Barry Davies LL.B (Hons) Solicitor/Cyfreithiwr County Legal and Democratic Services Officer Swyddog Gwasanaethau Cyfreithiol a Democrataidd y Sir
TO: Councillor: Arnold Woolley Your Ref / Eich Cyf (Chairman) Our Ref / Ein NG Councillors: Carol Ellis, Patrick Heesom, Mel Higham, Cyf Dennis Hutchinson, Nancy Matthews JP, Neville Phillips Date / Dyddiad 19/08/2008 OBE, Tony Sharps, Nigel Steele-Mortimer, Helen Yale Ask for / Graham Gofynner am Connah Direct Dial / 01352 702336 Rhif Union Fax / Ffacs
Dear Sir / Madam,
A meeting of the EXECUTIVE will be held in the CLWYD COMMITTEE ROOM, COUNTY HALL, MOLD on TUESDAY, 03 JUNE 2008 at 09:30 to consider the following items.
Yours faithfully
Assistant Director (Democratic Services)
A G E N D A
1. APOLOGIES
2. MINUTES To confirm as a correct record the minutes of the meeting held on 22/04/2008 (copy enclosed).
3. DECLARATIONS OF INTEREST
TO CONSIDER THE FOLLOWING REPORTS
STRATEGIC REPORTS
4. MEDIUM TERM FINANCIAL STRATEGY / GENERAL FUND BUDGET AND CAPITAL PROGRAMME 2009/10 Report of the Chief Executive and County Finance Officer - Portfolio of the Executive Member for Finance and Asset Management
County Hall, Mold. CH7 6NA Tel. 01352 702400 DX 708591 Mold 4 www.flintshire.gov.uk Neuadd y Sir, Yr Wyddgrug. CH7 6NR Ffôn 01352 702400 DX 708591 Mold 4 www.siryfflint.gov.uk
The Council welcomes correspondence in Welsh or English Mae'r Cyngor yn croesawau gohebiaeth yn y Cymraeg neu'r Saesneg
1 Flintshire County Council
5. PEOPLE STRATEGY UPDATE Report of the Interim Assistant Director of Human Resources and Organisational Development - Portfolio of the Executive Member for Corporate Governance and Strategy
6. INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) STRATEGY UPDATE Report of the Assistant Director of ICT and Customer Services - Portfolio of the Executive Member for Corporate Governance and Strategy
7. ASSESSMENT OF STRATEGIC RISKS AND CHALLENGES Report of the Chief Executive - Portfolio of the Executive Member for Corporate Governance and Strategy
8. SENIOR MANAGEMENT STRUCTURE Report of the Chief Executive - Portfolio of the Executive Member for Corporate Governance and Strategy
9. LOCAL STRATEGIC HOUSING REVIEW BOARD Report of the Chief Executive - Portfolio of the Executive Member for Housing Strategy and Planning
NORTH WALES REGIONAL PARTNERSHIP BOARD - PROJECT PORTFOLIO Report of the Chief Executive - Portfolio of the Leader of the Council
OPERATIONAL REPORTS
10. FLINTSHIRE COUNTY COUNCIL'S RACE EQUALITY SCHEME 2008-2011 Report of the Chief Executive - Portfolio of the Executive Member for Corporate Governance and Strategy
11. CONTINUED DEVELOPMENT OF NORTH EAST WALES COMMUNITY EQUIPMENT SERVICE Report of the Director of Community Services - Portfolio of the Executive Member for Social Services
12. PROGRESS REPORT ON THE INTEGRATION OF SOCIAL CARE AND SPECIALIST HEALTH PROVISION FOR ADULTS Report of the Director of Community Services - Portfolio of the Executive Member for Social Services
13. CITTASLOW SUPPORTER Report of the Acting Director of Environment & Regeneration - Portfolio of the Executive Member for Regeneration and Tourism
14. COMPANION ANIMAL WELFARE ENHANCEMENT SCHEME Report of the Acting Director of Environment & Regeneration - Portfolio of the Executive Member for Leisure and Public Protection
15. ATTENDANCE MANAGEMENT – SICKNESS ABSENCE Report of the Interim Assistant Director of Human Resources and Organisational Development - Portfolio of the Executive Member for Corporate Governance and Strategy
2 Date: 19/08/2008 Flintshire County Council
16. INCOME MAXIMISATION PROJECT Report of the Acting Director of Community and Housing - Portfolio of the Executive Member for Estate Management (Housing and Industrial/Commercial and Agricultural)
17. DEVELOPMENT OF CARBON REDUCTION STRATEGY Report of the Acting Director of Community and Housing - Portfolio of the Executive Member for Finance and Asset Management
18. OUTCOME OF CONSULTATION ON CLOSURE OF JASMINE CRESCENT GROUP DWELLING, BUNGALOWS AND TY'R BINWYDDEN Report of the Director of Community Services and Acting Director of Community and Housing - Portfolio of the Executive Member for Social Services and Executive Member for Estate Management (Housing and Industrial/Commercial and Agricultural)
EXERCISE OF DELEGATED POWERS Report of Chief Executive enclosed
3 Date: 19/08/2008 EXECUTIVE 22nd April 2008
Minutes of the meeting of the Executive of Flintshire County Council held at County Hall, Mold on Tuesday, 22nd April, 2008.
PRESENT: Councillor A.P. Shotton (Chairman) Councillors: J.B.Attridge, R.C. Bithell, D. Butler, Mrs. G.D. Diskin, Mrs. R. Griffiths, R K Jones, R.P. Macfarlane and G.D. Williams.
ALSO PRESENT: Councillors J.F. Jones and N.R. Steele-Mortimer.
IN ATTENDANCE: Chief Executive, County Legal & Democratic Services Officer, Interim Assistant Director of Human Resources and Organisational Development, Interim Assistant Director of Finance, Head of Overview and Scrutiny and Head of Committee, Member and Electoral Services.
APOLOGY: Councillor D.R. Wilkes
278. MINUTES
The Minutes of the meeting of the Executive held on 1st April 2008, copies of which had been previously circulated to Members, were confirmed as a correct record.
279. MATTERS ARISING
Minute No. 264 – Housing Revenue Account Capital Programme 2008/09
Councillor R.K. Jones said that at the meeting he had made reference to the response to the consultation exercise and that all County Councillors had been part of this process and that only 14 had responded and asked for this reference to be included.
280. DECLARATIONS OF INTEREST
No declarations of interest were made.
281. MANAGED AGENCY STAFF SOLUTION (MASS PROJECT)
The Chief Executive referred to his report that had been considered by the Executive on 1st April 2008 which had been circulated with the agenda for Members’ information. Following the decision of the Executive of 1st April a call-in had been received on this decision and he had subsequently written to all the Members who had signed the call-in to seek clarity as the report had previously been considered by the Overview and Scrutiny Committee on 20th March. Members had responded that they wished to continue with the call-in
- 1 - 4 procedure and the report had been considered by the People & Performance Overview and Scrutiny Committee the previous day an Monday, 21st April, 2008. At this meeting there had been a thorough discussion on the process, procurement and Member involvement. Members of the Overview & Scrutiny Committee and the call-in Members had expressed the view that there had been a very thorough debate of the subject matter and had given their unanimous support to the Executive decision.
The Head of Overview and Scrutiny confirmed the information provided by the Chief Executive and that on this occasion everyone present was satisfied with the answers given to the Overview & Scrutiny Committee and had confirmed that the Executive decision should be implemented.
The Leader of the Council also referred to the very thorough and detailed debate and questions asked by the call-in Members and to the satisfactory answers that had been provided. He suggested that in the future similar projects should involve the Chairman and Vice Chairman of the Audit Committee and suggested that the Constitution Forum be requested to review the rules relating to call-ins.
The Chief Executive referred to the next steps and once all three partner Councils have formally agreed to the project the contract with the preferred supplier would be signed and a report would be made back to the Executive. He thanked the Members and Officers involved in this project which was an excellent example of both working together.
RESOLVED
a) that the Executive notes that the People & Performance Overview and Scrutiny Committee had indicated that they had unanimously accepted and endorsed the decision made by the Executive at its meeting on 1st April 2008 and that the decision would now be implemented.
b) that the Constitution Forum be requested to review the rules relating to call-ins.
282. DURATION OF MEETING
The meeting commenced at 9.30am and ended at 9.45am.
283. MEMBERS OF THE PRESS AND PUBLIC IN ATTENDANCE
There was one member of the press in attendance.
……………………………. Chairman
- 2 - 5
SUMMARY OF DECLARATIONS MADE BY MEMBERS IN ACCORDANCE WITH FLINTSHIRE COUNTY COUNCIL’S CODE OF CONDUCT
EXECUTIVE DATE: 22nd April 2008
MIN. NO. MEMBER ITEM REFERS NO DECLARATIONS WERE MADE
- 3 - 6 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 4
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE AND COUNTY FINANCE OFFICER
SUBJECT : MEDIUM TERM FINANCIAL STRATEGY / GENERAL FUND BUDGET AND CAPITAL PROGRAMME 2009/10
1.00 PURPOSE OF REPORT
1.01 To provide the Executive with an overview of plans in place and work being undertaken on the Medium Term Financial Strategy (MTFS) and early preparation for the 2009/10 budget.
2.00 BACKGROUND
2.01 The foundations of the Council's approach to Medium Term Financial Planning were agreed by the Executive in June 2007.
2.02 In setting the 2008/09 budget, it was recognised that considerable progress had been made but further work was needed before provisional budgets for 2009/10 and 2010/11 could be produced. Therefore, the 2008/09 budget was set as a one year budget with a firm commitment that work would be undertaken over the summer/early autumn to enable a robust Medium Term Financial Plan to be designed from 2009/10 onwards.
3.00 CONSIDERATIONS
GENERAL FUND BUDGET
3.01 The General Fund Budget for 2008/09 is set at £259.878m. Full details are contained in the 2008/09 Budget Book, but the summarised position is set out below.
Date: 19/08/2008 7 Flintshire County Council
£m Funding Revenue Support Grant 137.352 National Non Domestic Rates 39.371 Council Tax 49.696 SSA 226.419
Unhypothecated Grants Performance Incentive Grant 1.497 Deprivation Grant 0.225 1.722
Specific Grants (Estimated) 28.861
Planned Use of Unearmarked Balances – agreed 07/08 0.975 Planned Use of Unearmarked Balances 1.901
Total 259.878
£m Expenditure Total Budget 2007/08 251.854
Previous Year’s Growth/Items Dropping out (1.258)
Pay & Price Inflation 7.427
Transfers into Settlement 1.475 Transfers out of Settlement (0.030)
Pressures – On-going 2.837 Pressures – One-off 1.901
Efficiencies/Savings (5.654)
Less Specific Grants 2007/08 (27.535) Plus Specific Grants 2008/09 28.861
Total 259.878
3.02 In broad terms the budget process successfully identified efficiencies/ savings of £5.654m. Whilst £2.837m of this was used to fund new locally determined priorities, the remaining £2.817m was needed to meet pay and price inflation pressures which exceeded the funding from the Welsh Assembly Government (WAG) or from Council Tax.
3.03 Funding received from WAG in Revenue Support Grant and NNDR represents 78% of total funding of the base budget and is therefore very significant. Revenue funding from WAG increased by 2.7% in 2008/09. The indicative increases for 2009/10 and 2010/11 respectively are 2.7% and 3.2%. In all cases these increases are net of an assumed 1% efficiency savings which in Flintshire's case amounts to an annual reduction of £2.2m.
Date: 19/08/2008 8 Flintshire County Council
3.04 It can be seen therefore that balancing budgets over the coming years will require similar levels of efficiencies to be made to those in 2008/09. The identification of significant resources to invest in major new priorities will be in addition to balancing the budget.
3.05 As a starting point for 2009/10, the following pressures have been identified for inclusion.
• The full year costs of pressures and savings agreed in 2008/09 (net £0.527m) • Pay and price pressures, particularly pay, energy and food costs • Confirmation of the indicative settlement figures for the latter 2 years • The future of the Performance Incentive Grant and Supporting People Grant • Outcomes of major pieces of work such as Housing Review, Waste Strategy, School Organisation, Leisure Review • Any liability for equal pay claims • Any increase in the paybill as a result of Single Status beyond the provision included within the base budget • Any further pressures as a result of revised service delivery determined locally
3.06 It should also be noted that £1.901m of one-off pressures were funded in 2008/09 from reserves which had built up over time. This avenue to fund time limited pressures will not be available for 2009/10 and so will add further pressure to the base budget.
CAPITAL PROGRAMME 2008/09 TO 20011/12
3.07 The Capital Programme for 2008/09, which was set at £40.316m, included indicative priorities for the following three years 2009/10, 2010/11 and 2011/12 which totalled £26.607m, £24.830m and £18.465m.
3.08 The amount of WAG funding for locally determined projects is comparatively small (£10.4m of the £40.3m in 2008/09) and has changed very little over a number of years. Therefore the identification of resources locally has a significant impact on the size of the Capital Programme.
3.09 The Council adopted a new approach to the Capital Programme for 2008/09 and beyond, which included:-
• 3-4 year rolling programme • All calls on available resources assessed against available funding and categorised as externally influenced, service continuity or service improvement • No assumptions in terms of provisions - all calls on available resources to be considered at the same time
Date: 19/08/2008 9 Flintshire County Council
• Uncommitted 2007/08 items brought back into consideration with other new pressures • A more proactive review of potential capital receipts
3.10 In developing previous capital programmes the Council has adopted an extremely conservative approach to capital receipts, circa £0.200m per annum. However, with the development of the Council's Asset Management Plan and Capital Strategy, and the work being progressed by the Corporate Asset Management Group, a more realistic view of potential capital receipts has been incorporated into the current programme (receipts total £18.790m over the next three years 2008/09 to 2010/11).
3.11 It has also been agreed that the use of prudential borrowing will be explored in detail as part of the developing Medium Term Financial Strategy.
WAG funds general capital expenditure by means of a general capital grant and support for borrowing. Following a change in legislation in April 2004, local authorities are no longer required to have WAG approval in order to borrow to finance capital investment and are therefore able to supplement the Assembly's funding by setting their own prudential borrowing limits.
However, it is important to note that any such additional borrowing must be demonstrated to be affordable, prudent and sustainable as the debt charges (interest) for this 'unsupported' borrowing have to be met from a local authority's own revenue resources.
3.12 This new approach means that capital programme planning is now a continuous process which requires flexibility within the Programme to consider new schemes as they emerge, for example, School Reorganisation Plan, Waste, Leisure and the County Hall Accommodation Strategy.
3.13 The indicative allocations for the period 2009/10 to 2011/12 will be firmed up as additional capital receipts are identified and prudential borrowing opportunities explored.
MEDIUM TERM FINANCIAL STRATEGY & PLAN
3.14 At the highest level the Medium Term Financial Strategy (MTFS) is a set of guiding principles on the identification, generation and use of available financial resources (revenue and capital) to deliver Council Services in accordance with agreed plans and priorities (3-4 year cycles). These principles then inform the resources to be included in the 3-4 year revenue budget plan and capital programme.
3.15 The risks to the Council from not having a strategy in place are the adequacy of resources to meet priorities, the sustainability of the base budget and the efficient and effective use of financial resources.
Date: 19/08/2008 10 Flintshire County Council
3.16 The key principles on which a Medium Term Financial Strategy is based would include:-
• The level at which the revenue budget is set at (at/above/below Standard Spending Assessment) • Treatment of new responsibilities identified in the Revenue Settlement (funded and not funded) • Treatment of specific grants moving into the Revenue Settlement • Application of efficiency savings assumed in the Revenue Settlement (currently 1%) • Council Tax Levels • Use of Unearmarked Reserves • Base level of Reserves • Identification and use of specific grants and other external funding • Fees and Charges Policy • Identification and treatment of efficiencies (cashable and non cashable) • Prudential Borrowing Policy • Capital Receipts Policy • On-going review of base budgets to ensure resources are allocated according to current need and priority • New Resources allocated according to locally determined need and priority
3.17 Whilst a number of aspects of Flintshire's strategy have evolved over time as part of the annual budget setting process, they have not been formalised as part of a strategic approach. In setting out the need for a Medium Term Financial Strategy in June 2007, it was recognised that work was needed in a number of areas to inform a formal strategy. It was also recognised that it was likely to take a number of years to get all elements in place but that it was hoped to have a working document in place by March 2008. Whilst there has been some delay in producing a document, there has been considerable progress made in work which will contribute to it as set out in the following paragraphs. Section 3.21 below sets out a revised programme of actions to take the process forward building on the work done over the last 12 months.
3.18 During the 2008/09 budget process several key principles were established which contribute significantly to the development of the strategy.
• Corporate Approach o A corporate rather than departmental approach to the revenue budget and capital programme planning processes.
• Financial and Business Planning o Financial planning linked to corporate business planning processes which take account of performance and strategic risks issues.
Date: 19/08/2008 11 Flintshire County Council
• Efficiencies o The need to develop an environment where maximising efficiencies is an automatic on-going process to increase resources and for the effectiveness of service provision.
• Procurement o The need to adopt a corporate approach to procurement linked to the drive for efficiencies.
• Fees & Charges o Current levels to be reviewed and compared with market rates whilst taking account of client affordability.
• Use of Reserves o The use of unearmarked reserves to be limited to one-off, and not on-going, revenue expenditure.
o Specific Grants o The need to consider the funding implications of specific grants transferring into the Revenue Settlement.
• Prudential Borrowing o The need to explore the possibility of increasing the capital programme by the use of prudential borrowing.
• Capital Receipts o The need to align capital receipt assumptions with the Asset Management Plan and Capital Strategy.
3.19 In addition, significant progress was made in adopting a more transparent approach to budgeting which included review by all of the Overview & Scrutiny Committees. Progress has also been made in a number of other areas including:
• A more robust risk management process • Integration of revenue and capital processes • Results of prior and in-year budget monitoring included in the budget process
3.20 The Council's latest Strategic Risk Assessment shows a number of risk reduction measures. Crucially, it includes a commitment to take forward the Medium Term Financial Strategy from June 2008 (see 3.21 below). Amongst others with reference to the revenue budget are:
• The need to develop options appraisal methodology and application • The need to agree financial targets/expectations prior to service review work commencing and ensure that financial considerations are included early enough in reviews • Establish corporate priorities
Date: 19/08/2008 12 Flintshire County Council
3.21 The Strategic Risks and Challenges Register sets out a programme of actions to build on the work to date and take this process forward commencing June 2008.
• Medium Term Financial Strategy (Strategy) o Overall financial strategy (revenue and capital resources) to deliver Council Services in accordance with agreed plans and priorities (3- 4 year cycles)
• Medium Term Financial Strategy (Revenue) o Construction of Revenue Budget Plan to identify 3-4 year forecast of revenue needs and provision o Delivery of Revenue Budget Plan
• Medium Term Financial Strategy (Capital) o Construction of Capital Programme to identify 3-4 year forecast of capital needs and provision o Delivery of Capital Programme
• Medium Term Financial Strategy (Efficiency) o Construct a programme to generate cashable efficiencies, and identify opportunities for non-cashable efficiencies, in order to release resources to fund existing and emerging pressures.
• Medium Term Financial Strategy (Procurement) o Effective cost efficient local, regional and national procurement
• Medium Term Financial Strategy (Income, Fees & Charges) o Maximisation of fees and charges to generate an adequate and sustainable income base according to (i) comparable market rates (ii) affordability and (iii) efficacy of discretionary charging policies
• Financial Management & Control o Maintaining effective control over the Council's financial affairs
3.22 Whilst moving forward with the development of the strategy, work continues on an on-going fundamental review of base budgets and budget allocations to secure efficiencies, reduce wastage, challenge traditional methods of work organisation and delivery and to maximise financial flexibility to support organisational priorities for change and improvement.
3.23 Work is already underway on a number of actions set out above and the development of detailed action plans, including the timetable and process for the 2009/10 budget. Critical to starting the 2009/10 process is agreement to the key principles on which the Medium Term Financial Strategy for the next 3-4 years is to be based. This will be the subject of a report to Executive on 15th July 2008 along with a first forecast of the General Fund Budget for 2009/10 to 2011/12. It is planned that update reports will be made to the
Date: 19/08/2008 13 Flintshire County Council
Executive on an on-going basis as work on the Medium Term Financial Strategy and budget process.
3.24 Whilst the detailed budget timetable is yet to be developed the following are some of the key dates:-
Provisional Settlement received from WAG Mid November 2008 Final Settlement received from WAG Mid December 2008 Initial Budget Proposals to Executive 27 January 2009 Overview & Scrutiny Consideration of Budget End January 2009 Final Budget Proposals to Executive 17 February 2009 Budget set by Council 3 March 2009
4.00 RECOMMENDATIONS
4.01 Members are asked to note the report.
5.00 FINANCIAL IMPLICATIONS
5.01 None directly arising from this report.
6.00 ANTI POVERTY IMPACT
6.01 None directly arising from this report.
7.00 ENVIRONMENTAL IMPACT
7.01 None directly arising from this report.
8.00 EQUALITIES IMPACT
8.01 None directly arising from this report.
9.00 PERSONNEL IMPLICATIONS
9.01 None directly arising from this report.
10.00 CONSULTATION REQUIRED
10.01 None directly arising from this report.
11.00 CONSULTATION UNDERTAKEN
11.01 None directly arising from this report.
12.00 APPENDICES
12.01 None.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985
Date: 19/08/2008 14 Flintshire County Council
BACKGROUND DOCUMENTS
None.
Contact Officer: Kerry Feather Telephone: 01352 702200 E-Mail: [email protected]
Date: 19/08/2008 15 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 5
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: INTERIM ASSISTANT DIRECTOR OF HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT
SUBJECT : PEOPLE STRATEGY UPDATE
1.00 PURPOSE OF REPORT
1.01 To provide the Executive with an update on the progress of key elements of the People Strategy 2006-2009.
2.00 BACKGROUND
2.01 The People Strategy was led by the Interim Assistant Director of Human Resources and Organisational Development in the summer of 2006 to provide a framework to link the Human Resources of the Council to the aims of the Council Plan.
2.02 This was the first time that such a clear, ambitious and actionable document had been produced; the intention was to explain in plain language how the Council’s plans for Human Resources would impact upon the workforce and support aspirations to be a high performing organisation.
2.03 The People Strategy was then extrapolated into a People Strategy Action Plan which was owned and monitored by the Human Resources Management Team. The first plan covered the period from plan approval by Executive in 2006 to the end of March 2008. The second plan covers the period April 2008 until the end of March 2009. At this point the People Strategy will need to be revised and updated to reflect changes to the Council Plan and the Strategic Assessment of Risks and Challenges (elsewhere on the Agenda for the Executive).
2.04 The People Strategy Action Plan forms the Service Plan for the Human Resources Team and ensures that they have clear focus for both their team and individual objectives which are therefore directly linked to the Council Plan.
2.05 The Human Resources Managers have worked in partnership with Directorate Senior Management Teams to incorporate a model People Plan into their own Directorate Service Plans. These People Plans support improvement planning for attendance management, appraisal and employee development and recruitment for example.
Date: 19/08/2008 16 Flintshire County Council
2.06 Human Resources has thus attained a higher profile within the organisation which will ultimately lead to improvements in people management through more consistent application of policies and procedures, better communication and training for all employees and increased ownership by the managers of their own people issues.
2.07 Additional HR work streams are running concurrently with the People Strategy Action Plan, for example the current senior management recruitment project and the employee opinion survey follow up work. All are dovetailed wherever possible into the principles of the People Strategy and provide examples of how the Human Resources team within Flintshire is able to adapt to meet the growing demand for their services, both to lead on people strategy and to support increasing organisation change.
3.00 CONSIDERATIONS
3.01 The People Strategy describes an ambitious programme of activity and includes everything from implementing a new Human Resources Management Information System/Payroll system to introducing a new standard HR induction for all new starters on their first day. It covers the introduction of the new HR structure, the creation of new people policies and the Single Status project as well as the development of a new ‘Flintshire Manager’ Programme and Customer Care Training – Phase 2. Full details of the latest action plan are available if required but this update will focus on the current high priority issues which will make the most visible impact upon the Council over the coming months. These are as follows:
3.02 HRMIS/Payroll System Project – The Council has purchased the Midland Trent integrated HR and Payroll system. Phase 1- The project team has been working for the past twelve months to redesign all core HR and Payroll processes including, recruitment, absence, starters and leavers etc. in order that a modern seamless data entry flow will result in faster processing by an integrated multi- skilled team through the HR Service Centre. A smaller payroll processing unit will concentrate on the technical aspects of the payroll run. The new system set up, new establishment control procedures and a more sophisticated reporting tool all support the production of more detailed people reports which will enable the level of people information analysis that a modern organisation demands. Phase 1 is due to go live in September of this year. A business case is currently being prepared to support Phase 2 which will provide for employee and manager self-service (entry of people data at their own computer at the time it is required) which will further reduce the need for paper documents, provide efficiencies within the HR team and which will ensure ‘real time’ data is in the system so that reporting on absence for example is current and not historic.
3.03 Managed Agency (MASS) Project – In April 2008 Flintshire County Council, together with Wrexham County Borough Council and Denbighshire County Council entered into a joint agreement with Matrix FM, a Vendor Neutral
Date: 19/08/2008 17 Flintshire County Council
Agency Service supplier for the provision of all agency workers to the three councils. There are considerable benefits to be gained from this project in terms of improved rates, swifter sourcing of agency workers and improved invoicing procedures. This project has close links with the HRMIS project in that the new establishment control procedure allows for proper analysis of methods used to fill a vacant position so that use of agency workers becomes a carefully considered choice which should lead to a reduction overall in the numbers used and therefore a reduction in cost to the Council. The project is now working on the phased implementation plan which is due to start in September this year and be completed by the end of March 2009.
3.04 Single Status Project – This arose out of the Joint Local Government and Trades Union Agreement of 2004. The reason for the agreement was the national requirement to introduce equality-proofed pay and grading structures following a long period where job evaluation practices had been neglected and Councils were at substantial risk of equal pay claims. After making a slow start Flintshire has invested in a dedicated project team to complete this substantial piece of work. Although aimed primarily at Green Book staff the new pay and grading structure and the harmonisation of other terms and conditions will ultimately impact on most employees working for the Council. To date, 1,000 jobs have been evaluated using the GPLC job evaluation system and analysis work has now been extended to schools- based staff. The Single Status Joint Working Group, made up of management and joint trades unions colleagues has been working on the new pay and grading structure and the content of the Agreement. Consultation and implementation of the Agreement depends upon 100% completion of the questionnaires by jobholders and authorisation by their managers. As a number are still to be submitted to the panels for evaluation an actual date cannot be communicated at this point. However the steps to reach agreement are as follows:
i. Approval on Single Status Agreement sought from Flintshire County Council and Trade Union National Offices ii. Employee Briefings on the proposed Single Status Agreement iii. Individual notification by letter to Green Book employees regarding their job evaluation score and how that relates to the proposed grading structure within the proposed agreement iv. Trades Unions ballot on the proposed Single Status Agreement v. Individual notification to Green Book employees on the approved agreement, confirming their pay grade and terms and conditions, with details of the implementation date and appeals processes
3.05 Recruitment and Organisation Design Policies – Although a number of new policies have been designed and implemented as a result of the People Strategy these two, which are among the most critical could not be completed until the HRMIS/Payroll and MASS projects were at the latter stages that they have now reached. This was in order that any required changes to policy or practices as a result of the projects could be incorporated into the documents. Both policies have now been drafted and
Date: 19/08/2008 18 Flintshire County Council
are out for consultation with senior managers and FJTUC. Both have been developed to modernise current practice and support organisation change in a more planned, structured and expedient manner and again they link with the new establishment control process. A third critical policy for managing absence is currently being reviewed and will be ready for consultation by the Autumn.
3.06 Phase 2 of the Senior Management restructure- The Senior Management restructure was approved by County Council in March of this year. Subsequently the plans for Phase 1 have been implemented. New job descriptions, behavioural competencies and a pay structure were designed in conjunction with Hay Consulting and recruitment is currently underway for the two remaining new vacant director posts. The response to the advertisements has been encouraging and subject to the quality of the short- list offers should be made by the end of June. Phase 2 allows for the review of the full Second Tier Officer group which includes the four new Heads of Service roles that constitute the federated centre. These roles are Head of Finance, Head of ICT and Customer Services, Head of Legal and Democratic Services and Head of Human Resources and Organisation Development. Over the summer and in conjunction with Hay Consulting, the new Corporate Management Team will review the current second tier structure, design the appropriate job descriptions and behavioural competencies to meet the needs of a changing organisation and develop a new pay structure for this level. Full communication and consultation will be undertaken with this group and a report containing the final proposals brought to the Executive before the August recess seeking approval for implementing those proposals.
3.07 Training and Development - The small corporate training team is based at Greenfield Business Centre and is able to provide a small suite of development programmes mainly targeted at line managers and employees requiring first aid and customer care training. There is limited budget allocated corporately for training and development within the Council and currently no corporate Workforce Plan exists although some directorates such as Adult Social Care have their own training teams and their own workforce plan. Priorities for the corporate training team have been identified in the People Strategy and some promising work has already been completed in developing the Modern Trainee Programme and the 'Flintshire Manager Programme'. The initial design work has been completed in conjunction with Hay Consulting on the new behavioural competencies for senior managers and there is now a framework in place for a step change in organisation development. Discussions have recently taken place with Dr Neal Wooding from Public Sector Management Wales (PSMW) to identify how the Council can access best practice research and support, particularly to improve senior management development, team performance and individual career development. Work will be ongoing over the summer period to fully identify our future requirements for corporate training and to plan to meet that need accordingly.
Date: 19/08/2008 19 Flintshire County Council
4.00 RECOMMENDATIONS
4.01 That the Executive note the contents of the report and the progress to date on the implementation of the People Strategy.
4.02 That the Executive plan to expect two further reports for their June meeting on the business case for Phase 2 of the HRMIS/Payroll system and a more detailed update on the work of the Single Status Project team.
5.00 FINANCIAL IMPLICATIONS
5.01 All contained within the appropriate department budgets or corporate Human Resource project plans.
6.00 ANTI POVERTY IMPACT
6.01 None directly from this report.
7.00 ENVIRONMENTAL IMPACT
7.01 None directly from this report.
8.00 EQUALITIES IMPACT
8.01 All new policies, procedures and the HRMIS/Payroll system are designed with full reference to and application of the Corporate Equalities Risk Assessment process.
9.00 PERSONNEL IMPLICATIONS
9.01 To be planned over the next twelve months depending upon the impact of implementation of the three corporate HR Projects.
10.00 CONSULTATION REQUIRED
10.01 All new and amended policies are designed in full consultation with representatives of managers and the joint trades unions. A policy for consulting the workforce on policy changes was designed and implemented as part of the People Strategy. The Council is working in full partnership with the joint trades unions on the development of the Single Status Agreement.
11.00 CONSULTATION UNDERTAKEN
11.01 As above
12.00 APPENDICES
12.01 No Appendices.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985
Date: 19/08/2008 20 Flintshire County Council
BACKGROUND DOCUMENTS
No background documents.
Contact Officer: Pam Webb Telephone: 01352 702720 E-Mail: [email protected]
Date: 19/08/2008 21 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 6
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: ASSISTANT DIRECTOR OF ICT AND CUSTOMER SERVICES
SUBJECT : INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) STRATEGY UPDATE
1.00 PURPOSE OF REPORT
1.01 To provide Executive with an overview of the Corporate Information and Communications Technology (ICT) Strategy and an implementation progress report.
2.00 BACKGROUND
2.01 The Council’s ICT Strategy is a four year strategy which defines the use of ICT to support the delivery of the Council’s priorities and services. The strategy is reviewed on an annual basis and is supported by an action plan with key milestones and allocated lead officer responsibility. The annual ICT service plan is informed by (i) the published strategy and (ii) the annual strategic and operational assessment of risks and challenges which sets out priorities for action.
2.02 Progress in implementing the strategy is overseen by the Corporate Management Team, with updates on progress to meetings of the ICT Panel (a joint officer member group) with an annual report provided to the Executive.
3.00 CONSIDERATIONS
3.01 The recent strategic assessment of risks and challenges has established organisational priorities for change and improvement. In addressing these there will be a dependence on the use of ICT. There is a requirement for a modern, resilient and scalable ICT infrastructure to support a modern, flexible, high performing organisation. The Corporate ICT Strategy sets out how we are going to achieve this.
3.02 The ICT Strategy is built around 4 themes and associated objectives:-
• Supporting the Business of the Council • Improving Access to the Council • ICT Infrastructure • Managing the ICT Service
Date: 19/08/2008 22 Flintshire County Council
Below is a summary of the strategy focussing on the key priorities for the next 18 months.
3.03 Theme A: Supporting the Business of the Council
3.03.1 Rationalisation and Integration of Information
Information is a key resource for the Council and as such needs to be effectively managed. An Information Management Strategy was agreed by Executive in late 2006 and sets out an approach for the consistent management of information across the Council in achieving corporate objectives.
An Information Audit was undertaken in late 2007 and this is now being used to inform the development of a set of information standards. Along side this work we are attempting to maximise system and information integration to ensure that the information we use to inform decision making is accurate, timely and easily available. To underpin this we are developing the use of enabling technologies including Electronic Content Management and Geographical Information Systems.
3.03.2 Modernisation of Business Systems
We are currently in the process of implementing several major business systems for Social Services, HR & Payroll and Asset Management. Our existing financial systems have been in place since 1996 and it is recognised that a review is required to ensure the systems underpin the emerging Medium Term Financial Strategy.
It is vital that when we modernise systems we also look at modernising business processes, so Business Process Improvement now forms a key element of all system related projects.
3.03.3 Enabling Flexible Working
A modern organisation requires modern working practices which is recognised in our People Strategy. The use of ICT will be key to enabling flexible working. We are deploying technologies that mobilise our workforce and systems to enable services to be delivered out in the community, we need to challenge the need for such large permanent office locations for staff and enable mobile working, home working and hot desking within office locations, so we make optimum use of our accommodation and reduce our contribution as an employer to road use and congestion.
We are implementing other complementary technologies such as instant messaging, SMS and IP Telephony to enable services to be available and supported where and when it is most convenient for our customers.
Date: 19/08/2008 23 Flintshire County Council
3.03.4 Members ICT Facilities & Support
The technologies being implemented to enable flexible working will also be available to members to make it easier for them to access resources such as email, electronic calendars and the InfoNet. Over the next 12 months it is planned that access will be extended to electronic agendas, reports and minutes.
A full programme of member ICT training is available and support is provided via the ICT Helpdesk.
3.04 Theme B: Improving Access to the Council.
3.04.1 The Council's Website - flintshire.gov.uk
The Council’s website is now a key channel for communication with our customers and providing services and information, we now have 500,000 hits on our website per month with 20,000 unique visitors. Whilst we recognise the need for face to face and telephone contact if we can encourage our customer to use our website as the channel of choice we have the potential to make major efficiency gains.
The Council’s new website is due to be launched on the 1st July 2008. This will increase the amount of information and number of services available electronically, and improve accessibility.
3.04.2 Customer Access
Alongside the development of our website we are also implementing and developing other complementary technologies and systems to improve the customer experience.
• Walk in customers should be able to access information electronically via kiosks and simple intuitive information systems. • SMS is the preferred communication method for our younger customers so information and services should be available via the mobile phone. • Customer Relationship Management systems allow us to have a single view of our customers across service boundaries enabling us to provide a more holistic and joined up customer experience.
Linking these technologies to well designed and managed contact centre systems has the potential to allow frontline staff to resolve a large majority of customer enquiries at the first point of contact without the need to refer them to professional and specialist staff.
3.05 Theme C: ICT Infrastructure
3.05.1 FlintNet
Date: 19/08/2008 24 Flintshire County Council
FlintNet the Council’s communications network for data and voice now connects over 160 establishments across Flintshire. The network provides highly resilient seamless communications both internally and externally via the Internet and national trunk networks.
The Welsh Assembly Government has recently awarded a contract to aggregate public sector broadband facilities across Wales for Local Government, Health and the Higher and Further Education sectors. This national secure network offers major opportunities for information sharing and collaboration with public sector partners within Flintshire and other local authorities, we will be connecting to the national network in the next few months.
3.05.2 Central Computing Facilities
The demand for central processing power and storage is a major challenge for the ICT division. Over the last 10 years we have seen a 1000 fold increase in the amount of central storage and a 500 fold increase in the amount of processing power as a result of an ever increasing volume of electronic information and reliance on ICT to support the Council’s business. We have 2 datacentres one in County Hall, Mold and the other at Alltami; we use state of the art server technologies to ensure a high performing, high availability infrastructure.
A major project for this year will be to fully integrate all departmental based servers in to the central infrastructure.
3.05.3 Information Security
The security of our information resources was identified as a major priority in the recent strategic assessment of risks and challenges. High profile cases such as the loss of data by the HMRC illustrate the importance of effective information security for our customers in terms of confidentiality and confidence that their data is protected and secure, and for the County Council in terms of legal responsibilities and potential reputational damage.
Greater service flexibility and mobility brings greater risks in terms of the security of data. We have recently introduced biometric based security for portable USB storage and will be shortly implementing end point security and encryption for all mobile devices including laptops. Linked to these technologies we are undertaking a full review of our information security policies, staff guidelines and training & awareness programmes. We are committed to achieving ISO27001 the European standard for information security by March 2009 and have committed to being assessed against the government secure connection standard GCSX later this year.
3.06 Theme D: Managing the ICT Service
3.06.1 Supporting our Customers
Date: 19/08/2008 25 Flintshire County Council
The ICT Service is constantly looking at ways it can enhance support to their internal customers. The main support facility is the ICT Help Desk which receives on average 2000 calls per month relating to the use of ICT including hardware and software issues, password resets, change requests.
A review of the helpdesk is currently underway with the major objective of reducing calls by more proactive monitoring of call type and preventative targeted action. We are also committed to increasing the percentage of calls resolved at first point of contact to the help desk, which was something that the last customer satisfaction survey highlighted as a major priority.
3.06.2 Performance Management
The ICT Division actively participates in benchmarking with other Councils across the UK and regularly achieves upper quartile performance. The major benchmarking activity planned for 2008/09 is a Customer Satisfaction benchmarking exercise with all other Councils in Wales. The results of this survey will be used to inform reviews of the ICT Strategy and ICT service priorities. Monthly performance information for the ICT service is published on the Infonet.
4.00 RECOMMENDATIONS
4.01 Members note and endorse the progress made in implementing the Corporate ICT Strategy.
5.00 FINANCIAL IMPLICATIONS
5.01 None directly from this report.
6.00 ANTI POVERTY IMPACT
6.01 None directly from this report.
7.00 ENVIRONMENTAL IMPACT
7.01 None directly from this report.
8.00 EQUALITIES IMPACT
8.01 None directly from this report.
9.00 PERSONNEL IMPLICATIONS
9.01 None directly from this report.
10.00 CONSULTATION REQUIRED
Date: 19/08/2008 26 Flintshire County Council
10.01 None in relation to this report.
11.00 CONSULTATION UNDERTAKEN
11.01 Consultation in developing the strategy was undertaken with the ICT Advisory Panel, all Directorates, ICT Staff and our regulators.
12.00 APPENDICES
12.01 No appendices.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Corporate ICT Strategy, Information Management Strategy, Information Security Policy and other ICT related documentation. All available via the InfoNet or from the Contact Officer.
Contact Officer: Chris Guest Telephone: 01352 702800 E-Mail: [email protected]
Date: 19/08/2008 27 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 7
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE
SUBJECT : ASSESSMENT OF STRATEGIC RISKS AND CHALLENGES
1.00 PURPOSE OF REPORT
1.01 To consider and re-endorse the contents of the final strategic assessment of risks and challenges to inform (i) the Corporate Management Team Work Programme (ii) the internal and external regulatory programme for 2008/09 and (iii) the Council Plan.
2.00 BACKGROUND
2.01 The revised approach to risk assessment was approved by Executive on 30 January; noting in particular the clear demarcation between the operational assessments at service level and the strategic assessments as determined by corporate senior management. The Chief Executive had reported on the changed approach to full Council and the Audit Committee (1) as part of improved corporate governance arrangements and (2) in response to the Annual Management Letter of the external regulators based on three levels of risks and challenges.
These levels are:
• Community Leadership; • Council Delivery; • Council Governance
2.02 The completed Strategic Assessment of Risks and Challenges was approved by the Executive on 11th March having been referred to both Audit and Scrutiny committees.
2.03 This annual assessment forms part of the discussions held with the Regulators at our Joint Risk Assessment where an agreed level of risk is jointly determined for the functions of the Council. A joint risk assessment has been formally "signed off" with the Regulators based on the Council's new approach.
2.04 The assessment provides the foundations for both the Council Plan and the Regulatory Plan. This is supported by our business planning processes and disciplines of service planning, risk management and financial monitoring
Date: 19/08/2008 28 Flintshire County Council
and review. The Regulatory Plan for 2008/09 is being prepared and will be presented to members shortly.
2.05 The consideration of risk within an organisation should be viewed as a positive management principle; the lack of applying risk management techniques would be seen as a weakness within organisations.
3.00 CONSIDERATIONS
3.01 This report represents the collected risks and challenges for the corporate organisation and thereby defines the priorities for change and improvement within the Council. Attached as an appendix to this report is the complete Strategic Assessment of Risks and Challenges.
3.02 The close relationship between the assessment and the contents of the Council Plan and its subsequent monitoring (proposed as part of the work programme of the Corporate Management Team and the Executive) will also reinforce organisational discipline in managing these issues.
3.03 The Council Plan 2008 - 2012 will re-iterate all of the issues and define timescales and accountabilities for action. The draft plan is in preparation.
3.04 It is proposed that the Council Plan for 2008-2012, when available, will be subject to Overview and Scrutiny consideration and ratification by the Council.
3.05 Another distinct change in this year's approach has been the clear drive to ensure that any external regulatory work flowing from the assessments is both proportionate and relative to the risk, taking into account the level of (gross) risk of the issue itself, the degree of 'comfort' provided by the mitigating actions and the level of remaining (net) risk.
3.06 Discussions have taken place both with our external regulators and our own internal regulatory functions (Internal Audit, Overview and Scrutiny Committes) to ensure that appropriate internal and external regulatory work is planned to moderate and provide assurance against the Council's risk whilst reducing duplication - the aim is to improve co-ordination of the work programmes of our Audit Committee, Overview and Scrutiny and to reduce the level of external regulation (and therein the cost) by improving the Council's capacity to self-regulate. The Internal Audit Plan has been adopted and the (external) Regulatory Plan will be presented shortly.
4.00 RECOMMENDATIONS
4.01 That the Executive consider and re-endorse the contents of the final strategic assessment of risks and challenges to inform (i) the Corporate Management Team Work Programme (ii) the internal and external regulatory programme for 2008/09 and (iii) the Council Plan.
4.02 That the Executive consider a draft Council Plan 2008-2012 in due course.
Date: 19/08/2008 29 Flintshire County Council
5.00 FINANCIAL IMPLICATIONS
5.01 Any financial implications have been considered through the budget planning approach for 2008/09. Direct financial implications cannot be determined until the finalisation of the 2008/09 budget.
6.00 ANTI POVERTY IMPACT
6.01 There are no direct anti poverty implications explicit within this report.
7.00 ENVIRONMENTAL IMPACT
7.01 A number of the issues identified have a direct environmental impact for example climate change and waste mangement.
8.00 EQUALITIES IMPACT
8.01 All issues identified will need to be assessed to consider any equalities implications to service delivery.
9.00 PERSONNEL IMPLICATIONS
9.01 A number of issues have direct personnel implications eg. single status, HR Strategy; others may have indirect personnel implications which will be considered prior to and during implementation.
10.00 CONSULTATION REQUIRED
10.01 Further consultation with Overview and Scrutiny Committees is scheduled for 4 April 2008 when this assessment is considered as part of the Council Plan.
11.00 CONSULTATION UNDERTAKEN
11.01 The Council's Audit Committee and Overview and Scrutiny Committees have been involved in both the earlier contents of the assessment and consideration of the approach adopted. The Regulators have been involved from an early stage of the assessment development when an almost exact match of opinion on risk was noted.
12.00 APPENDICES
12.01 Appendix 1: Strategic Assessment of Risks and Challenges 2007-08.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Strategic Assessment of Risks and Challenges as agreed by Executive 30 January 2008.
Date: 19/08/2008 30 Flintshire County Council
Contact Officer: Karen Armstrong Telephone: 01352 702740 E-Mail: [email protected]
Date: 19/08/2008 31
STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES How to use the document
GUIDANCE Category: Grouping name for issues Title: Name of issue
Description: Additional information about the risk and challenge This document provides the foundations for both the Council Level of risk (pre-action): Level of risk determined by matrix
below before any mitigating actions have been implemented. Plan and the Regulatory Plan. It defines and details the Council’s actions: Actions to reduce and alleviate the risk.
Level of risk (post action): Level of risk after considering the priorities for change and improvement and will be ‘degree of comfort’ the mitigating action provides.
supported by our business planning processes and disciplines
of service planning, risk management and financial monitoring I Amber Red Red High M and review. P Green Amber Red Medium A
C Green Green Amber Low The strategic assessment of risks and challenges comprises of T three tiers: Low Medium High
1. Community Leadership - critical local issues which cannot
be solely delivered by the Council (e.g. affordable housing) LIKELIHOOD
2. Council Delivery - public service issues which are largely The use of this ‘risk register’ provides the foundation for our 4 within the control and responsibility of the Council (e.g. year Council Plan (2008 – 2012), our service planning and will Housing). inform the Community Strategy review.
3. Council Governance - issues of organisational Additionally the improved co-ordination of the work governance and management (e.g. Finance) programmes of our Audit and Overview and Scrutiny
Committees which improve our capacity to self-regulate will
reduce the level of external regulation(and therein the cost).
32 APPENDIX 1
FLINTSHIRE COUNTY COUNCIL
STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007/08
SECTION 1
COMMUNITY LEADERSHIP
33 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSE SSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Community Leadership Strategic 1 Community Fundamental review of Community Strategy underway which will provide a (1) Stakeholder analysis work complete to Partnerships Strategy Review blueprint for the Vision of Flintshire and partnership priorities for public inform further engagement of stakeholders services. (2) Complete Flintshire Profile - aggregated needs assessment RISKS: Community Strategy does not provide the overarching strategic (3) Analyse findings to inform consideration direction of vision and prioritisation for the County; the Council does not of priorities for Community Strategy capitalise on County suppport and capacity; local needs and priorities are (4) Draft and finalise strategy within project not fully recognised and met. plan timescales (5) Develop use of Ffynnon as performance management tool for the Community Strategy
2 "Flintshire in i) Transition of the Community Strategy Partnership Board to a Local (i) transition to LSB Partnership" Service Board to (1) identify and manage common / shared issues (2) (1) Local Service Board confirmed post- challenge the standard of outcomes across the strategic partnerships (3) election i) transition to consider issues of collective social responsibility (2) WAG representative appointment and role Local Service confirmed Board ii) Support strategic partnerships to work collectively addressing national (3) Confirm governance arrangements ii) strategic and local challenges to improve service delivery and deliver efficiencies. (4) Develop Local Delivery Agreement with partnerships WAG RISKS: Confidence of key stakeholders; 'joined-up working' service deliverables; duplication of effort; democratic governance; maximisation of (ii) strategic partnerships efficiencies (1) Mapping of strategic partnerships to maximise efficiencies and reduce duplication (2) Progress on plan rationalisation approach for County (3) Updating of Flintshire Profile and development of data sharing and use (4) Flintshire in Partnership website launch and ongoing development (5) Confirm/develop links between strategic plans and Council business planning approach
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 34 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 3 Voluntary Sector Re-energise Voluntary Sector Compact (VSC) as a strategic partnership (1) Revision of Flintshire Compact; first Compact and body between the County Council, Local Health Board and Flintshire Local meeting of 'new' body Grants review Voluntary Council. (2) Principles of working, governance and workstream priorities to be endorsed Review of the arrangements to ensure effective and strategic resource (3) Fundamental review of internal grant provision to the voluntary sector supported by stronger corporate planning, arrangements and resource provision financial and business disciplines. (4) Strengthen Service Level Agreements and arrangements for financial and performance RISKS: Relationship management; effective strategic use of resources; management maximise voluntary sector capacity and contribution to service delivery (5) Improved relations and recognition of independence, co-dependence and value of the voluntary sector
4 Affordable Limited affordable housing of all tenures and types in all locations across (1) Housing strategy complete - support and Housing the county impacts on inward and outward County migration, rising inform affordable housing allocation domestic debt and economic growth and development. (2) Development of Housing Strategy Team to co-ordinate delivery of affordable housing (3) Consideration of implications of Local RISKS: Knowledge/expertise in negotiating affordable housing; flexibility of Housing Market Assessment for strategic strategic housing policy on acceptable tenures/types of affordable housing; policy on affordable housing partnerships with RSLs and maximisation of joint resources; opportunities to (4) Review and develop planning policy on plan for/maximise Social Housing Grant and other 'top-up' funding; affordable housing through LDP process opportunities to gain community benefits from developer (5) More effective use to be made of planning obligations,homelessness and consequent budget pressures; outward obligations to lever in affordable housing. migration. (6) Improve guidance to developers and standardise approach to S106 agreements (7) Review Council land assets to identify potential for development of affordable housing
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 35 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 5 Social Care of Demographic factors showing increased numbers of older people and an (1) Development of reablement and older people increased proportion of older people with dementia; increased pressures on intermediate care services to promote the range of public and voluntary services which provide for them. independence (2) Wider range of services to increase RISKS: Pressure on resources to deliver increased range and number of alternatives to care homes, including telecare services; increased demands on community care to reduce secondary care; and extra care. changing public expectations; uncertain NHS environment; limitations on (3) Service efficiencies being pursued via capacity and availability of workforce. service integration projects with Wrexham /NHS .e.g., Community Equipment Service; Community Services Plan; HSCWB Strategy. (4) Specialist services being developed (e.g. EMH; palliative care) to meet demand 6 Older people - The stability of independent sector care market is vital to ensure capacity (1) Positive working relationships with independent for affordable long term care of older people (care homes & domicilary independent sector providers being sector care care). maintained market (2) Support offered to small providers in RISKS: Potential for market failure; capacity for affordable long term care difficulty as part of market management and of older people (care homes & domicilary care); changing funding development. arrangements by government; difficulties in setting fair market rates for (3) Fair and robust contract monitoring in care. place.
7 Public Health & (i) Relationship and responsibilities of and between Council and Local (1) Regional partnership group (Local Primary Health Health Board (LHB) service provision in relation to health pandemics. Resilience Forum) established to review and Care (ii) Community expectation of improved Health Centre provision. plan for health pandemic situations; initial focus on social services RISKS: Business continuity of community services especially health and (2) Emergency planning for critical services social care services; national and local reputation; community tensions; (3) Health Social Care and Wellbeing efficient use of resources Strategy (Good Health, Good Care) includes priority of "health improvement and protection" (4) Partnership working with LHB under development to ensure involvement in health centre developments (5) Review of public protection service and function and further joint planning with partners including the public health service
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 36 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 8 Climate Change Both climate change and flood risk is a national issue and priority. Flintshire (1) Coastal Defence Inspection Survey and Flood Risk has large tracts of low lying areas which are subject to potential flooding. (2) Adopt/implement MARP and Local Management Adaptation of service provision and longer term planning required to Emergency Flood Response Plan respond to the impact of climate change. (3) Renewed commitment to long term financial capital plan to implement mitigation RISKS: National and local reputation; disruption to services and works in accordance with WAG's New communities; limited understanding of climate change as an issue of Approaches Strategy permanency of effect and longer term planning requirements; unknown (4) Raise awareness of flooding public service impact, nature and timeline of climate change and reduction consequences by targeting communities at in land mass as a result of rising sea levels. risk, engaging and educating the public (5) Carry out a Strategic Flood Risk Assessment to inform the development strategy for the LDP (6) Commitment to Environment, Energy and Fuel Policies (7) Reduction in carbon emissions through Green Dragon Initiative; carbon management extension to additional service areas (transport related); implementation of the Merton Rule - all new buildings in County to be carbon neutral (8) Bid to be pilot in 'WLGA's Changing Climate: Changing Places" 3 year project
9 Economic Revitalisation of the strategy to provide clarity on priorities; protection of our (1) Revitalisation of Regeneration Partnership Regeneration economic competitiveness as a sub region and stronger profile of the (2) Prepare a cross-cutting Regeneration Strategy supporting skills market including the economically inactive. Strategy working with WAG and other public, private and voluntary sector partners RISKS: Integration of actions across the wide range of Council activities (3) Improved strategic relationships with WAG and partner agencies; coordinate traditional economic intervention with (4) Consolidate strategic cross border activity investment in education, housing, health and social services; funding through the Mersey Dee Alliance opportunities; longer-term planning. (5) SDevelop and implement action plans in response to specific studies such as the Employment Land Survey and the Town Centre Health Checks
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 37 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 10 County Town Flintshire's main commercial centres decline faced with competition for (1) Consultants now preparing a 'Town Centre Network investment from out of town development. Health Check' which will be the subject of a Regeneration & consultation exercise through March 2008 Protection RISKS: Decline of town centres; investment in the fabric of town centres for (2) Specific town centre initiatives (Mold, retail / office development and residential development; potential for social Flint, Holywell) issues to increase ie. anti-social behaviour, loss of employment and lack of (3) Prioritisation in capital programme retail provision for local people. (4) Prioritisation in Regeneration Strategy
11 Integrated and Compliance with legislative requirement to ensure free flow of traffic in town (1) Act as lead authority for TAITH, Public Transport centres; supported by appropriate investments from WAG in the regional developing the sustainable transport needs of infrastructure. North Wales and NW England via the Regional Transport Plan RISKS: Pressure on highways and parking facilities; road safety; retail (2) Review Regional Transport Plan decline; legislative requirements. outcomes for Flintshire (3) Appointment of a Traffic Manager in accordance with the Traffic Management Act 2004.
12 Skills Needs of Webb Review "Promise and Performance" - independent review of Further (1) Revised and improved approach to Employers Education in Wales - implications for providers and stakeholders of 14-19 Community Strategy Planning; with skills year old learners. Collaboration of FE and HE providers to meet the needs as one of the priorities changing training needs of employers. (2) Revitalised Economic Regeneration Strategy RISKS: Training provision of FE and HE establishments not meeting full (3) Provider consortia between FE & HE and requirements of employers; decline in certain employment sectors; outward improved joint working with schools & migration of skilled workforce. employers to establish training needs following Webb Review.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 38 APPENDIX 1
FLINTSHIRE COUNTY COUNCIL
STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007/08
SECTION 2
COUNCIL DELIVERY
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 39 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Council Delivery Environment 1 Energy Energy consumption across a wide range of Council managed (1) Revised Energy Policy stock subject to volatile market conditions (2) Development of Carbon Reduction Strategy as part on a wider energy reduction RISKS: Financial volatility of energy costs; additional costs - strategy 'Carbon Reduction' wasteful; building performance leading to (3) Procurement of energy to OGC to increased energy consumption. maximise value and act as a buffer against market volatility (4) Capital investmentment 'Spend to Save' approved (5) Staff awareness programme planned.
2 Street Scene Joined-up approach to 'street' services - delivering from a (1) Clear definition of "Street Scene" customer's perspective in an effective single service clustered (2) Bringing together and coherent arrangement. organisation of relevant services through new Corporate structure RISKS: Compliance with current legislation and best practice; (3) Establish customer "needs" and priorities provision of services that are customer focused and make best (4)Adoption of the powers contained in the use of existing resources; failure to capitalise on innovation in Environment and Clean Neighbourhoods Act service delivery; public perception of service and Council. in relation to litter and fouling by dogs in partnership with N Wales Police (5) Development of an integrated 'three way' approach i.e. Education, Enforcement and direct service provision (6) Efficient, responsive call centre/web based reporting with feedback arrangements in place. (7) Evaluation of "Clean Team" pilot
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 40 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 3 Transition from Council's arrangements for the transition from adoption of the (1) Adoption of UDP providing County-wide UDP to LDP Unitary Development Plan to the development and adoption of planning policy the Local Development Plan (one of the 4 statutory plans within (2) Transition arrangements to LDP to be plan rationalisation). developed - including: a) Develop and gain ownership for strategic RISKS: Adoption of UDP within agreed timescales; LDP direction for LDP with early engagement transition planning; impact of spatial planning review; meeting b) Review resource requirements of process WAG targets for LDP delivery. c) Review Member role in LDP process and determine and set up stakeholder groups. d) Submit Delivery Agreement and Community Involvement Scheme to WAG six months after UDP Inspector's Report received.
4 Planning Protocol Planning development control arrangements require further (1) Preparation of Development Control development to increase confidence in planning decisions and Manual processes. (2) Implementation of Planning Protocol Working Group recommendations RISKS: Meeting Development Control efficiency and quality (3) Introduction of 3rd party representation decision objectives; transparency of the planning process; at Planning Committee reputation of the planning system and Council. (4) Ensure that proper reasons are given for Committee decisions made against Officer advice (5) Continuation of programme of Member training and advice including subsequent to the adoption of the new Code of Conduct introducing the concept of "prejudicial interests" (6) Implementation of planning development control improvement plan
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 41 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 5 Highways Current funding arrangements for highway maintenance will not (1) Highway Asset management Plan Infrastructure keep pace with natural deterioration over time. (HAMP) completed and adopted (2) Ongoing use of HAMP to continually RISKS: Deterioration of highway assets; public perception of monitor asset condition the service and Council; increased third party claims; loss of (3) Risk based approach to maintenance grant and other funding sources. and capital programmes (4) Improved use of contractual and partnering arrangements with the private sector and neighbouring authorities (5) Efficient use of best available technology and working practices (6) Use of HAMP data to obtain additional grant aid or revenue funding 6 Transport Maximise efficiencies of internal transport arrangements for (1) Achieve further efficiencies in service- arrangements for service users. related transport. service users. (2) Review the Council response to the RISKS: Buy-in from all stakeholders; insufficient resources to recommendations of the "Potential for carry out review; economies of closer collaboration not fully Further Integration of Transport Services" worked through. study (3) Examine opportunities for cross- Authority collaboration in transport provision 7 Depot provision Relocation of Queensferry waste management depot provision (1) Temporary decamp to Alltami is scoped to accommodate the A494 road widening scheme (linked to and costed outcome of Public Enquiry.) (2) Options appraisal undertaken; 2 preferred options, one on Deeside and the RISKS: Loss of Queensferry Depot as part of the A494 road other at Alltami (preferred option) widening scheme; operational service continuity.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 42 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 8 Shotton & Deeside Delivery of the first Renewal Area for the County drawing down (1) Project Plan to be developed and shared Renewal Area up to £10m Specific Capital Grant from WAG. with stakeholders (March 2008) (2) Obtain 'Declaration' from WAG based RISKS: Reputation management issues; missed opportunity to upon Project Plan regenerate area over a long term.
9 Cemetery The current cemetery (Connahs Quay) has approximately 12 (1) Executive approval to procure land to be provision months capacity left. Need for a replacement facility. sought in April (2) Project plan to be agreed once approval RISKS: Local provision of new grave space; reputation received management.
Leisure 10a Leisure - future Development of a Leisure Strategy to inform current and future (1) Leisure facility requirements to be provision provision of leisure facilities and services. reviewed (2) Business case on a Not for Profit RISKS: Variable standards of facilities and equipment through Distributing Organisation to be developed complexity of facilities, equipment and age and condition of (3) Capital investment requirements under buildings and assets; historical mismatch of asset management review plan and capital programme; uncertainties of public sector (4) School asset re-organisation plans to be market position. considered in relation to dual-use centres (5) Confirm position of Deeside Leisure Centre as main strategic commercial centre
10b Leisure - condition Condition of ageing stock and plant. (1) Development of Leisure Strategy as of building stock outlined in 10 a. RISKS: Maintenance of inefficient assets; backlog of repairs; (2) Special condition stock survey complete historical mismatch of asset management plan to capital (3) Aligned within Corporate Asset programme; impact on service delivery; continued customer Management Plan to Capital Programme support; assets being fit for purpose (4) Included in Capital Programme 2008/09
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 43 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Community 11 Community Condition of ageing libraries and community centres. (1) Implement Development Plan taking into Buildings facilities stock account Corporate Asset Management Plan RISKS: Maintenance of ageing assets; backlog of repairs; (2) Undertake special condition stock historical mismatch of asset management plan to capital survey programme (3) Align within Corporate Asset Management Plan to Capital Programme
Housing 12 Housing The Housing Strategy and general housing service demand (1) Housing Strategy adopted Management and change and improvement to be delivered at a time of strategic (2) Review service capacity and Housing Strategy change/uncertainty. consolidation as part of a wider structural proposals RISKS: In year service pressures; effective capacity and (3) Appointment of housing strategy team; resourcing for coordination; housing pressures across the (i) resources set aside (ii) recruitment County; appreciation of housing as a key player for social imminent wellbeing. (4) Specific housing support brought in to work with service through the engagement of the Chartered Institute of Housing 13 Housing Repairs Service delivery improvements need to continue around (1) Implementation of new Schedule of and Maintenance increased productivity, new technologies and performance. Rates is underway - completion Mar 08 Service (2) Diagnostic Reporting project given RISKS: Market-tested schedule of rates (SOR); appropriate approval to commence (01/02/08) - technology enabling effective and efficient support and scheduled for completion Jun 08 workflow for DSO operations; value for money in an (3) Mobile working (i) Trackers on Vehicles - increasingly competitive environment; national publicity around partnership working with Denbighshire being poor PI figures (end-to-end time for tenants). investigated. Involvement with Fleet Management (4) Mobile Working (ii)- pilot project (PDAs) in conjunction with Corporate IT and APPSWING (5) PWC follow-up review to be presented to Audit Committee
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 44 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 14 Housing Stock Council to make its final decision following the proposed local (1) Local Strategic Housing Review in train Options strategic housing review throughout 2008. to consider: (i) protecting tenant's interests post transfer to a social landlord (ii) viability RISKS: Reputation management; tenant's confidence in the and continuity of residual functions (iii) Council; support for future outcomes; Member confidence and fitness for purpose of the management and commitment in officer ability to deliver; relationships with WAG; maintenance function (iv) future of non- financial pressures. traditional housing stock (2) Review studies to be overseen June to October 2008. (3) Study outcomes received November 2008. (4) Final decision on housing's future, December 2008.
15 Homelessness Changes in legislation and reductions in supply of suitable (1) Review and health check of Homeless accommodation continues to exert pressure. Strategy prior to final stages of Flintshire Integation Tool process RISKS: Changes in legislation creating further pressure on (2) Homeless Prevention Team managing accomodation throughout the County; lack of available the risks in relation to volatility of homeless affordable housing adding to the pressure; potential for position and impact of new legislation budgetary pressure due to volatility of the service area. relating to bed and breakfast use
16 Sheltered Housing Pending sheltered housing service review impacts. (1) Rectify operational systems and practices RISKS: Operational systems and management procedures (2) Review Sheltered Housing stock within the Sheltered Housing and Carelink services; (3) Review Supporting People grant unacceptable risk to service users, the employee, and to the arrangements and eligibility criteria council; funding arrangements from Supporting People grant - (4) Direct and plan Service Delivery potential for future financial pressures. (5) Project Manager already appointed
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 45 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 17 Non -traditional Non traditional housing stock requires high maintenance and (1) Local Strategic Housing Review in train housing stock has life expired structural elements. to consider: (i) protecting tenant's interests post transfer to a social landlord (ii) viability RISKS: High maintenance costs; financial pressures. and continuity of residual functions (iii) fitness for purpose of the management and maintenance function (iv) future of non- traditional housing stock (2) Review studies to be overseen June to October 2008. (3) Study outcomes received November 2008. (4) Final decision on housing's future, December 2008.
18 Supporting People Review of Supporting People to ensure the strategic and (1) Project Team established to oversee effective delivery of the Supporting People programme improvements to the management of the SP programme. RISKS: Uncoordinated approach to management of (2) Eligibility criteria revised to take account supporting people programme and budget; over reliance on of new WAG guidance interim staff; reduction in grant; sustainability of existing (3) Recruitment of new Supporting People services; delayed publication of Supporting People Operational Manager in progress Plan (SPOP); allocation of services and related budgets not (4) Financial realignment to take place within aligned to revised eligibility criteria a planned process, taking into account service continuity and priorities within the SP Operational Plan (SPOP) - Sept 08 (5) Alignment of SP Team to be considered as part of phased structural change
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 46 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 19 Gypsies and Management of demand/casework and provision of (1) Collaboration on a N Wales basis to Travellers sites/facilities. identify temporary 28 day sites (2) Identification of a co-ordination resource RISKS: Community response leading to disruption of normal either within FCC or possibly shared work in various departments and inevitable delays in dealing between authorities with the issue. Schools 20 School Buildings Condition and suitability of ageing buildings. (1) Development and implementation of School Reorganisation Review RISKS: Backlog of repair and cyclical maintenance; historical (2) Phase 1 of Special Stock Condition mismatch of asset management plan to capital programme; Survey complete; phase 2 underway impact on service delivery and assets being fit for purpose; (3) Property information databases being teaching staff recruitment; educational attainment levels. updated. (4) Development of costed Asset Management Plan (5) Capital programme emphasis to include greater inclusion of flexible facilities for community use (6) Rolling programme of capital investment in school stock from 2008/09 onwards
21 School Falling demographics and suitablitiy of assets under review as (1) Development and implementation of Reorganisation the basis for choices/strategy on future provision. School Reorganisation Review Project Plan and Team RISKS: Changing and additionality of falling demorgaphics (2) Implementation of effective project and and suitability of assets; mismatch of asset provision to where communication strategy for Review asset needed (3) Effective management of implementation of Review (4) Achievement of right schools in right place to support changed demographics and needs of Flintshire Communities
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 47 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 22 Learning and Pupils' attainments in National Curriculum Assessments at KS3 (1) Refinement of School Support and Improvement and in gaining five or more A* to C GCSE's are below levels of intervention in line with Schools needs expected for schools and authorities in similar social and (2) Ensure robust performance data in economic circumstances. place to inform consistent target setting (3) Clear & consistent resource allocation to RISKS: National benchmarking of levels of attainment of support Schools and their individual needs pupils in National Curriculum Assessments at KS3 and in (4) Robust performance data available to gaining five or more A* to C GCSE's ; local and national assist in measurement of value for money reputation. and outcomes for learners
Social Care 23 Looked After Pressure on current budget for Out of County placements (1) Commitment to Corporate approach for Children where appropriate care or educational facilities are often placement as a Corporate Priority for budget available only outside the County. support. Out of County (2) Review, investigate and determine budget RISKS: Increasing budget pressures; future need cannot alternative methods of provision. always be forecasted. (3) Development & implementation of strategy to support current and future needs
24 Social care Shortage of Social Workers and Direct Care staff across the (1) Responded to recommendations of recruitment and whole sector has a direct impact on service delivery to report "Social Work: A Profession to Value" retention of staff vulnerable people. (2) Maintained positive advertising campaigns to attract staff and improve RISKS: Direct impact on service delivery to vulnerable children recruitment processes and adults; levels of sufficiently skilled and knowledgeable (3) Provided positive experience for social workforce; uncompetitive market salaries; number of social workers in training hosted by Flintshire work posts covered by agency services. (4) A small number of employees are supported financially to train as social workers - "grow our own" (5) Home care shift patterns are being improved
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 48 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) 25 Direct Payments Opportunities for social care service users to manage their own (1) Direct Payments Review Group to care provision is reflected in different pressures and ensure key processes are in place to meet management arrangements. audit requirements (2) Increased infrastructure is being sought RISKS: Budgetary pressures resulting from increased use of to manage the significant increase in DPs direct payments; consistency of provision with mainstream services; level of financial monitoring required; increased cost of support agency.
26 Disabled Facilities Disabled Facilities Grants require improved process time to (1) Performance Management by Adult Grants meet customer needs. Social Care / Community and Housing (2) Review current processes for RISKS: Customer expectations and needs not being met; streamlining. funding streams insufficient to meet current demand; OT (3) Fully assess the impacts of increased waiting list for assessment; capacity for delivering adaptations. funding both capital and resource implications. (4) Investigate modern procurement initiatives to support increased throughput (5) Waiting list initiative in OT team (6) Increased allocation of capital resources in 2008/09
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 49 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Waste 27 Waste Increasing Government pressure to increase reused/recycling (1) North Wales Waste Treatment Management from 18.08% in 2007 to 25% in 2010 and Partnership (NWWTP) established to deliver composted/biologically treated from 12.43% in 2007 to 15% by a regionally based solution for dealing with 2010 requires new waste management methodologies and waste (Strategy) practices. Delivery of North Wales regional waste treatment (2) Waste minimisation initiatives linked to project. increased recycling targets (3) Current consultation with WAG on RISKS: Failure to meet the targets will result in infraction fines proposed targets of £200 per tonne over target resulting in serious financial (4) Set aside investment of £1.3M to deal impact to budget not manageable within existing funds with legal, technical and financial aspects of the regional procurement (5) Build in specific capacity as lead authority for the delivery of the NWWTP 28 Waste Introduction of new recycling services (cardboard and food (1)Commence review of these additonal Management waste) and review of trade waste collection service. collection services during Q1 of the new financial year. Currently work in progress (Operations) RISKS: Infraction fines of £200 per tonne if under target; (2) Consideration of WAG's proposed financial pressures on existing funds. mandatory requirement for food waste collection and increased recycling and minimisation targets 29 Waste Community awareness and participation should encourage (1) Review customer engagement activity Management waste minimisation and increase the volumes of domestic and develop more robust communication waste diverted from landfill. framework. (Participation) (2) Solicit support from WAG in relation to RISKS: Community engagement and commitment to support positive publicity campaigns. the waste minimisation objective; funding pressures in relation (3) Raise the profile of waste minimisation in to minimsation of waste; negative impact upon Flintshire schools and community groups. residents. (4) Lead by example in the minimisation of waste within our own County Buildings.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 50 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Business 30 DSO performance Review of all DSO performance in relation to employee C&H Structures structures; rate of return and aspects of competitiveness. (1) Discussion has taken place with HR to flag up issues (Feb 07) - specialist RISKS: Single Status issues and impact on incentive pay resources required to move forward schemes to be worked through; responsiveness to (2) Burgess Report & Recommendations Environmental Services external audit report; schedule of rates (July 07). effectiveness and efficiency of service delivery; value for (3) Implementation of new Schedule of money assurance. Rates will provide competitiveness and drive up productivity E&R (1) Fundamental review of all existing DSO functions (purpose, method of delivery, effectiveness, location,cost,etc.) (2) Identification of customer 'needs' and priorities (3) Establish future service delivery requirements (4) Establish revised DSO arrangements through new corporate structure (5) Improved use of contractual and partnering arrangements with the private sector and neighbouring authorites (6) Improved performance and cost monitoring processes in place.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 51 Appendix 1 FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's Actions (pre- (post action) action) Customer 31 Customer Service Access currently dicated by structure of the organisation rather (1) Improvements to reception areas at Interface Access points than the needs of the customer. Common identity will improve County Hall, Mold and County Offices, Flint varying levels of quality of reception areas. (2) Detailed proposals and business case for improved telephone access RISKS: Variable standards of customer experience; council (3) A web usage campaign to increase use image and reputation; health and safety; duplication of roles of website and reduce face to face and and inefficient use of staff resources and accommodation; telphone access, and so delivering efficiency gains (aligned to national Web Project funded by WAG) and launch of new Flintshire website Emergency 32 Business continuity Business continuity plans needed within critical service areas (1) Support service heads to develop Planning to support the continuation of service delivery in the event of a business continuity plans for critical disruptive emergency affecting the internal and external services. infrastructure within which the authority operates.
RISKS: Service continuity in case of emergency/disaster occurring; loss of supporting infrastructure; impact on the wellbeing of communities, especially those who are most vulnerable.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 52 APPENDIX 1
FLINTSHIRE COUNTY COUNCIL
STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007/08
SECTION 3
COUNCIL GOVERNANCE
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 53 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Council Governance
Strategic & 1 Corporate Project Effective management and delivery of corporate projects of strategic significance (1) Clear identification of strategic Business Management projects of significance Planning RISKS: Variable standards of strategic project management; compromise of (2) Lead project roles and capacity delivery of council priorities; loss of confidence in the council; failure to fully support identified for projects capitalise on external resources available to the council (3) Development of project management roles, disciplines and accountability arrangements (4) Improved access to external funding opportunities through improved forward work planning
2 Performance Effective business and performance management disciplines as part of service (1) Revised and improved Management / planning management and improvement approach to council planning Business Planning (2) Review of performance RISKS: Business planning not adequately supporting council priorities; variable reporting to executive and scrutiny standards of business planning and service delivery; variable standards of (3) Simplified and improved performance reporting and management; limited flow of information and approach to business planning intelligence to elected members to assure performance underway (4) Implementation of Ffynnon performance reporting system (07/08) (5) Development of core management competencies (including business planning and performance management) and training and appraisal as part of management consolidation
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 54 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Strategic & 3 Strategic Policy Improved use of corporate policy resource to support Executive and Corporate (1) Adoption of forward work Business Management Team in their work programme programmes Planning (2) Newly defined roles of RISKS: Insufficient advice and support for decision-makers; failure to make best Directors under management use of corporate capacity; non-alignment of work programmes to national consolidation priorities and the work of national bodies (e.g. Welsh Assembly Government, (3) Redefinition of role of policy Welsh Local Government Association) and performance unit (4) Improved communication arrangements with national bodies as part of (2) 4 Risk Management Effective corporate systems for risk management and business continuity (1) Overhauled approach to strategic risk assessment RISKS: Mismatch of corporate risk assessment with business challenges; limited (2) Alignment of work programmes impact on managing risks which affect business continuity; loss of confidence of to risks regulators and the cost/impact of external regulation; alignment of resources and (3) Improved joint working capacities to risks arrangements with regulators (4) Improved integration of external regulation, internal audit and scrutiny work programmes 5 Asset Management A comprehensive, robust and deliverable asset management plan to achieve (1) Asset Management Plan maximum efficiency of our property and land assets taking into account, location, adopted age, running cost, efficiency and purpose/community value. (2) Special stock condition surveys completed (e.g. Leisure, Housing) RISKS: Maintenance of inefficient assets; backlog of repair and cyclical (3) Alignment of asset maintenance work; mismatch of asset management plan to capital programme; management plan to capital impact on service delivery and customer experience programme (4) Capital receipts realisation programme in development as part of (1)
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 55 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Finance 6a Medium Term Overall financial strategy (revenue and capital resources) to deliver Council (1) Renewed commitment to Financial Strategy Services in accordance with agreed plans and priorities (3-4 year cycles) medium term financial strategy (MTFS) (Strategy) RISKS: Adequacy of resources to meet priorities; sustainability of base budget; (2) Building blocks of strategy efficient and effective use of financial resources developed in 2008-09 budget setting process (3) New corporate financial disciplines introduced as part of 2008-09 budget setting process (4) Strategy to be advanced (06/08) (5) New corporate approach to assessing and planning priorities
6b Medium Term Revenue Budget Strategy to identify 3-4 year forecast of revenue needs and (1) 2008/09 budget identifying Financial Strategy provision future year implications (2) Risk, Service Planning and (Revenue) RISKS: Short-term revenue forecasting; uncertainty over future years available Budget processes co-ordinated for finance; fluctuation in in-year expenditure; adequacy of resources; management 2008/09 of service pressures in-year post budget setting (3) Local Government settlement has indicative figures for 2009/11- 2010/11 (4) Improved reporting and control of in-year expenditure fluctuations (5) Strategy for enhancing and managing reserves in year.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 56 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Finance 6c Medium Term Capital Programme Strategy to identify 3-4 term forecast of capital need and (1) Asset Management Plan Financial Strategy provision adopted and serviced (2) New approach to robust capital (Capital) RISKS: Short-term capital forecasting; uncertainty over future year available programme from 2008/09 capital; fluctuations in in-year expenditure; adequacy of capital project (3) Objective methodology for the management; capitalisation of capital receipts ranking of schemes being developed for 2008/09 (4) Review of design capacity needs for capital programme underway (5) Capital project management disciplines under review (6) Improved reporting and control of in-year expenditure fluctuations (7) Capital receipts planning as part of (1) and (2) above
6d Medium Term Challenge to generate year on year efficiencies (1) Clear efficiency targets set year Financial (Strategy) on year RISKS: Failure to achieve challenging annual efficiency target set nationally; (2) Principles of how efficiency (Efficiency ) sustainability of base budgets; inflexibility in structures and working practices to savings will be utilised centrally adapt to change and / or retained by departments established (3) Methodology for identification and reporting of efficiencies being implemented (4) Phase 2 of consolidation of management structure to prioritise efficiencies (5) Renewed emphasis on " red tape" reduction and improvement of working practices
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 57 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Finance 6e Medium Term Effective and cost efficient local, regional and national procurement (1) Principles of how procurement Financial Strategy savings will be utilised centrally RISKS: Uncoordinated or uncontrolled procurement leading to wastage in costs and / or retained by departments (Procurement) of procurement transactions and unit costs of supplies and services; failure to established secure best value for money; failure to meet efficiency targets; missed (2) Methodology for identification opportunities for local/regional/national procurement collaboration and reporting of procurement being established (3) Total procurement spend being clarified (4) Agreement to "audit" of procurement spend in departments agreed by CMT as first step in consideration of category management (5) Greater corporate support for work/role at Procurement Unit (6) Regional procurement opportunities being evaluated by North Wales regional partnership board 6f Medium Term Maximisation of fees and charges to generate an adequate and sustainable (1) Advance preparation for Financial Strategy income base according to (i) comparable market rates (ii) affordability and (iii) medium-term financial strategy efficacy of discretionary charging policies from June 2008 and corporate fee (Income, Fees and and charge setting approach in Charges) RISKS: Realisation of lower than possible income levels; unsustainable service implementation (2) Review of fees and charges across council underway (3) Selective uplifts in fees and charges as part of 2008/09 budget setting process closer to comparable market position
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 58 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Finance 7 Financial Maintaining effective control over the Council's financial affairs (1) Development of medium term Management and financial strategy as detailed Control RISKS: Inconsistent application of financial regulation and corporate practices; above potential ineffective use of resources; risk of adverse internal and external audit (2) On-going/cyclical review of opinion financial procedure process, contract standing orders and guidance notes (3) Targeted work as part of (1) including review of support services costings, internal trading and recharges, use of the ledger and budget costings (4) Improved control of major areas of expenditure e.g. financial reporting and management through the HR/Payroll system (5) Development of general management competencies (including financial management) and training and appraisal as part of management consolidation
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 59 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Information and 8 Information and The Council's ICT Strategy that defines the use of ICT to support the Council and (1) Review of ICT Strategy and Technology Communications services in delivering their priorities for change and improvement. action plan to focus on those Technology (ICT technologies that will deliver the Strategy RISKS: Adequacy of resources to support and invest in replacement and new greatest business benefit and technologies; failure to meet organisational and customer expectations/needs; support the council's priorities for failure to embrace benefits offered from new technologies; the withdrawal of third change and improvement - June party support for older technologies 2008 (2) Improved project management and benefits realisation practices - August 2008 (3) The identification of collaborative opportunities to reduce costs and make more effective use of support resource - ongoing (4) Increase focus on supporting services to identify potential improvements and efficiency gains supported by ICT - April 2008
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 60 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) 9a Information The Council's Information Management Strategy defines a consistent approach to (1) Complete Information Audit - Management the management of information across the Council with supporting actions. 31 May 2008 Strategy. (2) Publish Information Asset RISKS: efficient and effective use of information resources; acting lawfully in Register - 31 October 2008 relation to the use of information; reliability of information in relation to currency, (3) Implement electronic document accuracy and completeness; knowing what information we have; adequacy of & record management system - 31 resource to implement information management programme May 2008 (4) Develop, publish and communicate information standards and best practice advice - 31 December 2008 (5) Revisit Information Management Strategy action plan and rephrase work programme based on risk assessment - 30 April 2008 Information and 9b Information Security, Information security involves protecting information and information systems from (1) Information Security Policy is Technology Governance and unauthorized access, use, disclosure, disruption, modification, or destruction. under review, to be relaunched Sharing Effective Information Security is vital to any information sharing arrangements. with appropriate training and support - 30 Sept 2008 RISKS: reputation; confidentiality of information; legal duties and responsibilities; (2) Improved security to be partnership working; national standards and frameworks e.g. WASPI (Wales implemented for end point devices Accord in Sharing of Personal Information); home and mobile working e.g. memory sticks, laptops, CD's - 30 June (3) Council's commitment to WASPI agreed by Executive 01/08 (4) Achievement of ISO 27001 (European standard for Information Security) accreditation - 31 March 2009
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 61 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) 10 Human Resources Effective corporate human resources strategy and practice across the Council (1) Prime importance afforded to Strategy and People Strategy in Forward Work Management RISKS: Critical stage of implementation of human resources strategy ('People Programme Strategy') ; reliance on external expertise for strategy delivery; critical stage of HR (2) Resolution of HR capacity project implementation (e.g. Single Status); impact on workforce morale; needs in management performance and business continuity consolidation (3) Completion of critical HR projects (4) Change management programme of new Chief Executive Human 11 Terms and Implementation of Single Status/Job Evaluation (1) Completion of job evaluation Resources Conditions of process Strategy and Employment RISKS: Scale of single status/job evaluation and draw on resources; trade union (2) Maintain human resource and Management relations; workforce morale; cost and time in dealing with (i) equal pay grievances legal capacity and capacity (ii) evaluation appeals; cost of consequential pay line and pay protection (internal and external) (3) Maintaining productive relations with trade unions (4) Implementing an effective project and communications strategy (5) Effective management of equal pay grievances using 2 above (6) Negotiation of all outstanding Green Book terms and conditions (7) Provision of financial reserves and contingency
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 62 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) 12 County Hall Campus Management and maintenance of County Hall and complex - liability of structure; (1) Commitment to single Management energy costs; carbon footprint; infrastructure arrangements e.g. parking approach to County Hall management RISKS: Age and condition of County Hall; fragmented and complex campus (2) Aggregation of maintenance management arrangements; environmental impacts of aging buildings; energy budgets for County Hall units in a volatile market (3) County Hall buildings survey nearing completion (4) County Hall travel plan under development Customer 13 Customer Focus Customer access to information and services and high standards at point of (1) Renewed implementation at Service service customer experience customer focus strategy (2) Completion of improvement of RISKS: Variable standards of customer experience; poor image of council; council website (03/08) duplication and inefficiency in provision of customer access and information (3) Investment in services (e.g. receptions); under use of new technology reception/contact/access services (e.g. County Hall) in 2008-09 (4) Targeted customer awareness training for front-line teams (5) Development of core management competencies (including customer focus) and training and appraisal as part of management consolidation
14 Code of Corporate Effective corporate governance according to the standards of the revised (1) Adoption of action plan by the Governance CIPFA/SOLACE code of corporate governance Constitution Forum and a new annual governance statement RISKS: Weakness in corporate governance; adverse opinions by external and based upon the findings of a self internal auditors assessment (03/08) (2) Positive impacts of management consolidation in role definition and performance, member-officer relations and effective use of resources
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 63 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) Governance 15 Local Elections 2008 Management of the impact of cyclical council elections (1) Adoption of council priorities pre-election in Council Plan to RISKS: Continuity of council membership; continuity of policy commitments; assure business continuity potential loss of skills/knowledge; disruption to service continuity through impasse (2) Robust corporate management in decision-making in pre-election and post-election period arrangements under plans of new Chief Executive (3) Introduction of Member. Induction training programme and Member Charter. Effective Member support and advice post- election
16 Management Ensuring business continuity through a period of structural and organisational (1) Effective implementation and Change, change resourcing of phased structural Organisational change Instability and RISKS: Uncertainties of organisational transition; impact on service continuity; (2) Stewardship of change of new Succession Planning diversion/loss of experience and expertise; ability to manage succession planning Chief Executive to ensure sufficient expertise, experience and capacity exists to meet the (3) Effective change management changing needs of the organisation strategy (4) Development of a succession management plan to attract, retain and develop expertise and capacity within the workforce
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 64 Appendix 1
FLINTSHIRE COUNTY COUNCIL - STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES 2007 - 2008
Level of Level of Risk Risk Category Number Title Description Council's actions (pre- (post action) action) 17 Health and Safety Effective corporate health and safety management strategy and practice across (1) Develop an action plan to raise Strategy and the Council the profile of Health and Safety Management within the Authority RISKS: (2) Maintain and strengthen the Moral - Loss of life or limb, or serious injury; serious or chronic ill-health. function of the Corporate H&S Legal - Potential for corporate manslaughter charges against the Authority; Steering Group and strengthen its potential for other H&S legislative charges against Authority and its officers; relationship with the Directorates potential significant fines against the Authority and its officers. and Federation Services. Financial - Significant fines; civil claims and resulting increases in insurance (3) Formalise the input into CMT. premia; increased hidden costs of injury, chronic ill-health and or material (4) Provide a corporate damage. programme of core training, with Directorates and Federation Services ensuring appropriate people attend that training.
NOTE: All net risk levels have not pre-empted any 2008/09 budget pressure decisions. 65 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 8
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE
SUBJECT : SENIOR MANAGEMENT STRUCTURE
1.00 PURPOSE OF REPORT
1.01 To update the Executive on the progress of implementation of the approved senior management structure and on changes to the interim management arrangements pending permanent appointments.
2.00 BACKGROUND
2.01 The Council approved the new management structure recommended by the Chief Executive at its meetings held on 19 February and 5 March. The Council granted delegated authority to the Chief Executive to implement the structure and to recruit to the new posts of director and the posts of Head of Service which were unfilled, filled through an interim appointment, or held vacant.
3.00 CONSIDERATIONS
3.01 Progress with Implementation of the Senior Management Structure
The following six posts have been advertised in accordance with the decisions of the Council and through the use of the authority delegated to Chief Executive:-
• Director of Lifelong Learning • Director of Environment • Head of Development and Resources for Lifelong Learning • Head of Public Protection • Head of Housing Strategy and Services • Head of Human Resources and Organisational Development
The closing dates for applications were 27 May for the two director posts and 30 May for the four head posts. A full recruitment process and information pack has been produced for all members nominated by the political groups to serve on the politically balanced appointments panels. Briefing sessions were held for nominated members on 27 and 28 May. The recruitment process, if successful, will culminate in job offers being accepted by successful
Date: 19/08/2008 66 Flintshire County Council
candidates before the end of June. The successful candidates could be expected to be in post from September. The co-operation of members, officers and candidates in adhering to a strict and intensive recruitment timetable is appreciated.
This large and complex recruitment exercise, covering six senior positions simultaneously, has been largely run internally using the time, expertise and resources of senior Council personnel and Human Resources specialists, with limited external support (Hay Consultancy and Tribal as the Council's standing advertising agency). The recruitment exercise has been run efficiently, on time, and with positive feedback from candidates on the efficiency and responsiveness of enquiry handling. The high profile vacancy advertisements in the national press has conveyed a positive image of Flintshire as a progressive and ambitious Council.
The Council does not have specified financial resources for such recruitment activity. The cost of running this exercise with a high dependency on an external recruitment agency, which is the choice of many public bodies, would have been in the region of £200,000. Through taking an internal approach the cost to the Council, including significant advertisement placement costs, will be in the region of £120,000. The chosen approach represents a saving of £80,000. Officers have sought to reduce the call on the Corporate Contingency Reserve by identifying compensatory salary savings of £80,000 in the recruiting directorates and by attracting a national grant of £10,000 (source - Welsh Local Government Association). Therefore, the call on the Contingency Reserve will be limited to approximately £30,000.
Once appointments have been made to these six senior positions the Council will move to phase two of structural and organisational change. This second phase, which is to be fully scoped, will include completion of the earlier, and incomplete, review of gradings and salaries of second tier (head) posts.
3.02 Changes to Interim Management Arrangements
The following changes have been made to interim management arrangements in the interests of expediency and continuity of service management, with the objective of reducing dependency on external interim appointments wherever possible.
The post of Director of Education, Children's and Recreation Services, vacated by the external interim director Mr Alan Davies, is unfilled. Mr Elwyn Davies, Head of Schools Services is acting in the position of statutory Chief Education Officer with responsibility for all educational and youth services, and the Chief Executive is fulfilling the role of temporary director for the functions of leisure, libraries and culture pending a permanent appointment.
The Head of Development and Resources in the directorate of Director of Education, Children's and Recreation Services left the Authority in April.
Date: 19/08/2008 67 Flintshire County Council
Pending a permanent appointment a suitably qualified and experienced external interim appointment, Mr Kim Garcia, has been made for an estimated period of six months.
The post of Head of Housing is unfilled, and Mr John McHale is acting as account manager for the professional consultancy body Chartered Institute of Housing who are providing bespoke management support to the Acting Director of Community and Housing, pending a permanent appointment.
The post of Head of Public Protection is unfilled, with temporary rotational management arrangements in place, pending a permanent appointment.
In the temporary absence (of one month) of the Acting Director of Environment and Regeneration through illness, the Chief Executive is acting as an Emergency Director to provide support and guidance to Heads of Service in the directorate.
4.00 RECOMMENDATIONS
4.01 The Executive is requested to note the progress report.
5.00 FINANCIAL IMPLICATIONS
5.01 None beyond the explanation of the cost-efficient strategy for financing the recruitment process for the implementation of the Senior Management Structure set out above.
6.00 ANTI POVERTY IMPACT
6.01 None
7.00 ENVIRONMENTAL IMPACT
7.01 None
8.00 EQUALITIES IMPACT
8.01 None
9.00 PERSONNEL IMPLICATIONS
9.01 As outlined in the report.
10.00 CONSULTATION REQUIRED
10.01 None
11.00 CONSULTATION UNDERTAKEN
Date: 19/08/2008 68 Flintshire County Council
11.01 None
12.00 APPENDICES
12.01 There are no appendices.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Colin Everett Telephone: 01352 702101 E-Mail: [email protected]
Date: 19/08/2008 69 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 9
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE
SUBJECT : LOCAL STRATEGIC HOUSING REVIEW BOARD
1.00 PURPOSE OF REPORT
1.01 To formally convene the Local Strategic Housing Review Board having agreed the membership and invited group leaders to nominate respective members.
2.00 BACKGROUND
2.01 At its meeting held on 19th February the Executive approved the formation of a Local Strategic Housing Review Board and agreed the Terms of Reference which are attached as an Appendix to this report. (Minute 234 refers)
2.02 The Executive deferred the appointment of members and representatives to the Board until the Annual General Meeting of the Council or thereafter.
3.00 CONSIDERATIONS
3.01 The Local Strategic Housing Review Board is being formed with the full support of the Welsh Assembly Government. The Board is set to complete the review before the close of 2008 for the County Council to make a full and final decision on the options for the future ownership of Council housing to ensure compliance with the Welsh Housing Quality Standard (WHQS).
3.02 Following previous consultation with Group Leaders, the Tenants Federation and the FJTUC it is proposed that the membership of the Board is comprised of elected members of all political groups, appropriate Executive Portfolio members, the appropriate Chair of Scrutiny, the Tenants Federation (2 representatives) and the FJTUC (Flintshire Joint Trade Union Committee) (1 representative).
3.03 Standing advisors to the Board will be the Chief Executive, the County Finance Officer and the Acting Director of Community and Housing with specialist project support provided by the Chartered Institute of Housing under its consultancy support agreement with the Council. The Welsh Assembly Government, Price Waterhouse Coopers and the Wales Audit Office will also be invited to attend and advise meetings of the Board. The
Date: 19/08/2008 70 Flintshire County Council
first meeting of the Board will be convened urgently following the Council's Annual General Meeting.
3.04 Officers will undertake preparatory work in advance of the first meeting of the Board. An informal meeting was held between officers of the council and the Directors of Housing and Regeneration of the Welsh Assembly Government as background preparation for the work of the board.
4.00 RECOMMENDATIONS
4.01 That the Executive .....
(i) re-endorse the terms of reference for the Local Strategic Housing Review Board; and
(ii) determine the membership of the Board, invite group leaders to nominate members respectively and convene the first meeting to be held in June.
5.00 FINANCIAL IMPLICATIONS
5.01 None. The Review Board will be advised and serviced by senior internal officers with the addition of support via the Chartered Institute of Housing for which budget provision is set aside (for housing options provision).
6.00 ANTI POVERTY IMPACT
6.01 None.
7.00 ENVIRONMENTAL IMPACT
7.01 None.
8.00 EQUALITIES IMPACT
8.01 None.
9.00 PERSONNEL IMPLICATIONS
9.01 None.
10.00 CONSULTATION REQUIRED
10.01 None.
11.00 CONSULTATION UNDERTAKEN
11.01 Consultation has been undertaken with Group Leaders, the Tenants Federation and the FJTUC.
Date: 19/08/2008 71 Flintshire County Council
12.00 APPENDICES
12.01 None.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
No new documents to be listed.
Contact Officer: Chief Executive Telephone: E-Mail: [email protected]
Date: 19/08/2008 72 Protecting the interests of its tenants post transfer to a social landlord
• exploration of the transfer model and process • exploration of social landlord models (e.g. community mutual) • exploration and negotiation of the transfer offer document contents • review of security of tenure • review of rent levels, rent divergence and rent protection • review of the process of achieving the WHQS and transition arrangements • review service continuity and the protection of the workforce
The viability and continuity of residual functions such as homelessness
• review of the retained housing responsibilities and residual functions and strategic and operational relationships with the new landlord and other RSLs to discharge those functions • review of the capacity required for the Council to maintain those functions • review of the impact of transfer out on central functions/Council budgets
The fitness for purpose of the management and maintenance functions
• agreement of formal improvement plans for the housing management and maintenance functions • review of financial viability and performance levels required to be achieved for possible transfer to the new landlord • review of transfer and protection arrangements for the workforce and functions
The future of the non-traditional housing stock
• exploration of options for the improvement/demolition and replacement of non-traditional housing stock • development of a regeneration strategy with the Assembly and other partners for Flint and the possible redevelopment of the Flint flats and maisonettes
73 FOR INFORMATION
FLINTSHIRE COUNTY COUNCIL
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE
SUBJECT : NORTH WALES REGIONAL PARTNERSHIP BOARD - PROJECT PORTFOLIO
1.00 PURPOSE OF REPORT
1.01 To update the Executive on the progress of the North Wales Regional Partnership Board (NWRPB) which was formed to promote regional collaboration in order to achieve efficiencies and imporovements in public services.
2.00 BACKGROUND
2.01 The North Wales Regional Partnership Board comprises Chief Executives and Leaders of the 6 North Wales Local Authorities and is co-ordinated by Steven Jones of the Welsh Local Government Association. The Board was formed in Spring 2006.
2.02 The Board oversees a range of projects funded both locally and through the Making the Connections Improvement Fund and also aims to speak for North Wales and campaign on specific issues.
3.00 CONSIDERATIONS
3.01 Attached as an appendix to this report is the outline of the current campaign programme. The report details the :
• the Board's project portfolio, • the status of the various projects; and • recommendations on the future work programme to hand over to the new Board once reconstituted following the May 2008 elections.
4.00 RECOMMENDATIONS
4.01 The Executive is asked to:
• (i) note the status of the current projects;
Date: 19/08/2008 74 Flintshire County Council
• (ii) note the recommended future work programme for implementation by the new Board post May 2008. The Board must meet, with a new membership, in late June.
5.00 FINANCIAL IMPLICATIONS
5.01 None directly associated with this report. Financial implications relating to the various projects are highlighted in the the appendix.
6.00 ANTI POVERTY IMPACT
6.01 Not applicable.
7.00 ENVIRONMENTAL IMPACT
7.01 Not applicable.
8.00 EQUALITIES IMPACT
8.01 Not applicable.
9.00 PERSONNEL IMPLICATIONS
9.01 Not applicable.
10.00 CONSULTATION REQUIRED
10.01 Not applicable.
11.00 CONSULTATION UNDERTAKEN
11.01 Not applicable.
12.00 APPENDICES
12.01 Review of the Board's Project Portfolio.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
North Wales Regional Partnership Board - Project Portfolio
Contact Officer: Chief Executive Telephone: 01352 702101 E-Mail: [email protected]
Date: 19/08/2008 75 NORTH WALES REGIONAL PARTNERSHIP BOARD COLLABORATING CONNECTING IMPROVING
The North Wales Regional Partnership Board oversees a range of projects funded both locally and through the MtC Improvement Funded.
The Board also aims to speak for North Wales and campaigns on specific issues. The current campaign programme is outlined in this report.
Project Phasing
Phase 1: Feasibility Study, Options Appraisal, Outline strategic business case Phase 2: Detailed work on favoured options, business cases and implementation plans Phase 3: Implementation
Project Status
Project experiencing not progressing satisfactorily with significant difficulties, deferred or closed
Project experiencing moderate difficulties relating to timetable slippage, capacity, divergence of stakeholder views and delivery of agreed outcomes.
Progress satisfactory/on target
Operating Report 17th February 2008 1 76
Project Objectives Progress Decriminalised Parking Phase 1: (complete) RTA Consultants delivered a feasibility report. To review the feasibility of a The Regional co-ordinator reviewed and remodelled the cost of joint processing centre for the service and produced an implementation proposal. Lead Authority: Denbighshire parking penalty charge Gwynedd Council, Isle of Anglesey County Council and County Council notices Denbighshire County Council entered into a partnership for a joint processing centre which went live on 1st April 2007. Phase 2: (complete) Wrexham County Borough Council plans to join the partnership The project is locally funded. To implement a joint in 2008. processing centre within The partnership has saved on operating costs and IT costs for Denbighshire County Council implementing the new services. Status: for Anglesey and Gwynedd. The joint service is operating successfully and ahead of budget. Successfully delivered The service can take on additional fixed penalty charge Phase 3 functions and work from other authorities in the future. To take Wrexham into the The service is operated by Denbighshire County Council as a service lead authority.
Operating Report 17th February 2008 2 77
Project Objectives Progress Telecare Phase 1: (complete) A phase 1 report was successfully delivered. To deliver a feasibility study Lead Authority on the potential for Telecare The NWRPB endorsed the report and agreed a phase 2 Isle of Anglesey County Council to be delivered collaboratively extension to the project. within and across sectors The feasibility study was An application was made to the MtC Improvement Fund for supported by the Making the Phase 2: additional support and approved. Connections Improvement Fund To produce a business case and implementation plan for a The North Wales Social Services Improvement Collective single telecare monitoring recruited a project manager to ensure phase 2 delivers. Status centre A PID for phase 2 has been developed. Phase one was successfully To produce policy delivered. documentation and training The finance community are supporting work on the business plans for to integrate telecare case for potential telecare centres. Phase 2 is ongoing under into care packages management of the NWSSIC Wrexham County Borough Council is tendering for the supply of To procure telecare telecare centre services in advance of the development of equipment jointly. regional business cases.
There has been moderate delay to the progress of the project due to sickness.
Work is ongoing to deliver the deliverables required for phase 2.
Operating Report 17th February 2008 3 78
Project Objectives Progress School Transport Phase 1: (complete) Elan PTC consultants were appointed to undertake a feasibility study and reported in February 2007. Lead Authority: To examine options for Flintshire County Council collaborative service delivery The consultants recommended that Councils: - • Review charging polices The feasibility project was MtC To seek means of improving • Create a single operating model where social services and funded transport services efficiency education transport are combined in each council prior to and quality looking at collaborative models • Improve record keeping and commissioning processes Status Phase 2: • Review routes and seek to move school and day centre start times to reduce the number of vehicles used There is mixed progress on Implement findings within the • Move to long term quality contracting to improve the quality acting on the 6 councils of vehicles used recommendations because • Purchase and deploy route planning and commissioning councils lack capacity to software respond and some stakeholders (social services A phase two project initiation document has been produced for and education) outside the the NWRPB and the Making the Connections Improvement transport community do not Fund. see the project as a priority. The project team has continued to meet. It is planning a feasibility study into software procurement. The Collaboration Group recommended the project hold a soft market day.
Links have been made to the national school transport co- ordinator and successful bids made to the national fund via Taith.
Operating Report 17th February 2008 4 79
Project Objectives Progress Revenues and Housing Phase 1: (completed) Deloitte and Meritec were appointed to deliver the feasibility Benefit study. Key stakeholders defined savings, improved To examine options for performance and improved customer experience as the criteria Lead Authority: collaborative service delivery for judging the output of the study. Conwy County Borough Council Phase 2: Closure Project A draft report was produced. The project is MtC funded (completed) This was challenged by the North Wales Chief Finance Officers Status Phase 3: A BPR/Improvement as being over optimistic with regard to assumptions relating to Project (to be defined) shared services and the consequences of structural change. The project timetable slipped at key stages to incorporate The draft report was discussed in individual councils. additional work. The project has highlighted A workshop was held to review the draft report and address the that proposals for structural reservations of the chief finance officers. change have risks and investment and restructuring A closure project was undertaken which reviewed and amended costs that offset potential the draft report’s assumptions. The closure project indicates benefits. that it is not worth proceeding with further work which looks at service combinations of the whole service. Key stakeholders are seeking an agreement to take forward A new locally managed project is under consideration which will a BPR based improvement address the evidence of performance/cost variation found in the project. baseline work for the project. This is likely to suggest working to improve processes and to reduce performance variation as a low risk and low cost alternative to structural change.
Operating Report 17th February 2008 5 80
Project Objectives Progress Contact Centres Phase 1: The Home Office did not support the SNEN proposal from Lead Authority To represent North Wales the Welsh Assembly Government (WAG) and the project Wrexham County Borough Councils in the SNEN Project was redefined for a 2007/8 MtC Improvement Fund bid. Council The experience of the project underpinned the definition of Status new project for Phase 2 of the Making the Connections Improvement Fund. The project was terminated
Adoption Services Phase 1: (completed)
This project required a re-launch by Wrexham County Lead Authority To consider further collaborative Borough Council. Wrexham County Borough working between councils and Council voluntary agencies in the field of IPC Consultants were employed to deliver a feasibility study. adoption services The project is funded via MTC Stakeholder workshops and scoping exercises have been Phase 2: Taking Forward completed. A draft report advocating new regionally based Status Recommendations/Implementation services and greater co-ordination of services has been delivered to NWSSIC. The project has delivered on time to stakeholder The report will go the RPB in February 2008 expectations. The project will seek RPB support to seek further funding from the Making the Connections Improvement Fund.
Operating Report 17th February 2008 6 81
Project Objectives Progress Specialist Planning Services Phase 1: The project will examine the feasibility of combining specialist planning services like conservation/heritage advice, bio-
Lead Authority Review the potential for diversity impact assessments and other specialist areas within collaborative options of planning as a specialist regional or sub regional service. Gwynedd Council delivering specialist planning services. The project is also supported by the Snowdonia National Park. The project is locally funded Consultants have been engaged to work with the project team. Status The consultants have delivered a draft report. This has been The project has progressed reviewed by the Strategic Directors of the Environment. The slowly but has produced a Collaboration Officer Group will review the report in April 2008, final report prior to a report to the Board in June 2008.
Operating Report 17th February 2008 7 82
Project Objectives Progress Procurement Phase 1: Phase 1 Value Wales sponsored the engagement of NQ Consulting, Lead authority To review the feasibility of a regional specialists in procurement to review the potential a cross sector (phase 1): (complete) cross sector procurement team. procurement team. North West Wales The review found that additional procurement capacity would Health Trust and North This phase was delivered by NQ accelerate procurement efficiency savings across the region Wales Procurement Consulting and link to national procurement initiatives. Forum Phase 2 Phase 2 The NQ feasibility study The Collaboration Officer Group delivered a proposal agreed in was funded by the MtC Preparation of a business case and principle by the North Wales CEO Forum. The proposal was Improvement Fund proposal for a local government based based on accelerating savings from improved procurement by procurement team creating a team to work on collaborative/framework contracts Lead Authority with groups of professionals. (Phase 2) (complete) Phase 3 Phase 3 The Collaboration Activity to implement the proposed Officer group led the team including: - Detailed proposals have been produced. The commitment of production of a local • Commitment from each of the the individual councils to participation is being requested. government proposal North Wales Councils • Production of a partnership Gwynedd Council have committed in principle to be the lead Lead Authority Phase 3: agreement authority. The WLGA and Value Wales are committed in Gwynedd Council • Construction of a work programme principle to providing resources to make the proposal • Governance arrangements successful. Status • Recruitment issues • Bid for support to Improvement After commitment of the councils the new team can be Phase 1 and Phase 2 Fund recruited. have been delivered Phase 3 has commenced and is on target
Operating Report 17th February 2008 8 83
Round 2: 2007/8 Programme Project Objectives Progress Learning Disability Service Review of Learning Disability Expression of Interest to the Making the Connections
Service Review Services Improvement Fund accepted.
Phase 1: Feasibility Study Progressing well under the management of The North Wales Lead Authority Social Services Improvement Collective (NWSSIC) Denbighshire County Council Secondary Care Defining roles and responsibilities in Expression of Interest to the Making the Connections secondary care Improvement Fund accepted Lead Authority Flintshire County Phase 1: Feasibility Study Scoping and appointment of consultants delivered Council Progressing well under the management of The North Wales Joint Project with the Social Services Improvement Collective (NWSSIC) North Wales NHS Planning Forum
Operating Report 17th February 2008 9 84
Project Objectives Progress Contact Centres Reviewing models for Expression of Interest to the Making the Connections Improvement improved customer Fund accepted. Lead Authority access to public services Wrexham County in North Wales However, the Board agreed to not proceed with the project in view Borough Council of the move away from a programme office, the shortage of resources for investment and differential commitment to deployment of contact centres in the region.
Transactional Shared Services To examine the feasibility of shared This project is unlikely to commence in the near future. Lead Authority transactional services in North Wales based on This is due to issues of capacity and finding the appropriate Locally Funded the development of the location of ownership. work in SE Wales
Operating Report 17th February 2008 10 85 Embedding Collaboration Strategy
The Board endorsed a twin-track strategy drive collaboration: - Larger projects that will save/avoid costs (learning disability and secondary care), provide savings and the platform for ongoing change (e.g. contact centres and transactional shared services) Promoting professionally sponsored collaboration for service sustainability.
The larger projects required capacity to deliver and this was planned to be through a programme office funded by the 6 councils. The experience of the round one projects are that there is little support for implementing structural change. Radical change projects require high investment, substantial provision for restructuring costs and entail high risks around performance in the early years that could offset the potential benefits. There are entrenched service interests and councils lack upfront investment resources in a constrained financial environment.
The Board is therefore moving towards incremental change led by professions exemplified by The North Wales Social Services Improvement Collective (NWSSIC). A programme office will not be required in this approach.
Individual Councils and professions are considering how collaboration can assist them in meeting their objectives on a pragmatic low cost, low investment basis
The Board is maintaining its communications strategy of newsletters, board information packs, events and encouraging Councils to monitor and report on collaborative projects internally.
Speaking for North Wales Campaign Programme
• A prison for North Wales • Social Care funding in the context of hospital reconfiguration • Community Health Services to be locally managed • Devolution of criminal justice and fairer funding for rural police forces • More effective joint working between Councils and elected representatives in North Wales • Direct dialogue with the Welsh Assembly Government (WAG) Cabinet • Regular Meetings with Assembly Members and Members of Parliament
Operating Report 17th February 2008 11 86 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 11
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: CHIEF EXECUTIVE
SUBJECT : FLINTSHIRE COUNTY COUNCIL'S RACE EQUALITY SCHEME 2008-2011
1.00 PURPOSE OF REPORT
1.01 To present the Council’s Race Equality Scheme for 2008 -2011. This is attached as Appendix 1 to this report.
1.02 To advise Executive on the actions necessary to ensure compliance with the Race Relations (Amendment) Act 2000 (RR(A)A).
2.00 BACKGROUND
2.01 The Race Relations (Amendment) Act placed a duty on all public authorities to produce a Race Equality Scheme. Previous reports have been presented to Directors and Executive which are listed as background documents. The first scheme was agreed in December 2003.
2.02 To meet the legislation, the scheme by itself will not be adequate to meet the statutory obligations. The RES sets out the actions the Council will be taking to ensure compliance with the RR(A)A. It is imperative that the actions identified in the scheme are implemented. This will require involvement, commitment and ownership from every Directorate.
2.03 Progress towards implementing the scheme will be monitored closely by the Equality and Human Rights Commission (EHRC). They will use their statutory powers to ensure authorities comply with legislation if they feel that progress is not being made.
2.04 All public authorities are responsible for meeting the general and specific duties of the RR(A)A; the responsibility lies with the groups or individuals who are legally responsible for the authority’s acts or failures to act. Lack of resources and ignorance will not be accepted as a defence for non compliance.
3.00 CONSIDERATIONS
3.01 Implementing the Race Equality Scheme in the short term will require new ways of working, however in the longer term, will provide a mechanism to
Date: 19/08/2008 87 Flintshire County Council
improve services and increase customer satisfaction. The scheme will complement the work that is being developed through the Customer Care training, and the Disability, Gender and Race Equality Schemes.
3.02 Monitoring the progress of the implementation of the Scheme is essential if the authority is to mainstream race equality into its employment, service delivery and procurement functions. This will enable the authority to monitor compliance with legislation and target resources where additional support is needed. The Corporate Equalities Review Team will provide the forum to monitor and review progress and compliance.
3.03 To achieve positive outcomes, race equality has to be the responsibility of everyone – employees and members. To ensure employees and members are aware of the scheme an information bulletin will be available on the infonet and a hard copy will be distributed to Directorates. Employees will be made aware of the scheme during the induction programme, the diversity and equality training and race equality training.
3.04 Failure to implement the RES may lead to the Council being served a compliance notice. This will mean that the Council will be forced to put in place actions identified by the EHRC within a specific time frame. The actions and time frame are not negotiable. The former CRE have publicly announced that they will “name and shame” authorities who fail to fulfil their statutory requirements.
4.00 RECOMMENDATIONS
4.01 Executive are asked to approve the proposals contained in the Race Equality Scheme.
5.00 FINANCIAL IMPLICATIONS
5.01 A Corporate Training Programme will be required to support the implementation of the scheme, and the costs of providing this will be met from the existing Corporate Training Budget.
5.02 There will also be costs associated with printing, translation and interpretation, and these costs will be met from the existing budgets within the Policy, Partnerships and Performance Unit.
6.00 ANTI POVERTY IMPACT
6.01 Implementing the equality agenda will increase access to employment and services and contribute to addressing poverty.
7.00 ENVIRONMENTAL IMPACT
7.01 None identified in this report
Date: 19/08/2008 88 Flintshire County Council
8.00 EQUALITIES IMPACT
8.01 The Race Equality Scheme is designed to address any adverse impact in service delivery and employment on people from different racial groups. All racial groups will benefit from the implementation of the scheme. The scheme will support the Council to promote equality of opportunity, eliminate unlawful discrimination and promote good relations between people from different racial groups.
9.00 PERSONNEL IMPLICATIONS
9.01 Staff will need to be released from their work place to attend relevant training to develop the knowledge and skills to implement the scheme.
10.00 CONSULTATION REQUIRED
10.01 Further feedback on the scheme will sought and incorporated into the annual review of the scheme.
11.00 CONSULTATION UNDERTAKEN
11.01 A joint consultation event was held with four other local authorities and the North Wales Local Health Boards and Health Trusts in November 2007. Information and questionnaires were also circulated to the local community and to employees.
12.00 APPENDICES
12.01 Race Equality Scheme 2008-2011
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Report to Executive 25th January 2005 Race Equality Scheme – Progress
Report to Executive 7th June 2005 Flintshire County Council’s Race Equality Scheme 2005-2008
Report to Executive 7 August 2007 Race Equality Scheme – Annual Report 2006-2007
Putting Priorities in Focus Race Equality Schemes for Local Government in Wales, Commission For Racial Equality.
Report to Corporate Management Team 29th November 2007 Review of Flintshire County Council's Race Equality Scheme
Date: 19/08/2008 89 Flintshire County Council
Contact Officer: Fiona Mocko Telephone: 01352 702122 E-Mail: [email protected]
Date: 19/08/2008 90
Flintshire County Council
Race Equality Scheme
2008 - 2011
If you would like a copy of this document in an alternative format or your own language please contact
Steph Aldridge Asst Policy Officer – Equalities & Social Policy Corporate Strategy County Hall Mold Flintshire CH7 6NG Tel:- 01352 702131 E-Mail:[email protected] FLINTSHIRE COUNTY COUNCIL
91 RACE EQUALITY SCHEME 2008-2011
CONTENTS Section Page Foreword by the Chief Executive 4 and Leader
1. Background to Flintshire 5
2. The Race Relations 9 (Amendment ) Act 2000
3. Review of the Race Equality 12 Scheme
4. Links to other strategies 13
5. Responsibility for implementing 18 the scheme
6. Meeting the general duty 20
7. Meeting the specific duty 22 Consultation
Monitoring policies for adverse impact
Publishing Results
Access to Information and Services
Training
Employment
Procurement
8. Partnerships 34
9. Schools 34
2 92
10. Monitoring and Review 37
11. Complaints 38
12. Publication of the Race Equality 39 Scheme
Appendix 1. Action plan to meet priorities
List of functions and priorities 2. Impact assessment toolkit 3.
3 93 Foreword
We are pleased to introduce Flintshire County Council’s third Race Equality Scheme.
We want Flintshire to be a safe community in which everyone, regardless of their background, is welcome, can access appropriate services and can achieve their full potential. The Race Equality Scheme sets out how we will work to make sure this will happen. The scheme is an integral part of our commitment to our vision of valuing diversity and promoting equality in the community.
Since the publication of our first scheme in 2002 we have made progress in promoting race equality but we recognise that there is still much to be done to achieve our vision. We would like to hear your views and feedback on this scheme. We need your contributions to make the right changes that will make a positive difference to the lives of people who live, work in, and visit Flintshire.
Colin Everett Leader Chief Executive Flintshire County Council Flintshire County Council
4 94 1. Flintshire
1.1 Introduction Flintshire is the north–eastern gateway to Wales, and is bounded by the counties of Wrexham, Denbighshire and Cheshire. Apart from the urban strip along the Dee estuary, much of the County is rural and contains a small number of small towns and villages. The South and West of the county are sparsely populated.
1.2 Community Profile Census 2001 statistics show that the area supports 148,594 people, making the county the sixth largest in Wales in terms of population. Tourism brings in a large proportion of the transient population of Flintshire, mainly during the summer months in the north of the County.
1.3 The 2001 census showed that 21.4% of the Flintshire population possessed at least one Welsh language skill, 17.01% of residents regarded themselves as Welsh speaking and a further 4.4% claimed to understand Welsh. The Future Skills Wales survey suggested that 98% of Flintshire residents used English as the first language.
1.4 A joint audit with partner agencies has established that over 30 different languages, are spoken in Flintshire, in addition to British Sign Language, English and Welsh. The range of languages spoken is increasing in Flintshire with over 30 different languages being used. Previous evidence from 2003 indicated that just over 20 different languages were spoken.
1.5 There is a low percentage of people from a non–white background (this has grown from 0.5% in 1991 to 0.8% in 2001 as identified in the 2001 Census) generally dispersed but with some concentrations in towns in the Deeside conurbation.
1.6 There is a small but regular group of Romany Gypsies and Irish Travellers living in the area. There is one Council owned permanent site and two privately owned sites for the Travelling community. A profile of unauthorised
5 95 encampments has highlighted the frequency and pattern of stopping off points.
1.7 Although an Irish community is identified in the Census (0.6%) there are also established Italian and Polish communities not identified in the Census. In addition, since 2004 more people from Eastern Europe are coming to work and live in Flintshire. These tend to be based in the Deeside and Flint areas and are employed in specific sectors, for example, food industry and the social care sector. The main group of migrant workers are Polish. Data is available on migrant workers from the Worker Registration Scheme and National Insurance Number applications, however it is recognised that this is not an accurate representation. We will be working with other agencies to gain more up to date information on the ethnic profile of our communities. Table 1 Worker Registration Scheme 2004 (Flintshire)
Poland 817 Slovakia 457 Lithuania 176 Czech 67 Republic Hungary 34 Estonia 26 Latvia 19 Slovenia 1
(Department for Work and Pensions 2006)
Table 2 National Insurance Registrations (Flintshire)
2005-2006 2006-2007 Poland 390 470 Slovakia 80 50
Lithuania 90 50 Czech 10 10 Republic
Hungary 0 0
6 96 Latvia 0 0 Bulgaria 40 10 Ukraine 20 0
(National Insurance Recording System)
1. 8 Flintshire is a largely Christian community, with only small groups of other identified religions represented within the population. 79.2% of the population profess to be Christian, which is considerably above the Welsh average (71.9%) and the UK average (71.6%).
1.9 Muslims form 0.1% of the population compared to 0.3% in North Wales, 0.7% in Wales as a whole, 3.0% in England and Wales and 2.7% in the UK. Buddhists are the other major religion recognised in Flintshire forming 0.1% of the population.
Table 3: Ethnic profile of Flintshire.
Ethnic Groups Number % White British 145,158 97.7% White Irish 884 0.6% White Other 1,358 0.9% Mixed (White & 526 0.3% Black Caribbean or African, White and Asian, Other) Asian (Indian, 271 0.2% Pakistani, Bangladeshi, Other) Black (Caribbean, 97 0.1% African, Other) Chinese (Chinese, 300 0.2% Other) Total population 148, 594
Source: Office of National Statistics – Census 2001
7 97 1.10 The Council The Council employs the full time equivalent of 5,250 people delivering services from various sites around the county with the main administrative centre at County Hall, Mold. Services include arts, council tax, economic development, education, housing, leisure, libraries, planning, refuse services, roads, social services, trading standards, transport and tourism.
1.11 Corporate vision
The Council’s vision as set out in the council plan: “Flintshire – Your future: Striving for Excellence”
1.12 Corporate Aims The corporate aims are:-
1. Customer Focus – Putting People First
2. Safe and Clean Neighbourhoods
3. Healthy and Caring Communities
4. Investing for Tomorrow’s Generation
5. Protecting our Future Way of Life.
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2. Race Relations (Amendment) Act 2000
2.1 Background
The Government introduced the Race Relations (Amendment) Act 2000 in response to the recommendations of the MacPherson Inquiry report in to the death of Stephen Lawrence. This Act places a duty on public authorities to promote racial equality. The aim is to ensure that public authorities offer accessible services, which meet the needs of the community and offer equal opportunities in their employment duties. The Act strengthens the Race Relations Act (1976) by placing a statutory duty on public authorities to promote race equality.
2.2 General duty
The general duty set out in Section 71 (1) of the Race Relations (Amendment) Act, states that public authorities must have due regard to the need to: -
eliminate unlawful discrimination promote equality of opportunity promote good relations between people from different ethnic groups.
The general duty applies to every public authority listed in Schedule 1A of the Act. The aim of the duty is to make race equality central to the way public authorities work, in service delivery, policy making and employment.
The duty to promote race equality is governed by four underlying principles: Obligatory - race equality must become a central of services, including procurement and employment.
Relevant -race equality is more relevant to some services than others. We have screened our services to identify the relevance to race equality and have prioritised them high, medium or low relevance.
9 99 Proportionate:-Proportionate does not mean considering the number of people from ethnic minority backgrounds. It does mean the weight given to race equality should be proportionate to its relevance to a particular service.
Complimentary - The three parts of the general duty can overlap and also stand alone.
2.3 Specific duty
The Act sets out specific duties, which will help public authorities, meet the general duty. Under the specific duties of the Act public authorities must:
prepare and publish a Race Equality Scheme by May 2002 and review the scheme every three years. monitor employment procedures and practices.
The Race Equality Scheme shows how the public authority will meet its statutory duties under Section 71 (1) of the Race Relations Act and in particular 2(2) and 2(3) of the Race Relations Act (1976) (Statutory Duties) Order 2001.
2.4 A Race Equality Scheme is required to list the functions and policies, or proposed policies, which have been assessed as relevant to the duty to promote race equality and set out arrangements for:-
Assessing and consulting on the likely impact of proposed policies on the promotion of equality.
Monitoring policies for any adverse impact on the promotion of race equality.
Publishing the results of such assessments and consultations.
Ensuring public access to information and services.
Training staff.
10 100 Dealing with complaints about the scheme.
A timetable for meeting the duties. An action plan to implement the scheme is provided in appendix 1. The list of functions identified as being relevant to race equality are attached in appendix 2
11 101 3. Review of Flintshire County Council’s Race Equality Scheme
3.1 This is the third Race Equality Scheme and has been developed through:- • feedback from a North Wales race equality consultation event; • results of a consultation questionnaire (employees and members of the public) in Flintshire, • feedback from the Commission for Racial Equality (CRE) on our previous Race Equality Scheme; and • a workshop held with service providers.
3.2 The review has highlighted the following priorities for race equality:
• improved data on the changing profile of the community and increased awareness of different cultures to be able to provide appropriate services; • provide more appropriate opportunities to engage and consult; • communicating more effectively with our customers, particularly where people do not speak English or Welsh; • carry out more effective equality impact assessments which will help us to make the right changes to services and identify areas of potential discrimination; • improved equality monitoring; and • promote good race relations.
The objectives for the next three years are:- • develop a greater awareness and understanding of different cultures. • improve engagement and consultation with the BME community. • improve access to information and access to appropriate services that meet the needs of our diverse communities. • promote good community relations. • embed equality impact assessments into policy and decision making. • undertake more robust equality monitoring which will inform equality impact assessments and will help identify areas of potential and actual inequality.
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4. Links to other strategies
4.1 The Race Equality Scheme is linked to the following County Council documents:-
Children and Young People’s Plan: This plan is currently being developed, a needs assessment has been undertaken and has highlighted priority areas of need to be incorporated into the final plan. “Inclusion of all children and young people” has been identified as one of the priority needs. This covers: • Access to services and information • Promoting participation & positive citizenship • Promoting Advocacy (representing the views, wishes and needs of children and young people to decision makers) • Promoting a socially inclusive and cohesive society
Communication Strategy: The aim of this strategy is to ensure the whole Flintshire community can have an understanding and involvement in the running of their Council. The underlying principles state that “communication channels should be inclusive, ensuring the Council engages with all members of society including people from BME backgrounds, young and disabled people”.
The Community Strategy: Equalities has been identified as crosscutting theme in the strategy. This Strategy is currently being revised and will be published in 2010. As part of the development of this strategy, a Flintshire profile is being undertaken which will contribute to providing a detailed picture of Flintshire communities.
The Community Safety Strategy: The overarching aims of this Strategy include
13 103 to adopt a problem solving approach to community safety issues, through the analysis of cross partnership data. To continually monitor and evaluate community safety interventions to capture good practice and encourage continuous improvement. to raise the profile of the Community Safety Partnership and its activities to help reduce the fear of crime in Flintshire to continue the programme of improving public safety.
The Community Safety Strategy will be replaced by a Community Safety Plan in 2008.
Corporate Health Standard-The Corporate Health Standard is a national mark of quality endorsed by the Welsh Assembly Government to recognise the commitment demonstrated by employers to promote health and well-being in the workplace. Following an in depth assessment by external auditors, the authority was proud to receive a Gold award in March 2006.
The Council Plan: This plan sets out the Council’s vision, core values and corporate priorities. Implementing the Race Equality Scheme will contribute to the achievement of the council plan.
Disability Equality Scheme: The purpose of the Disability Equality Scheme is to ensure that we meet the needs of disabled people (both members of the public and employees). The scheme sets out our overall actions for improving and addressing disability inequalities. This policy will be reviewed in 2008.
Diversity and Equality policy: The long-term aim is to be a responsive authority in every aspect of our service activities; providing appropriate, accessible and effective services and facilities to meet the diverse needs of our community. The aims of the policy for employment are to:
14 104 i) ensure that no prospective employee or current employee receives less favourable treatment on any grounds which cannot be shown to be justified.
ii) develop a diverse workforce at all levels, which reflects the population of Flintshire.
iii) ensure difference is recognised and valued to harness individual potential to contribute to the achievement of organisational goals.
The draft Engagement and Consultation Framework: Flintshire County Council is committed to the development and implementation of policies, strategies and services through effective consultation and engagement.
This document provides a framework within which the Council and all its service areas will work when consulting and engaging with its stakeholders.
Gender Equality Scheme: The aim of the Gender Equality Scheme is to promote equality between boys and girls and men and women and eliminate gender related harassment. Alongside the Disability and Race Equality Schemes, the Diversity and Equality policy and the Welsh Language Schemes, the Gender Equality scheme is part of a suite of policies to promote equality.
Good Health, Good Care Strategy: The vision for this strategy is “a healthy and caring community where people achieve the best possible levels of health and well – being. The priorities include increasing access to services.
Housing Strategy: The vision of this strategy is “To ensure that existing and future residents of Flintshire can access quality housing that is affordable and meets the diverse needs and aspirations within safe, healthy and sustainable communities.” There are separate actions in this plan to address the accommodation needs of Gypsies and Travellers. Two of the strategic priorities of this strategy include o Improve the quality of life of our diverse communities
15 105 o Seek to meet the housing needs and aspirations of our diverse communities.
The draft Managing Unauthorised Sites Protocol:- the aim of this protocol is to:- manage unauthorised encampments in an efficient and effective way, balancing the rights and responsibilities of Gypsy and Travellers, local residents and key stake holders.
• Older People’s Strategy: The overall aim is to promote and improve the well- being of older people in Flintshire. A profile of the ethnic background of older people in Flintshire has been developed to help inform the strategy.
The People Strategy: the People Strategy provides the framework for Flintshire County Council to achieve “the right people in the right place with the right skills to deliver the service objectives of the Corporate plan at the right time”. The six objectives of the strategy complement the Race Equality Scheme:- Focus us all on the delivery of ‘customer-centred’ services Improve employee relations Brand Flintshire as an excellent employer Develop a positive working environment Mainstream equality Modernise the HR service
Procurement Strategy: The aim of this strategy is to ensure procurement planning reflects the Council’s core values and corporate aims and objectives. Equality and race equality have been identified as core principles within this strategy.
Welsh Language Scheme: The council has adopted the principle that the conduct of public business and administration of justice in Wales it will treat the Welsh and English language on a basis of equality. The Welsh Language Scheme sets out how the council will put this principle in to practice when providing services to the public in Wales.
16 106 Wales Programme for Improvement: The Ffynnon pan Wales performance management system will be implemented during 2008 and will be the electronic tool to capture and monitor service progress to meeting the Race Equality and other Equality Schemes. The guidance from the Welsh Assembly clearly states that failure to ensure equality at both strategic and operational levels will constitutes a risk.
External Links
Equality Improvement Framework: This framework has been developed to support local authorities manage equality legislation and to lead to a culture of continuous improvement. Iaith Pawb: This is the Welsh Assembly Government’s action plan to encourage the use of the Welsh language in all aspects of life and to increase the numbers of Welsh learners to achieve a bilingual Wales. Making the Connections: This sets out the Welsh Assembly Government’s programme for transforming public services, placing citizen’s at the centre so that services are more responsive to the needs of users. Welsh Assembly Government Draft Single Equality Scheme which aims to demonstrate:
unequivocal commitment to promoting equality, diversity and human rights;
how this commitment is clearly related to strategic priorities and targets, and fully integrated into how we do business; and
commitment to achieving the aspirations set out in ‘One Wales’ and the vision for equality, diversity and human rights in Wales.
17 107 5. Responsibility for implementing the Race Equality Scheme
5.1 The Council has set up a Corporate Equalities Review Team to take forward the equalities agenda across the council. This team is comprised of officers from each Directorate who have a lead role in championing equality and ensuring progress in services. The Executive Member for Corporate Strategy who is also the Equalities Champion attends these meetings.
To support the Corporate Equalities Review Team in their role they are expected to attend any relevant training on equality. This means that they maintain up to date knowledge and understanding of equality issues and legislation.
5.2 Overall responsibility
The Chief Executive has overall responsibility for the implementation of the Race Equality Scheme.
The Corporate Equalities Review Team will be responsible for monitoring the implementation of the Race Equality Scheme. Information gained from monitoring will be reported to Corporate Management Team, Scrutiny committee and the Executive. These reports will also include areas of non- compliance.
5.3 Member responsibility
All members have an integral role for ensuring equalities is incorporated in to all Council business, promoting equality and good community relations and eliminating unlawful discrimination. Members are expected to set a positive example.
The Executive Member for Corporate Strategy is the Equalities Champion and is represented on the Corporate Equalities Review Team.
5.4 Directorate responsibility
18 108 Chief Officers will have responsibility for implementing the Race Equality Scheme within their Directorate and for monitoring progress through the performance management framework. Chief Officers are also expected to set a positive example and take an active role in identifying and challenging discriminatory practice and promoting equality.
All managers have responsibility for implementing the Race Equality Scheme and take an active role in identifying and challenging discriminatory practice and promoting equality.
5.5 Schools
Governing bodies of schools have responsibility for ensuring schools comply with the Race Relations (Amendment) Act.
5.6 Individual responsibility
The successful implementation of the scheme lies with every individual taking responsibility for promoting racial equality, promoting equality of opportunity and reporting discrimination and racial incidents.
Information about the scheme will be cascaded to all employees through road shows, intranet, summary leaflets and presentations at team meetings. A summary about the scheme is provided to all new employees in the induction pack. Training will be provided to provide employees and members with the knowledge and skills to implement the scheme.
19 109 6. How the Council will meet the general duty. Eliminating Unlawful Discrimination
The Council has identified which functions are relevant to race equality and placed these in order of priority. By functions we mean the services provided by the Council. The Council prioritised its functions, initially, by providing training for Directorate representatives. The functions were assessed for relevance to race equality by considering them against each part of the general duty and assessing how current performance complied with the general duty. Functions that met each of the three parts of the general duty were assessed as having high relevance; those that met two parts of the general duty were assessed as medium relevance, all others were assessed as low relevance. As part of the review of the scheme, Directorates identified any new services and assessed their relevance to race equality; they also removed any functions that were no longer being undertaken. There have also been changes in the assessment of relevance; this has been due to the increased feedback and information we have gained from BME communities. Some functions that were previously assessed as low relevance have been moved to high or medium. The Council’s amended functions and review timetable are listed in Appendix 2.
Equality impact assessments will be undertaken on these functions and related policies over a 3 year period to identify whether they are meeting the three parts of the general duty and changed, if necessary. An equality impact assessment tool kit has been developed to audit the functions. The review of these functions and policies is identified in the action plan. If any service/policy is identified as having an adverse impact on different racial groups, they will be revised to eliminate discrimination and to promote equality. The equality impact assessment toolkit is attached in Appendix 3. This toolkit is being reviewed. We are implementing training for our staff and elected members on race equality. We have developed guidance on using positive images and language in all documentation (both internal and
20 110 external) to convey our commitment to equality and to reflect the diversity of Flintshire’s communities.
Promote equality of opportunity
Actions identified under eliminating unlawful discrimination will also contribute to promoting equality of opportunity. In addition, we set up equality monitoring systems in some of our services to help monitor over/under representation by ethnic group. This will help us to identify any areas of potential or actual discrimination and action we can take to promote equality of opportunity. We are actively promoting this to our customers to raise awareness of why this information is being collated. included requirements to meet the RRAA in the guidance for bids for grants from the council. provide Welsh language classes to support employees to acquire, develop and maintain Welsh language skills. provide all public information bilingually- English and Welsh. offer an interpretation and translation service to support effective communication with customers whose first language is not Welsh or English. We are reviewing the potential to provide “face to face” translators for some services to improve communication and promote equality.
Promote good relations between people from different ethnic groups.
We have set up a hate incident reporting and recording system to monitor and track trends and hotspots which can be addressed at an early stage to prevent escalation. This information is reported to the Community Safety Partnership; they are responsible for setting up anti race hate task and finish groups to tackle hot spots. Our Neighbourhood Wardens also work closely with the North Wales Police to visit schools and work with young people to tackle racism. Under the umbrella of the Community Safety Partnership, we have developed myth buster leaflets about the European Migrant Workers. This is distributed through all
21 111 our offices and libraries and to key staff who work in the community. North Wales Race Equality Network delivered a workshop to year seven pupils on race equality. We will be developing a specific Community Cohesion action plan which will take a partnership approach to community cohesion in Flintshire to ensure good community relations. The Museum service has undertaken a Celebrating Diversity in Flintshire project. This has involved collating the stories of people who have come to live in the area and developing an exhibition which is being promoted in all libraries. We have sponsored a Welcome Pack which is being cascaded to migrant workers. We have developed and published Frequently Asked Questions about Gypsies and Travellers and unauthorised sites to contribute to dispelling myths and stereotypes about the Travelling community.
22 112 7. Specific Duties
7.1 Assessing and Consulting on the Likely Impact of Proposed Policies on the Promotion of Race Equality
To meet the general duty all public authorities are required to set out arrangements for assessing and consulting on the likely impact of its proposed policies on the promotion of race equality. This is to ensure that the needs and concerns of different groups are taken into consideration.
Assessing Impact
The Council assesses the impact of policies on race equality in various ways.
All reports to Committee have an “Equality Impact” section, which has to be completed. The responsibility for completing this lies with the author of the report. Guidance has been developed to support those people who write committee reports.
Consulting with the people who will be affected by the policies.
Analysing survey reports.
Reviewing national research.
Providing guidance and training for training to become more robust in the way the impact is assessed.
Providing an impact assessment tool kit for staff. Impact assessment is undertaken by a cross section of employees nominated by Directorates. Each impact assessment will be “signed off” by the relevant Directorate and will be forwarded to the Corporate Equalities Review Team.
Monitoring and analysing complaints and satisfaction levels.
Monitoring take-up of services.
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If the results of the assessment indicate that the policy or function may put some racial groups at disadvantage or may affect relations between different racial groups, the policy will be revised to ensure that the general duty of the Act is met. A major challenge has been to ensure that equality impact assessments include views from individuals from across all ethnic backgrounds. Links with all ethnic groups have not yet been established and even where they have been made relationships are still being developed.
What we will do next:-
all service managers will receive training on equality impact assessment; monitor equality impact assessments at the Corporate Equalities Review Team meetings and through the performance management system; and evaluate the effectiveness of the equality impact assessment toolkit and revise following the introduction of guidance from the Welsh Local Government Association, due to be published in 2008, to ensure it is providing clear guidance to managers and is easy to understand and implement.
7.2 Consultation
The Council uses a variety of ways to consult with the public and these vary depending on the service area. The Council has set out guidance for employees in the draft engagement and consultation framework. The mechanisms to consult include:- Questionnaires Surveys Focus Groups Workshops Website Attendance at existing meetings/networks (for example, the Lesbian, Gay, Bisexual and Transgender social group)
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To consult with employees, we undertake a biennial Employee Opinion Survey consult with Trade Unions involve employees on policy working groups
Four training modules around consultation and engagement have been developed which are to be rolled out as part of our corporate training programme.
Planning the Process Stakeholder Analysis The Hard to Reach and How to Reach Them Participatory Techniques
Module three focuses specifically on engaging with the harder to reach groups however equality is a recurring theme running through all four modules.
We have incorporated into the contract with the research organisation who carries out consultation with the public on our behalf is the requirement to consult with people from all ethnic backgrounds, including Gypsies and Travellers. They are also required to use different mechanisms to ensure they reach these groups and meet their needs. We have developed a consultation data base so that services can share results from consultation, avoiding repeating consultation exercises and consultation fatigue.
All corporate consultation exercises monitor the ethnicity of those people taking part to: ensure they are inclusive and to identify if additional actions need to be taken to reach specific groups. compare responses to identify any differences in satisfaction, or response scores.
What we will do next:-
monitor who participates in consultation exercises to ensure that they are inclusive.
25 115 supplement corporate household postal surveys with other methodologies to ensure that we capture the views of all Flintshire’s diverse communities; develop employee forums to consult with employees from specific backgrounds who are under represented in the workplace. implement the Corporate Engagement and Consultation Framework which will provide guidelines on consulting with the Black and Minority Ethnic (BME) community; bring together a North Wales group of Consultation Officers, in order to share best practice, exchange information and investigate areas of potential collaborative working; and publish the results of our finding.
7.3 Monitoring Policies for Adverse Impact
Every public authority is required to set out arrangements to show how they will monitor the effect of policies on different racial groups. Adverse impact means the policy is discriminatory against some racial groups or affects relations between different racial groups. Every Directorate has identified services that they will monitor. These are identified in the action plan. As part of the annual service plans they set targets to populate this data bases and to start analysing the information gained. Some services have already set up their data base and have started to populate them, these include:
• corporate complaints • Benefits • Housing (applications, homelessness) • Adult Social Care (applications and recipients of services) • Children’s Services (applications and recipients of services) • Leisure services (recipients) • Youth Service (recipients) Education has fully populated the data base on the ethnic profile of school pupils. These are published in the Race Equality Scheme Annual report. To encourage a positive response to equality monitoring, a leaflet has been prepared for the public and a briefing note has been given to employees in direct contact with the public, managers have been given detailed guidance.
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Results from monitoring are shared at each Corporate Equalities Review Team.
What we will do: -
keep track of each Directorates progress to establishing monitoring systems where they are not in place for those services relevant to the race equality duty; set measurable targets for populating the monitoring systems where they are in place; analyse the results of that monitoring to ensure equal access to services; set targets to increase/decrease access where groups are under/over represented and include these in service plans; monitor and analyse complaints to analyse whether any groups are over/under represented and identify equality targets which will be incorporated in to the performance management framework; and analyse satisfaction surveys to see whether there is significant difference between service users from different racial groups and set targets to increase satisfaction levels.
The categories for monitoring the ethnic background of customers are taken from the Census 2001 expanded question for England and Wales.
A. White B Mixed British White and Black Caribbean English White and Black African Scottish White and Asian Welsh Any other Mixed background Other Irish Any other White background
C. Asian, Asian British, Asian, D. Black, Black British, Black English, Asian Scottish, or English, Black Scottish or, Asian Welsh Black Welsh,
27 117 Indian Caribbean Pakistani African Bangladeshi Any other Black background Any other Asian background
E. Chinese, Chinese British, Chinese English, Chinese Scottish , Chinese Welsh , or other ethnic group Chinese Any other background
7.4 Publishing the Results of Assessment, Consultation and Monitoring
All public authorities are required to publish results of assessment, consultation and monitoring to ensure greater accountability and openness. Flintshire County Council, in a survey in February 2004 of all households, found that the majority of people preferred to receive feedback through a newsletter. Consultation with BME groups in Flintshire has revealed that individuals prefer information to be brief, in plain English and in a choice of formats or languages. This feedback has been incorporated into the Customer Care standards and Corporate Communication Strategy. Currently the Council publishes the results of its performance in a variety of ways:-
• the Corporate Consultation Database externally via the Council’s web site and internally via the intranet; • summaries are published in the Improvement Plan. • results from significant surveys are reported to the Executive. • targeted leaflets. • Directorate newsletters. • the Council newsletter to the local community. • Flintshire Focus (Corporate In–house Newsletter).
The Council will also publish the results of the impact assessments, consultation and monitoring through: -
Flintshire County Council’s Website.
28 118 The Council newsletter Press releases The Council internal newsletter Payslips The publication of the results will depend on the specific activity, these may be one off, or as and when, as in the case of the Employee Opinion Survey.
The following information will be covered in the summary of the published results of consultation, monitoring and equality impact assessments:
purpose of the exercise (consultation/equality impact assessment/monitoring) summary of the exercise what we will do as result of this exercise details of where the full report is available
What we will do: - promote to the public and employees the reasons why we are collating data; and publish data as part of the Race Equality scheme annual report.
7.5 Access to Information and Services
This section sets out how the Council makes sure that everyone can get information about services and can access them.
Access to Information
The Council provides accessible information through: - telephone contact in writing electronically, by e-mail and through the Flintshire County Council web site local offices based in Mold, Connah’s Quay, Flint and Holywell a mobile office, which visits towns and different villages across Flintshire, to take information and services to the communities.
29 119 presenting all information for the public bilingually (Welsh /English), as set out in the Welsh Language Scheme. providing information in other languages on request publishing information on the Council’s website producing information in large print/ Braille/audio tape on request. producing information in Easy Read providing British Sign Language interpreters where needed. using plain English/Cymraeg Clir and following clear print guidelines. These are set out in the Customer Care standards and the Corporate Communication Strategy. advertising that translation services are available. providing information in summary formats and booklets as well as making full documentation available. distributing information through our partners and other agencies.
Access to Services
The Council provides access to services through: - telephone contact in writing electronically, by e-mail and through the Flintshire County Council web site local offices based in Mold, Connah’s Quay, Flint and Holywell a mobile office, which visits towns and different villages across Flintshire, to take information and services to the communities. presenting all information for the public bilingually (Welsh /English), as set out in the Welsh Language Scheme. using a translation/interpretation services for people where language is a barrier to services. This is promoted to the public through the Open Door Project and International Social Group and reception points. Staff are made aware of the facility through induction, race equality training, diversity and equality training and customer care training. providing an A-Z guide of services, which is distributed to every household in Flintshire.
30 120 supporting an employee working in the community to develop their Polish language skills to build relationships with the Polish speaking community.
What we will do: -
promote and offer interpretation/translation facilities to our customers. use standard wording on every public document which states that the information is available in different languages and formats on request. analyse information by ethnicity from satisfaction surveys and complaints. set targets to improve customer satisfaction and increase access to services for specific groups.
7.6 Training Staff
This section sets out the Council’s arrangements for training staff to ensure that they have the knowledge, skills and attitudes to meet the general and specific duty. We recognise that some training will be crosscutting which every one will need to attend and other training will be related to people’s job roles and will support them to implement the scheme.
We have implemented an e-learning training on race equality and also provide a full day race equality course which covers migrant workers and Gypsies and Travellers. A generic diversity and equality training course is compulsory for all staff. Race equality is also incorporated into other relevant courses, for example, Recruitment and Selection.
What we will do next:-
• diversity and equality training will be compulsory for every employee; • race equality training will be provided for all employees who work directly with the public; race equality training will become part of the Member Development Programme; specific training will be made available for staff involved in impact assessments; and
31 121 diversity and equality competencies will be included in the job descriptions and person specifications for strategic Directors and Heads of Service posts.
7.7 Employment
The specific duties of the Race Relations (Amendment) Act require public authorities to monitor by ethnicity all employees, applicants for jobs, training and promotion.
Organisations that employ more than 150 full time staff will also need to monitor by ethnicity, those staff who: -
receive training benefit or suffer from appraisals are involved in grievances are subjected to disciplinary action end their service with the authority
The Council is also required to publish the results every year. We publish these in a separate report.
Table 4 Profile of the workforce by ethnicity and gender (from the data available as of 31st March 2007).
% of % of % of Grand Ethnic Origin Female Total Male Total Total Total Asian 12 0.15% 1 0.01% 13 0.17% Black 3 0.04% 0.00% 3 0.04% Chinese 0.00% 1 0.01% 1 0.01% Mixed 6 0.08% 0.00% 6 0.08% Other 4 0.05% 2 0.03% 6 0.08% White British 652 8.30% 179 2.28% 831 10.58% White British English 1205 15.34% 425 5.41% 1630 20.75% White British Scottish 33 0.42% 11 0.14% 44 0.56% White British Welsh 1974 25.12% 741 9.43% 2715 34.56% White Irish 14 0.18% 2 0.03% 16 0.20% White Other 77 0.98% 35 0.45% 112 1.43% Unknown 1819 23.15% 661 8.41% 2480 31.56% Grand Total 5798 73.79% 2059 26.21% 7857 100.00%
The results of Ethnic Monitoring show that 0.37% of the workforce is BME compared to 0.8% BME Flintshire population.
32 122
What we will do: - implement an integrated Human Resource Management System by…., which will ensure that all areas of employment practices can be monitored by ethnicity. This will provide quantitative data. analyse employee monitoring data on an annual basis. work towards achieving a 100% profile of the workforce. continue the rolling programme of undertaking equality impact assessments on all employment policies and review and amend policies if there is found to be adverse impact on any specific groups. implement the biennial employee opinion survey in 2009
7.8 Procurement
The Council remains responsible for promoting race equality when contracting with other organisations that will provide services on our behalf.
The Council is responsible for meeting the duty to promote race equality through
planning, tendering and awarding contracts; the Procurement function and policy.
The Flintshire County Council Procurement Policy states its commitment to: Users of all services Council core and policy objectives Compliance with service aims and objectives Continuous improvement Quality and equality Operational efficiency We have reviewed our Contract Procedure Rules to include race equality and have included race equality into the pre qualification questionnaire (PQQ) for tenders.
33 123 What we will do next: - review existing contracts to include race equality where relevant. include race equality into new contracts where the contract is relevant to the race equality duty; and promote guidance for employees involved in contracting out services and promote guidance for contractors.
8. Partnerships
8.1 The Council still remains responsible for meeting the Race Relations (Amendment) Act when working in partnership with other organisations, private, voluntary and public sector to provide public services. The Council operates at different levels when working in a partnership:
• as a strategic and financial leader in a partnership.
• in partnerships led by another bodies.
• as members of a consortium.
8.2 What we will do next: The emerging Local Service Boards will replace the Local Partnership Board and race equality will be incorporated into their work. We recognise that to address race equality we will need to work closely with our partners and as part of the development of the new Community Strategy a profile of Flintshire communities is being undertaken.
34 124
9. Schools
9.1 Schools must meet all of the general duty of the Act and they also have specific duties placed to help them meet the general duty.
9.2 Responsibility for monitoring employment, within schools, lies with the Local Education Authority. Schools and the Staffing section in the LEA will be responsible for ensuring any monitoring forms are returned to the Corporate Human Resources section.
Articles 3(1), 3(2), 3(3) and 3(5) of the Race Relations Act 1976 (Statutory Duties) Order 2001 place specific duties on governing bodies of schools.
They must: -
prepare and maintain a written policy for promoting race equality by May 2002. The race equality policy should be a written statement of responsibilities and commitments. Schools should have arrangements in place for meeting their duties.
assess the impact of its policies on pupils, staff and parents from different racial groups.
monitor the impact of its policies on pupils, staff and parents from different racial groups
monitor the attainment levels of pupils by race and gender.
take reasonable practical steps to publish the results of monitoring on an annual basis.
9.3 What we will do :-
keep school governors and head teachers informed through articles in both governor and school newsletters.
35 125 arrange a conference for primary schools on inclusion of English as a Second Language (EAL) pupils in mainstream education. continue to monitor achievement by ethnicity through the PLASC system take action to address any imbalance. maintain an up to date profile of pupil ethnicity through the annual census.
Monitoring of schools
Race Equality policies will be monitored by the Internal Audit, primary schools every year, secondary schools every three years and through Estyn inspections every six years.
36 126
10 Monitoring and Review
10.1 Monitoring
The Council will monitor progress of the Race Equality Scheme action plan at each Corporate Equalities Review Team meeting.
10.2 Progress reports will be provided to the Executive on an annual basis
10.3 Review
Flintshire County Council’s Race Equality Scheme will be reviewed in 2011 and every three years after that date. Achievement of the action plan will be updated and published annually.
Annual reports will be presented to the Executive every June.
37 127 11. Complaints
11.1 Complaints about how the Council is meeting its duties under the Act and complaints about race equality can be made through the Council complaints procedure.
11.2 Each Directorate has their own complaints officer and complaints should be forwarded to the relevant Directorate in the first instance.
If the complaint is not resolved at this stage, the corporate complaints procedure, “compliments, complaints and comments” can be used.
11.3 The complaints procedure is available in local offices libraries on Flintshire County Council website from Flintshire County Council Mobile office
Or alternatively through directly contacting the Corporate Complaints Officer telephone 01352 752121
11.4 The Council is updating the corporate complaints procedure; in the future complaints will be monitored by ethnicity.
The monitoring results will be reported to:
The Corporate Equalities Review Team at every meeting. annually to the Executive
11.5 Employees, who feel that the Council is not meeting its employment duties under the Race Relations Amendment Act, will be able to make a complaint through the grievance procedure.
38 128 12. Publication of the scheme
12.1 The scheme will be published bilingually (Welsh/English) and will be available in other languages on request.
12.2 It will be available in different formats Braille, audio tape, large print, disk, CD Rom on request.
It will be published on the website, intranet and will be available in libraries, local offices, and the Flintshire mobile office.
39 129 Appendix 1
Race Equality Scheme- Action Plan 2008-2011
Objective: develop a greater awareness and understanding of different cultures.
Action Who Timescale Measure and/or Outcome Diversity and equality Corporate Training Unit May 2008- May 2011 % managers who attend incorporated as a core training component into the Management Development Programme Diversity and equality Corporate Training Unit May 2008- May 2011 % employees who attend incorporated as a core training component of the Employee Development Programme Continue implementing Corporate Training unit September 2008 % employees who attend race equality training training Develop resources on Policy Officer Equalities December 2008 different cultures for the and Assistant Policy Number of resources intranet Officer Equalities available Increased awareness of
40 130 different cultures
Set up conference for Inclusion service April 2008 % schools represented teachers- developing an inclusive curriculum Objective: improve engagement and consultation with the BME community.
Explore and identify best Principal Partnerships March 2008 Snap shot picture of practice methodologies to Officer migrant workers available provide an overview of migrant workers Implement Engagement Corporate September 2008 Consultation and and Consultation Communications Officer Engagement Framework Framework published Develop Consultation and Corporate May 2008 Delivery of training through Engagement Training Communications Officer the corporate training modules for incorporation programme. into the Corporate Training Programme available to all employees Delivery of Consultation Corporate Training September 2008 Incorporation of training and Engagement Training into corporate programme modules through the Number of workshops Corporate Training delivered Programme
41 131 Promote guidance on how Corporate October 2009 Guidance produced to present and publish Communications Officer Number of results that are results of consultation published Develop employee Senior HR Advisor/Policy December 2009 Employee networks networks Officer Equalities/Welsh established Language Officer Develop specific methods Corporate December 2009 Number of residents from to consult with residents Communications Officer a BME background who from a BME background respond to Residents as part of the Residents survey survey Objective: improve access to information and services.
Promote Assistant Policy Officer Every three months from Increase in use of interpretation/translation Equalities and Social April 2008 interpretation and facilities Policy translation services on the intranet Research face to face Assistant Policy Officer July 2008 Face to face translation translation facilities Equalities and Social services available Policy Number of times face to face translators used Circulate information Assistant Policy Officer September 2008 Number of times about translation facilities Equalities and Social interpretation/translation to the public Policy service is used Review reception points Corporate Equalities September 2008 % reception points that
42 132 and libraries to ensure Review Team publicise translation information about services interpretation services is available Include Policy Officer Equalities May 2008 Number of times translation/interpretation Corporate Training interpretation/translation services in customer care Manager service is used training and induction Develop standards Policy Officer Equalities September 2008 Number of contracts that equality clauses to include include race equality in contracts where race objectives equality is relevant. Implement National Planning Officer Service Framework race equality action plan for mental health Adult Social Care-Review AD (Community Care) March 09 % contracts reviewed existing contracts to AD (P & P) March 09 include race equality objectives and outcomes where relevant Include race equality into Grants Officer May 2008 Priority for Development criteria for assessing Grant funding is for requests for funding/grants organisations who promote equality.
43 133 Include race equality into Policy Officer- Equalities September 2008 % service level Community Safety agreements that contain Partnership service level race equality objectives agreements Review and identify best Principal Partnerships July 2008 Best practice identified practice incorporating race Officer equality into the pilot Local Service Boards Following the review make Principal Partnerships May 2009 Race equality is recommendations to the Officer incorporated into the Local emerging Flintshire Local Service Board Service Board on the inclusion of race equality actions Promote Welcome Pack Community Cohesion July 2008 Welcome pack circulated Officer
Objective: promote good community relations.
Promote Graffiti Buster Neighbourhood Wardens Quarterly Number of incidents of race hate and linguistic harassment Monitor and report racial Neighbourhood Wardens Quarterly Number of incidents of incidents , including race hate and linguistic Welsh/English harassment harassment
44 134 Results of monitoring Community Safety Quarterly Analysis of results analysed and action to Partnership available reduce incidents taken Circulate myth buster Community Cohesion May 2008 % of racially motivated Officer hate incidents Develop Community Community Cohesion April 2010 Action plan implemented Cohesion action plan (this Officer will incorporate actions to develop and support BME groups) Implement Management of To be agreed To be agreed Unauthorised Traveller sites protocol Promote Frequently Asked Policy Officer Equalities July 2008 Increased awareness Questions Gypsies and about Travellers Travellers Circulate Traveller Times Policy Officer Equalities Quarterly Increased awareness about Travellers Promote Welsh Language Policy Officer Welsh May 2008 Increased understanding Scheme Language about importance of providing services through the medium of Welsh
Objective: embed equality impact assessments into policy and decision making Review and publish Policy Officer Equalities September 2008 % of equality impact
45 135 guidance on equality assessments undertaken impact assessments on functions High relevance (2009) Medium Relevance (2010) Low relevance(2011) Roll out training on Policy Officer Equalities January 2009 Number of workshops held guidance Increased confidence in undertaking equality impact assessments Monitor progress on Policy Officer Equalities Quarterly - starting % of equality impact completion of equality September 2008 assessments undertaken impact assessments in 2009 2010 2011 Include equality impact Policy Officer Equalities September 2010 % of equality impact assessments into Ffynnon assessments undertaken (Performance Management System) Objective: undertake more robust equality monitoring which will inform equality impact assessments and will help identify areas of potential and actual inequality.
Employment
46 136 Monitor make up of Workforce Information Annually – % equality data available workforce by ethnic group Manager May 2009 May 2010 May2011 Analyse results Workforce Information Annually – Results inform equality Manager May 2009 impact assessments May 2010 May2011 Publish annual workforce Workforce Information July 2009 Report published information report Manager July 2010 July 2011 Further develop equalities Workforce Information September 2008 % data available data capture and usage by Manager managers
Actively recruit under Head of HR Operations December 2009 Workforce reflects the represented groups make up of the local community.
Services Monitor and analyse the Customer Services December 2008 % equality monitoring data equalities monitoring data Manager available gathered in relation to
47 137 compliments and complaints. Adult Social Care Monitor and analyse the Planning Officer March 2009 Analysis presented to SMT result of the following: (Corporate Initiatives) and action plan developed Referrals, assessments, MIS Officer May 2008 % equality monitoring data service provision by client available group Complaints across all Performance Manager June 2008 % equality monitoring data services available
Education Directorate Set up equality monitoring system and populate, monitor and analyse the results of the following: • Library – satisfaction Lawrence March 09 % equality monitoring data and complaints Rawsthorne/Sheila Kirby available • Leisure- service Mike Hornby March 09 % equality monitoring data users, satisfaction available and complaints • Youth Service – Rob Edwards March 09 % equality monitoring data service users available Schools
48 138 • Profile of pupils Jenny Dobson Audit of profile of school % equality monitoring data pupils undertaken available annually (every Results published in Race September) Equality Scheme annual report • Attainment levels Jenny Dobson Annually % equality monitoring data available Results published in Race Equality Scheme annual report • EAL pupils Jenny Dobson Annually % equality monitoring data available Results published in Race Equality Scheme annual report • Exclusions Jenny Dobson % equality monitoring data available Results published in Race Equality Scheme annual report
Implement Scheme Circulate revised scheme Assistant Policy Officer- June 2008 Scheme circulated to employees-on the Equalities and Social
49 139 intranet and Policy in Employee Magazine (Flintshire Focus) Publicise scheme on Assistant Policy Officer- June 2008 Scheme publicised Website, in libraries, Equalities and Social reception points, local Policy newspaper, Produce and promote Policy Officer Equalities June 2008 Summary available summary of scheme for public and employees Promote scheme through Policy Officer Equalities September 2008 Number of roadshows held road show and Assistant Policy Officer- Equalities and Social Policy Incorporate action plan Policy Officer Equalities December 2008 Quarterly reports on into Ffynnon system and Assistant Policy service progress presented Officer- Equalities and at Corporate Equalities Social Policy Review Team. Publish annual report Policy Officer Equalities July 2009 Report published July 2010 July 2011 Review Scheme Policy Officer Equalities January 2011 Revised scheme published May 2011
50 140 Appendix 2
Race Equality Scheme – Function Template
Adult Social Care Name of Function Assessment Responsible Completion of Impact Officer Date Substance Misuse Service Medium Service Manager 2009 - 2010 Learning Disabilities Service Medium Service Manager 2009 - 2010 Older People Service Medium Service Manager 2009 - 2010 Mental Health Service Medium Service Manager 2009 - 2010 Physical Disability & Service Manager Sensory Impairment Medium 2009 - 2010 Service Workforce Workforce Development Medium Development 2009 - 2010 Manager Information Strategy Workforce (Public Information) Medium Development 2009 - 2010 Manager Health & Well Being Partnership Strategy Medium Manager 2009 - 2010
Rest Centre / Survivor Assistant Director. Centre Plan High Partnership & 2008 - 2009 Performance Carers Assistant Director. Medium Community Care 2009 - 2010 Older People’s Assistant Director. Strategy Medium Partnership & 2009 - 2010 Performance Complaints Procedure High Assistant Director. Partnership & 2008 - 2009 Performance Eligibility Criteria Medium Assistant Director. Community Care 2009 - 2010 Direct Payments Medium Assistant Director. Partnership & 2009 - 2010 Performance Adult Protection Medium Assistant Director. Community Care 2009 - 2010
Blue Badge Scheme Medium Assistant Director.
51 141 Partnership & 2009 - 2010 Performance
52 142 Community & Housing Name of Function Assessment Responsible Completion of Impact Officer Date Markets High Environmental 2008 - 2009 Services Manager Waste Management Medium Environmental 2009 - 2010 Services Manager Recycling Services Medium Environmental 2009 - 2010 Services Manager Animal & Pest Control Medium Environmental 2009 - 2010 Services Manager Corporate Property Low Cor Property 2010 - 2011 Maintenance Maintenance Manager Housing Repairs and Low Housing & 2010 - 2011 Maintenance Services Property Maintenance Manager Sheltered Housing Medium Housing Operations 2009 - 2010 Services / Carelink Manager Homelessness High Housing Operations 2008 - 2009 Manager Housing Allocations High Housing Operations 2008 - 2009 Manager Finance & Low Finance & 2010 - 2011 Accountancy Services Accountancy Manager Design Consultancy Low Design & 2010 - 2011 Consultancy Manager Strategic Support Low Strategic Support 2010 - 2011 Manager Business Low Strategic Support 2010 - 2011 Development Manager
Health & Safety Low Strategic Support 2010 - 2011 Manager Training Low Strategic Support 2010 - 2011 Manager Community Services Low Acting Community 2010 - 2011 Services Manager Housing Grants High Grants Manager 2008 - 2009 Administration Medium Admin Manager 2009 - 2010 Cemetery Services Medium Admin 2009 - 2010 Manager Area Housing Offices High Senior Housing 2008 - 2009 Officer Anti-Social Behaviour High Senior Housing 2008 - 2009 Officer
53 143 Neighbourhood High Senior Housing 2008 - 2009 Wardens & Estate Officer Caretakers
Rent Accounting Low Senior Housing 2010 - 2011 Officer Tenant Participation High Senior Housing 2008 - 2009 Officer
Valuation and Estates Low Corporate Valuer 2010 - 2011 Agricultural Estates Low Land Agent 2010 - 2011 Capital Works Medium 2009 - 2010 Energy Conservation Low Energy Manager 2010 - 2011 Unit
54 144
Education, Children’s Services & Recreation Name of Function Assessment Responsible Completion of Impact Officer Date Services to High Integrated Services 2008 - 2009 Children/Young Manager/ People with Team Manager disabilities Fostering High Resources Service 2008 - 2009 Manager/ Team Manager Resources Adoption High Resources Service Manager/ 2008 - 2009 Team Manager Resources Residential Services High Resources Service for Looked After Manager/ 2008 - 2009 Children Team Manager Resources Child Protection High Children's Services 2008 - 2009 Services Fieldwork Manager/ Children's Safeguarding Manager Services to Children in High Children's Services 2008 - 2009 Need Fieldwork Manager Young People High Children's Services 2008 - 2009 Leaving Care Fieldwork Manager Facilities Services 2008 - 2009 School Catering High Manager Facilities Services 2008 - 2009 Other Catering High Manager Facilities Services 2008 - 2009 Cleaning Low Manager County Youth & 2008 - 2009 Youth Service High Community Officer Financial Support to Resources 2010 - 2011 Schools Low Manager Resources 2010 - 2011 Finance (not schools) Low Manager Staffing & Governor 2010 - 2011 School Staffing Development Services Low Coordinator Governor Staffing & Governor 2010 - 2011 Development High Development
55 145 Coordinator Staffing & Governor 2010 - 2011 Personnel (not Development schools) Low Coordinator Admissions to Pupil Support 2008 - 2009 Schools High Services Manager Home-School Pupil Support
Transport Low Services Manager Mandatory Student Pupil Support 2010 - 2011 Support Low Services Manager Pupil Support 2010 - 2011 Grants and Benefits Low Services Manager Property 2010 - 2011 Programming Demographic Manager & Project Planning (Property) Low Supplies Manager Property Programming 2010 - 2011 Project Design and Manager & Project supplies Low Supplies Manager Head of Leisure 2008 - 2009 Leisure Centres High Services Head of Leisure 2010 - 2011 Recreational Facilities Low Services Playground Designs Head of Leisure 2010 - 2011 and Maintenance Low Services Head of Libraries, 2008 - 2009 Public Libraries High Culture & Heritage Schools Library Head of Libraries, 2008 - 2009 Service High Culture & Heritage Head of Libraries, 2010 -2011 Modern Records Low Culture & Heritage Head of Libraries, 2010 -2011 County Records Low Culture & Heritage Museums Officer/ 2009 -2010 Museums/Greenfield Arts, Culture & Valley Medium Events Manager Museums Officer/ Arts, Culture and Arts, Culture & 2009 -2010 Events Medium Events Manager Athrawon Bro Head of School 2008 - 2009 (Peripatetic Welsh) High Services Head of School 2008 - 2009 Curriculum Support High Services Head of School 2008 - 2009 Sports Development High Services Peripatetic Music Head of School 2009 - 2010 Service Medium Services Professional Medium Head of School 2009 - 2010
56 146 Development Services Head of School 2009 - 2010 School Phase Support Medium Services ICT Head of ICT 2010 - 2011 Hardware/Software (Education) Procurement and Support Low Audio Visual Aids Head of ICT 2010 - 2011 Support Low (Education) SMIT School Performance 2010 - 2011 Management Information Information Team Low Manager Acting Head of 2008 -2009 Inclusion Service High Inclusion Service Services to High Integrated Services 2008 -2009 Children/Young Manager/ People with Team Manager disabilities Fostering High Resources Service 2008 -2009 Manager/ Team Manager Resources Adoption High Resources Service Manager/ 2008 -2009 Team Manager Resources
57 147
Finance, Legal & Democratic Services Name Of Assessment Responsible Completion Function of Impact Officer Date Pensions Low Head of Pensions 2010 - 2011 Administration & Funds Council Tax & Non Medium Head of Customer 2009 - 2010 Domestic Rates Accounts Benefits Medium Head of Customer 2009 -2010 Accounts (Support) Cash Collection Low Head of Customer 2010 - 2011 Accounts Pension Fund Low Head of Pensions 2010 - 2011 Investment & Funds Systems (includes Low Head of Customer 2010 - 2011 Debtors, Creditors) Accounts Procurement Unit Low Head of Corporate 2010 - 2011 Procurement Electoral Medium Electoral Services 2009 - 2010 Registrations and Manager elections
58 148
Corporate Strategy Name of Function Assessment Responsible Completion of Impact Officer Date Agency Workers High HR Advisor (Policy) 2008 – 2009
Anti Bullying & High HR Advisor (Policy) 2008 – 2009 Harassment Attendance High HR Advisor (Policy) 2008 – 2009 Management – Sickness absence
Disciplinary Procedure High HR Advisor (Policy) 2008 – 2009 Employee High HR Managers 2008 – 2009 Appraisal Exit Interviews High HR Managers 2008 – 2009
Induction High HR Service Centre 2008 – 2009 Management High Corporate Training 2008 – 2009 Development Manager Recruitment and High HR Advisor (Policy) 2008 – 2009 Selection Review of Allowances High Single Status 2008 – 2009 Project Manager Review of Pay Policy High Single Status 2008 – 2009 & Pay Structure Project Manager Alcohol & substance High HR Advisor (Policy) 2008 – 2009 misuse Flexible Working High HR Advisor (Policy) 2008 – 2009 Grievance Procedure High HR Advisor (Policy) 2008 – 2009 Births, Deaths and Low Customer Service 2008 – 2009 Marriages Manager Corporate Complaints Low Customer Services 2008 - 2009 Manager Reception Low Customer Services 2008 - 2009 Manager Mobile office Low Customer Services 2008 -2009 Manager Emergency Planning Medium Civil Contingencies 2009 – 2010 Manager Voluntary Sector High Voluntary Sector 2008 – 2009 Funding Research Officer Supporting People High Policy Officer 2008 – 2009 Supporting people Community Strategy High Principal Policy 2008 – 2009 Officer Partnerships
59 149 Community Safety High Principal Policy 2008 – 2009 Strategic Plan Officer Partnerships
60 150 Environment & Regeneration Name of Assessment Responsible Completion Function of Impact Officer Date Development & Low Head of 2010 - 2011 Control - Highways Development Control Road Safety Unit Low Traffic Services 2010 - 2011 Manager Network Low Head of 2010 - 2011 Management Neighbourhood Policy and Strategy Traffic & Highway Low Highways 2010 - 2011 services regulatory Services Manager Transportation Unit Low Head of 2010 - 2011 Transportation Engineering Low Consultancy 2010 - 2011 Services manager Highways Works Low Head of 2010 - 2011 Neighbourhood County Services Fleet Maintenance Low Fleet Manager 2010 - 2011 Land Drainage Unit Low Consultancy 2010 – 2011 manager Planning Policy Low Head of Planning 2010 – 2011 Policy Food Safety Medium Food Safety 2009 – 2010 Manager Pollution Control Low Pollution Control 2010 – 2011 Manager Countryside Low Head of 2010 – 2011 Services Countryside Services Management, Low Directorate 2010 – 2011 Support & Support manager Performance Planning Control Low Chief Planning 2010 – 2011 Services Officer Environment & Low Head of 2010 – 2011 Conservation Environment & Conservation Health & Safety & Low Head of Health & 2010 - 2011 Licensing Safety and Licensing Regeneration Low Chief 2010 – 2011 Strategy Regeneration Officer Licensing High Head of Health & 2008 - 2009
61 151 Safety and Licensing Trading Standards Low Trading Standards 2010 - 2011 Manager
62 152 Appendix 3
Equality Impact Assessment Tool kit
1.00 Introduction 1.01 An equality impact assessment is a systematic method to analyse a policy and identify how it affects people from different backgrounds. Impact assessment should take place when considering a new policy or revising an existing policy or reviewing a function, service or procedure.
1.02 All public authorities are required to carry out impact assessment under the Race Relations (Amendment) Act 2000 on all policies that are relevant to the general duty to promote race equality. The Disability Discrimination Act 1995 places a duty to review policies and procedures to ensure discrimination is not taking place.
1.03 Impact assessments will help the authority to understand the impact of policies on the local population and improve outcomes for the people who use services in Flintshire. The aim is to form a “reasonable” assessment which can help identify equality targets which will contribute to working towards the Equality Standard for Local Government in Wales. The purpose of the impact assessment is to: • identify whether policies are affecting different groups in different ways- are people from all groups equally satisfied, are certain groups over/under represented in services. • identify whether services are provided effectively to all communities. • identify whether services are designed to meet different needs. • identify areas of unmet need. • identify areas of potential or actual inequality in employment and access to information and service delivery. • identify action to address inequality and improve outcomes in service delivery and employment through identifying equality objectives and setting targets. • integrate equality into policy objectives. • promote equality of opportunity, eliminate unlawful discrimination and promote good community relations.
1.04 By different types of groups of people may include Women, men, young people, older people, Welsh speakers, people from a BME background, disabled people, gay, lesbian and bisexual communities, transgendered community, Irish Travellers, Romany Gypsies, single parents, people from different faiths.
1.05 It is highly recommended that equality impact assessments are undertaken by a small group of people from a cross section of a team, including, for example, Welsh speakers, front line staff as well as
63 153 managers, both men and women. Different people will bring a wider variety of perspectives and experiences to the process.
2.00 Stages of impact assessment 2.01 Several stages are involved in the process of impact assessment • Defining aims of policy • Consideration of available data and research • Assessment of impact • Consideration of alternatives • Consultation • Decision making • Monitoring and review • Publishing results
3.00 Full impact assessment process 3.01 Defining aims of policy The first step in completing a full impact assessment is to define the aims of the policy. Where there is shared responsibility for a policy with another organisation, arrangements should be put in place to ensure full co-operation in carrying out an equality impact assessment. Areas to consider in defining the policy aims include
• Who is the policy designed to benefit?. • Who implements the policy? • What other organisations will be involved in the implementation of this policy?. • Are the aims consistent with the Race Equality Scheme, Welsh Language Scheme and the Equality Policy?
3.02 Consideration of available data and research include individual interpretation on whether there could be any aspects of the policy or function that could contribute to inequality. This may include looking at factors such as access issues, timing, communication barriers, and location. Considerations will include deciding what information you need to know and what type of information should be collated. Gathering both qualitative and quantitative data will provide a more useful base line. Quantitative data from consultations only may not adequately represent the views of minority groups in Flintshire, for example, the BME population, gay lesbian and bisexual community. In these situations using statistics to determine differential impact will be more difficult and there may need to be more of a reliance on qualitative data. Other areas to consider are what outcomes do we want and for whom, what aspects of the policy may contribute or hinder the achievement of these. What data do we know of already or do we need to collate more. What are the issues raised by national/local groups. The impact assessment process should be proportionate to its relevance to promote equality.
64 154
Directorates may wish to work together or with other organisations/partners to ensure effective and efficient use of resources and information. Data may be available from • collating and analysing existing quantitative and qualitative data • using previous research both local and national • looking at previous experience /experience from other organisations • Focus groups • Surveys • In-depth interviews • Review of complaints • Citizen Panels • Consultation reports • Snapshot views of service users We may find initially that we don’t have adequate information; additional research may need to be commissioned or we may need to set monitoring procedures in place to gather more data.
3.03 Assessment of impacts Information from data and research should be used to inform whether there is or likely to be a differential impact whether direct or indirect on people from different groups/backgrounds. Questions to consider to help decide whether there is an adverse impact:
• Does the policy/procedure result in different outcomes for different groups? • Is there a higher or lower participation or uptake for any particular group? • Is there a difference in the results between quantitative and qualitative data? • Is the policy directly, indirectly or institutionally discriminatory? • Is the differential impact an adverse one? • Does the policy eliminate unlawful discrimination, promote good community relations and promote equality of opportunity?
3.04 Consideration or alternative action of alternative policies If there is adverse impact or is likely to be an adverse impact on some groups, there are different ways to respond to either reduce the effect of the impact or eliminate the impact. This may mean • implementing the policy in different way, • making changes to the policy
or • introducing a different policy. Any alternative options should also be assessed and care needs to be taken to ensure that by reducing adverse impact for one group does not contribute to creating adverse impact for another group.
65 155
3.05 Consultation Consultation may not always be required and will need to take into account whether the changes to the policy will be significant. Consultation with groups and individuals should begin as early possible • Information should be available in different formats and minority languages and in plain English/Cymraeg Clir. • All appropriate stakeholders should be considered • Different approaches should be used for different groups
Consultation should be carried out in a way which promotes equality of opportunity to participate in consultation, eliminates discrimination and promotes good community relations. Therefore it is important that consultation is inclusive of all equality strands.
3.06 Decisions/ Recommendations The results of equality impact assessment may lead to recommendations for action. This may include changes to policy, changes in service provision and procedures, training staff. These should be translated into equality objectives and targets and should be integrated into service and Directorate plans
3.07 Monitoring and Review Monitoring is not just about the collection of data, it can be regular reports or meetings. It should be a continuous process. It is not an end in itself but should provide data for the next policy review. Areas to consider in completing the monitoring and review section include:
• Who will be responsible for monitoring? • What will be monitored? • Are there monitoring procedures in place? • How will monitoring take place? • How will monitoring become part of service reviews in the Improvement Planning process?
3.08 Publish results of equality impact assessments All public authorities are required by the Race Relations (Amendment) Act 2000 to publish the results of assessment consultation and monitoring. The purpose of publishing results is to demonstrate our commitment to keeping public and employees informed about our policies. These should be in a comprehensive accessible format and available in accessible locations. The reports should include Assessment • Aim and description of policy • Data collated and references to any technical reports and where they can be found and summary of results • Consultation – methodology and key findings
66 156 • Review of policy Consultation • Purpose of consultation • Methodology and key findings • Review of policy in light of consultation • A statement of what you plan to do next Monitoring • Monitoring systems used and method • Summary of results of monitoring including any adverse impact • How the results will inform future policy and practice
4.00 Summary The outcome of the impact assessment is important to enable Directorates to plan and deliver services in a way that meets the diverse needs of all our communities. It is about moving from assuming that all policies and functions affect everybody in the same way. It is a method to ensure that we have due regard for race, culture, age, disability, sexual orientation, gender and religion. The more informed we become about the different needs of people who use services, the more able we are to provide appropriate and responsive services ensuring equal outcomes for all service users.
For further guidance support on impact assessments contact Policy Officer – Equalities 01352 702122
67 157 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 12
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: DIRECTOR OF COMMUNITY SERVICES
SUBJECT : CONTINUED DEVELOPMENT OF NORTH EAST WALES COMMUNITY EQUIPMENT SERVICE
1.00 PURPOSE OF REPORT
1.01 To provide Executive with an update on progress in developing the North East Wales Community Equipment Service.
1.02 To confirm approval for Flintshire County Council to act as lead agency in delivering the service.
1.03 To inform Executive of the human resources and financial implications for Flintshire County Council.
2.00 BACKGROUND
2.01 The "Designed for Life" (2005) Welsh Assembly Government strategy for health and social care, included a requirement for local partners to integrate their community equipment service.
2.02 The partners in this area have been identified as Flintshire County Council, Flintshire Local Health Board, Wrexham County Borough Council , Wrexham Local Health Board and North East Wales Trust (NEWT).
The purpose of the Community Equipment Service is to enable people with disabilities to remain within the community longer and enhance their quality of life through the provision, on loan, of equipment to assist them in maintaining independence. This equipment is provided following assessment by the Occupational Therapy Service or other appropriately qualified assessors and is delivered and collected by the Community Equipment Service.
Demand for this service has grown. For Flintshire alone, in 2000/01 5,567 pieces of equipment were issued by comparison with over 7,000 pieces in 2004/05 and 7,558 pieces in 2007/08. Demand for the service is therefore growing.
Date: 19/08/2008 158 Flintshire County Council
Flintshire Adult Social Care currently provide this service from Catheral's Industrial Estate in Buckley and Wrexham County Borough Council provide a similar service from Whitegates Industrial Estate in Wrexham.
Both services are managed independently and do not achieve maximum economies of scale which could be addressed through joint management, pooled purchasing and shared resourcing, i.e. an integrated service. Both services provide equipment on behalf of NEWT.
2.03 On November 1st 2005, the Executive received a detailed report 'The Development of a North East Wales Joint Equipment Service'. This report confirmed that further work would be undertaken towards achieving an integrated Community Equipment Service for North East Wales.
The management of this project is through the Integrated Community Equipment Service Steering Group. The membership is of 5 partner agency senior level project owners, undertaking tasks to inform decision making are various sub groups specifically :-
i. Finance Group.
ii. Human Resources sub group. The Human Resources sub group comprises of representatives from Flintshire and Wrexham's Senior Management, Human Resources representatives and Trade Union representatives. The purpose of the group is to discuss human resource issues arising from the integration of the community equipment service in Wrexham and Flintshire.
iii Implementation Group. This group develops proposals and undertakes tasks on behalf of the Steering Group.
2.04 Officers have undertaken this work and made substantial progress toward an integrated service since November 2005. Achievements include :-
i. Success in submission to Welsh Assembly Government for grant funding. £1.1m capital grant has been awarded to the partnership with the intention of purchasing one building as a future store. There are numerous conditions surrounding the grant but premises are being sought by the Flintshire County Council Asset Management Team.
ii. In addition, £80,000 revenue grant was awarded to the partnership from WAG. From this funding, a Project Manager has been appointed who leads on financial, legal, management and human resource issues. This funding ceased in March 2008. The partnership are confirming arrangements to continue undertaking tasks related to the integration.
iii. Appointments to a shared staffing structure (Wrexham Social Services and Flintshire Community Services) Both teams have joined to provide shared management across both services. Merging into one Community
Date: 19/08/2008 159 Flintshire County Council
Equipment Service will allow for administration and drivers to become physically and structurally co-located.
3.00 CONSIDERATIONS
3.01 Procurement of an appropriate building for use by Wrexham and Flintshire progresses. This would enable staff from currently separate premises in Flintshire and Wrexham to integrate to provide a strengthened Community Equipment Service fit for purpose in the future. Flintshire County Council's, Asset Management Team have been commissioned to source an appropriate building on the Flintshire/Wrexham border. A building specification has been shared and searches have commenced. The £1.1m capital grant from the Welsh Assembly Government grant will include purchase and commissioning cost of the building as well as decommissioning of existing sites and fees
3.02 A primary objective in the integrated service plan is to create a shared staffing structure part of which has already been achieved by introducing single line management of the two stores (2.02.ii). An organisational chart is presented as appendix A, showing previous, current and proposed integration.
3.04 Human Resource officers from Wrexham and Flintshire are proposing that the integration of staff into a single staffing structure, takes place in line with Cabinet Office guidelines (which follows the principles of TUPE legislation ) The human resources implications for Flintshire Adult Social Care in following this guidance are detailed in Section 9.0
3.05 Finance Officers from each partner agency have begun the process of defining budget information towards a pooled budget under Section 33 of National Health Service of Wales Act 2006. Prior to the agreement of management arrangements the lead authority in the partnership needs to be confirmed by the Executive.
3.06 An independent consultant was commissioned to facilitate a multi agency workshop on the progression towards pooled budgets and integrated services. This assisted our understanding of the process required and the resulting benefits.
4.00 RECOMMENDATIONS
4.01 Executive notes the progress made toward a formal Section 33 agreement under the National Health Service of Wales Act 2006 by the five partner agencies referred to in 2.01.
4.02 Executive agrees to Flintshire County Council acting as lead organisation for the Community Equipment Service Integration with the understanding that
Date: 19/08/2008 160 Flintshire County Council
equipment service staff currently employed by Wrexham County Borough Council will be transferred to Flintshire County Council's employment in line with the Cabinet Office guidelines.
4.03 Executive note the Human Resource implications for Flintshire Adult Social Care once the transfer of staff takes place.
5.00 FINANCIAL IMPLICATIONS
5.01 Capital Implications - £1.1m of Welsh Assembly Government Capital Grant funding is available to purchase a building. This grant can be utilised to fund :-
i. The purchase or lease of a building. ii. The cost of the building. iii. Commissioning or altering the building as appropriate for Community Equipment Service use. iv. Decommissioning of existing buildings and return to their unoccupied status. v. Professional Fees (12.5%)
5.02 Revenue Implications - Work has been undertaken by the Finance Group on the budget for the integrated service. Whilst procurement of a building is ongoing the full revenue implications can only be estimated at this stage.However the running costs of the equipment service will be met by contributions from all partners. Flintshire's contribution will be limited to its current equipment services revenue budget.
6.00 ANTI POVERTY IMPACT
6.01 The Community Equipment Service will be provided on an equitable basis, with items costing more than £10.00 loaned free of charge.
7.00 ENVIRONMENTAL IMPACT
7.01 None arising from this report.
8.00 EQUALITIES IMPACT
8.01 The Community Equipment Service makes a significant contribution to the lives of people with physical disabilities.
8.02 All Human Resources Policies apply.
9.00 PERSONNEL IMPLICATIONS
Date: 19/08/2008 161 Flintshire County Council
9.01 Flintshire County Council acting as Lead Authority for the integrated Community Equipment Services, will result in the employment of Wrexham County Borough Council's employees transferring over to Flintshire County Council's employment. The transfer of staff would occur in line with the Cabinet Office guidelines and a thorough consultation process would be undertaken ( the proposed consultation process for the transfer of staff is located in Appendix B)
9.02 The transfer of staff to Flintshire's employment will result in an additional five posts being added to the Council's establishment : a Stores Manager, an Admin Officer and 3 Drivers ( the grades and full time equivalent of the additional posts are detailed in Appendix A.)
9.03 Affected staff will transfer on their existing terms and conditions. After the transfer has occurred, a consultation process will commence to move individuals onto Flintshire County Council's terms and conditions.
9.04 The job evaluation process in Wrexham County Borough Council has been concluded and affected staff will transfer on their evaluated grades. Two of the five individuals will transfer across on pay protection.
9.05 It is proposed that the transfer of staff occurs once a premises for the Joint Equipment Service has been secured.
9.06 The affected staff will become permanent employees of Flintshire County Council and will be subject to all associated employment rights relating to having permanent employment status.
10.00 CONSULTATION REQUIRED
10.01 Consultation with stakeholders will continue to include users, affected staff, Trade Union representatives, partner agencies.
11.00 CONSULTATION UNDERTAKEN
11.01 Service users participate in implementation group and have done so since project commencement.
11.02 All partner agencies have been invited to participate in the relevant subgroups set out in 2.02 above.
11.03 Affected staff and Trade Union representatives from Wrexham County Borough Council and Flintshire County Council have been fully informed about the proposed changes. Trade Union representatives are members of the Human Resources sub group, alongside management and Human Resources representatives from both Councils.
Date: 19/08/2008 162 Flintshire County Council
12.00 APPENDICES
12.01 Appendix A. Appendix B.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Report to Executive November 2005
Contact Officer: Jo Taylor Telephone: 01352 701341 E-Mail: [email protected]
Contact Officer: Maureen Mullaney Telephone: 01352 702502
Date: 19/08/2008 163
Flintshire County Council Directorate of Adult Social Care
Report to Executive 3rd June, 2008
Continued Development of North East Wales Community Equipment Stores.
Appendix A.
Previous Structure
Wrexham Store Flintshire Store Manager x 1 Sc.6 Manager x 1 Sc.5 Admin x 1 Sc.3 Admin x 1Sc.4 Technicians / Drivers x 3 Sc.1 Drivers x 2 Sc.3
Current Structure
Wrexham Store Joint Flintshire Store Admin x 1 Sc.3 Service Manager x 1 M1 Admin x 1 Sc.4 Technicians / Drivers x 3 Sc.1 Stores Manager x 1 Sc6 Drivers x 2 Sc3
Proposed Structure
Wrexham & Flintshire Integrated Store Service Manager x 1 M1 Stores Manager x 1 Sc6 Admin x 2 Sc 4 Technicians / Drivers x 5 Sc 3
164
Flintshire County Council Directorate of Adult Social Care
Report to Executive 3rd June, 2008
Continued Development of North East Wales Community Equipment Stores.
Appendix B.
Draft timetable for consultation on transfer to Flintshire County Council’s employment (in line with Cabinet Office guidelines)
Step Action By whom 1 Executive approval sought from Wrexham Sheila Wentworth and Maureen and Flintshire for FCC to be lead authority Mullaney for Community Equipment Stores service
2 Building identified for Community CESI Steering group Equipment Stores service
3 A joint meeting held with Trade Unions, TU/Management and HR management and HR to agree the consultation process
4 Correspondence sent to affected staff Management/HR confirming the proposal for transfer to FCC’s employment.
5 Group meeting held with affected staff, Affected staff/ Trade Unions, management and HR to TUs/Management/HR outline proposal (start of consultation process)
6 During consultation process, individual Affected staff/TUs/ consultation meetings will be held on Management/HR request
7 End of consultation period Management/HR
8 Joint meeting with management, Trade Management/ TUs/ HR Unions and HR to formally give consultation feedback
9 Meeting with management and HR to Management/HR discuss feedback from Unions and affected staff
165
10 Meeting with Unions to discuss comments Management/TUs/ HR received. Incorporate any changes agreed and concluded consultation process.
11 Notice to be given to affected staff of Management/HR transfer of employment.
12 Transfer occurs Management/HR
166 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 13
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: DIRECTOR OF COMMUNITY SERVICES
SUBJECT : PROGRESS REPORT ON THE INTEGRATION OF SOCIAL CARE AND SPECIALIST HEALTH PROVISION FOR ADULTS
1.00 PURPOSE OF REPORT
1.01 To inform Executive of progress on integration projects between Flintshire Adult Social Care and North East Wales (NHS) Trust, (NEWT) regarding care management services in learning disabilities, mental health and substance misuse services, working in partnership with Flintshire Local Health Board.
1.02 To seek Executive support to proceed with the integration projects which will involve the implementation of joint working arrangements when making employees available to the Lead Partner within each of the three service areas.
2.00 BACKGROUND
2.01 The Welsh Assembly Government have for a number of years encouraged statutory bodies to integrate their services under formal legal arrangements to jointly deliver seamless outcome focused services to vulnerable people across Wales, as this is the way forward to maximise cohesiveness and deliver continuous improvement.
2.02 Under the National Health Service (Wales) Act 2006, health and social care partners can enter into legal arrangements known as Health Act Flexibilities. These arrangements are detailed within Section 33 of the Act as Partnership Agreements. These Health Act Flexibilities have been developed to give the NHS and Local Authorities the flexibility to be able to respond effectively to improve services, either by joining up existing services, or developing new, co-ordinated services, and to work with other organisations to fulfil this.
2.03 The Welsh Assembly Government's report "Fulfilling the Promises" 2001 states that by 2010 services for people with learning disabilities in Wales should “provide comprehensive and integrated services that will effectively support people to achieve social inclusion in all aspects of life and society in Wales” and also have “fully developed collaborative partnerships to deliver flexible services, which are able to respond appropriately and quickly to the changing needs of users”.
Date: 19/08/2008 167 Flintshire County Council
2.04 The "Adult Mental Health Services for Wales Strategy" (WAG 2001) calls for increased co-operation between agencies to provide high quality mental health services. It states "No single group or organisation can provide the comprehensive care or the range of services needed for a modern mental health services". Furthermore, this requires significant change to achieve this. "Structures and organisations need to be established and maintained in order to foster joint working and to overcome barriers for co-operation". In the revised National Service Framework (NSF) for adult mental health services, there is a specific Key Action (19) which calls for the full range of flexibilities provided by the Health Act 1999 to be utilised to enable the effective delivery of the NSF standards.
2.05 The project objective is to create integrated teams within the Learning Disabilities Service, Mental Health Services and the Substance Misuse Service across health and social care in Flintshire, allowing different professionals in social care and health to work together in one location and under one management structure, promoting a partnership approach to intervention and care planning functions within Unified Assessment and the Care Programme Approach.
2.06 Flintshire County Council Adult Social Care and North East Wales NHS Trust are currently working towards formalising three legal Partnership Agreements under Section 33 of the National Health Service (Wales) Act 2006 by 1st November 2008. The partnership agreements would initially be in place for a 3 year period. Key aspects of the move towards formal integration include.
• documenting joint operational arrangements • planning to ensure robust governance • developing jointly agreed measures of effectiveness • formally agreeing the Lead Agency for each Partnership Agreement
All of these measures will minimise risk to both parties when clearly stated in a legal Partnership Agreement.
2.07 These integration projects play an important role in the County Council's strategic planning with partners, within the context of "Good Health, Good Care" ( Flintshire's Health, Social Care and Wellbeing Strategy), and their implementation will, therefore, be a significant achievement. This will contribute to the Making Connections collaborative working agenda.
2.08 The three Partnership Agreements relate to teams within the following three service areas:
LEARNING DISABILITIES SERVICE Community Learning Disability Team (Social workers and Community Nurses located in phase 4, County Hall)
Date: 19/08/2008 168 Flintshire County Council
MENTAL HEALTH SERVICE Pwll Glas Community Mental Health Team, Mold, Deeside Community Mental Health Team, Deeside Ty Celyn Community Mental Health Team, Flint First Access Team, Assertive Outreach Team Crisis Resolution & Home Treatment Team (Social workers and Community Psychiatric Nurses)
SUBSTANCE MISUSE SERVICE Community Drug and Alcohol Team (Social workers and Community Psychiatric Nurses)
2.09 Achievements to date
Flintshire County Council Social Care staff and NEWT staff have been co- located for some considerable time in all three services. In the case of the Mental Health and Substance Misuse Teams, shared management arrangements have been in place on an informal basis for several years. However, to achieve further gains in service improvement and to secure more robust performance management, accountability and governance arrangements, it is necessary to move beyond co-location and informal arrangements towards more formal integration.
2.10 A Project Manager for Integration has been commissioned by Flintshire County Council since Summer 2007 with the remit of moving to formal legal partnership arrangements, which will support the delivery of seamless services to adults with a learning disability, mental health needs or drug and alcohol issues within Flintshire. The Project Manager reports to an Integration Project Board comprising:
Assistant Director Community Care, FCC Service Manager, Mental Health, FCC Service Manager, Learning Disabilities, FCC Directorate General Manager, Mental Health, NEWT Service Manager, Mental Health, NEWT Service Manager, Learning Disabilities, NEWT Service Manager, Drug and Alcohol, NEWT Head of Clinical Psychology, NEWT Head of Therapies, NEWT Integration Project Manager LHB Representative
2.11 Significant work is being undertaken on:
• shared aims and objectives • agreed service arrangements • eligibility criteria for receiving a service
Date: 19/08/2008 169 Flintshire County Council
• joint policies, procedures and protocols • detailed governance arrangements • joint performance measures to facilitate robust monitoring of the joint partnership arrangements.
3.00 CONSIDERATIONS
Learning Disabilities
3.01 Flintshire Adult Learning Disabilities Service has for some years hosted staff from NEWT Learning Disabilities. This co-located team is known as the Community Learning Disability Team, It is proposed that Flintshire becomes the Lead Agency within Learning Disabilities and will continue the hosting arrangements of NEWT staff. It is proposed that there will be a single line management structure, with the NEWT employees reporting to the Service Manager, Learning Disabilities, Adult Social Care, via the Health Team Manager.
Mental Health
3.02 NEWT has for some year's hosted staff from Flintshire Adult Mental Health Service in a number of teams. It is proposed that NEWT becomes the Lead Agency within Mental Health and will continue the hosting arrangements of Flintshire staff.
3.03 It is proposed that the formal legal integration of Mental Health teams continues with an awareness of the context of the All Wales Mental Health Review taking place which may result in new arrangements across Wales. It is anticipated that a formal and legally integrated local mental health service between Flintshire Adult Mental Health and NEWT will be the best starting point for any regional or national implementation that may follow in due course.
Substance Misuse
3.04 Flintshire's Substance Misuse Service and NEWT's Drug & Alcohol Team are currently co-located as the Drug and Alcohol Team under NEWT hosting arrangements. It is proposed that NEWT will be the Lead Agency in respect of the Community Drug and Alcohol Team.
Moving Forward
3.05 Work is underway in drafting each Partnership Agreement with legal representatives and other key individuals with FCC taking lead responsibility in driving this forward.
3.06 Significant work will be undertaken over the coming months in the following areas : IT issues, sharing of client files, accommodation and HR issues.
Date: 19/08/2008 170 Flintshire County Council
3.07 Further development of the joint work identified in 2.11 above will continue over the coming months.
3.08 It is proposed that a Partnership Board be formed beyond the Project Board, consisting of Project Sponsors and Service Managers, to monitor and review the Partnership Agreements once implemented against the performance measures and governance arrangements to be agreed and documented within the Partnership Agreements.
4.00 RECOMMENDATIONS
4.01 That Executive supports continuation of the integration projects within Learning Disabilities, Mental Health and Drug and Alcohol teams and endorse the move towards joint management arrangements under Section 33 of the National Health Services (Wales) Act 2006.
4.02 That Executive supports the intention for Flintshire Adult Social Care Learning Disabilities to be the lead hosting agency in moving towards an integrated service, and understand that NEWT employees may be made available to Flintshire under this arrangement.
4.03 That Executive support the intention for NEWT to be the lead hosting agency within Mental Health and the Drug and Alcohol Team and understand that Flintshire employees may be made available to NEWT under this arrangement.
5.00 FINANCIAL IMPLICATIONS
5.01 Joint Working Special Grant monies are being utilised to November 2008 to complete the Integration Project through funding the Project Manager.
5.02 At the Integration Project Board in December 2007 it was agreed that pooled budgets between Flintshire and NEWT would not feature in the initial Partnership Agreements but may be reviewed during the 3 year term of each agreement.
5.03 As part of the Integration Project the current hosting arrangements in relation to accommodation will continue. As Flintshire County Council is the lead agency within Learning Disabilities, they will continue to host employees of NEWT. Reciprocally, NEWT as the lead agency within Mental Health and Substance Misuse Service will continue to host Flintshire employees. As part of this process an evaluation has been conducted to review fairness and equity of hosting arrangements from a financial perspective.
5.04 Specifically, there are no financial implications arising out of any personnel implications.
6.00 ANTI POVERTY IMPACT
Date: 19/08/2008 171 Flintshire County Council
6.01 Services are accessible on an equitable basis to people who need them within Flintshire.
7.00 ENVIRONMENTAL IMPACT
7.01 None
8.00 EQUALITIES IMPACT
8.01 A fully cohesive and integrated service within the relevant teams will better facilitate adults with learning disabilities, mental health needs and / or drug and alcohol issues to access services and achieve their goals.
9.00 PERSONNEL IMPLICATIONS
9.01 The Project Manager is working closely with HR Managers and Trade Unions within Flintshire County Council and NEWT to progress staff issues arising, including single line management structure in Learning Disabilities, and arrangements for the relevant staff in each service area to continue to be made available to the relevant Lead Partner, with documented Joint Working Arrangements forming part of the formal legal Partnership Agreements. These arrangements will form the basis of further reports as the three Integration Projects progress towards Partnership Agreements.
9.02 Employees will continue to be employed by their current employer whilst being managed by the Lead Partner and the terms and conditions of their employment will remain the same. This arrangement will not involve a TUPE (Transfer of Undertakings (Protection of Employment) Regulations 2006) transfer and staff in the teams identified will retain their substantive posts whilst being managed by the Lead Partner on a day to day basis. This will be formalised under a Joint Working Agreement which will align with the initial 3 year period of the Partnership Agreements.
10.00 CONSULTATION REQUIRED
10.01 Consultation will take place with affected staff and be undertaken in conjunction with HR and the Project Board as the project progresses and will involve Staff, Unions, Members, Trust Board and Service Users.
11.00 CONSULTATION UNDERTAKEN
11.01 Staff in Learning Disabilities and Mental Health have been consulted during 2004 - 2007 on the aims of integration project and will be consulted during 2008 as the project progresses towards formal Partnership Agreement.
11.02 Consultation with Trade Unions of both partners took place during 2007 and will continue for the duration of the project, in relation to any employee posts
Date: 19/08/2008 172 Flintshire County Council
in the relevant teams which may be made available as a resource to a lead partner.
12.00 APPENDICES
12.01 None
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Maureen Mullaney Telephone: 01352 702502 E-Mail: [email protected]
Date: 19/08/2008 173 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 14
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: ACTING DIRECTOR OF ENVIRONMENT & REGENERATION
SUBJECT : CITTASLOW SUPPORTER
1.00 PURPOSE OF REPORT
1.01 The purpose of this report is to seek approval for Flintshire County Council to become a Cittaslow Supporter.
2.00 BACKGROUND
2.01 Cittaslow first came into being in 1999 and is now an international network of towns with the term Cittaslow meaning "slow city" or "slow town". A Cittaslow town signs up to working towards a set of goals that aim to improve quality of life, and is required to pass an assessment before being admitted as a member of the Cittaslow network. Cittaslow UK state that "Cittaslow is a way of thinking. It is about caring for your town and environment and the people who live and work in it or visit it. It is about protecting the environment, about promoting local goods and produce, and about avoiding the 'sameness' that afflicts too many towns in the modern world."
2.02 Mold formally became the first Cittaslow town in Wales in the autumn of 2006, and subsequently now has a representative on the board of Cittaslow UK, along with towns such as Ludlow and Aylsham. Other towns in England, Scotland, Wales and Ireland are currently considering the benefits of Cittaslow.
2.03 The next category for Cittaslow membership is Cittaslow Supporter, and any organisation, whether public or private sector, that supports the ambitions of the Cittaslow UK network and signs up to the principles set out in the Cittaslow UK Goals can be considered for membership of Cittaslow UK as a Cittaslow Supporter. Becoming a supporter can promote positive publicity for the Council and the local area, provide support, impetus and recognition for key local sectors, including offering additional credibility to local businesses in those sectors.
3.00 CONSIDERATIONS
3.01 In order to become a Cittaslow Supporter, Flintshire County Council are required to complete an application for submission to Cittaslow UK, along with a small fee, which is detailed in section 5.01 of this report. The
Date: 19/08/2008 174 Flintshire County Council
application has no specific criteria to be met and no standard template to adhere to. No one application for Cittaslow Supporter is the same and the level of detail submitted within an application varies depending upon how much involvement the Council wish to have.
3.02 The advice from Cittaslow UK is that Cittaslow Supporter status need not be too onerous for the Council. It is suggested that the following activities are put forward as examples of our existing and future commitment to Cittaslow:
• Ongoing support for the Mold Food Festival and Mold as a Food Town
• Support for the Rural Development Plan for Wales 2007 - 2013 Programme which will develop projects that will complement the Cittaslow Goals (See Executive report dated 30 January 2008)
• Council action to reduce energy use and tackle fuel poverty
• Environmental improvements in town centres
• Support for the Town Centre Manager network
• Production of the Tourism Strategy 2008 - 2013 which will complement the Cittaslow Goals
• Promote Cittaslow in general • Promotion of Mold to Broughton Greenway Cycleway
4.00 RECOMMENDATIONS
4.01 Members recommend that Flintshire County Council becomes a Cittaslow Supporter.
5.00 FINANCIAL IMPLICATIONS
5.01 To become a Cittaslow Supporter an annual subscription of £2500 is required. This will be found from within Regeneration core budget.
6.00 ANTI POVERTY IMPACT
6.01 None identified
7.00 ENVIRONMENTAL IMPACT
7.01 The Cittaslow approach involves living a slower pace of life, respecting tradition and quality and seeks to use the best aspects of the modern world to enhance, preserve and enjoy the old ways of doing things, but not to the exclusion of progress and not for the sake of avoiding change. Cittaslow respects and supports the environment and its sustainability, and local traditions are preserved for current and future generations to enjoy.
Date: 19/08/2008 175 Flintshire County Council
8.00 EQUALITIES IMPACT
8.01 None identified
9.00 PERSONNEL IMPLICATIONS
9.01 None
10.00 CONSULTATION REQUIRED
10.01 Cittaslow involves an ongoing community-led process working with a wide range of community organisations and other relevant sectors
11.00 CONSULTATION UNDERTAKEN
11.01 Mold Town Council and the Cittaslow Group have been working with the volunatary and community sector, local businesses, residents and other relevant sectors.
12.00 APPENDICES
12.01 Cittaslow Charter (A) Cittaslow Goals (B).
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Alison J Dean Telephone: 01352 702012 E-Mail: [email protected]
Date: 19/08/2008 176 Statutes: Cittaslow Charter Cittaslow’s founding charter was signed in Orvieto during the 1999 Food Festival. Carlo Petrini, founder of Slow Food, joined the mayors of Bra, Greve in Chianti, Positano and Orvieto in setting out the key attributes of a Cittaslow
A Cittaslow town is a town in which: activities in and around the town that keep consumers a policy is in place to help maintain and develop the in direct contact with makers and producers; distinctiveness and characteristics of the surrounding area and the fabric of life in the town; regeneration high standards of hospitality are promoted, making sure and re-use are priorities, rather than modernisation that visitors and local people are encouraged to make and redevelopment for the sake of change; the most of all that the town and its hinterland has to offer. People are encouraged to appreciate and enjoy a policy on the built environment encourages quality of daily life in a community in which tradition enhancement of the area rather than development and quality are firmly rooted; that is insensitive to history, tradi- tion and the needs of people; We are looking for towns brought to life by people technologies and approaches that are aimed at improving the fabric of life who make time to enjoy a quality of life. and the facilities of the town are used in ways that embrace and Towns blessed with quality public spaces, theatres, enhance quality and tradition; shops, cafes, inns, historic buildings, and unspoiled the production and enjoyment of landscapes. foodstuffs that are the result of using traditional, environmentally- friendly methods that do not involve Towns where traditional craft skills are in daily use, genetic modification is promoted. and where the slow, beneficial succession of the In sympathy with Slow Food’s aims, seasons is reflected in the availability of local traditional local products that might be under threat are, as necessary, produce, in season. Where healthy eating, healthy supported and promoted to ensure living and enjoying life are central to the community. their continued existence for the Cittaslow Manifesto enjoyment of future generations; products, not just food and drink, which have roots in everyone who works in the town, lives in the town, or local culture and tradition, and which help differenti- who visits the town, and in particular young people, is ate and make unique the local area, are celebrated encouraged to develop an awareness and understand and safeguarded so that traditional way of making of quality of life and excellence in food, drink and things are sustained. Consumers are encouraged to conviviality and the value of the town’s local traditions, support and to buy from local artisan producers, products, and production methods. whose goods are promoted though markets, fairs and A Cittaslow town celebrates tradition and quality
Cittaslow UK: Statutes 177 |1 Cittaslow Goals
A: ENVIRONMENT A1 Apparatus to test air quality and report conditions A2 Rules for the quality of water supplies and pollution free water in rivers and waterways A3 Plans for the implementation of new composting technology and the promotion of composting in people’s homes A4 Ability to measure light pollution and a plan of action to prevent it A5 Incentives to encourage the use of alternative sources of energy A6 Mechanisms to measure electromagnetic emissions and a plan of action for their reduction A7 Apparatus to measure noise pollution and plans to reduce it A8 Plans for the elimination of aesthetically displeasing advertisements A9 Application of an environmental management system A10 Participation in ‘Local Agenda 21’ projects
B: INFRASTRUCTURE B1 Existence of well kept green spaces B2 Developing and implementing an integrated traffic management and access strategy paying attention to the needs of pedestrians and the historic character of the town B3 Disability-friendly access to public places and offices B4 Infrastructure which facilitates alternative mobility B5 Free and easily accessible public conveniences B6 Places for people to sit down and rest, not just in town centres B7 Uniform opening hours for the different departments of council offices B8 Provision of Public Relations office B9 Slow City Call Centre for people to contact B10 Plan for all business hours to coincide with townspeople’s needs
C: QUALITY OF URBAN FABRIC C1 Plans to promote the maintenance, conservation and enhancement of historic areas, buildings and artefacts of cultural and local significance and their sympathetic re-use. C2 Plans to abolish faulty theft alarms, combined with measures for the protection of private property and the safety of the community C3 Encouragement of use of reusable crockery and cutlery in public establishments C4 Use of sympathetically designed litter bins and effective litter and waste management C5 Plans to plant sweet smelling or environment-enhancing plants in public and private gardens C6 Encouragement of the use of interactive websites where the public can communicate with the administrators of the town. C7 Plans to promote eco-friendly architecture C8 Plans to promote appreciation of historic centres and to make them user-friendly through the production of a Town Plan, Conservation Area Appraisal, Town design Statement or similar
D: ENCOURAGEMENT OF LOCAL PRODUCE AND PRODUCTS D1 Up to date Cittaslow register of locally produced goods and producers within the natural hinterland of the town D2 Events and training to help people appreciate and preserve local cultural and artistic traditions D3 Plans to encourage and provide space for farmers and organic markets D4 Plans to increase awareness of good food and nutrition D5 Educational programmes about organic food production D6 Implementation of measures for the preservation of unique local foodstuffs D7 Plans to encourage organic farming and quality certification for products D8 Creation of awareness of traditional foodstuffs D9 Plans for the protection of goods and produce representing local tradition
E: HOSPITALITY & COMMUNITY E1 The commitment to develop a Slow Food Convivium E2 Multilingual signposting, directions and instructions E3 Training for those providing services to tourists, adoption of initiatives such as ‘Welcome Host’ E4 Existence of well-marked tourist routes with information and descriptions. E5 Printed ‘Cittaslow’ guides E6 Promote a wide cross section of social events, sports clubs and volunteering opportunities for the whole community E7 Managed carparks in areas with access to town centres E8 Promote special events to encourage development and support facilities to make it easy for people to come and enjoy them E9 Promotion of any initiatives of a Cittaslow nature
F: CITTASLOW AWARENESS CREATION F1 Directory of organisations contributing to the aims and objectives of Cittaslow F2 Cittaslow logo on council/partnership documents (letterhead etc) F3 Promotion of the movement’s aims and practices F4 Website showing how Cittaslow themes are applied F5 To promote family life and healthy living for all age groups F6 Provision in budget for the application of these requirements and measures to improve scores F7 Press cuttings referring to Cittaslow to be shown on Council noticeboards and establishment of lines of communication to local and national press and media F8 Initiatives to involve opinion leaders and local firms in helping to achieve compliance with Cittaslow requirements F9 Encouragement of schools, hospitals, councils, community centres and tourism operators to use local produce
178 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 15
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: ACTING DIRECTOR OF ENVIRONMENT & REGENERATION
SUBJECT : COMPANION ANIMAL WELFARE ENHANCEMENT SCHEME
1.00 PURPOSE OF REPORT
1.01 To inform of the grant given by the Welsh Assembly Government to help facilitate the Authority in dealing with animal welfare issues and to seek approval to appoint a temporary Senior Trading Standards officer within the Trading Standards service to implement the proposed scheme.
2.00 BACKGROUND
2.01 The Animal Welfare Act 2006 consolidated and updated legislation to promote the welfare of ‘domesticated’/non-wild vertebrate animals. It creates new responsibilities for persons responsible for animals and provides new powers for local authorities and for the Welsh Assembly government.
2.02 Local authorities, as the main enforcement bodies appointed under the Animal Welfare Act 2006, have a key role to play in promoting, educating and regulating the welfare of ‘companion animals’ (in addition to their traditional role regulating agricultural/licensed animals).
2.03 In order to achieve this, the Welsh Assembly Government is providing new funding of £950,000 per annum (2008-11). In 2008/9 £33,475 is being provided to Flintshire to provide a baseline service and up to a further £15,000 can be bid for special projects.
2.04. Flintshire County Council already operate services responsible for regulating agricultural animal health and welfare and the licensing of various animal keeping establishments/activities (e.g. Dog Breeders, Riding Establishments, Dangerous Wild Animals) but have not, traditionally, been involved in regulating animal welfare outside these categories. The new funding is to compliment the existing animal welfare service provision in each local authority.
2.05. The requirements for a local authority operating the baseline service are:
i. To conduct a baseline assessment in its area of the number of non- agricultural and non-domestic premises (e.g. livery yards, animal sanctuaries) and connected keepers affected by the Act and
Date: 19/08/2008 179 Flintshire County Council
compliance levels at these premises, in accordance with specific Welsh Assembly Government guidance.
ii. To facilitate the establishment of a local/regional animal welfare forum with key animal welfare partner organisations which meets at least twice annually. It is envisaged that there will be a maximum of 10 such fora across Wales and to achieve this, local authorities are encouraged to work together, where appropriate, to establish a ‘regional’ forum;
iii. To adopt a Memorandum of Understanding with the Wales Animal Welfare Network;
iv. To agree and deliver an annual joint education/awareness plan with key animal welfare organisations who are members of the local/regional forum which contains clear objectives and measures; and
v. Enforcement of breaches of AWA in accordance with a Memorandum of Understanding with the RSPCA and other relevant enforcement agencies, with the Principles of Better Regulation and with the Authority’s own Enforcement Policy
3.00 CONSIDERATIONS
3.01 The objectives of the Companion Animal Welfare Enhancement Scheme compliment the work already performed within the Public Protection Division in relation to other Animal Welfare service performed. This includes work undertaken in relation to agricultural health and welfare by the Trading Standards section and also the licensing function of Pet Shops, Dog Breeders, Boarding Establishments, Horse Riding establishments, zoos and dangerous wild animals undertaken by the Health, Safety and Licensing Section.
3.02 To enable the baseline service to be provided and to ensure that any further special project grants are effectively maximised it will be necessary to appoint a Senior Trading Standards Officer (Special Projects) within the Trading Standards service of the Public Protection Division. As the grant is currently time limited this post will be a temporary appointment.
3.03 It will be necessary, in respect of the staff appointed, for an exit strategy to be in place when the funding comes to an end. It is anticipated that this post will initially be filled by secondment and that the temporary vacancy then created will be filled by short term contracts. All costs associated with the winding up, including any costs due to staff having gained employment rights, will be minimised and met from within the externally provided monies, therefore, at no additional cost to the Council. If the external funding does not
Date: 19/08/2008 180 Flintshire County Council
allow such costs to be met from it, then they will be met from within the base budget of the service concerned.
4.00 RECOMMENDATIONS
4.01 That the award of the grant to the Authority by the Welsh Assembly Government is noted.
4.02 That the baseline service as required by the grant is provided within the Trading Standards service of the Public Protection Division
4.03 That a temporary Senior Trading Standards Officer (Special Projects), financed by the grant, is appointed to undertake the work involved.
5.00 FINANCIAL IMPLICATIONS
5.01 The grant awarded to Flintshire Council in year 1 of the 3 year programme is £33,475. This will enable an appointment to be made on a part time basis. A further sum of up to £15K (for each Authority) can be bid for further special projects to be agreed by WAG.
5.02 The employment of such staff is at no additional cost to the Council. Paragraph 3.03 indicates that an exit strategy will be in place. As a separate external funding stream for a specific purpose it is outside of the Council’s overall budget considerations.
6.00 ANTI POVERTY IMPACT
6.01 Objectives of the Companion Animal Welfare Scheme includes the improvement of the welfare of animals especially those involved in commercial transactions and therefore the improved standards of these transactions will benefit the local economy and enhance consumer satisfaction.
7.00 ENVIRONMENTAL IMPACT
7.01 Objectives of the Companion Animal Welfare Scheme includes the provisions of educating companion animal owners which will contribute to the lowering of noise and pollution incidents.
8.00 EQUALITIES IMPACT
8.01 None
9.00 PERSONNEL IMPLICATIONS
9.01 The appointment of a Senior Trading Standards Officer (Special Projects) on a temporary basis to be financed by the grant from the Welsh Assembly Government
Date: 19/08/2008 181 Flintshire County Council
10.00 CONSULTATION REQUIRED
10.01 A requirement of the Companion Animal Welfare Scheme will involve consultations with all animal welfare bodies and other partner organisations who promote Animal Welfare
11.00 CONSULTATION UNDERTAKEN
11.01 Meetings have been held with neighbouring authorities across North Wales to maximise the potential of partnership working especially in relation to adopting uniform Memorandum of Understandings with key partners.
12.00 APPENDICES
12.01 none
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Letter from WAG dated 25th March settng out detaisl of scheme
Contact Officer: Ron Hughes Telephone: 01352 703188 E-Mail: [email protected]
Date: 19/08/2008 182 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 16
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: INTERIM ASSISTANT DIRECTOR OF HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT
SUBJECT : ATTENDANCE MANAGEMENT – SICKNESS ABSENCE
1.00 PURPOSE OF REPORT
1.01 To provide the Executive with details of the levels of sickness absence for the fourth quarter 2007/08 and the whole year 2007/08.
2.00 BACKGROUND
2.01 Human Resources produce quarterly sickness absence reports. These reports give details of absence levels for each Directorate together with some additional breakdown so that school based employees are separated out from the remaining Education, Children’s Services and Recreation employees.
2.02 Details of sickness absence covering the fourth quarter of 2007/2008 are attached at Appendix 1.
2.03 Details of sickness absence covering the fourth quarter of 2006/2007 are attached at Appendix 2.
2.04 Details of the trends in sickness covering all four quarters of 2006/2007 and 2007/08 are attached at Appendix 3.
2.05 Details of sickness absence covering the whole year 2007/2008 are attached at Appendix 4.
2.06 Details of sickness absence covering the whole year 2006/2007 are attached at Appendix 5.
2.07 In addition to the ongoing monthly sickness reports on sickness triggers and long-term sickness (over twenty days) each Directorate is receiving quarterly sickness reports. These reports detail the sickness information submitted to Executive.
3.00 CONSIDERATIONS
Quarter Four Figures
Date: 19/08/2008 183 Flintshire County Council
3.01 The total number of days lost due to sickness absence in quarter four compared to the same quarter last year, has shown a slight increase of 278 days.
3.02 The average number of sick days per FTE (Full Time Equivalent) has remained fairly consistent with a with a slight increase of only 0.08 to 3.22 days compared to the same quarter last year.
3.03 The total number of days lost to both self-certified sickness and medically- certified sickness have a decreased in quarter four compared to the same quarter last year.
3.04 Three Directorates have seen a decrease in the average number of sickdays per FTE for quater four compared to the same period last year. Four other Directorates have seen an increase. With only Corporate Strategy remaining virtually the same.
Whole Year Figures
3.05 Four Directorates have seen significant decreases in the average number of sickdays per FTE for the whole year 2007/08 compared to 2006/07. These being Adult Social Care, the Chief Executive's Directorate, Corporate Strategy and Environment and Regeneration. With reductions of 2.1 days, 3.47 days, 0.9 days and 0.5 days respectively. Moreover, other Directorates have seen and increase in the average number of sickdays lost. These being Finance, Legal and Democratic Services, Education, Children's Services non-school based and Community and Housing. With increases of 3.09 days, 1.68 days and 0.58 days respectively.
3.06 The HR Team is working closely with Managers in all Directorates in developing and implementing Absence Management Plans as part of the Directorate People Plan. In implementing these Plans, Managers are encouraged to take a more proactive approach in managing attendance. The Absence Management Plans focus on:
• training and development for Managers • the use of management information and trigger point reports • ensuring that Return to Work Interviews occur after every absence • taking more formal action to manage continuing poor attendance as appropriate • encouraging the effective use of stress risk assessments • accessing the services of Occupational Health and acting promptly on the advice given
3.07 As we are still in the early implementation phase of all these measures, a positive impact in terms of a downturn in sickness absence in all Directorates has not yet occurred, however, Managers will be instructed to address managing attendance as a priority issue with a view to improving attendance levels in all areas of the Council.
Date: 19/08/2008 184 Flintshire County Council
3.08 The Sickness Absence Policy will be reviewed over the next six months.
3.09 The accuracy and timeliness of absence management information will be greatly improved by the introduction of the new HRMIS/Payroll system.
4.00 RECOMMENDATIONS
4.01 That the Executive notes the following reports and information on sickness absence:-
The Authority breakdown for Quarter four and the Whole year of 2007/08 The Authority breakdown for Quarter four and the Whole year of 2006/07 The trends in sickness covering the all four quarters of 2006/2007 and all four quarters of 2007/2008.
5.00 FINANCIAL IMPLICATIONS
5.01 None directly arising from this report
6.00 ANTI POVERTY IMPACT
6.01 None directly arising from this report
7.00 ENVIRONMENTAL IMPACT
7.01 None directly arising from this report
8.00 EQUALITIES IMPACT
8.01 None directly arising from this report
9.00 PERSONNEL IMPLICATIONS
9.01 None directly arising from this report
10.00 CONSULTATION REQUIRED
10.01 None
11.00 CONSULTATION UNDERTAKEN
11.01 None
12.00 APPENDICES
12.01 Details of sickness absence covering the fourth quarter of 2007/2008 are attached at Appendix 1.
Date: 19/08/2008 185 Flintshire County Council
12.02 Details of sickness absence covering the fourth quarter of 2006/2007 are attached at Appendix 2.
12.03 Details of the trends in sickness covering all four quarters of 2006/2007 and 2007/08 are attached at Appendix 3.
12.04 Details of sickness absence covering the whole year 2007/2008 are attached at Appendix 4.
12.05 Details of sickness absence covering the whole year 2006/2007 are attached at Appendix 5.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Lorraine Snead Telephone: 01352 702714 E-Mail: [email protected]
Date: 19/08/2008 186 Appendix 1 Flintshire County Council Corporate Sickness Report Quarter 4 2007/2008 (1 January 2008 to 31 March 2008)
Self -Certified Medically- Long Term Sickness Less Certified Sickness Number of Total FTE Available Average Sick Than 7 F.T.E. Sickness Up to Greater than 20 Actual % F.T.E's. Lost Directorate FTE Sick Days Days Days per FTE Days 20 F.T.E. Days F.T.E. Days Sickness to Sickness Adult Social Care 702 3,097 40,037 4.41 657 1,139 1,301 7.74% 54 Chief Executive 11 2 614 0.19 20 00.33% 0 Community and Housing 498 2,350 28,376 4.72 530 847 973 8.28% 41 Corporate Strategy 283 621 16,158 2.19 157 259 206 3.85% 11 ECS&R (Non School Based) 745 2,855 42,447 3.83 573 845 1,438 6.73% 50 ECS&R (School Based) 2219 5,484 108,161 2.47 1,596 1,937 1,951 5.07% 96 Environment and Regeneration 504 1,552 28,712 3.08 466 634 452 5.41% 27 FL&DS 209 699 11,918 3.34 155 204 339 5.86% 12 Grand Total 5,171 16,661 294,727 3.22 4,135 5,865 6,661 5.65% 292 5216.79 16661 PI 3.21 7.72% 8.23% Q1, Q2, Q3 and Q4 Sickness Absence Rates by Directorate 2007/2008 0.65% 0.65% 10.00% 6.41% 8.69% 8.80% 8.69% 9.00% 8.23% 8.34% 2.89% 3.39% 7.72% 7.74% 8.00% 8.28% 5.13% 5.77% 6.68% 6.73% 6.57% 3.66% 2.46% 7.00% 6.28% 6.41% 6.44% 5.77% 5.86% 3.47% 4.38% 6.00% 5.46% 5.41% 5.13% 5.07% 5.08% 3.97% 5.08% 5.00% 4.38% 4.38% 3.97% 3.85% 3.66% 4.00% 3.39% 3.47% 2.89% 3.00% 2.46%
2.00% 0.65% 0.65% 1.00% 0.33% 0.00% Adult Social Chief Executive Community and Corporate ECS&R (Non ECS&R (School Environment FL&DS Care Housing Strategy School Based) Based) and Regeneration
Qtr 1 Qtr 2 Qtr 3 Qtr 4
Data as at 14/04/2008 187 Appendix 2
Flintshire County Council Corporate Sickness Report Quarter 4 2006/2007 (1 January 2007 to 31 March 2007)
Self -Certified Medically- Long Term Sickness Less Certified Sickness Greater Number of Total FTE Available Average Sick Than 7 F.T.E. Sickness Up to than 20 F.T.E. Actual % F.T.E's. Lost Directorate FTE Sick Days Days Days per FTE Days 20 F.T.E. Days Days Sickness to Sickness Adult Social Care 678 3,449 38,628 5.09 615 1,522 1,313 8.93% 61 Chief Executive 11 11 614 1.02 11 0 0 1.79% 0 Community & Housing 521 2,318 29,696 4.45 569 959 790 7.81% 41 Corporate Strategy 291 631 16,561 2.17 196 373 63 3.81% 11 ECS&R (Non School Based) 494 1,263 28,161 2.56 528 424 310 4.48% 22 ECS&R (School Based) 765 2,477 37,298 3.24 775 848 855 6.64% 43 Environment & Regeneration 2255 5,645 128,517 2.50 1,837 2,099 1,710 4.39% 99 FL&DS 203 588 11,569 2.90 233 179 176 5.08% 10 Grand Total 5,217 16,383 297,357 3.14 4,763 6,403 5,217 5.51% 287
Q1, Q2, Q3 and Q4 Sickness Absence Rates by Directorate 2006/2007 12.00%
10.00% 9.53% 8.93% 8.85% 8.38% 7.81% 8.00% 7.36%7.31% 6.64% 6.12% 6.20% 6.00% 5.36% 5.44% 5.08% 4.73% 4.78% 4.66%4.52% 4.48% 4.29%4.47% 4.39% 3.81% 3.79% 3.95% 4.00% 3.23% 3.11% 3.00% 2.51% 2.57% 1.85% 1.79% 2.00% 1.58%
0.00% Adult Social Care Chief Executive Community & Corporate Strategy ECS&R (Non ECS&R (School Environment & FL&DS Housing School Based) Based) Regeneration
Qtr 1 Qtr 2 Qtr 3 Qtr 4
Data as at 7/01/2008 188 Flintshire County Council Appendix 3 Corporate Sickness Report 2006/2007 vs 2007/2008 Trend Analysis
Self -Certified Medically- Sickness Less Certified Sickness Long Term Sickness Number of Total F.T.E. Available Average Sick Than 7 F.T.E. Up to 20 F.T.E. Greater than 20 Actual % F.T.E's. Lost to 2006/2007 F.T.E. Sick Days Days Days per F.T.E. Days Days F.T.E. Days Sickness Sickness Q1 5,091 13,053 290,206 2.56 3,471 5,030 4,552 4.50% 229 Q2 5,137 12,462 292,819 2.43 2,609 4,648 5,205 4.26% 219 Q3 5,111 16,238 291,331 3.18 4,106 6,164 5,968 5.57% 285 Q4 5,217 16,383 297,357 3.14 4,763 6,403 5,217 5.51% 287 Full Year 5,605 58,746 1,278,013 10.48 14,702 16,813 27,231 4.60% 258
2007/2008 Q1 5,201 13,008 296,431 2.50 2,661 5,178 5,168 4.39% 228 Q2 5,200 13,314 296,389 2.56 2,314 4,707 6,293 4.49% 234 Q3 5,271 18,296 300,473 3.47 3,824 7,865 6,607 6.09% 321 Q4 5,171 16,661 294,727 3.22 4,135 5,865 6,661 5.65% 292 Full Year 5,637 59,907 1,285,238 10.63 13,224 16,343 30,340 4.66% 263
KPI 2009 8.00
2006/2007 2007/2008 Q1 2.56 2.5 2006/2007 vs 2007/2008 Q2 2.43 Average No. of Sick Days per FTE Q3 3.18 4.00 3.47 Q4 3.14 3.50 3.18 3.14 3.22 3.00 2.56 2.56 2.50 2.43 2.50 2006/2007 2007/20082.00 Q1 4.50%1.50 4.39% Q2 4.26% 1.00 Q3 5.57% 0.50 Q4 5.51% 0.00 Q1 Q2 Q3 Q4
2006/2007 2007/2008
2006/2007 vs 2007/2008 Sickness Absence Rate
7.00% 4.49% 6.09% 6.00% 4.39% 5.51% 5.00% 4.00% 5.57% 3.00% 4.50% 4.26% 2.00% 1.00% 0.00% Q1 Q2 Q3 Q4
2006/2007 2007/2008 189 Appendix 4 Flintshire County Council Corporate Sickness Report Whole Year - 1 April 2007 to 31 March 2008
Self -Certified Medically- Long Term Sickness Less Certified Sickness Greater Whole Year Number of Total FTE Available Average Sick Than 7 F.T.E. Sickness Up to than 20 F.T.E. Actual % F.T.E's. Lost Directorate FTE Sick Days Days Days per FTE Days 20 F.T.E. Days Days Sickness to Sickness Adult Social Care 763 12173.2 174,042 15.95 2128.7 3,783 6262 6.99% 53.39 Chief Executive 12 15.5 2,686 1.32 9.5 6 0 0.58% 0.07 Community & Housing 521 8995.2 118,783 17.27 1736.2 2,424 4835.3 7.57% 39.45 Corporate Strategy 319 2333.6 72,794 7.31 532.2 468 1333.9 3.21% 10.24 ECS&R 847 10240.7 193,178 12.09 1882.8 2,231 6126.7 5.30% 44.92 ECS&R - School Based 2421 18202 551,997 7.52 4728.1 5,337 8136.9 3.30% 79.83 Environment & Regeneration 535 5380.4 104,304 10.06 1609 1,560 2211 5.16% 27.59 FLaDs 218 2566.3 49,804 11.75 597.5 535 1433.70 5.15% 11.26 Grand Total 5637 59,907 1,285,238 10.63 13,224 16,343 30,340 4.66% 262.75 5605.32 5621 59,907 PI 10.66
2007/2008 Average Sick Days per FTE by Directorate 20.00
18.00 17.27 15.95 16.00
14.00 12.09 11.75 12.00 10.06 10.00
8.00 7.31 7.52
6.00
4.00
2.00 1.32
0.00 Adult Social Care Chief Executive Community & Corporate Strategy ECS&R ECS&R - School Environment & FLaDs Housing Based Regeneration
Data as at 14/04/2008 190 Appendix 5 Flintshire County Council Corporate Sickness Report Whole Year - 1 April 2006 to 31 March 2007
Self -Certified Medically- Long Term Sickness Less Certified Sickness Greater Whole Year Number of Total FTE Available Average Sick Than 7 F.T.E. Sickness Up to than 20 F.T.E. Actual % F.T.E's. Lost Directorate FTE Sick Days Days Days per FTE Days 20 F.T.E. Days Days Sickness to Sickness Adult Social Care 685 12359.2 156,116 18.05 2137.2 3,473 6748.6 7.92% 54.21 Chief Executive 12 56.4 2,686 4.79 44.4 12 0 2.10% 0.25 Community & Housing 549 9156.9 125,113 16.69 2049.4 2773.9 4333.6 7.32% 40.16 Corporate Strategy 242 1983.3 55,103 8.21 563.4 719.9 700 3.60% 8.70 ECS&R 969 10087.2 221,003 10.41 2311.8 2,827 4948.5 4.56% 44.24 ECS&R - School Based 2380 17393.1 464,043 7.31 5014.5 4,829 7549.3 3.75% 89.20 Environment & Regeneration 551 5820.2 125,669 10.56 1858.4 1497.8 2464 4.63% 25.53 FLaDs 218 1889.6 49,750 8.66 723.1 680 486.80 3.80% 8.29 Grand Total 5605 58,746 1,278,013 10.48 14,702 16,813 27,231 4.60% 257.66 5630 5618 58,746 PI 10.46
2006/2007 Average Sick Days per FTE by Directorate 20.00 18.05 18.00 16.69 16.00
14.00
12.00 10.41 10.56 10.00 8.66 8.21 8.00 7.31
6.00 4.79 4.00
2.00
0.00 Adult Social Care Chief Executive Community & Corporate Strategy ECS&R ECS&R - School Environment & FLaDs Housing Based Regeneration
Data as at 12/06/2007
191 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 17
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: ACTING DIRECTOR OF COMMUNITY AND HOUSING
SUBJECT : INCOME MAXIMISATION PROJECT
1.00 PURPOSE OF REPORT
1.01 To obtain the approval of members to recruit a Welfare Rights Assistant on a short-term nine month contract. The postholder will pilot an income maximisation service to vulnerable Local Authority tenants in order to maximise their income and increase their ability to maintain their rent and Council Tax payments.
2.00 BACKGROUND
2.01 For varying reasons, some Council tenants have trouble in maintaining their contractual rent payments. For example, arrears range from £979 to £3,543 with at least 107 tenants receiving eviction warnings - these figures are only part of the ongoing problems but do highlight the need for some intense support.
2.02 All tenants with rent arrears are subject to appropriate levels of enforcement action. Tenants with significantly high rent arrears or who persistently fail to maintain agreed repayment schedules can face the ultimate sanction of eviction.
3.00 CONSIDERATIONS
3.01 The income maximisation pilot will promote the early intervention of appropriate Welfare Rights advice and support in order to reduce the likelihood of a tenant's rent (and Council Tax) arrears building up to significantly high levels.
3.02 The income maximisation pilot will enable vulnerable Council tenants to access their correct Welfare Benefit and Tax Credit entitlements and in doing so will reduce the burden (financial and social) that is placed upon the Council when it has no alternative other than evicting a tenant because of their failure to maintain their contractual rent payments.
3.03 The income maximisation pilot will enable more robust enforcement action to be instigated. For example, if a tenant who has been assisted to claim additional income fails to pay their contractual rent payments, it will be easier
Date: 19/08/2008 192 Flintshire County Council
for the Council to establish that their contractual rent has not been paid due to their culpable neglect, as opposed to their financial inability to pay. This will strengthen the Council's legal argument for an appropriate Enforcement Order.
4.00 RECOMMENDATIONS
4.01 That members authorise the recruitment of the Welfare Rights Assistant on a nine month fixed term contract.
5.00 FINANCIAL IMPLICATIONS
5.01 The total budget for the income maximisation pilot is £26,000, is being funded from the residue of a Legal Services Commission grant that was awarded to Flintshire County Council in order to increase the provision of Social Welfare Advice Services within Flintshire. The proposed Welfare Rights Assistant being graded at Scale 6 on a fixed term contract for 9 months.
5.02 If the evaluation of the pilot demonstrates it has been successful in reducing the burden (financial and social) placed upon the Council by enabling tenants to remain in their properties. Consideration will need to be given to preparing a future report with an assessment being made on the basis of a 'spend to save' scheme within the homeless service area.
6.00 ANTI POVERTY IMPACT
6.01 The income maximisation pilot will enable vulnerable tenants to maximise their Welfare Benefit and Tax Credits income and minimise their risk of eviction and of social exclusion.
7.00 ENVIRONMENTAL IMPACT
7.01 N/A.
8.00 EQUALITIES IMPACT
8.01 The income maximisation pilot will increase access to Welfare Rights advice and support amongst vulnerable members of the community who would not normally have been able to access such services.
9.00 PERSONNEL IMPLICATIONS
9.01 The income maximisation pilot will compliment, support and enhance the services provided by the Housing Estate Management Team and the Housing Options Team.
9.02 The position is to be graded at Scale 6 on a fixed term contract, initially for 9 months.
Date: 19/08/2008 193 Flintshire County Council
10.00 CONSULTATION REQUIRED
10.01 N/A.
11.00 CONSULTATION UNDERTAKEN
11.01 N/A.
12.00 APPENDICES
12.01 Structure.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Patricia Evans Telephone: 01352 702491 E-Mail: [email protected]
Date: 19/08/2008 194 DIRECTORATE OF COMMUNITY AND HOUSING SERVICES COMMUNITY SERVICES WELFARE RIGHTS UNIT STRUCTURE - 2008/2009
Community Services Manager County Offices, Flint 01352 - 702491
Welfare Rights Officer Welfare Rights Officer County Offices, Flint County Offices, Flint 01352 - 702492 01352 - 702493
Welfare Rights Assistant Welfare Rights Assistant County Offices, Flint County Offices, Flint 01352 - 703560 01352 703562
Casework Support Officer County Offices, Flint 01352 703563
C:\cadmin\ABRR-7D4EN2-JSND-7HNK6S.DOC 195 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 18
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: ACTING DIRECTOR OF COMMUNITY AND HOUSING
SUBJECT : DEVELOPMENT OF CARBON REDUCTION STRATEGY
1.00 PURPOSE OF REPORT
1.01 To gain endorsement from the Executive that Flintshire make a commitment in a partnering arrangement with Carbon Trust (Wales), to reduce its Carbon Footprint by 60% over the next twelve years.
2.00 BACKGROUND
2.01 The E.U., W.A.G. and Central Government have set carbon reduction targets which are being rolled out via a number of legislative changes such as revised building regulations and Energy Performance of Buildings Directive. The Local Government Act 2000 (Section 2); gives councils the power to promote the social, economic and environmental wellbeing of the area .
2.02 Local Government is expected to lead by example; an important element of our community leadership role with our partners. Climate change flood risk has been identified as a significant "Community Leadership " issue within our strategic assessment of risks and challenges. Failure to act on information in respect of the potential consequences of climate change puts our community at risk, and leaves us open to the charge of poor governance.
2.03 Energy prices have risen significantly over the last year, and all indications are that they will continue to rise year on year, with particular concern being expressed in the energy markets for energy prices post 2012. This year (2008/09) will see an increase of approx £1.3M in F.C.C. costs due to the rise in energy prices alone.
2.04 The Carbon Trust was set up by Government in 2001 as an independent company. Their mission is to accelerate the move to a low carbon economy by working with organisations to reduce carbon emissions and develop commercial low carbon technologies.
2.05 The Carbon Trust reached agreement with Cardiff City Council to adopt a 60% carbon reduction target, and have now offered help and some financial
Date: 19/08/2008 196 Flintshire County Council
assistance to both Flintshire and Denbighshire Councils in the first phase of a roll out of this initiative.
2.06 Denbighshire County Council have approved the same Carbon Reduction target at a meeting of their Cabinet on the 15th January 2008.
2.07 Flintshire County Council buildings emit approx 60 to 70% of the Council's total carbon dioxide emissions estimated at circa 20,000 tonnes. This equates to an anticipated annual energy spend for 2008/09 of £5M +.
2.08 The base year to be used to determine future carbon savings is 2005/06, with the exact baseline figure being calculated with assistance from the Carbon Trust and their consultants.
3.00 CONSIDERATIONS
3.01 The purpose of the Carbon Trust offer is to work with ourselves and to assist in developing a Carbon Reduction Strategy that will achieve the agreed target . The strategy will prepare us for the introduction of the Carbon Reduction Commitment Legislation in 2010.
3.02 The Business Case (1) Energy cost reductions will ensue from more efficient buildings, reducing the identified corporate risk of rising energy costs.
(2) Carbon emissions will fall significantly as we demonstrate community leadership and positive reputational management in relation to carbon reduction.
(3) Our profile will be raised and we will be among the top performing Councils being seen to lead by example, demonstrating energy efficient design and the use of renewables to the community at large . Development of Local Partnerships with other Public, Private and voluntary sector bodies will further benefit local businesses and help support the bridging of current skills gaps in relation to Low Carbon technologies and the use of Renewable Energy Systems.
(4) Effective asset management will facilitate the identification and sharing/multi use of buildings that are sustainable and that are designed to benefit the local community in the long term; placing the County in a cost effective and sustainable position to improve services.
(5) The business community can be influenced by the council demonstrating good practice, expertise and knowledge, showing that a strong economic base can be maintained despite rising energy prices, thereby preventing potential job losses and resulting economic and social problems.
4.00 RECOMMENDATIONS
Date: 19/08/2008 197 Flintshire County Council
4.01 That Executive support the joint working approach with the Carbon Trust to develop a carbon reduction strategy which will aim to achieve a 60% reduction in Carbon emissions over a twelve year period.
4.02 That Executive approve the convening of a meeting between Senior Officers / stakeholders and the Carbon Trust to identify areas for inclusion within a Carbon Reduction Strategy.
5.00 FINANCIAL IMPLICATIONS
5.01 With solid foundations for energy saving and carbon reduction already in place it is considered unlikely for there to be any additional costs in the foreseeable future, and is subject only to the continuation of the Invest to Save programme, and the enhanced capital maintenance programme.
5.02 An Invest to Save programme has already been established and the capital bid for the next four years has been approved, as has the Capital maintenance bid.
5.03 Reduced consumption and hence energy costs along with enhanced asset value will result from this investment.
5.04 The financial savings accrued from greater energy efficiency will continue to be re invested in further projects, throughout the period covered by any Carbon Reduction Strategy . This is in line with the recycling of savings detailed in our Revised Energy Policy approved by executive on the 19th Feb 2008.
6.00 ANTI POVERTY IMPACT
6.01 Whilst the main thrust of this Strategy will be to reduce the Councils Carbon Footprint and make us more energy efficient, we in leading by example also aim to influence the public and local partners to install or build increasingly sustainable homes that will reduce the incidence of fuel poverty.
7.00 ENVIRONMENTAL IMPACT
7.01 Of significant benefit as the mechanisms already in place (through our Invest to Save programme ) will enable the Authority to reduce its Carbon emissions through greater energy efficiency and low carbon technologies.
8.00 EQUALITIES IMPACT
8.01 None as a direct result of this report
9.00 PERSONNEL IMPLICATIONS
Date: 19/08/2008 198 Flintshire County Council
9.01 None as a direct result of this report
10.00 CONSULTATION REQUIRED
10.01 Senior Officers and Stakeholders,
11.00 CONSULTATION UNDERTAKEN
11.01 Carbon Footprint Group Policy Officer (Sustainable Development) Carbon Trust
12.00 APPENDICES
12.01 None
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
None
Contact Officer: Will Pierce Telephone: 01352 703137 E-Mail: [email protected]
Date: 19/08/2008 199 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 19
REPORT TO: EXECUTIVE
DATE : 03 JUNE 2008
REPORT BY: DIRECTOR OF COMMUNITY SERVICES AND ACTING DIRECTOR OF COMMUNITY AND HOUSING
SUBJECT : OUTCOME OF CONSULTATION ON CLOSURE OF JASMINE CRESCENT GROUP DWELLING, BUNGALOWS AND TY'R BINWYDDEN
1.00 PURPOSE OF REPORT
1.01 To provide an update on the outcome of the two month consultation exercise relating to the closure of Jasmine Crescent group dwelling, Bungalows and Ty'r Binwydden.
1.02 To seek approval for the closure of Jasmine Crescent group dwelling and Bungalows and Ty'r Binwydden on the grounds that they are uneconomic to maintain and cannot be brought up to acceptable standards.
1.03 To reassure Executive that the needs of each tenant of Jasmine Crescent Group dwelling and bungalows will be identified and suitable alternative accommodation will be found.
2.00 BACKGROUND
2.01 On the 30th January 2008 Executive received a detailed report seeking approval to proceed with a second Extra Care scheme for Flintshire to be built in Mold and consequently approval to consult on the closure of Jasmine Crescent group dwelling, bungalows and Ty'r Binwydden.
2.02 A bid for a second Extra Care Scheme for Flintshire was submitted to Welsh Assembly Government by Flintshire County Council and Wales and West Housing Association (part of the consortium authorised by WAG to develop such schemes) before the bidding round closed in October 2007. The Authority has now received confirmation that the Extra Care bid has been successful.
2.03 To be viable Extra Care facilities have to be large (they are not considered to be viable below 50 units of accommodation), we expect the Mold scheme to accommodate 60 people. There is an identified need for accommodation for older people and older people with dementia. To accommodate both these needs the site of Jasmine Court and Ty'r Binwydden sites may be required to deliver a quality Extra Care scheme.
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2.04 The site is considered suitable for a number of reasons relating to quality and cost of the accommodation which is considered to be low quality: • The cost of bringing Jasmine Group dwelling up to an acceptable standard is estimated to be in excess of £1.7 million • The cost of remedial and maintenance work to Ty'r Binwydden is expected to be in excess of £600,000 (this does not include any remodelling of the internal space to create additional office flexibility) • The cost of bringing the bungalows up to Welsh Housing Quality Standards is expected to be around £112,000.
These figures do not include any contingencies - for example, removal of asbestos. Regardless of the outcome of any bids the council must consider closing the group dwelling and Ty'r Binwydden.
3.00 CONSIDERATIONS
3.01 A co-ordinated consultation has taken place during the period 30th January 2008 to 30th March 2008. During that time we have engaged and consulted with all tenants, recorded their needs and aspirations and sought the views of the wider community and staff. The method and timing of the consultation has been tailored to meet the needs of the consultees, and to ensure individual tenants and Councillors were correctly informed of the proposal before speculation from the media. For example: • Tenants, families and carers received hand delivered letters • Housing officers were on site at Jasmine available to answer questions and offer further interviews • Councillors received invitations to a special meeting • A joint meeting of Community and Housing and Social and Health Overview and Scrutiny Committees received a presentation • Partner agencies received letters • Voluntary sector agencies received letters and invitations to meeting • The Press were invited to a special briefing • The wider community were notified through press releases.
3.02 Overall there has been a clear acceptance of the need to demolish and replace the current economically unviable and unsuitable buildings. 3.03 Due to the earlier discussions with tenants during the consultation held in October 2006 tenants were fully expecting the current consultation and none expressed surprise that Flintshire County Council should seek to demolish the buildings. In the context of specific user group information the following data has been captured and which will be used to inform future decant choices: • Average age of tenants in Jasmine and bungalows is 71 • There are a high number of vulnerable tenants
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• A number of residents are in receipt of care services from Adult Social Care • There have been a small number of requests for people who have become friends and informal carers to move together
3.04 A concern was raised at the Joint Scrutiny Committee meeting regarding the proposed 10 units of general needs accommodation and the possible disturbance to older vulnerable residents. This concern is acknowledged and possible solutions are being considered by the project group. Possible solutions may include; the removal of units from the plan, a 'Local Lettings Policy' or a 'Local Planning Agreement' both of the latter could serve to limit the allocations criteria. 3.05 If approval for closure is granted a Relocation Team could be quickly established with the addition of Relocation Support Officer time. This would ensure that each tenant did have a 'moving plan' and Flintshire County Council would be in a position to meet its statutory obligations to manage home loss payments, disturbance payments and provide further practical support and advice to individuals who due to frailty or vulnerability cannot manage their own house relocation. 3.06 All tenants in the group dwelling and bungalows will require priority within the council's allocations policy for alternative accommodation given the council's legal obligation to re-house it's tennants. This increase in demand may have an adverse effect on current waiting list applicants in that they will face longer waiting times than would otherwise be the case. This is especially difficult when dealing with those applicants who have previously been given medical priority to move into sheltered accommodation in the area. 3.07 It will always be difficult to estimate how long it will take to identify suitable accommodation for 31 residents, but 12 -18 months is considered reasonable and will meet the timescales of the Welsh Assembly Grant. 3.08 The joint Community and Housing and Social and Health Overview and Scrutiny Committee held on March 7th considered the proposed closure of Jasmine Crescent and it's replacement with an Extra Care Scheme. The joint Committee recommended that:
1. The scheme be welcomed in principle, subject to further reports as details become available 2. Consideration be give to a non-Executive Member being offered a seat on the project board.
4.00 RECOMMENDATIONS
4.01 That the Executive notes the findings of the consultation and approves the sensitive closure of Jasmine Group dwelling, bungalows and Ty'r Binwydden
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on the grounds of economic unsustainability, with a target completion time of March 2009.
4.02 That Executive note the high level of vulnerability of tenants and support the enhancement of a current employee post as a career development opportunity to fulfil the role of a temporary Relocation Officer. The enhancement of the post will be limited to the timescale of the relocation of tenants. 4.03 That Executive welcomes the second successful Extra Care bid as a positive opportunity to provide new resources for Flintshire Residents.
4.04 That the joint Scrutiny Committee in making their comments requested a non- Executive member position on the Project Board. The Executive is asked to consider this request.
5.00 FINANCIAL IMPLICATIONS
5.01 Each tenant who has lived in the property for 12 months or more will be entitled to a statutory home loss payment of £4,400, for a period less than 12 months a lesser figure is payable.
5.02 All tenant will be eligible for disturbance payments to compensate them for 'reasonable' expenses incurred in having to move from their homes. Capped at £2,000 per tenancy.
5.03 Total relocation payments for tenants of Jasmine Group dwelling and bungalows are expected to be in the region of £190,000. This excludes any costs associated with staff time in managing the process. These costs were being built into (2008/09) HRA budget as a one off growth budget pressure allocation and subsequently approved.
5.04 As a part or review of Flintshire County Council's support to the Voluntary sector the council will need to consider what type and level of assistance through a series of ongoing discussions.
6.00 ANTI POVERTY IMPACT
6.01 Improving the accommodation of some of Flintshire's most vulnerable tenants is a positive anti poverty impact statement.
6.02 The Extra Care scheme proposal will include some apartments for sale and some for rent. This will ensure that older people will enter the scheme based upon housing and care and support needs rather than their ability to pay.
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7.00 ENVIRONMENTAL IMPACT
7.01 An Extra Care scheme close to Mold town centre will enable older people to make use of existing facilities and bring additional resources to the area.
8.00 EQUALITIES IMPACT
8.01 The availability of Extra Care Housing in Flintshire will provide older people with improved opportunities and choices.
8.02 Decommissioning services that no longer meet the standard expected by Flintshire County Council and Welsh Assembly Government will ensure that vulnerable residents are not placed within unsuitable accommodation.
9.00 PERSONNEL IMPLICATIONS
9.01 The existing Warden has been successful in securing a new permanent position within the County Council independently of this scheme. Negotiations to ensure a smooth transition are ongoing.
10.00 CONSULTATION REQUIRED
10.01 Consultation will be ongoing with all tenants and the Voluntary sector until all parties are re-housed and / or relocated.
11.00 CONSULTATION UNDERTAKEN
11.01 See 3. above
12.00 APPENDICES
12.01 None
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Executive Report Developing a Model for Extra Care Sheltered Housing in Flintshire - 13th July 2004 A Housing Vision for Older People - 7th March 2005 Executive Report Extra Care Housing Development in Flintshire - 11th October 2005 Executive Report - Housing Vision for Older People - 11th October 2005 Executive Report - Proposed Second Extra Care Scheme - Mold - 30th January 2008
Contact Officer: Neal Cockerton
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Telephone: 01352 703169 E-Mail: [email protected]
Contact Officer: Susan Lewis Telephone: 01352 702500
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