in this process. This development was welcomed by City & County of Swansea, as the work programmes have helped to clarify and refine the programme’s purpose.
1.4 Funding confirmation needs to be made within reasonable time; confused and complicated application process and long turn around times, has complicated development of Projects.
Cabinet Member Response:
Recommendation is AGREED
Changes in the applications process and delays by WAG in reaching funding decisions impacts negatively on the Programme, and in some areas staff who were under notice of redundancy, because the continuation funding decision was awaited from WAG, left to take up alternative employment, and a complete new team of staff had to be recruited, leading to a temporary gap in service provision.
1.5 Flexibility needs to be retained – no one size fits all
Cabinet Member Response:
250
Recommendation is AGREED
Although a funding matrix based on staff to population ratio is understandable, to ensure some degree of funding parity across Wales, the imposition of such a blanket formula does not recognise the diversity and complexity within individual Wards. It would be more helpful if WAG took on board local knowledge from the Local Authority and retained a degree of flexibility in relation to the shape of the programme.
1.6 Capital funding for projects can have greater impact
Cabinet Member Response:
Recommendation is NOT AGREED
Although it is recognised that capital funding can have a significant impact in communities, revenue funding is always required alongside capital funding if the maximum benefits of capital investments are to be realised – for example to work with local people to identify the need for any capital investment and for local people to be involved in shaping the delivery of services and facilities from a facility.
1.7 Measuring criteria needs to be consistent
Cabinet Member Response:
Recommendation is AGREED
Those Communities First teams which are line managed by the Community Regeneration Unit (CRU) have developed a simple monitoring system to encourage consistent measuring of criteria. In addition the CRU has developed an evaluation framework, which it is hoped will identify ‘best practice’ in an objective manner.
1.8 Better evidence of the success of the programme needs to be gathered and published
Cabinet Member Response:
Recommendation is AGREED
The CRU is currently producing a Communities First report which will demonstrate success and good practice, and this will be widely publicised and circulated.
1.9 Exit strategies need to be in place so that Partnerships can plan for life beyond 2012 if there is to be a significant reduction in funding post 2012.
Cabinet Member Response:
Recommendation is AGREED
251 Direction and guidance from WAG is awaited on the future of the Communities First Programme. In the absence of such direction, the CRU is proactively working with the Communities First partnerships on this matter, as it appears likely that the shape and direction of Communities First may well change.
2. Programme bending needs to be highlighted as an essential priority if Communities First is to succeed in deprived areas.
Cabinet Member Response:
Recommendation is AGREED
Programme bending is an essential part of the programme at a national and local level and WAG have introduced the Communities First Outcomes Fund to facilitate this.
3. Recognise work of community members who give up considerable amounts of their free time for the betterment of their communities.
Cabinet Member Response:
Recommendation is AGREED
It is recognised that Community Members are key to the Communities First programme and without their voluntary input the programme in Swansea would not have achieved the success it has.
4. There should be more consideration of spatial targeting and programme bending from the outset of community regeneration schemes. This is particularly the case when trying to focus work on issues such as Child Poverty. Statistics show that child poverty in Swansea is concentrated in specific wards, particularly Penderry and Townhill. CCS policies and plans should have an explicit commitment to target resources in these areas.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
The Communities First programme itself reflects spatial targeting as the designation of Communities First areas is based on the Welsh Index of Multiple Deprivation. Similarly the Flying Start Programme which is a key programme aimed at tackling Child Poverty is targeted on the most deprived school catchment areas.
5. Joint working – there needs to be more links with: Community Strategy, health challenge Wales, wider policy makers and budget holders to maximise partnership working and synergy between projects and to ensure maximum resources are targeted in Communities First Wards.
Cabinet Member Response:
252 Recommendation is AGREED IN PRINCIPLE
Community Regeneration is a cross-cutting theme of the Community Strategy. There are links from the CRU into the Swansea Economic Regeneration Partnership; Economic Equity Delivery Team; Community Cohesion Fund Steering Group; Community Safety Partnership; the Better Swansea Partnership (via the Better Swansea Policy Task Group); into sub-groups of the Children & Young People’s Partnership and joint Communities First project work with Health Challenge Swansea has been undertaken.
6. Communities First be invited to present regular updates to Full Council on the progress of the programme.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
An Annual Report (for information) will be presented to full Council.
7. Ensure the representation of ward members in all Communities First partnerships supported by the council.
Cabinet Member Response:
Recommendation is AGREED
Within Swansea, an agreed procedure is in place to ensure local Councillors’ involvement and representation on the Communities First Partnerships. Communities First Coordinators line managed by City & County of Swansea have been instructed to involve their local Ward Members in the delivery of the Communities First Work programmes.
8. Involve all ward members in Communities First areas in procedures for Communities First partnerships.
Cabinet Member Response:
Recommendation is AGREED
Please See response to item 7.
9. Establish a regular quarterly briefing for all councillors in Communities First Areas.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
Co-ordinators line managed by City & County of Swansea have been instructed to provide regular monthly updates specifically for Ward Members from their areas.
253 10. Encourage all Communities First partnerships to increase wider public engagement in partnerships.
Cabinet Member Response:
Recommendation is AGREED
The Communities First Co-ordinators and Communities First Programme Manager are working to encourage all sectors to engage in partnership activity. Maximum effort is being made to work with those who may be labelled ‘difficult to engage’.
11. Promote good practice through the establishment of a Chairs Forum which would bring together the Chairs of the different partnerships. Such a forum could also provide a pressure group within the Communities First process which could lobby on behalf of the Partnerships.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
A Communities First Chairs’ Forum had previously been established, but attendance had waned. The Forum will be reconvened by the Communities First Programme Manager.
12. Communities First and other community regeneration projects should form an important part of the senior management induction programme to ensure the importance of joint working.
Cabinet Member Response:
Recommendation is AGREED IN PRINCIPLE
Communities First will be considered as an element for inclusion in the future senior managers’ induction programme, which is being developed as part of the workforce development programme.
13. The council needs to ensure the Communities First areas are adequately supported throughout their exit strategies and what should remain following the programme.
Cabinet Member Response:
Recommendation is AGREED
The CRU is proactively working with the Communities First Partnerships to assist them in drawing up exit strategies.
254 Item No. 15 (3)
Report of the Overview & Scrutiny Business Committee
Council – 14th August 2010
OVERVIEW & SCRUTINY STRATEGIC WORK PROGRAMME
Summary:
The report presents the Overview & Scrutiny Strategic Work Programme for 2010/11 following the agreement of work plans by each of the Boards / Committees.
FOR INFORMATION
1. Background
1.1 In order to ensure a coordinated approach to the work of overview and scrutiny, Overview & Scrutiny Board / Committee work plans operate within the framework of an overarching Annual Overview & Scrutiny Strategic Work Programme, which is overseen by the Overview & Scrutiny Business Committee.
1.2 It is expected that the work of overview and scrutiny should represent a significant and constructive programme of activities that will:
help improve services provide an effective challenge to the executive engage Members in the development of polices, strategies and plans engage the public
2. Overview & Scrutiny Strategic Work Programme
2.1 The current work programme is attached at Appendix 1.
2.2 The Work Programme summarises the main areas of overview & scrutiny work under the following headings:
Current in Depth Reviews Active Task and Finish Groups Reports to the Boards and Committees (Next Two Months) Reports for Cabinet Decision Referrals from Council Follow Up on Recommendations Agreed by Cabinet Chairs Letters
255 2.3 To raise awareness and to encourage wider involvement in the work of overview & scrutiny, the Strategic Work Programme will also be publicised through the relevant pages on the Council’s website (www.swansea.gov.uk/scrutiny). Aspects of the work programme will also be publicised informally through the Swansea Scrutiny Blog (http://scrutiny.cityandcountyofswansea.org.uk/).
3. Role of the Overview & Scrutiny Business Committee
3.1 This committee will consider the Strategic Work Programme at each meeting and report it to Council.
3.2 The committee will monitor progress with the Work Programme and provide a forum for resolving issues with regard to either processes or in tackling specific pieces of work. It will also consider experiences (positive and negative), in order to improve the effectiveness of this work and overview & scrutiny as a whole.
3.3 Specifically this committee has a role in ensuring that the work of overview and scrutiny is:
manageable, realistic and achievable given resources available to support activities relevant to corporate priorities and focused on significant areas adding value and having maximum impact coordinated and avoids duplication
4. Legal Implications
4.1 There are no legal implications.
5. Financial Implications
5.1 There are no financial implications.
FOR INFORMATION Background papers: None Contact Officer: Dave Mckenna, Overview & Scrutiny Manager 01792 636090 04.10.10 Legal Officer: Janine Townsley
256 APPENDIX 1
Overview & Scrutiny Strategic Work Programme (September 2010)
1. Current In-Depth Reviews
Issue Board Start Date Completion Expected Status Medium Term Financial Plan Performance & Finance September October 2010 Report Writing 2008 Support for the Elderly Living at Health, Social Care & December October 2010 Report Writing Home Wellbeing 2009 Corporate Parenting Child & Family Services June 2010 October 2010 Report Writing Literacy in Schools Across the Children, Young People & August 2010 January 2011 Evidence Gathering Curriculum Learning Public Participation in Recycling Environment & August 2010 February 2011 Evidence Gathering Communities Shared Services Performance & Finance September March 2011 Scoping 2010
2. Active Task and Finish Groups
Issue Board / Committee Date of Next Meeting Purpose Corporate Parenting Child & Family Services 21/09/2010; 28/09/2010; Review - Evidence Sessions 07/10/2010; 14/10/2010; 21/10/2010 Literacy Across the Curriculum Children, Young People & 27/09/2010, 18/10/2010, Review – Evidence Sessions Learning 01/11/10 Recycling and Composting Environment and 27/07/10 Review – Scoping Communities Adult Services Performance Health Social Care & Well 28/09/10, 12/10/10, 09/11/10, Monitoring and challenge Monitoring Being 14/12/10, 18/01/11, 15/02/11, 15/03/10, 12/04/11 Outcome Agreements Performance & Finance TBA Examine Business Case Budget Performance & Finance TBA Monitoring Shared Services Performance & Finance TBA Review
257 APPENDIX 1
3. Reports to the Boards and Committees (11th October – 3rd December)
Issue Purpose Portfolio Board / Committee Date QED2020 Update Cabinet Member - Update Education Children, Young 11/10/2010 People & Learning Initial Feedback for re-inspection of Youth Other Education Children, Young 11/10/2010 Support Services by Estyn in June 2010 People & Learning Highways Winter Protocol Review - Findings Environment Environment & 12/10/2010 Communities Outcome of Performance Indicator Review Officer Briefing Business Improvement Finance & 18/10/2010 & Efficiency Performance Cabinet Member Questions & Response Cabinet Member - Update TBC Finance & 18/10/2010 Performance Literacy Review - Evidence Education Children, Young 18/10/2010 Gathering Activity People & Learning Social Inclusion Unit Performance Report Director - Performance Social Services Health, Social Care & 19/10/2010 Monitoring Wellbeing Rota Visits Officer Briefing Social Services Health, Social Care & 19/10/2010 Wellbeing National Review of Eligibility Criteria Other Social Services Health, Social Care & 19/10/2010 Wellbeing Chair's Letter Chair's Letter - For Social Services Health, Social Care & 19/10/2010 Information Wellbeing Cabinet Member Questions & Response Cabinet Member - Update Social Services Child & Family 27/10/2010 Services Corporate Parenting Review - Draft Final Report Social Services Child & Family 27/10/2010 Services Feedback on CSSIW reality check report Director - Performance Social Services Child & Family 27/10/2010 Monitoring Services Outcome of Deputy Minister's Statements on Other Social Services Child & Family 27/10/2010
258 APPENDIX 1
CFS Services Pre-Review Briefing – Drug & Alcohol Misuse Director - Report Social Services Child & Family 27/10/2010 Services Drug & Alcohol Misuse Review - Scoping Social Services Child & Family 27/10/2010 Services Swansea Safeguarding Children Board Director - Report Social Services Child & Family 24/11/2010 Services Safeguarding Arrangements in the City & Follow up - Action Plan Social Services Child & Family 24/11/2010 County of Swansea – Action Plan following Services CSSIW Report Literacy - Research Results2 Review - Evidence Session Education Children, Young 01/11/2010 People & Learning CYP Plan 2008/11 Annual Review Follow up - Action Plan Business Improvement Children, Young 08/11/2010 & Efficiency People & Learning CYP Plan 2011/14 Development Other Business Improvement Children, Young 08/11/2010 & Efficiency People & Learning Adult Services Performance Management Director - Performance Social Services Health, Social Care & 09/11/2010 Task & Finish Group Monitoring Wellbeing ICT contract Officer Briefing Business Improvement Finance & 15/11/2010 & Efficiency Performance Council's Strategic Programme Overview Officer Briefing Business Improvement Finance & 15/11/2010 & Efficiency Performance Cabinet Member Questions & Response Cabinet Member - Update TBC Finance & 15/11/2010 Performance Transformation of Adult Services - Review - Evidence Social Services Health, Social Care & 16/11/2010 Assessment & Care Management Gathering Activity Wellbeing Chair's Letter Chair's Letter - For Social Services Health, Social Care & 16/11/2010 Information Wellbeing Older person's NSF Progress Report Director - Performance Social Services Health, Social Care & 16/11/2010 Monitoring Wellbeing Implementation of Restructuring Plans for Director - Report Social Services Child & Family 24/11/2010 Child & Family Services (e.g. Assessment and Services Case Management Teams)
259 APPENDIX 1
Critical Friend Challenge Presentation All O&S Business 25/11/2010
4. Reports for Cabinet Decision
Issue Board / Committee Portfolio Review Completed Date Community Alarms and Telecare Health, Social Care & Wellbeing Social Services August 2010 21st October Services
5. Referrals from Council
Issue Board / Committee Date First Referred Purpose Scheduled for Council None
6. Follow Up on Recommendations Agreed by Cabinet
Review Board / Committee Cabinet Portfolio Review Completed Date Scheduled Eligibility Criteria for Services to Child & Family Services Social Services June 10 27/10/2010 Disabled Children Integrated Service Delivery Children, Young People & Business Improvement & April 09 08/11/2010 Learning Efficiency Assessments, Family Support Child & Family Services Social Services December 09 24/11/2010 Services and Workforce Population Estimates & the Performance & Finance Business Improvement & April 08 10/01/2011 Census Efficiency Accommodation Services Child & Family Services Social Services February 10 19/01/2011 Child Poverty and its effects on Children, Young People & Business Improvement & March 10 28/02/2011 educational attainment Learning Efficiency Youth Support Services Children, Young People & Education April 10 28/03/2011 Learning Respite Care Health, Social Care & Social Services April 09 11/01/11 Wellbeing Metro Environment & Communities Environment September 09 29/03/11
260 APPENDIX 1
Cycling Strategy Environment & Communities Environment February 10 19/04/11 Communities First Environment & Communities Environment June 10 Tbc
7. Chairs Letters (May 2010 – April 2011)
Issue(s) Board / Committee Cabinet Portfolio Letter Sent Response Received Performance for April 2010 / Budget CFS Social Services 10/06/2010 15/07/2010 Scoping the ‘Literacy in Schools across Children, Young Education 22/06/2010 12/07/2010 the Curriculum’ Review People & Learning Business Improvement & Efficiency Children & Young People’s Partnership CFS Social Services 12/07/2010 26/07/2010 Draft Disability Strategy / Role of the Lead Director for Children & Young People Proposed Work Programme Health Social Care & Social Services 12/07/2010 Well Being Team Around the Child Children, Young Education 19/07/2010 23/08/2010 People & Learning Business Improvement & Efficiency Invitations to attend Board Meetings / Performance & Community Leadership 21/07/2010 Budget Timetable & Scrutiny Finance Business Improvement & Efficiency and Finance
Scoping the Recycling and Composting Environment and Environment 22/07/2010 Review Communities CFS Budget CFS Social Services 17/08/2010 24/08/2010 CSSIW Monitoring Report / Progress CFS Social Services 09/09/2010 with Improvement
Contact: Dave Mckenna, Overview & Scrutiny Manager, 636090, [email protected] For more information see www.swansea.gov.uk/scrutiny
261
Item No. 16
Report of the Acting Head of Legal, Democratic Services & Procurement
Council – 14th October 2010
WRITTEN RESPONSES TO QUESTIONS ASKED AT THE LAST ORDINARY MEETING OF COUNCIL
Summary:
The report provides an update on the responses to Questions asked during the last ordinary meeting of Council on 19th August 2010.
FOR INFORMATION
1. INTRODUCTION
1.1 It was agreed at Council on 8th April 2010 that a standing item be added to the Council Summons entitled “Written Responses to Questions Asked at the Last Ordinary Meeting of Council”.
1.2 A “For Information” report will be compiled by the Democratic Services Team collating all written responses from the last Ordinary Meeting of Council and placed in the Agenda Pack;
1.3 Any consequential amendments be made to the Council Constitution.
2. RESPONSES
2.1 Responses to questions asked during the last ordinary meeting of Council are included as Appendix A.
Background Papers: None
Contact: Democratic Services Extension: 6820
Date: 1st October 2010
262 PROVIDING COUNCIL WITH WRITTEN RESPONSES TO COUNCILLOR QUESTIONS – 19TH AUGUST 2010
1. Mr Bob Clay to the Leader
Question
Page 267 provides a list of Councillors Directors appointed to the Board of Limited Companies by the City and County of Swansea. Could we be told of those directors last reported on their company to full Council? Should there not be arrangements for Directors to report on a regular basis? We are also told that Account dates and turnover figures would have to be obtained from the companies themselves. Wouldn’t it be reasonable to expect that Directors appointed by the Council should request such information?
Response
There are no current arrangements by which Directors who have been appointed by the Council Companies report back to Council. I shall be considering what arrangements may be appropriate. Directors of Companies will be able to obtain the information you refer to as part of their role with their respective Companies, but in dealing with that information they will be bound by their duties as Company Directors.
2. Professor Tony Beddow to Councillor J B Hague
Question
Could Councillor J B Hague confirm as a Director of Swansea Stadium Management Company that all returns to Companies House for this have all been submitted on time?
Would he agree that the briefing arrangements for Council appointed Directors are essential and will he undertake to bring this to Cabinet?
Response
Yes, the last return was made up to 12th July 2010. The next is due on 9th August 2011.
Can I ask you to please clarify the question? Are you referring to arrangements whereby Company Directors appointed by the Council report back to Cabinet? Or, are you referring to briefings for Company Directors appointed to companies by the Council, such as briefings to be given as standard by the Council?
3. Councillor R H Kinzett to the Leader
Questions
Councillor R H Kinzett expressed concern that the answer to Question 2 refered to the Leader writing to Group Leaders which had not been done.
Response
The Leader provided a confidential response to Group Leaders only.
263 PROVIDING COUNCIL WITH WRITTEN RESPONSES TO COUNCILLOR QUESTIONS – 19TH AUGUST 2010
4. Councillors D Phillips and R Francis-Davies to the Leader
Question
A number of questions were asked in relation to the recent Pink concert held at the Liberty Stadium and in relation to the Liberty Stadium itself.
Response
The Leader was asked at Council on the 19 August to provide a written response regarding free tickets received for the Pink Concert on Wednesday, 23 June 2010 at the Liberty Stadium.
I confirm that the City and County of Swansea received 4 free tickets and they were for the Lord Mayor and Lady Mayoress and the Leader and Mrs Holley. The Lord Mayor and Lady Mayoress accepted, but the Leader and Mrs Holley gave their apologies.
The accounts are publicly available from Companies House.
As far as the reasons for building the Stadium these were contained in a report to Cabinet on 13 June 2002 and were stated as
i) provide a new home for Swansea City AFC and Swansea RFC both currently struggling in facilities that have reached or are close to reaching the end of their operational lives;
ii) be a major focus for the community by providing a new facility for major local sporting events, be a venue for a wide range of local, regional and sub-regional entertainment programmes (from pop concerts to festivals) and securing significant market share in the hospitality business locally for which there appears to be considerable demand;
iii) by eliminating or vastly reduce the need for two existing stadia in Swansea it will permit the Authority to rationalise its community sports facilities, reduce operational costs and enhance service delivery;
iv) be a sustainable landmark development and source of civic pride for the City and County of Swansea helping to encourage inward investors as well as providing a much needed catalyst to sports and leisure opportunities in West Wales.
5. Councillors G Seabourne and J E Burtonshaw to Councillor J B Hague
Question
Councillor G Seabourne asked why the stumps of public lighting columns no longer in use were allowed to remain?
Councillor J E Burtonshaw questioned why a number of areas in Swansea were now part of the Reduced Lighting Scheme despite Local Councillor not having been consulted?
264 PROVIDING COUNCIL WITH WRITTEN RESPONSES TO COUNCILLOR QUESTIONS – 19TH AUGUST 2010
Response
Further to the supplementary questions asked at Council last week re street lighting, I attach below my answers as promised:
In relation to cutting down of lighting columns, the Authority is currently in the majority of locations, reducing a structurally failed column in height only, this allows the service cable to be protected for reuse on the basis that a replacement column may be installed at a later date and is overall more cost advantageous. However, if we are aware a lighting column, following an adverse structural test will no longer be required, then the whole column will be removed, together with associated excavation and cable supply jointing works as a permanent solution.
With regard to consultation with Ward Members, I attach a copy of a typical circulated email dated 17 August 2010, which was circulated to all Ward Members (and Leader and Deputy Leader), in whose areas were affected by the energy reduction programme. Such emails have been utilised since the programme commenced and it is proposed that similar emails are circulated to relevant Ward Members detailing roads/areas covered in phases as the programme continues to be rolled out.
I trust the above clarifies the position.
6. Councillor C R Doyle to Councillor N J Tregoning
Question
1. Could the cabinet member clarify why the Social Inclusion working group listed on Page 104 is made up of solely council officers; would it not be wise to involve other agencies such as Swansea Council For Voluntary Service (Swansea CVS) in a working group of this type as they represent many different third sector groups who have extensive experience of working with socially excluded people.
2. Could the Cabinet Member clarify why the Communities First Strategic Manager, Bill Jenkins is not included in the membership of the Social Inclusion working group, and could he clarify is the current Communities First Strategic Manger Andrew Chapman is a member of the group?
Response
1. The development of a Social Inclusion Strategy has taken place principally to help officers and Members of the Local Authority understand and tackle the causes of social exclusion and poverty and develop better day to day practice of its staff.
A Steering Group was initially established involving Local Authority officers in order to gain cross-directorate understanding of the importance of social inclusion and the need for a Social Inclusion Strategy, and to assist with the development and implementation of the Strategy.
265 PROVIDING COUNCIL WITH WRITTEN RESPONSES TO COUNCILLOR QUESTIONS – 19TH AUGUST 2010
It was always seen as important to get views from Members and the wider community. After an initial draft Strategy had been developed, borrowing from best practice elsewhere, consultation took place with Members through a series of presentations and discussions at:
the Health, Social Care and Well Being Overview Board and the Children and Young People Overview Board (joint meeting) the Finance Audit and Business Improvement Overview Board the Child and Family Services Overview and Scrutiny Board.
There was also wider public consultation on the draft Strategy. It was placed on the Council’s website and Swansea Council for Voluntary Service’s website for public consultation during March 2010. Detailed responses were received from the National Deaf Children’s Society Cymru and Swansea People First (a Learning Disability Advocacy charity). Amendments were made to the Strategy based on their comments. Consultation with the public has also taken place via the Social Services Readers and Reviewers group.
The Steering Group has previously discussed the involvement of external agencies and the initial view was that as the Strategy was focussing on mainstreaming Social Inclusion internally within the Council and this is where the resources to support the Strategy would be focussed, it was appropriate to consult with the voluntary sector but not to include them in the Steering Group at this stage in the process.
This option will be re-visited when the Steering Group meets to discuss the implementation of the Strategy.
2. Bill Jenkins was an early member of the Steering Group. He was an active participant in the initial scoping stage of the strategy and provided some clear and useful ideas for the structure of the Strategy’s objectives, particularly around the importance of ensuring that the Strategy focussed on providing useful and practical tools for the integration of Social Inclusion into mainstream Council services. For example he was a strong advocate of the Social Inclusion Learning Programme.
Once the scoping stage was completed he nominated Helen Clancy (Principal Community Regeneration Officer) from the Community Regeneration Unit to act as their representative on the Steering Group. This arrangement has continued, however the Social Inclusion Policy Officer who is leading the work on the Social Inclusion Strategy will contact Andrew Chapman to ascertain whether he wishes to continue with this arrangement or if he would like to join the Steering Group as it moves into the next stage of Strategy and action plan implementation.
266 Item No. 17
Council – 14th October 2010
COUNCILLORS’ QUESTIONS
PART A - SUPPLEMENTARIES
1. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
In regards to the Swansea Stadium Management Company (StadCo) will the Leader of Council
a. advise Council whether the City & County of Swansea (the Authority) has ever received any income from StadCo and if so, how much and when? b. describe to Council what steps he has taken to assure himself that the internal accounting arrangements of StadCo do not unreasonably disbenefit the City & County of Swansea and the Swansea Council taxpayers? c. will he obtain and circulate to members copies of all the published accounts of StadCo? d. confirm that StadCo has fulfilled and is fulfilling all of the obligations placed upon it by the agreement it has with the Authority? e. advise Council whether, in the light of experience, he now considers the agreement between the Authority and StadCo to be in the best interests of the Authority and the Swansea Council taxpayers and whether he considers it ‘fit-for-purpose’? f. outline the circumstances in which the Authority can re-negotiate the current agreement? g. if re-negotiation is possible, undertake to explore ways in which this facility - built under Labour, managed under the Liberal-Democrat/Independent Administration - can finally be made to make a financial contribution to the Authority and the council-tax payers of Swansea?
Response of the Leader
a. The only income to date has been in respect of private hire of the Council boxes. SSMC receives income from activities at the Stadium, is responsible for all running costs, and is required to make provision for all current and future maintenance. In the event that the company makes a profit, it can declare a dividend from which the Council would benefit as a shareholder. This has not happened to date as overall the company has accumulated losses. b. The Supplementary Joint Venture Agreement incorporates a full and final indemnity which is intended to protect the Council from liabilities arising from SSMC’s operations and future maintenance costs. c. Yes but as members will be aware they are publicly available via Companies House. d. No. I believe that SSMC are in breach of a number of key requirements and we continue to pursue these. e. Via the indemnity the Council is protected from future liabilities and the maintenance of the Stadium is secured. Key to this is compliance with all aspects of the agreements The arrangements can only be fit for purpose if
267 SSMC fully complies with all aspects of the agreements. As I have made clear this is not currently the case and I continue to seek assurances and agreement from SSMC. At the conclusion of this matter it will be necessary to review these arrangements in the interests of protecting the public purse whilst ensuring the continued operation of the Stadium. f. Re-negotiation can take place at any time providing all the parties agree to do so. Council can only unilaterally change the arrangements in very specific circumstances, for example if the company faces insolvency. g. It would not be appropriate to discuss in open session the stance the Council might take in any potential renegotiation of the arrangements though the financial interests of the Council will be paramount.
2. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
a. Will the Leader of Council explain why he has not demanded regular reports to Council from those elected members who, on behalf of the City & County of Swansea Council, he has appointed to serve as Directors or similar of outside bodies or companies with whom the Authority is associated?
b. In the absence of such reports to Council will he confirm whether he has, himself, received such reports? And if he has, will he advise Council the dates of such reports, their content and why he has not reported them to Council, especially given his various answers to previous Members’ questions?
c. If he has not received such reports, will he explain how he can have ensured (and assured himself and Council) that such Council-appointed Directors have acted in the best interests of the Authority?
d. Will he now provide an assurance that all members who serve as Directors or similar on outside bodies or companies with whom the Authority is associated, will henceforward report regularly (at least every six months) to Council and will he provide a timetable for doing so?
Response of the Leader
a) As far as I am aware, it has not been the practice in the past to require regular reports from those Councillors who sit on outside bodies. b) No, I have not received such reports in any formal manner, but have sought to keep in touch with such appointees to understand the work they are doing. c) All of these bodies are subject to the relevant audit and regulation. Any concerns raised through such processes should, of course, be reported to the Boards, meaning that our nominated members will be informed. d) I have given this matter serious consideration in the recent past and agree that a process of reporting to Council will be a good development. I propose to commence this by discussion at the Constitution Working Group, leading to a report to Cabinet and Council, to develop an appropriate arrangement for reporting, relating, at least in the first instance, to those outside bodies which have company status.
268 3. Councillors M E Gibbs, G Seabourne and R L Smith
In light of recent reports in the local media regarding the amount spent on security measures at the Vetch Field, can the Cabinet Member update Council on the current situation? In particular, will the Cabinet Member advise the anticipated period for which the Council will continue to bear these costs?
Response of the Cabinet Member for Finance
The council has since May 2005 spent £269,000 on security and essential maintenance an average of £53,937 per year.
I am pleased to be able to report that we have been successful in securing £700,000 from the Welsh Assembly Government for the Demolition and landscaping of the Vetch field. This means that once a scheme has been formally approved and, after appropriate tender procedures carried out, a demolition contractor is likely to be appointed in January 2011 and the security responsibility will pass to them. Thereafter there will only be a small security and maintenance requirement.
4. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Cabinet Member for Education list the Schools within the City and County of Swansea he has visited since taking up his post and provide the date of his visits?
Response of the Cabinet Member for Education
The following is a list of recorded visits, events and meetings to which the Cabinet Member for Education has been invited. Further visits are planned in the coming months.
Nursery Schools Bryn Nursery (now closed) - 22/06/2005
Infant Schools Brynhyfryd Infant - 20/11/2007 Clydach Infant - 11/01/2005 Gorseinon Infant - 24/03/2009 Graig Infant - 24/01/2008, 29/03/2010 Pentrepoeth Infant - 19/03/2008, 30/03/2010 Tregwyr Infant - 13/02/2007, 28/04/2009 (Note: now Gowerton Primary School merged with Tregwyr Junior)
Junior Schools Brynhyfryd Junior - 29/11/2004, 20/11/2007 Clydach Junior- 11/01/2005, 18/05/2006 Gorseinon Junior - 15/05/2007 Pentrepoeth Junior - 19/03/2008, 26/03/2010 Tregwyr Junior – 13/02/2007, 13/02/2009, 30/04/2009 (Note: now Gowerton Primary merged with Tregwyr Infant)
269 Primary Schools Arfryn Primary (now closed) - 26/02/2009, 21/04/2009 Birchgrove Primary - 10/08/2004, 02/12/2010 Bishopston Primary- 09/12/2005, 15/02/2006, 21/07/2006, 25/11/2008, 26/06/2009 Blaenymaes Primary - 20/09/2005 Brynmill Primary - 20/03/2007 Cadle Primary - 27/06/2007, 26/02/2008 Casllwchwr Primary - 28/04/2009 Cila Primary - 08/05/2007 Clase Primary- 08/03/2007 Clwyd Community Primary- 02/03/2005, 19/03/2007, 29/04/2009, 18/10/2010 Craigcefnparc Primary- 15/05/2007 Craigfelen Primary- 12/11/2007 Crwys Primary - 10/05/2007 Cwm Primary (now closed) - 22/11/2005, 20/04/2009 Cwmbwrla Primary- 08/02/2007 Cwmglas Primary - 18/01/2006, 15/03/2007, 22/04/2009 Cwmrhydyceirw Primary- 09/12/2008, 23/04/2009 Danygraig Primary- 23/08/2005, 18/04/2007 Dunvant Primary - 01/12/2005 Gendros Primary- 12/12/2006 Glais Primary- 04/06/2007, 26/03/2009 Glyncollen Primary- 30/06/2006 Gors Community Primary- 24/11/2005, 20/01/2006 Gowerton Primary (formerly Tre Gwyr infants/junior's) Grange Primary- 24/01/2005, 21/06/2005 Gwyrosydd Primary - 23/11/2004 Hafod Primary- 12/03/2009, 05/07/2010 Hendrefoilan Primary- 01/12/2005, 08/05/2007 Knelston Primary- 04/06/2007 Llangyfelach Primary- 09/12/2008 Llanmorlais Primary (now closed) - 13/12/2005, 02/02/2009, 27/04/2009
Llanrhidian Primary- 02/02/2006 Manselton Primary- 18/04/2007 Mayals Primary- 08/09/2004, 27/01/2009 Morriston Primary- 19/03/2007 Newton Primary- 05/07/2007, 13/01/2009 Oystermouth Primary- 01/05/2007, 09/04/2008, 18/04/2008 Parkland Primary- 11/01/2005, 01/04/2006, 30/01/2007 Pen-y-Fro Primary- 22/02/2008 Penclawdd Primary- 13/12/2005, 11/12/2008, 23/04/2009 Pengelli Primary- 11/05/2009 Penllegaer Primary- 03/09/2004, Pennard Primary- 05/07/2007 Pentrechwyth Primary- 23/09/2008 Penyrheol Primary- 10/12/2004 Plasmarl Primary- 22/11/2007 Pontarddulais Primary- 12/09/2005, 27/10/2006, 09/12/2009 Pontlliw Primary- 21/07/2005, 12/09/2005 Pontybrenin Primary- 04/02/2008 Portmead Primary- 20/09/2005 Sea View Community Primary - 13/11/2007
270 Sketty Primary- 26/08/2004, 15/10/04, 11/01/2005, 11/02/2005, 16/01/2006, 24/10/2006, 03/02/2009, 26/02/2009, 02/03/10 St Helen's Primary- 08/11/2004 St Thomas Primary- 20/10/2005, 10/11/2006 St Thomas Primary (new) – 15/09/2006, 11/07/2007, 23/07/2007 Talycopa Primary- 26/03/2009 Terrace Road Primary- 25/06/2009 Townhill Community Primary- 27/06/2005 Trallwn Primary- 20/10/2005 Tre Uchaf Primary- 24/03/2009 Waun Wen Primary- 19/01/2005 Waunarlwydd Primary- 30/11/2004, 19/01/2005 , 20/03/2007, 28/01/2008 Whitestone Primary- 03/05/2007 Ynystawe Primary- 23/04/2009
Welsh Primary Schools Ysgol Gynradd Gymraeg Bryniago- 14/09/2004, 06/12/2006 Ysgol Gynradd Gymraeg Bryn-y-Mor- 19/04/2007 Ysgol Gynradd Gymraeg Felindre- 14/09/2005 Ysgol Gynradd Gymraeg Gellionnen- 29/03/2007 Ysgol Gynradd Gymraeg Llwynderw- 20/10/2004, 17/11/2005, 19/09/2008
Ysgol Gynradd Gymraeg Lon Las- 10/08/2004 Ysgol Gynradd Gymraeg Pontybrenin- 17/01/2008, 04/02/2008
Ysgol Gynradd Gymraeg Tirdeunaw- 18/10/2004, 30/09/2008 Ysgol Gynradd Gymraeg Login Fach- 19/07/2007, 13/12/2007
Voluntary Aided Primary Christchurch Ch in Wales- 27/01/2009 St David's R C Primary- 29/06/2005 St Illtyd's R C Primary- 25/11/2008 St Joseph's Cathedral Infant- 28/02/2008 St Joseph's Cathedral Junior- 28/02/2008 St Joseph's Cathedral Primary- 29/03/2007
Comprehensive Schools Birchgrove- 10/08/2004, 21/03/2005, 10/11/2009 Bishop Gore- 06/12/2004, 09/11/2005, 07/03/2007, 10/12/2008, 07/07/2009
Bishop Vaughan Catholic- 13/07/2007 Bishopston- 09/12/2005, 18/07/2006, 16/10/2008, 25/11/2008
Cefn Hengoed Community- 15/03/2007 Daniel James Community- 05/12/2007, 1/09/2009 Dylan Thomas Community- 24/05/2005, 20/06/2005, 10/11/2005, 02/10/2009
Gowerton - 08/12/2005, 03/12/2007, 11/12/2009 Morriston - 10/08/2004 Olchfa - 31/08/2004, 21/02/2005, 19/05/2005, 06/12/2005, 18/03/2008, 31/07/2008, 21/04/2009 Pentrehafod- 17/09/2004, 01/02/2005, 30/01/2006 Penyrheol- 10/12/2004, 03/04/2006, 11/07/2006, 18/07/2006, 17/07/2008, 04/09/2009, 11/09/2009
271 Pontarddulais- 27/10/2006, 18/07/2008
Welsh Comprehensive Ysgol Gyfun Gymraeg Bryn Tawe- 21/10/2004, 28/04/2009, Ysgol Gyfun Gwyr 07/01/2005, 19/12/2006, 11/02/10
Special Schools etc Ysgol Crug Glas- 15/07/2004, 19/08/2004, 10/08/2006, 03/07/2007, 07/08/2008, 10/08/2009 Penybryn Special & Maytree Autistic- 18/11/2005, 04/12/2009
5. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Leader of Council comment on the proposal of the Conservative / Liberal Democrat Government to combine the role of Leader and Chief Executive and its clear implication that Chief Executives in Local Authorities are unnecessary?
Response of the Leader
I am aware of the comments made by a Government Minister. To combine the role of Leader and Chief Executive would fundamentally change the context of the ‘public servant’. As Members will be aware, it is the role of the Chief Executive, and all officers, to serve the whole of the Council, and not only the ruling group. As Head of the Paid Service, the Chief Executive role is to lead the ‘management’ of the organisation. To combine this role with that of the Leader would fundamentally change this principle.
6. Councillors R L Smith, G Seabourne and M E Gibbs
In noting the recent critical comments made by the Auditor General made in respect of the new area planning committees, will the Leader confirm that the review he stated would be undertaken will commence in November as scheduled? Secondly, can he also provide an assurance that all Councillors will be invited to give their views on the suitability of the new arrangements?
Response of the Leader
Yes, I can assure Council that the review will commence in November following receipt of the Wales Audit Office report. I can also reassure Council that all members will have the opportunity to engage with this process and the suitability of arrangements.
7. Councillors R L Smith, G Seabourne and M E Gibbs
Can the Cabinet Member advise Council on the number of Council owned commercial vehicles taken home by employees? Can he confirm that the extra mileage is added to the Authority’s fuel costs?
Would the Cabinet member comment on the suitability of this practice at a time when departmental efficiencies are needed and the remainder of staff, who use their own vehicles, will be expected to pay for car parking?
272 Response of the Cabinet Member for Environment
As Cabinet Member for Environment I am able to advise that approximately 30 vehicles are taken home by employees from within my portfolio. As I do not have a full knowledge about arrangements in other portfolio areas, I cannot comment on their arrangements. I can confirm that the Authority does incur costs for additional fuel in this regard.
I am of the view that the current arrangements within my portfolio are entirely suitable given the financial difficulties. All staff within my portfolio who use vehicles for home to work contribute to the costs. This contribution reflects the efficiencies gained by the Authority for example an employee on standby will take a vehicle home so he is able to respond to floods and other dangers on the highway without delay, this employee would not be charged for this privilege.
It is my understanding that the policy for charging for home to work is being considered for introduction across the Authority.
8. Councillors G Seabourne, M E Gibbs, R L Smith
Family members who recently attended the LC were asked a number of questions in relation to where they were from. The area was made available to the officer. They were then asked for the postal code and further details to confirm the address. The visitor questioned the receptionist why did she want all this detailed information, “and was it to be used for marketing services” When questioned it was confirmed the information was for market research. Can the Cabinet Member confirm is the LC sharing information with other outside agencies, is he not concerned that other members of public are able to listen to all these details being made available, and there could be a security risk to the home of visitors, as they are, or will be at the LC for a number of hours, leaving their property unattended.
Response of the Cabinet Member for Culture, Tourism and Recreation
I can confirm that information is gathered from customers at LC and it is used for market research purposes with a view of developing services at the centre to reflect customers requirements and for future marketing of the LC. The information is not shared with other public or private organisations and the LC is subject to the requirements stipulated in the Data Protection Act 1998.
PART B – NO SUPPLEMENTARIES
9. Councillors W J F Davies, R Francis-Davies, M J Hedges, R J Lloyd and R C Stewart
Will the Leader of Council indicate when the petition regarding the cuts in Education relating to Glyncollen Primary School and Morriston Comprehensive School will be coming to the Planning and Petitions Committee?
Response of the Leader
28th October 2010.
273 10. Councillors M J Hedges, D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the appropriate Cabinet Member tell Council:
what % of the houses in the Hafod have been refurbished? why only parts of some streets have been refurbished, including one street where only one side has been refurbished? why some of the oldest houses have not been refurbished? how he will ensure that the whole of the Hafod area refurbishment scheme is fully completed?
Response of the Cabinet Member for Housing
What % of the houses in the Hafod have been refurbished?
To date 79% (748 properties) of homes eligible for assistance in the Hafod Renewal Area have received Group Repair Scheme works. A further 53 properties are scheduled for completion this financial year meaning 84% (801 in total) will be complete by the end of March 2011. This leaves 148 properties yet to complete.
Why only parts of some streets have been refurbished, including one street where only one side has been refurbished?
A weighted selection criteria has been used to determine the order in which streets / blocks of properties for Group Repair Schemes have been completed. The criteria used for the selection of streets within phases 1-7 of the programme targets houses and people in greatest need. Criteria consisted of :
The external and internal condition of properties based on the results of the Hafod House Condition Survey data from 1999.
Streets with the highest levels of benefit take-up, so that those most in need are assisted first.
The preference for new works to continue on from schemes completed in previous years, to maximise visual impact.
Phases 8 & 9 of the Hafod Renewal Area used revised selection criteria to enable more efficient and cost effective bundling of schemes.
It is important to note that all households who have been eligible for selected schemes so far in the process have had the opportunity to participate. However, inclusion in the Hafod group repair work is optional and a small number of owner occupier and landlords have opted out of the scheme for a variety of reasons.
Why some of the oldest houses have not been refurbished?
274 The selection criteria detailed above has been used to determine the order of property refurbishment. Age of property is not one of the selection criteria. Also a small number of owner occupier and landlords have opted out of the scheme for a variety of reasons.
How he will ensure that the whole of the Hafod area refurbishment scheme is fully completed?
There can be no guarantees that the scheme will be fully completed. However on the 25th September 2008 Cabinet agreed a recommendation to apply to WAG to re-declare the Renewal Area for a further 2 years as a result of a forecast that approximately 150 houses would not be completed within the Renewal Area 10 year programme. On the 10th June 2010, based on the findings of a Neighbourhood Renewal Assessment, Cabinet agreed to the re- declaration of the Hafod Renewal Area from 2011 to 2013. Redeclaration allows the council to bid for further Renewal Area funding from WAG to complete the outstanding properties. Officers are also exploring other sources of funding including the Utility Company funded Community Energy Savings Programme (CESP) and Strategic Regeneration Area funding. A further report will be brought to Cabinet providing an options appraisal once WAG Renewal Area funding levels are confirmed. We hope to be informed of these funding levels in December 2010.
11. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Following the Cabinet decision to commence the process to combine Cwmbwrla and Manselton Primary Schools and re-locate the combined school to a new- build facility, will the relevant Cabinet Member indicate either the site chosen or the sites under consideration, for this new school?
Response of the Cabinet Member for Education
The replacement of the existing accommodation and facilities at Manselton and Cwmbwrla Primary schools with enhanced facilities remains a top investment priority.
Cabinet have now agreed to commence statutory consultation regarding a proposal to cease to maintain Manselton and Cwmbwrla Primary Schools and establish a single primary school initially on both existing sites. This proposal has to be considered on its own merits irrespective of the clear aspiration of the Authority to provide a single replacement school with enhanced facilities as soon as the necessary capital funding is made available. Proceeding with the statutory consultation process at this time can only strengthen the already strong business case that has been made to the Assembly for financial support and this will continue to be a top priority within the Authority’s Strategic Outline Programme that will be submitted to the Assembly in December.
The business case will set out clearly the options considered for a site for the proposed replacement school including the pros and cons of each and if the Preferred way forward is supported by WAG the Authority would then enter into formal planning approvals.
275 12. Councillors M J Hedges, D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
We wish to advise the Cabinet Member for the Environment of the serious concerns of people in the Hafod regarding the danger to pedestrians by the persistent practice of the bendy bus over-running the curb as it turns right onto Neath Road? Will he undertake to erect a metal barrier on the pavement outside 87 Neath Road in order to protect pedestrians?
Response of the Cabinet Member for Environment
This matter was raised recently by Members and Officers undertook to raise the matter with the bus operator. Vehicle movements have been modelled and this modelling showed that the movements can be undertaken safely without overhanging the footway. Observations on site also show that the buses can make the turn safely. However officers will meet bus operator representatives on site to stress the need for bus drivers to make the manoeuvre with care and with a view to agreeing any physical measures appropriate to address the concerns. A further report back will be made to Members following this meeting.
13. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Cabinet Member for Finance give the % of the council budget spent on the following:
Social Services Debt Charges
Will he also tell Council how this compares to the Welsh national average in each year from 2004 to 2010?
Response of the Cabinet Member for Finance
Outturn figures on an all Wales basis are available for the years 2004/5 to 2008/9 and are as follows:-
Social Services
2004/ 2005/6 2006/7 2007/8 2008/9 5 Swansea 27.36 26.81% 26.18% 26.44% 26.85% % Wales average 27.34 28.05% 28.40% 28.54% 28.03% %
276 Debt Charges
2004/ 2005/6 2006/7 2007/8 2008/ 5 9 Swansea 9.47% 8.59% 8.16% 7.81% 7.79 % Wales average 8.51% 8.11% 7.48% 7.24% 7.27 %
No all Wales outturn data is available for 2009/10 at time.
Swansea’s figures for 2009/10 are as follows:
Social Services 29.11% Debt Charges 7.35%
14. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Leader inform Council of the number of times since 2004 that Members, elected as Independents (of all types), have, on a recorded vote, either voted against the Swansea Administration or in favour of Labour notices of motion?
Response of the Leader
Since May 2004 to date, only once has a Councillor, elected as an Independent Member, voted with Labour against the Swansea Administration in a recorded vote in favour of a Labour Notice of Motion.
15. Councillors W J F Davies, R Francis-Davies, M J Hedges, R J Lloyd and R C Stewart
Will the Cabinet Member for the Environment give an update on proposals for the junction of Vicarage Road with Pentrepoeth Road and Clasemont Road?
Response of the Cabinet Member for Environment
Officers have undertaken an analysis of the reported personal injury accidents along the entire A48 route from the Roundabout at Asda to Junction 46 of the M4.
A key junction within this route is Vicarage Road / Pentrepoeth Road / Clasemont Road junction. Options being considered range from installation of a signal controlled junction to limited junction realignment, with associated measures, to improve visibility and reduce approach speeds.
A full options appraisal will be submitted to ward members within one month for comment and to form a basis for a wider consultation process.
277 16. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Cabinet Member for the Environment indicate the cost of fly tipping removal in 2003/2004 and in 2009/2010. How much has been received in 2009/10 for the collection of bulky items and how much did it cost to administer?
Response of the Cabinet Member for Environment
In 2003/2004 the clearing of fly tipping was combined with other cleansing services and it is not possible to identify separate costs. Additionally fly tipping cleared by the Environment department now includes fly tipping on Housing land which it did not in 2003/2004. The cost of fly tipping removal in 2009/10 was approx £180K.
The income from the collection of 4,000 bulky items in 2009/10 was £60K. The administration and collection cost for in total for 10,000 bulky items was £60K, which includes 6,000 free collections for those who qualify who are in receipt of low income related benefits. This has effectively resulted in the income from collection of 4,000 items, funding the cost of the whole service, free collections included.
17. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the appropriate Cabinet Member tell Council how many buses by-pass the Hafod and how many go through the Hafod at peak times?
Response of the Cabinet Member for Environment
Taking the morning peak as 7.30 until 9.00 and the evening peak as 4.30 until 6.00pm the numbers of local bus services using the two routes are:
Morning peak towards city centre: 5 via Hafod, 10 via busway Afternoon peak away from city centre: 6 via Hafod, 10 via busway Off peak there are also four buses per hour via Hafod.
The frequency of peak and off-peak bus services through the Hafod is comparable with those on many other corridors around the City (including Penlan, Port Tennant, Mayhill, and Clase).
18. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the appropriate Cabinet Member provide Council with the following information:
how many staff in Social Services are on Principal Officer grades and above and of those officers, how many are qualified Social Workers?
278 Response of the Cabinet Member for Social Services
There are a total of 452 staff in Social Services who are on Principal Officer grades or above. This analysis relates to all posts that include scale point 35 and above.
The number of staff that are qualified social workers is 355 and of these:
. 285 staff work in social work teams. This includes Team Leaders, Assistant Team Leaders, Senior Practitioners and Social Workers.
. 45 staff require a social work qualification to undertake their particular role.
. 25 staff hold a social work qualification but it is not an absolute requirement for their particular role.
19. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
A. Will the Leader of Council outline the policy of the Administration regarding when and in what circumstances the Council offers loans to Limited Companies?
B. Will he list the loans made to Limited Companies since 1st January 2005 giving the name of the company, the amounts, and the repayment periods?
C. Will he identify all loans that have been written off?
D. Will he confirm, in the light of the financial challenges now faced by the Council, that no further loans will be made to any company or independently managed body in future?
Response of the Leader / Cabinet Member for Finance
A. Loans to Limited companies would normally only be considered in highly exceptional circumstances.
A small fund has been maintained for the purpose of making loans to small businesses but no loans have been made in recent years. The future of the fund will be subject to a Cabinet report shortly.
B. On 3rd March 2005 Cabinet sanctioned a loan of £2m to the Swansea City Stadium Management Company limited (SSMC) in order that the company could finance fit out costs relating to catering and function facilities at the Stadium. This was extended by a further £337k at Cabinet on 14th July 2005. The purpose of the loan was to fund the expenditure which was necessary to bring the Stadium into a working condition for its intended purpose and was fundamental to its operation as a sporting venue.
The repayment period of this loan was 20 years repayable on an annuity basis at an interest rate of 5%.
On 25th May 2006 Cabinet resolved that the Loan should be written off in
279 return for securing ownership of the assets the loan was identified for and SSMC retaining the obligation of their maintenance.
On 25th August 2005 Cabinet approved a loan of £110,000 to the Gorseinon Development Trust Ltd (Pentre Menter) on an interest free basis in order to assist in the initial running costs/set up of the centre.
Repayments are due to start in 2011/12 at a rate of £12,000 per annum.
C. Cabinet approved the write-off of the loan to SSMC on 25th May 2006. The reasons for the write-off were detailed in the Cabinet report. I am not aware of any other write-offs apart from this instance.
D. Loans have only historically been made in highly exceptional circumstances. I do not envisage that the Council will be in a position to make loans in the foreseeable future.
20. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Cabinet Member for Environment tell Council how many lighting columns have been cut down and not replaced? Can he also list any areas within the City and County of Swansea that do not meet the required lighting standard due to lighting columns being removed?
Response of the Cabinet Member for Environment
The Authority has removed 490 lighting columns and of these 60 have been replaced. More will be replaced as/when resources become available. With regard to lighting standards these have changed significantly over the years. The vast majority of Street lighting across the County was erected many years ago, and does not meet current lighting standards.
21. Councillors D Phillips, J E Burtonshaw, J T Miles, R J Lloyd, C Thomas, R C Stewart, M C Child, R Francis-Davies, J C Richards and E T Kirchner
Will the Cabinet Member for Environment tell Council if any accidents or fatalities have occurred on any road within the City and County of Swansea where the road lights have been switched off?
Response of the Cabinet Member for Environment
The switching off of public lighting within certain areas of the authority commenced in July 2010. Public Lighting officers worked closely with Road Safety officers to risk assess in advance all proposals and in particular to ensure that areas with higher accident records were not affected by the changes.
Personal injury accidents are recorded by South Wales Police and are then supplied to Local Authorities in batches of three months data. This data transfer tends to lag by a period of up to six months. Therefore no data has yet been received covering the period since lighting has been switched off. However accident analysis will continue, as new data is received, to identify any patterns and factors which may have contributed to recorded accidents.
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