County Hall The Rhadyr Usk NP15 1GA
6th March 2014
INDIVIDUAL CABINET MEMBER DECISIONS
Notice is hereby given that the following individual decisions by a Member of the Cabinet will be made on WEDNESDAY, 12TH MARCH 2014.
1. SUBJECT: SUPPORTING PEOPLE PROGRAMME GRANT – LOCAL COMMISSIONING PLAN 2014-17
Cabinet Member: Councillor G.C. Burrows Purpose: For the Individual Member to consider the proposed Supporting People Programme Grant (SPPG) Local Commissioning Plan for 2014-17
Report Author: Chris Robinson, Lead Commissioner Quality Assurance and Supporting People Contact Details: Tel: 07766160821 E-mail: chrisrobinson@monmouthshire.gov.uk
2. SUBJECT: MCC/GPA – PROPERTY & FACILITY MANAGEMENT SERVICE COLLABORATION
Cabinet Member: Councillor P. Murphy Purpose: To obtain approval for Monmouthshire County Council to establish a collaborative alliance with Gwent Police Authority for the provision of Property and Facility Management Services.
Report Author: R.M. O’Dwyer – Property Business Services Manager Contact Details: Tel: 01633 644452 E-mail: [email protected]
Yours sincerely,
Paul Matthews Chief Executive
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CABINET PORTFOLIOS 2014
County Area of Responsibility Partnership and Ward Councillor External Working P.A. Fox Organisational Development WLGA Council Portskewett (Leader) Whole Council Performance, Whole Council Strategy Development, Corporate WLGA Coordinating Services, Democracy. Board Local Service Board R.J.W. Greenland Innovation, Enterprise & Leisure WLGA Council Devauden (Deputy Leader) Innovation Agenda, Economic Development, Tourism, Social Enterprise, Leisure, Capital Region Tourism Libraries & Culture, Information Technology, Information Systems. P.A.D. Hobson Community Development Community Safety Larkfield (Deputy Leader) Community Planning/Total Place, Equalities, Area Working, Citizen Engagement, Partnership Public Relations, Sustainability, Parks & Open Spaces, Community Safety. Equalities and Diversity Group E.J. Hacket Pain Schools and Learning Joint Education Group Wyesham School Improvement, Pre-School Learning, Additional Learning Needs, Children’s (EAS) Disabilities, Families First, Youth Service, Adult Education. WJEC
G. Howard Environment, Public Services & Housing SEWTA Llanelly Hill Development Control, Building Control, Housing Service, Trading Standards, Public SEWSPG Protection, Environment & Countryside. G. Burrows Social Care & Health Gwent Frailty Board Mitchel Troy Adult Social Services including Integrated services, Learning disabilities, Mental Older Persons Strategy Health. Partnership Group Children’s Services including Safeguarding, Looked after Children, Youth Offending. Health and Wellbeing. P. Murphy Resources Prosiect Gwrydd Caerwent Accountancy, Internal Audit, Estates & Property Services, Procurement, Human Wales Purchasing Resources & Training, Health & Safety. Consortium S.B. Jones County Operations SEWTA Goytre Fawr Highways, Transport, Traffic & Network Management, Waste & Recycling, Prosiect Gwyrdd Engineering, Landscapes, Flood Risk.
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Connecting with people
Our outcomes
The Council has agreed five whole population outcomes. These are People in Monmouthshire will:
Live safely and are protected from harm Live healthy and fulfilled lives Benefit from education, training and skills development Benefit from an economy which is prosperous and supports enterprise and sustainable growth Benefit from an environment that is diverse, vibrant and sustainable
Our priorities
Schools Protection of vulnerable people Supporting enterprise, job creation and entrepreneurship
Values
* Openness: we aspire to be open and honest to develop trusting relationships.
* Fairness: we aspire to provide fair choice, opportunities and experiences and become an organisation built on mutual respect.
* Flexibility: we aspire to be flexible in our thinking and action to become an effective and efficient organisation.
* Teamwork: we aspire to work together to share our successes and failures by building on our strengths and supporting one another to achieve our goals.
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Item No. 1
SUBJECT: SUPPORTING PEOPLE PROGRAMME GRANT – LOCAL COMMISSIONING PLAN 2014-17 MEETING: Individual Member Appproval DATE: 12 March 2014 DIVISION/WARDS AFFECTED: ALL
1. PURPOSE: For the Individual Member to consider the proposed Supporting People Programme Grant (SPPG) Local Commissioning Plan for 2014-17
2. RECOMMENDATIONS: That the Individual Member approves the Plan
3. KEY ISSUES: The Commissioning Plan addresses how SPPG will be invested in the short-term, pending a comprehensive review that will be publisheed in 2015.
The proposed plan manages status quo funding for 2014/15 and indicative cuts of 1% in 2015/16. The plan is predominately Equality Impact driven. Funding actions taken in 2013/14 and proposals for 2014/15 being the result of an innovative analysis of the recently implemented outcome monitoring procedures within SP.
A considerable proportion of SPPG is allocated to legacy initiatives that pre-existed SP in 2003. Until the comprehensive review is completed, only approximately 3% of the £2.17m Grant can be allocated to new initiatives. The Impact Assessment approach ensures that proposals for the uncommitted funds are unlikely to be reversed in the review.
Page 4 of 96 The Plan addresses identified weaknesses and gaps in the service delivery and proposes taking Positive Action to address an inadvertent gender inequality of access to services.
4. REASONS: Welsh Government requires each Local Authority to produce a ‘rolling’ 3-year plan every year. This Plan informs and forms part of the Gwent Regional Collaborative’ s Commissioning Plan and is used in the allocation of funding procedures undertaken by Welsh Government.
5. RESOURCE IMPLICATIONS: SPPG is a Welsh Government ring-fenced grant that can only be invested in housing support services that meet eligibility criteria contained in the Grant’s terms and conditions.
Since the SP administration and management has been adopted into the Social Care and Health Commissioning structure, significant savings have already been realised.
The pilot partnership work with Children’s Services that the plan proposes enables elements of housing support to be SP funded where these were previously funded directly by the Directorate.
6. SUSTAINABLE DEVELOPMENT AND EQUALITY IMPLICATIONS:
The significant equality impacts identified in the assessment (Appendix 1) are summarised below for members’ consideration: It is more likely than not that SP in Gwent constitutes a post-code lottery. This issue has been highlighted to the RCC for consideration during 2014/15 The plan addresses the gender access inequality that was highlighted in the outcome monitoring analyses. Similarly, services for younger people, and care leavers, have been increased.
The actual impacts from this report’s recommendations will be reviewed every 1 year and criteria for monitoring and review will include: Impacts will be measured in terms of the 11 defined service user outcomes that the SP Outcome Monitoring processes measure.
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7. CONSULTEES: Adult Select Committee, SC&H Directorate Management Team, MCC’s SP Planning Group, Supporting People Regional Officers Group, MCC’s Provider Forum, Regional and Local service user forum
8. BACKGROUND PAPERS: None
9. AUTHOR: Chris Robinson, Lead Commissioner Quality Assurance and Supporting People
10. CONTACT DETAILS: Tel: 07766160821 E-mail: [email protected]
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Supporting People Local Commissioning Plan
2014/2017
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Contents Page Number
Section 1: Introduction 3
Section 2: Strategic Priorities 4
National Priorities 4 Local Priorities 6
Section 3: Needs, Supply, and Service Gaps 9
Needs Assessment 9 Supply of Current Services 10 Gwent Needs Mapping Exercise (GNME) Data 12 Service Gaps 14 Outcome Monitoring 14
Section 4: Consultation Evidence 15
SP Planning Surgery 15 Service User Consultation 16
Section 5: Priorities for Development 17
Local Priorities 17 Regional Priorities 18 Section 6: Service Development 19
Section 7: Equality Impact Assessment 21
Section 8: Spend Plan 2013/2014 24
Section 9: Supporting People Team 25
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Introduction
Section 1
Supporting People (SP) is a Welsh Government funded programme that provides housing related support to vulnerable people. The programme aims to help the vulnerable to achieve and maintain the highest levels of independence possible through a range of services.
The SP programme in Monmouthshire involves funding from Welsh Government of £2.17m and supports approximately 2,200 people at any time. Following a recent review of the SP programme by Welsh Government, a new funding regime was implemented in August 2012 – Supporting People Programme Grant (SPPG). .
The purpose of SPPG funding remains consistent with the original SP principles. However, prevention of homelessness, exclusion, isolation, and institutionalisation and intervention to reduce crime and the resultant effects of housing crises in people’s lives are the developing ethos of SPPG.
Since the 2013-16 plan was developed, Welsh Government announced that funding would be cut (potentially by up to 10%), but subsequently mitigated the impact of this and for 2014/15 the indicative funding now remains the same. Indicative funding for 2015/16 suggests a reduction in funding of circa 1%.
This Local Commissioning Plan will: Typically, SP services can include supported housing In the short-term – address such as shared or weaknesses and inequalities in the independent living, range and scope of the services. homelessness hostels and domestic abuse refuges; Ensure that a more comprehensive use Floating support into people’s is made of the data that has been homes, with or without collated during SPPG’s implementation specialist support focused on year. the needs of the elderly, Focus a comprehensive spending those with learning review on key areas of potential disabilities or mental health change in services from 2015 onwards. issues or those living with Ensure that funding and service provision substance or alcohol abuse; decisions have a robustness in terms of and technological assistive equalities and fair access. solutions – TeleCare and Community Alarms
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Strategic Priorities
Section 2
The Supporting People programme is one of the most cross-cutting initiatives ever created by central government and has links with a number of national and local strategies, plans and agendas. These include the Welsh Government’s ten-year Homelessness Plan, Health Social Care and Wellbeing Strategy, Strategy for Older People in Wales, Housing Strategy, Reducing Re-offending Strategy (with National Offender Management Service), Fulfilled Lives – Supportive Communities, Children and Young People’s Plan, and Domestic Abuse, Substance Misuse, Autism and Mental Health strategies.
Monmouthshire County Council has developed its Single Integrated Plan (SIP). SP’s cross-issue/initiative contribution has been incorporated into the SIP, and the programme will seek to support the SIP objectives
National Priorities
Supporting People Programme Grant Guidance (Wales) July 2012 An independent review of the SP programme was commissioned by Welsh Government in 2009. Sir Mansel Aylward’s review was published in November 2010. There were 25 wide ranging recommendations presented and these have been developed through a workstream process to implementation in August 2012. www.wales.gov.uk/topics/housingandcommunity/housing/supportingpeople/publicatio ns/finalreport/?lang=en
The new delivery structure includes an SP National Advisory Board (SPNAB) that advises the Minister for Housing, Regeneration and Heritage, ensuring that the programme is focused and effectively used to meet the housing support needs of the vulnerable in Wales.
SPNAB is supported by 6 Regional Collaborative Committees (RCC) whose aim is to provide advice to Local Authorities and, through SPNAB, to Welsh Ministers. Each RCC is required to develop a regional commissioning plan, which takes into consideration the local plans agreed by the local authorities. To ensure that the RCC can make considered and proportionate recommendations, membership has been set up to include Local Authority Cabinet Members (or delegated Officials), Health, Probation, Support providers, service user representation, and appropriate Local Authority Officers.
The new guidance implemented SPPG funding from 1 August 2012. Within the Gwent RCC, Monmouthshire is the only Local Authority that has to manage a funding reduction, which was proactively addressed in advance of the cuts and enabled
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Page 10 of 96 interim contracts to be offered to the service providers at status quo levels of funding under SPPG. www.wales.gov.uk/topics/housingandcommunity/housing/publications/sppgguide/?lan g=en
The Housing White Paper – Homes for Wales Consultation on these proposals has been concluded. The focus is on three key areas:
Increasing the supply of housing and improving the accessibility to the private rented sector. Preventing homelessness and improving the help available to those who have become homeless. End family homelessness by 2019
The White Paper acknowledges the significant contribution that SP has, and can in the future, make to preventing homelessness, intervening in times of crisis, and working with people to achieve longer-term positive outcomes. SP is further seen as a positive contributory factor in increasing private landlords’ confidence in making stock available to the vulnerable and the opportunities to develop family related services will be pivotal in achieving the 2019 target.
In recognising the significant contribution that SP can make towards the vulnerable’s health and wellbeing, it also appreciates that SP services will need to be developed, or remodelled, to address the changing challenges. Not least amongst these will be the duty to provide interim accommodation to households whilst a housing solution is being sought and the need to support people where welfare reform will have a significant impact.
Social Services (Wales) Bill Again, consultation has been concluded. There are 6 strategic priorities outlined in the Bill and focus on:
Maintaining and enhancing the wellbeing of people in need Enabling citizens to have stronger and real control over their lives. Stronger direction and local accountability Safeguarding and protection Regulation and inspection Adoption and transition services
The Bill recognises the increasing numbers of people accessing social services and the need therefore to increase the focus on prevention and early intervention. There is a duty for local authorities to maintain and enhance the wellbeing of people in need in
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areas such as education, training and recreation, social and economic wellbeing and physical, mental health and emotional wellbeing.
In appreciating the importance of housing in people’s overall health and wellbeing, the contribution that SP can, and will make to these priorities has not been underestimated.
The Equality Act 2010 The Act places obligations on Public Bodies to give due regard to nine protected characteristics in their decision making processes. In order to make proportionate and considered decisions, the assessment of impacts needs to be considered. This in turn implies a requirement to research and consult with those potentially affected by proposed actions.
The SP programme is, to some considerable extent, based on legacy services that pre- existed the implementation of SP in 2003. There will be a need to more fully understand the range and scope of the needs of vulnerable people in Monmouthshire to enable fully considered commissioning decisions to be made in the future. To this end, a comprehensive review of needs and services will have to be completed during the transition period of the SPPG programme.
Local Priorities
Single Integrated Plan Supporting People will be a contributory delivery programme within the Plan that has been developed and consulted upon within the County. The Local Service Board partnership structure model builds on the importance of integrated commissioning, engagement and needs mapping. The SP programme will develop its integration into all elements of the structure.
Nobody is Left Behind: we want to be a place of cohesive communities where everybody is treated with dignity and respect and has the same opportunity to achieve what they wish.
People are Confident, Capable and Involved: we want Monmouthshire to feel safe and people to be confident. We want to create a place where people want to be involved; they are confident in themselves and their abilities and what they contribute to their own community.
Our County Thrives: we want our county to thrive which includes the economy that supports our communities and families to live a good life. It also means that our environment, its range of
habitats and biodiversity thrives. 6
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The Director’s Annual Report, 2012. – Transforming Social Care in Monmouthshire
The annual Director’s report outlines three key themes:
Changing practices – changing lives Safeguarding People Working with and through others
From these themes 6 priorities are developed:-
Focusing on families: SP services already provide support to families in crisis, through the Family Intervention Project and Domestic Abuse Refuge. Further support is provided through the generic and specialist floating support services. The appropriate level of investment into these services will need to be re- assessed. Doing what matters: a comprehensive review of the needs and services available to the vulnerable in Monmouthshire will identify what matters and the services that need to be commissioned to address them. In order that more informed decisions can be made, the development of cost-benefit modelling, social and economic impact assessments and evidenced equality impact assessments will be undertaken during the transition period. Finding Integrated solutions: SP has already been incorporated into the Social Care and Health commissioning structure. It will thus be integrated into the partnership and collaboration, transformational and quality assurance and contracting approaches, linking with, and supporting initiatives within this and other directorates. Strengthening Communities: The directorate is currently exploring the potential of Local Area Coordination (LAC). This community focused initiative will provide an opportunity for SP to develop support where it is most needed and in the most appropriate and innovative way. Whilst the LAC approach will address a wide range of needs and solutions, by its nature, a proportion of these will be housing related. SP will therefore, as resources become available, support this initiative. Building new safeguarding and protecting systems: Following the review of all interim SPPG services and contracts, the longer-term contractual and monitoring arrangements will include a strengthening of obligations under safeguarding and protection requirements..
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Developing our people: In line with local authorities’ challenge to ‘do more with less’; SP will need to develop its systems, and the skills within the teams, to manage its contracts more effectively. The focus must be on reducing the administrative burden on the teams and the providers, making contract management more reflective of risk as informed by collating meaningful intelligence.
Supporting People Programme Grant
Monmouthshire’s SP programme has to be delivered within Welsh Government’s indicative funding predictions and based on a new distribution formula:
For 2012/13, Monmouthshire’s SP funding was cut by 2.19%. With prior notice of these cuts, it SPPG Distribution Formula was possible to manage the situation so that it was possible to offer all SP providers in This is based upon: Monmouthshire new, interim, SPPG contracts at Welsh Index of Multiple Deprivation status quo, or pre-agreed levels. (WIMD) [20%]; Social Fragmentation Index (SFI) During 2013, cuts to the SPPG funding were [20%]; announced and likely to be of the 7%-10% Number of people in receipt of at order. At that time a ‘conservative’ approach least the middle rate of the care was taken in respect of the un-committed funds component of Disability Living Allowance (DLA) [10%]; within the SP budget. It made little sense to Age structure of the population (the allocate the funding only to have to cut it the proportion of older people living following year. alone) [20%];
Local measures of homeless people However, Welsh Government was subsequently [30%]; able to mitigate the impact of the cuts. The indicative funding for Monmouthshire for 2014/15 remaining at 2013/14 levels with an indicative reduction of circa 1% in 2015/16.
As the funding intentions became clear during the latter part of 2013, complying with the funding conditions became an increasing challenge. The uncommitted funding had to be allocated and utilised during the 2013/14 financial year.
Fortunately, some innovative work had been undertaken in analysing the outcome data in terms of distance travelled by the service users. This enabled a better appreciation of the inequalities of access to services, the effectiveness of the range of services, and the complexities of need of the client groups. Thus, the uncommitted funds were utilised to address issues that these analyses had highlighted – actions being effectively equality impact driven and described under the equality Impact Assessment.
An analysis of the funding allocation to the range of 19 client categorisations in Monmouthshire and Pan-Gwent, suggests that the Ayelward recommendation that funding should be based on need has, as yet, not been met. It is likely that for some protected characteristics a postcode lottery exists within Monmouthshire, Gwent and Nationally – a driver for the comprehensive review. 8
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Needs, Supply and Service Gaps Section 3
Profiling and Assessing the Needs
The process of gathering the needs data and profiling the gaps comes from a wide range of services, some of these are:
Gwent Needs Mapping Exercise Wales Data Unit Departments within MCC Project proposals Needs Gathering Days Quarterly Monitoring Questionnaire’s Census information Providers Daffodil Cymru Website Outcome monitoring
It is essential that Monmouthshire Supporting People (MSP) map Monmouthshire’s current provision of services efficiently in order to give a clearer picture of the future demand.
Supply of Current Service’s
The Supporting People programme in Monmouthshire supports a total of 2556 units as at 1st April 2013. Monmouthshire is a rural aging county with 46% of the population being over the age of 55 (Daffodil Cymru). As can be seen from the chart below, Monmouthshire has a significantly older population than other Gwent local authorities. This will need to be reflected in the services provided.
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Monmouthshire’s Supporting People (MSP) current provision caters for an aging population; Older Persons Services currently hold 90% of the supply in terms of service users - the majority of this being alarms with 1664 units. However, Older Persons only represent 63% of those accessing SP services. This reflects the longer term nature of the Older Persons services and the lower turnover rate of these.
(Taken from Supply Map as of 1st April 2013)
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Excluding Older Persons, MSP’s budget is mainly directed towards a ‘Generic’ Client group with 29% of the throughput being generic, followed by Young Persons (2.3% throughput) and Domestic Abuse (2.1% throughput).
All Needs Identified by Current Clients through GNME
The supply is fairly well distributed across the County, however because of the North / South divide some services are only in one particular area and this may need to be re- assessed.
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Gwent Needs Mapping Exercise (GNME)
The GNME is a tool which gathers information on current and future housing and housing related support needs. The GNME form is distributed to Support Providers and other agencies working with vulnerable people to complete on a continuous basis. MSP use this data to help plan for future service commissioning developments.
GNME Data from 1st April 2012 – 31st March 2013
A total of 568 GNME’s were completed during the above period (please note not all questions were completed).
Male Female Other Total Under 16 0 0 0 0 16/17 1 1 0 2 18-24 20 85 0 105 25-39 40 83 0 123 40-59 40 117 0 157 60+ 41 106 0 147 Total 142 392 0 534
As highlighted in the above table the number of returns for males and females varies greatly. This may be an indication that MSP provides more support to women than it does to men. Whilst MSP remains sure that access to SP services is fair, some work will have to be done to mitigate the impact that gender has on utilisation of services.
The data from the GNME shows that the main need within Monmouthshire is Homelessness. However, it clear from the Outcome Monitoring data, that Homelessness is but a symptom of a complex range of needs and vulnerabilities.
Data from the GNME’s can be very subjective depending on how many forms each provider returns. Outcome monitoring data will increasingly become the data driver for SP.
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The above chart highlights the top ‘Lead Needs’ identified through the GNME data. As shown in our current supply the highest percentage of funding is going towards these lead need groups. Homelessness is mainly covered under ‘Generic’ funding.
Evidence of returns shows our services focus on high needs:
Percentage of returns: Average Level of need: E10 Homeless/potentially homeless 40% E13 Vulnerable Two Parent Family 8.7 E3 Mental Health Issues 30% E10 Homeless/potentially homeless 8.6 E1 Domestic Abuse/violent E1 Domestic Abuse/violent relationship 27% relationship 8.1 E14 Older Person 21% E12 Vulnerable Single Parent 7.9 E7 Physical Disability 16% E11 Chronic Illness 7.7 E12 Vulnerable Single Parent 15% E5 Drug Dependancy 7.7 E11 Chronic Illness 13% E3 Mental Health Issues 7.6 E15 Frail Person 12% E9 Ex‐Offender/Criminal Justice 7.5 E16 Hearing Impairment/Deaf 9% E4 Alcohol Dependancy 7.5 E16 Visual Impairment/Blind 8% E8 Young & Vulnerable 7.2 E2 Learning Disability 7% E7 Physical Disability 6.9 E5 Drug Dependency 5% E16 Visual Impairment/Blind 6.9 E4 Alcohol Dependency 5% E14 Older Person 6.8 E13 Vulnerable Two Parent Family 5% E15 Frail Person 6.7 E8 Young & Vulnerable 4% E2 Learning Disability 6.3 E9 Ex‐Offender/Criminal Justice 3% E16 Hearing Impairment/Deaf 5.9 E17 HIV & Aids 0% E17 HIV & Aids 0.0 E6 Refugee 0% E16 Refugee 0.0
Evidence from the GNME highlights men and women have similar unmet needs for ’Housing Related Support’. The top four largest unmet needs for both men and women are; advice, advocacy and liaison; budgeting/managing finance/managing debt; benefit claims; and help finding other accommodation.
Male Need Female Need Setting up/maintaining a home 43.2% Advice, advocacy and liaison with other agencies 50.4% Advice, advocacy and liaison with other agencies 42.5% Emotional support/counselling 45.5% Budgeting/managing finances/debt management 40.4% Budgeting/managing finances/debt management 39.9% Benefit claims 39.0% Finding other accommodation 37.2% Finding other accommodation 35.6% Benefit claims 33.8% Access to services 28.8% Personal safety/security 31.1% Monitoring health and well‐being 28.1% Setting up/maintaining a home 29.0% Emotional support/counselling 26.7% Monitoring health and well‐being 27.5% Social skills/confidence 26.0% Social skills/confidence 26.0% Domestic and practical living skills 23.3% Social contacts and activities 24.6% Social contacts and activities 21.2% Access to services 21.4% Personal safety/security 18.5% Peer support and befriending 16.8% Managing behaviour/attitude 17.8% Domestic and practical living skills 15.3% Peer support and befriending 15.8% Arranging services 10.7% Arranging services 15.1% Managing behaviour/attitude 5.8% Community alarm services 5.5% Community alarm services 3.6% Assistive technology e.g. tele‐care, tele‐health etc 1.4% Other 13 2.2% Other 1.4% Assistive technology e.g. tele‐care, tele‐health etc 1.5% Page 19 of 96
Help ‘Setting up and Maintaining a Home’ was also highlighted as a need by 43.2% of males. Whilst 45.5% of females highlighted a need for ‘Emotional Support and Counselling’.
Service Gaps
Monmouthshire has no dedicated housing related Support Categories supported in support units for a range of client groups. (listed Generic Floating Support below) Mental Health Issues 22.9%
Vulnerable Single parent 17.3% • People with Alcohol issues • People with substance misuse issues Drug/Substance Misuse 12.6% • People with refugee status Young & Vulnerable 8.9% • People with development disorders Domestic Abuse 7.2% • People with chronic illnesses Physical Mobility Issues 7.1% • Young people who are care leavers Frail Persons 5.5% • Single families with support needs Criminal Justice Issues 4.3% • Single People with Support Needs (25-54) Alcohol Dependency 3.7% However, the generic floating support service has Vulnerable Two Parent Families 3.1% been analysed in terms of the needs it actually supports. Generic floating support works with Learning Difficulties 2.7% the issues listed in the table and circa 39% of the Older Persons 2.4% funding budget is applied to this support. Chronic Illness 1.7% ASD Asperger’s 0.5%
Outcome Monitoring evidence
Outcome monitoring in SP services was implemented in 2012. Monmouthshire is the first local authority to undertake an in-depth analysis of this data, the headline conclusions being:
Enabling older people to feel safer in their homes proves to be the most challenging outcome to achieve. There is an under-provision for younger people, especially for care leavers. Generic floating support is effective at providing services across a wide range of needs and vulnerabilities, Family support is under resourced. Positive action needs to be taken to ensure equality of access to service for men. Lessons need to be learned to ensure that men achieve outcomes at the same rate as women. Addressing issues highlighted in the outcome monitoring analyses is unlikely to compromise plans developed in the comprehensive review.
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Consultation evidence
Section 4
Supporting People Planning Surgery
Monmouthshire held a planning surgery to consult with providers and support agencies/partners regarding our current provision and service gaps. This was very well attended and all the information gathered helps influence MSP with the planning process and potential development of services.
The Planning Surgery consisted of attendees were asked the below questions across all client groups:
What needs are not currently being met locally? What new services are needed locally? What equality issues need to be taken into account?
Attendees highlighted the below:
Supporting People Provider Forum
Monmouthshire recently held a provider forum to consult with providers and support agencies/partners about the proposed cuts to the Supporting People budget.
To start the day a brief presentation was given on the budget cuts and an update of what Monmouthshire was doing in preparation. Providers were asked to give feedback on using the Prioritisation Matrix as a tool for distributing the cuts and as a brief exercise were also asked how they thought the cuts should be distributed.
The event was well attended by Monmouthshire’s providers and the re-establishing of the forum was welcomed by all those in attendance. The information gained from the
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day will help MSP plan for the cuts. Providers at the forum gave their support for the way MSP proposed to handle these cuts.
Whilst there was the threat of immediate cuts, providers appeared enthusiastic to take a collaborative approach to achieving business/financial efficiencies. This enthusiasm needs to be nurtured in the future – to help manage the indicative cuts in 2015/16 and to generate funding that can be used to address the highlighted priorities.
Monmouthshire Planning Group
As well as re-establishing the Provider Forum, Monmouthshire has also re-established the Supporting People Planning Group. This group aims to bring together a range of skills, knowledge and experience from within our stakeholders.
The Planning Group has agreed that it should oversee the development of the comprehensive spending review project and that it should have a significant input to the detail and evidence within the review.
Service User Involvement
During the review of SP services Monmouthshire held four service user coffee mornings across the county. The aim of these coffee mornings was to gain feedback about our services from those who use them. The events were attended by a cross section of service users. The feedback from this day will be fed into the service reviews.
Currently Gwent is in the process of creating a Gwent Service User Involvement Framework. This document will act as a strategy for effective service user involvement within the commissioned schemes. It will be used as a tool by the SP teams and providers to plan and organise service user involvement. Ultimately the framework will enable the voices of those people that use our services to be heard with the following basic principles;
Service users have the right to be heard Service users have something unique and interesting to say about the services they use Service user involvement should be meaningful and not tokenistic There should be equality of opportunity for service user involvement
MSP will develop its own Service User Involvement Strategy, which will be in line with the Regional plans.
The Gwent SP Teams have agreed to consider funding a regional officer post to drive forward engagement and ensure service users are at the centre of SP planning, commissioning and delivery, if this is requirement of service users.
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Priorities for Development
Section 5
Local Priorities
Monmouthshire has developed 6 headline priorities, and consultation of these has been approved by the Directorate Management Team and partner agencies. These are not specifically based on Supporting people defined client groups but cover what MSP have identified as the main areas that are in need of development.
Supporting People’s working strategic priorities:
1. Helping mitigate the impact of welfare reform 2. Supporting transition to independence in young adulthood 3. Addressing the complex needs of ex-offenders 4. Helping mitigate the impacts of early on-set dementia 5. Taking a regional lead in gender-based violence services 6. Develop a fit for purpose client and performance management system
Following on from the Planning Surgery, MSP asked providers to submit detailed project proposals outlining the strategic context and evidence of need for the project proposal. This was the first year of requesting this and subsequently 15 proposals were received from 10 different agencies. The project proposals that MSP received reflect the main strategic priorities (as detailed in Section 6).
Realistically, the opportunities to address priorities 1-5 are limited in a status quo funding environment. However, they will be given due consideration in the development of the Local Commissioning Plan following the comprehensive spending review.
In the short-term, in which less than 3% of the funding budget is available for priorities, the outcome monitoring in-depth analysis has provided a range of options by which the overall service can be significantly improved. These are discussed under the Equality Impact Assessment as mitigating and positive actions that have already been taken.
During 2013/14, the authority approved and started to implement a pilot programme of Community Coordination (based on the Local Area Coordination model). This is the only Social Care and Health provision with the same range of client groups as SP and with outcome targets that are easily recognisable within the SP outcome framework.
The opportunity to part fund this initiative was taken in 2013 with the aim of achieving a better understanding of the needs within the community, the range of support services within the community (formal and informal), and how Co-Production
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Page 23 of 96 can work at community level, whilst, at the same time, helping some citizens to achieve SP related outcomes.
Both the First Minister, in May 2013 in respect of the Social Services and Well-being (Wales) Bill and the Williams Commission in 2014, make reference to the importance of Co-Production in the future development of services. Therefore, depending on the progress and achievements of this initiative, it is likely that Community Co-Production may become a significant driver in funding allocation in the future. This possibility will be considered in the comprehensive review, although at that time, it is unlikely that the full impact of the initiative will have been assessed.
Regional Priorities
At this stage, discussion with the RCC and SP officers group suggests that the regional priorities we have a mutual commitment to are:
To achieve some regionally-based economies of scale To develop a robust contract and performance data management system Service User Involvement
Achieving regionally-based economies of scale is crucial if Monmouthshire is to develop uncommitted funding with which to achieve other priorities. There are, in particular, four providers with a significant Pan-Gwent involvement with individual contracts with three or more local authorities. The SP teams will work collaboratively to review these contracts on a region-wide basis – building into contracts the principles that improve flexibility from both the providers’ and commissioning perspectives and that achieve improved value for money. It is from this initiative that uncommitted funding can be generated with which to address other, local, priorities.
Within SP, there are 3 basic performance data management processes – Needs Mapping, Outcome Monitoring and Quarterly Performance. As yet, Welsh Government has been unable to fund/implement consistent methodologies for these processes. In an ad hoc fashion, Local Authorities have developed their own solutions. Most recently, many Authorities have started to use SNAP survey on-line technology to collate information. At this time, 3 independent processes are available. Monmouthshire will implement these as an interim measure but following a systems- based analysis of the data needs, will develop with SNAP a singular system, based on client management histories, that is able to output the requirements for the current 3 independent processes.
In implementing the comprehensive service review, the importance of developing more effective service user involvement was incorporated into the project specification. Monmouthshire will be actively involved with the RCC’s task and finish group which is tasked with devising and implementing plans to improve the effectiveness of involvement in Gwent. The RCC has recently appreciated the need to build on small, successful, initiatives rather than trying to resolve all the challenges across all the characteristics across all of Gwent, and all at the same time.
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Service Development
Section 6
Project Proposals received following the planning days:
Client Group Generic Current Provision 72 Unit General Floating Support 16 Units Low level Floating Support Service Model Approximate Cost Need Gap identified by: Housing Support for clients £31,545 Housing Options Manager – in Temporary B&B accommodation accommodation evidence Family Intervention Project £33,700 National and Local. Current project with increasing demand. Home Affordability Service £31,545 Local evidence from provider for homes registered within and new welfare reform. Monmouthshire Homesearch.
Client Group Learning Disabilities Current Provision 23 Units Shared House 8 Units Floating Support Service Model Approximate Cost Need Gap identified by: Asperger’s Project that £36,000 Commissioning Manager, creates a person centred pathway that supports people 16+
Client Group Young Persons Current Provision 21 Units Direct Access Hostel 8 Units Floating Support Service Model Approximate Cost Need Gap identified by: To engage with young £27,545 Post 16 steering group people who are 16-25, who are currently homeless or at risk of becoming homeless. Tailored programme of work. Transition project for Young £160,340 Children’s services team People in care or leaving manager care post 16+ Young Mums Support Service £33,700 Local evidence provided by local provider.
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Client Group Domestic Abuse Current Provision 10 Units Floating Support 5 Units Specialist Refuge Service Model Approximate Cost Need Gap identified by: Move on Project – £55,225 National and Local evidence Resettlement Support and provided by service provider Homeless Prevention: Freedom Programme Specialist Complex Needs £165,962.50 National and Local evidence 24hr Women’s Refuge provided by service provider Crisis Floating Support £151,150 Gwent Pilot group findings Service ‘Modernising Housing Services for those Experiencing Domestic Abuse’ 24hours Specialist Refuge £193,386 Gwent Pilot group findings ‘Modernising Housing Services for those Experiencing Domestic Abuse’
Client Group Mental Health Current Provision 21 Units Floating Support 24 Units Shared House Service Model Approximate Cost Need Gap identified by: Early Onset dementia £153,384.94 Commissioning Manager, Supported Housing Project Demand for local dementia services. Perinatal Support Project for £24,910 National and Local evidence women at risk of post-navel provided by provider, depression and with pre- existing Mental Health problems
Client Group Older Persons Current Provision 416 Units Floating Support 21 Units Extra Care 202 Units Grouped Sheltered 36 Hardwire Alarms 1800 Dispersed Alarm Service Model Approximate Cost Need Gap identified by: 24 ‘Homes for Life’ £7,979 Evidence provided by Chief Almshouse Flats Executive of provider.
Client Group Sensory Impairments Current Provision Nil Service Model Approximate Cost Need Gap identified by: Specialist Floating Support £29,676.26 Local Evidence provided by for people with Dual Sensory provider. impairment
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Equality Impact Assessment Section 7
The Local Commissioning Plan considers how the uncommitted funds will be allocated during the SPPG transition period.
Realistically, the options concern less than 3% of the total grant and will therefore have marginal or insignificant impact.
However, the plan identifies the need to conduct a comprehensive review of SPPG funding, to determine how the funding can best be applied for the benefit of citizens within Monmouthshire.
An initial equality challenge has been prepared for this initiative which has 4 main objectives: 1. To fully understand the protected characteristic profile and their needs. 2. To ensure that services are accessible where they are needed. 3. Engage and involve current and potential service users in the design of SP services 4. To enable considered decisions to be made.
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During 2013/14 a considerable effort was made to analyse the available data to better inform the Equality Impact Assessment. Analyses of the outcome monitoring data, access data across all Social Care and Health services and detailed provider- based information, have highlighted potential gender and age related disadvantage.
As previously mentioned, response rates to the GNME methodology skew results. The gender access assessed from these returns suggests unequal access to service by men across all age groups. Further work undertaken with providers, is reflected in a more accurate appreciation below.
Across all services, including SP, access to services by those under 21 years of age is equitable (gender neutral) and access to services by those over 55 tends to reflect the population’s gender profile. However, in the 21-55 years range a significantly higher proportion of women access services. To understand this skew, and to take positive action to address this, a pilot project was commissioned in 2013/14.
The outcome monitoring also identified that women achieved circa 40% more positive outcomes than men. This potential anomaly remains to be understood and will be an issue investigated within the service user framework implementation.
From these analyses, the gap in our services to younger people, especially care leavers, became evident. Again, funds have been allocated to address this in a pilot project in partnership with the Children and Young Persons Services.
A further analysis has been undertaken to compare how local authorities in Gwent allocate their funding across the 19 client categorisations. Whilst there is still further work to be done on the analysis – understanding who benefits from generic floating support in other authorities, in particular – the comparisons do suggest that a postcode lottery may well exist across Gwent in respect of access to SP services. Thus, as members of the Regional Collaborative Committee, efforts will be made to ensure that the RCC is more robust in its equality considerations and influencing.
{A similar comparison using the Williams Commission recommendations shows the allocation of funding across the categorisations to appear more balanced. Whether this actually better reflects need is yet to be determined.}
Monmouthshire allocates a significant proportion of its funding to generic floating support. The outcome analysis demonstrated that these services provide support to the widest range of SP client categories and thus, to a considerable extent, ensures that services are available to the full range of protected characteristics. Again, in 2013, additional funding has been invested in these provisions.
However, the analyses showed that whilst generic floating support was inclusive in terms of access by the range of client categories, the demand for these services tends to limit the time that the services are available to each client. Thus, generic floating support has not been as effective as specialist floating support in achieving outcomes. In order that the amount of resource available to each service user in generic floating support is increased, demand has to be reduced. In 2013, a pilot at
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the ‘front end’ of the SP services was commissioned. The purpose of this is ‘primary prevention’ - preventing potential service users with very limited needs having to access the SP programme and bear the full weight of the assessment, support planning and outcome achievement processes. The pilot is based on a ‘quick fix’ for individuals that prevent the need to access the SP programme.
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Spend Plan 2014/2015
Section 8
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Page 30 of 96 Service Type Monmouthshire County Council - Supporting People Spend Plan Fixed Site (Accommodation Based) Floating (Community Based) Local Authority Total Units Total 2014/15 contribution (exc LA cont) (exc LA cont)
Client Less than 6 6 to 24 Client Less than 6 6 to 24 Client Units Client Units 24 Months plus Client Units Client Units 24 Months plus Units Months Months Units Months Months
Previous year Previous year Client Spend Category (The categoryTotal to unitswhich Total cost fromNumbers £ Numbers £ Numbers £ Numbers £ Numbers £ Numbers £ £ Numbers £ the service is primarily focused)from spend spend plan plan
Women experiencing Domestic Abuse 15 196,969.01 5 118,604.00 0 0.00 0 0.00 10 78,365.00 0 0.00 0 0.00 0.00 15 196,969.00 Men experiencing Domestic Abuse 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 People with Learning Disabilities 31 221,119.00 0 0.00 0 0.00 23 164,056.00 0 0.00 0 0.00 8 57,063.00 0.00 31 221,119.00 People with Mental health Issues 45 306,089.00 0 0.00 0 0.00 24 197,573.00 0 0.00 21 108,516.00 0 0.00 0.00 45 306,089.00 People with Substance Misuse Issues (Alcohol) 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 People with Substance Misuse Issues (Drugs and Volatile substances) People with Criminal Offending History 1 6,670.56 00.00 0 0.00 0 0.00 1 6,670.000 0.00 0 0.00 0.00 1 6,670.00 People with Refugee Status 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 People with Physical and/or Sensory Disabilities6 68,200.00 00.00 0 0.00 6 43,926.00 00.00 0 0.00 0 0.00 0.00 6 43,926.00 People with Developmental Disorders (I.e. Autism.)0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00
People with Chronic Illnesses (including HIV, Aids)0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00
Young People who are Care Leavers 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 Young People with Support Needs (16-24) 29 199,040.33 21 178,774.000 0.00 0 0.00 18 56,266.000 0.00 0 0.00 0.00 39 235,040.00 Single parent Families with Support needs 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 Families with Support Needs 2 25,000.00 00.00 0 0.00 0 0.00 0 0.00 2 25,000.00 0 0.00 0.00 2 25,000.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 Single people with Support Needs not listed above (25-54) 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 412 238,766.00 0.00 412 238,766.00 People over 55 years of age with Support needs (this category must be exclusive of alarm services). 108 829,237.60 00.00 0 0.00 0 0.00 32 205,454.0086 612,458.00 0 0.00 742.00 118 817,912.00 Generic Floating support to prevent homelessness (tennacny support services which cover a range of user needs but which must be exclusive of fixed site support) Alarm Services (including in sheltered/extra2,374 care). 319,305.170.00 0 0 0.00 232 45,374.000.00 0 0 0.00 1,662 34,766.00 0.00 1,894 80,140.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0.00 0 0.00 Expenditure which does not directly link to the spend plan categories above. (Explanation required in accompanying email).
TOTALS 2,611 2,171,630.67 26 297,378.000 0.00 285 450,929.00 61 346,755.00 1092,082 745,974.00330,595.00 742.00 2,563 2,171,631.00
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Monmouthshire Supporting People Team Section 9
Monmouthshire’s Supporting People Team are currently based at:
@Innovation House Wales 1 Business Park Magor Monmouthshire NP26 3DG
Chris Robinson Lead Commissioner for Quality and Assurance and Supporting People
Trudy Griffin Contracts and Monitoring Officer
Samantha Ravenhill Supporting People Project Officer
If you would like a copy in Welsh please email [email protected] or alternatively call 01633 644445
On-going feedback
Comments and feedback from readers of this plan would be welcomed by the Project Officer. These will be given due consideration and will inform and influence the comprehensive review and the resulting plan
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Appendix 1
Equality Impact Assessment Form
and
Sustainable Development Checklist
Page 33 of 96 EQUALITY IMPACT ASSESSMENT FORM
Name of policy or change to service (Proposal) Directorate: Department:
Supporting People Programme Grant – Local Commissioning Social Care & Health Commissioning Plan Policy author / service lead Name of assessor Date of assessment:
Chris Robinson Chris Robinson 6 February 2014
1. Have you completed the Equality Challenge form? Yes . If No please explain why YES included in the 2013/14 plan. This became one of the drivers to develop an in-depth analysis of the outcome monitoring data. The 2014/17 Plan is predominately Impact Assessment driven
2. What is the Aim/s of the Policy or the proposed change to the policy or service (the proposal)
In a status quo funding scenario, to utilize uncommitted SP funding in the most beneficial manner.
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3. From your findings from the “Equality Challenge” form did you identify any people or groups of people with protected characteristics that this proposal was likely to affect in a negative way? Please tick appropriate boxes below.
Age X Race
Disability Religion or Belief
Gender reassignment Sex X
Marriage or civil partnership Sexual Orientation
Pregnancy and maternity Welsh Language
4. Please give details of any consultation(s) or engagement carried out in the development /re-development of this proposal.
The analyses have shown that women are more likely to access SP services and they achieve more when they do. There is a significant gap in the range of SP services for younger people, especially care leavers. Helping older people feel safe in their homes is the most challenging SP outcome to achieve.
Following consultations with providers, service users and directorates, the limited uncommitted funding has been applied as positive action in all these areas.
5. Please list the data that has been used for this proposal? eg Household survey data, Welsh Govt data, ONS data, MCC service
user data, Staff personnel data etc.
An innovative ‘distance travelled’ analysis of two outcome monitoring data sets (covering a year of service user assessments); Waiting List data from the Gateway service (the access to SP service); Provider analyses of access inequality data; Gwent Needs mapping information
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6. As a result did you take any actions to mitigate your proposal? Please give details below.
The Plan outlines the positive actions taken to address the inequalities – funding a primary prevention post to reduce demand on generic floating support which will increase the resources available to a wide range of protected characteristics; a pilot funded to make younger people aware of SP opportunities; Children’s Services housingd base support elements of their care leaver service pilot funded by SP; Community Coordination project part‐funded to develop co‐production knowledge and information on what is needed in the communities and a pilot project to investigate how older people can be helped to feel safer.
7. Final stage – What was decided?
No change made to proposal/s – please give details
Short‐term contracts have been issued to address/mitigate these issues. Outcomes will be reviewed and future decisions taken around the effectiveness of the funded pilot initiatives. There will then be a need to develop further uncommitted funds to support successful initiatives
Slight changes made to proposal/s – please give details
Major changes made to the proposal/s to mitigate any significant negative impact – please give details
Signed…Chris Robinson………Designation Lead Commissioner QA & SP…………………Dated…6 February 2014……………………….
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Appendix A The “Sustainability Challenge” Name of the Officer completing “the Sustainability Please give a brief description of the aims proposed policy or challenge” service reconfiguration
To invest uncommitted SPPG funding in the most beneficial manner
Chris Robinson
Name of the Division or service area Date “Challenge” form completed
Social Care & Health 6 February 2014
Aspect of sustainability Negative impact Neutral impact Positive Impact affected Please give details Please give details Please give details
PEOPLE
Ensure that more people have access to healthy food
Improve housing quality and An SPPG outcome provision
Reduce ill health and An SPPG outcome improve healthcare provision
Promote independence An SPPG outcome
Page 37 of 96 Encourage community An SPPG outcome participation/action and voluntary work
Targets socially excluded An SPPG outcome
Help reduce crime and fear An SPPG outcome of crime
Improve access to An SPPG outcome education and training
Have a positive impact on people and places in other countries
PLANET
Reduce, reuse and recycle waste and water
Reduce carbon dioxide emissions
Prevent or reduce pollution of the air, land and water
Protect or enhance wildlife habitats (e.g. trees, hedgerows, open spaces)
Protect or enhance visual appearance of environment
PROFIT
Page 38 of 96 Protect local shops and services
Link local production with local consumption
Improve environmental awareness of local businesses
Increase employment for An SPPG outcome local people
Preserve and enhance local identity and culture
Consider ethical purchasing issues, such as Fairtrade, sustainable timber (FSC logo) etc
Increase and improve access to leisure, recreation or cultural facilities
What are the potential negative Impacts Ideas as to how we can look to MITIGATE the negative impacts (include any reasonable adjustments)
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The next steps If you have assessed the proposal/s as having a positive impact please give full details below
The impacts of the SPPG funded services are continuously monitored and analysed. SPPG contributes to achieving the outcomes as highlighted above
If you have assessed the proposal/s as having a Negative Impact could you please provide us with details of what you propose to do to mitigate the negative impact:
Signed C N Robinson Dated 6/02/2014
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Item No. 2
SUBJECT: MCC/GPA – PROPERTY & FM SERVICE COLLABORATION
MEETING: INDIVIDUAL CABINET MEMBER DECISION (Cllr Phil Murphy) DATE: 12TH MARCH 2014 DIVISION/WARDS AFFECTED: ALL
1. PURPOSE:
1.1 To obtain approval for Monmouthshire County Council to establish a collaborative alliance with Gwent Police Authority for the provision of Property and Facility Management Services.
2. RECOMMENDATIONS:
2.1 To implement a collaborative service agreement for the provision of Property Services & Facilities Management across Monmouthshire County Council and Gwent Police that delivers economic, efficient and effective outcomes for both parties.
3. KEY ISSUES:
3.1 Since 1996 MCC has provided technical property services for Gwent Police via a Service Level Agreement and developed a substantial amount of knowledge of the Police estate. For the past two years both organisations have piloted a collaborative arrangement and thereby aligned and streamlined their processes to improve efficiency and achieve value for money for both organisations. Examples of this include:
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A Framework Contract between Gwent Police, MCC and Torfaen County Borough Council. This is a joint contract to use the combined purchasing power of the three organisations to reduce the costs of Estate works.
For Premises Management and Maintenance, Electrical Testing and Inspections, Grounds Maintenance, Asbestos Management and Legionnaire’s Disease Management both organisations share management policies and processes.
Joint site working at Police Headquarters and co-ordination of work programmes to achieve best use of professional skills.
A joint Estate and Facilities Service helpdesk. All calls for Gwent Police estate related issues are now received and processed by MCC.
Payments to contractors on behalf of Gwent Police are made by MCC under an approved process agreed between the two organisations’ respective Finance Departments.
3.2 An element of the property and FM service covers cyclical inspections, testing and certification of premises so that they comply with all the legislation for safe working in premises. This work cannot be left unattended and must be managed by experienced and trained individuals.
3.3 The aforementioned experiences have led to a realisation by both organisations that the existing traditional method of working could be improved and that the overall provision of Property and Facility Management services can be made more efficient and resilient via a collaborative approach.
4. REASONS:
4.1 There are numerous benefits to establishing this agreement and working in a collaborative way including resilience, streamlined processes, greater purchasing power, improved knowledge retention and career development.
4.2 A Summary of the benefits of establishing a collaboration between Gwent Police and MCC are detailed in the table below.
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Category Description User Experience Shared Help Desk facility, with streamlined processes which also provides greater resilience. Single Point of contact for all internal and external customers.
Staff Streamlined tasking process within both MCC and Gwent Police. More efficient allocation of appropriately skilled staff; promoting greater staff and customer satisfaction. Greater opportunities for staff to develop skills and experience enabling a greater range of projects to be undertaken. Develop the knowledge and skills of the staff involved with the joint estate. Reduction in duplication of processes resulting in improved value of service delivery Business Continuity Guarantee of future work and income generation. Ability to provide technical services on major works investment providing additional fee income. Seamless transition from contract model to collaborative model saving the time and cost of transition arrangements. Resilience is developed for both organisations so that demands caused by staff absence and unplanned works can be met without the need to use external resources or reduce the quality of services offered. Legislative Compliance Maintain the knowledge and skills of the staff involved with the joint estate, including knowledge of legislation on public sector buildings. Health & Safety Service delivered across both organisations by joint team, creating consistency and economies of scale. Opportunities to cover more of the joint estate with compliance and monitoring officers Information Shared asset management information and project data to avoid duplication and information clashes. Shared Project Data to enable learning and best practice of projects. Systems Single Estate Management System for statutory and reporting requirements. Management Streamlined management process within both MCC and Gwent Police. More efficient allocation of staff resources. Procurement Elimination of time spent completing pre-qualification questionnaires and tender submissions. Reduction in time and cost spent on developing OJEU tender documents. Greater purchasing power is available. Staff time spent on market testing and procuring the services that can be delivered by a collaborative venture. Electronic Order and payment processes reducing the cost of transactions. 3
Page 43 of 96 Finance Streamlined payment to contractors enabling improved payment times. Improved payment periods for contractors benefiting SMEs cash flows. Reduced time spent invoicing for services provided against current service level agreement.
Value for Money The establishment of a collaborative model that other public sector organisations can join or replicate, potentially reducing the contributions required by existing members of the collaboration.
Exemplar Provision Demonstration of MCC and Gwent Police commitment to collaboration as highly recommended by Welsh Government and Constructing Excellence Wales
4.3 The collaboration will change processes that create separation and replace them with one streamlined process supported by single procedures that comply with Standing Orders and other Corporate Governance requirements. This can be achieved as the two organisations have the same goals and objectives to deliver appropriate facilities and estate services.
5. RESOURCE IMPLICATIONS:
5.1 The collaboration will be governed by a board with representatives from both Gwent and MCC. The board will oversee the governance and financial aspects of the collaboration.
5.2 The services provided by the collaborative model are under the day to day management of staff from MCC.
5.3 Operational delivery will be from a combination of MCC and Gwent Police resources.
5.4 Set-up and implementation of the collaboration will be done using existing resources from MCC and Gwent Police.
5.5 There will not be any financial implications of implementing this collaboration
6. SUSTAINABLE DEVELOPMENT AND EQUALITY IMPLICATIONS:
Attached
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Page 44 of 96 7. CONSULTEES:
All Cabinet Members Leadership Team
8. BACKGROUND PAPERS:
Appendix 1 – Business Case
9. AUTHOR:
R M O’Dwyer – Property Business Services Manager
10. CONTACT DETAILS:
Tel: 01633 644452 E-mail: [email protected]
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Appendix 1 Business Case For Change
Gwent Police and Monmouthshire County Council Joint Business Case for the Delivery of Estates and Facilities Management Service
Reference: MCC/GPA RMOD V9.2
Scheme Description: Collaboration between Gwent Police and Monmouthshire County Council for the provision of Estates and Facilities Management Services. Date: 5th February 2014 Version:9.2
Contact Name: David Young, Principal Financial Accountant. Contact Number: 710 4479, 01633 642466
2a. Estates Facilities Collaboration Business Case
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Index
Section Page
1 Executive Summary 3 2 Introduction 4 3 Objectives 7 4 Services 7 5 Benefits 10 6 Governance 11 7 Finance 11 8 Conclusions, Recommendations and Approval 12 9 Staff Consultation 14 10 Benefits Management 14 11 Project Team 14
Appendices
Page
1 Gwent Police Estate 15 2 MCC Estate 23 3 Gwent Police Estate and Facilities Department – 27 Organisation Chart 4 Gwent Police Estate and Facilities Department – Staff 28 Budget 2013/14 5 Gwent Police Estate and Facilities Department – 29 Planned/Un-planned Maintenance Budget 2013/14 6 MCC Property Services Department – Organisation Chart 30 7 MCC Property Services Department – Staff Budget 31 2013/14 8 MCC Property Services Department – Planned/Un-planned 32 Maintenance Budget 2013/14 9 Services and Service Levels 33
10 Weekly Inspection Logs 41 11 Cost of Collaborative Service Provision 42 12 Governance Arrangements EFS 43
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1. EXECUTIVE SUMMARY
1.1 This business case presents the provision of Gwent Police’s Estates and Facilities Services and Monmouthshire County Council’s (MCC) Property and Facilities Management Services.
1.2 The Gwent Police estate comprises of 66 properties covering 48,215m2 and the MCC estate comprises 315 properties covering 162,474m2.
1.3 Gwent Police’s Estate & Facilities Department consists of a team of 9.01FTE staff. Professional services such as architecture, engineering, surveying and design have been resourced from MCC since 1996. This currently exists on a contractual basis which ends 31st March 2014.
1.4 The MCC Property Services Department consists of a team of 32.90 FTE staff.
1.5 The budgeted running cost of the Gwent Police estate subject to the collaboration in 2013/14 is £1.121m and the budgeted running cost of the MCC estate subject to the collaboration is £8.529m.
1.6 Since 1996 MCC has developed a substantial amount of knowledge of the Gwent Police estate. For the past two years both organisations have aligned and streamlined their processes to improve efficiency and adopt best practice. During this time the service model being proposed has been piloted.
1.7 There are numerous benefits to working in a collaborative way including resilience, streamlined processes, greater purchasing power, improved knowledge retention and career development.
1.8 By working collaboratively Gwent Police is expected to deliver immediate savings of approximately £0.006m per annum. There are no anticipated savings to MCC initially. In future both organisations anticipate further savings as a result of closer collaboration. The full benefits of the collaboration are detailed in section 5.
1.9 The collaboration will be governed by a board with representatives from both Gwent and MCC. The board will oversee the governance and financial aspects of the collaboration.
1.10 The collaborative service model will cost £2.054m each year for which Gwent will contribute £0.455m and MCC will contribute £1.599m.
1.11 If any new partners join the collaboration then these contributions will decrease as core costs are shared, generating further savings for the collaborative partners.
1.12 It is recommended within this report that the collaboration be approved.
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2. INTRODUCTION
2.1 Background 2.1.1 The Gwent Police estate is comprised of 66 premises located across the former Gwent County area. These premises range from a large Police Headquarters covering 10,000m2 to small community offices of only 20m2.
2.1.2 The MCC Estate comprises of circa 315 premises located solely within Monmouthshire Borough. These premises range in size from schools covering 9,300m2 to garages covering only 12m2.
2.1.3 Table 1 below provides a breakdown by location of both organisations’ premises across Gwent Police’s five Local Policing Units as well as listing the number of corporate premises belonging to Gwent Police.
Table 1
Local Policing Unit Number of Area in m2 Premises Gwent MCC Gwent MCC Police Police Newport 7 9,681 Torfaen 6 3,549 Monmouthshire 9 315 2,998 162,474 Blaenau Gwent 11 3,811 Caerphilly 17 10,351 Corporate and Other 16 17,442 Total 66 315 47,832 162,474
2.1.4 The list of the premises owned and occupied by Gwent Police and MCC are shown in Appendices 1 and 2 respectively.
2.1.5 The Gwent Police Estate Department manages its estate using a small professional team consisting of an Estate and Facilities Manager, an Estate Officer and an Assistant Estate Officer. Appendix 3 details the organisational structure of the Estate Department. The total staffing budget for 2013/14 of the Estate and Facilities Management function is detailed at Appendix 4.
2.1.6 Prior to 2010/11 the Department also included two additional staff members responsible for running the Estates Department help desk for Gwent Police and also raising and processing purchase orders and processing invoices for payment. The Admin Officer post was removed from the Estate Department establishment during 2010/11 when the post holder left the department generating a saving of £0.031m. In 2013/14 the Admin Assistant post was removed from the Estate Department establishment generating a further saving of £0.022m and the help-desk service and purchase ordering/payment functions are now performed by MCC.
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2.1.7 It should be noted that the post of Head of Estates and Facilities will not be considered as part of the running costs of the collaborative model. This post will remain within Gwent Police outside of the collaboration.
2.1.8 The Estates and Facilities Manager is also responsible for the management of the Force’s uniform stores and the HQ reception service. These functions are outside the scope of this business case.
2.1.9 The annual expenditure budgeted to operate the Gwent Police estate during 2013/14 is £5.395m. Of this £1.122m is classed as planned/un-planned maintenance and other premises related expenditure. A detailed breakdown of this budget is provided at Appendix 5.
2.1.10 All supporting Professional Services such as Architecture, Mechanical and Electrical Engineers, Quantity Surveyors, Structural Engineering and Maintenance Surveyors are provided by MCC’s Property Services Department.
2.1.11 The MCC Property Services Department consists of a team of professional staff supported by an administration section, supplemented by consultants and non contracted professional staff when required. The departmental organisation chart is shown at Appendix 6. The total staffing budget for the department for 2013/14 is £1.196m. A detailed breakdown of this amount by post is shown at Appendix 7.
2.1.12 The MCC Property Services Department planned/un-planned maintenance budget for 2013/14 is approximately £8.529m. This is detailed at Appendix 8.
2.1.13 Since 1996, MCC has developed a substantial amount of knowledge and expertise on Gwent Police’s estate. Over the past two years and ahead of this collaborative proposal the two organisations have also aligned their operating processes and procedures to improve workflow and achieve value for money for both organisations, examples of this include:
A Framework Contract between Gwent Police, MCC and Torfaen County Borough Council. This is a joint contract to use the combined purchasing power of the three organisations to reduce the costs of Estate works; For Premises Management and Maintenance, Electrical Testing and Inspections, Grounds Maintenance, Asbestos Management and Legionnaire’s Disease Management both organisations share management policies and processes; and Joint site working at Police Headquarters and co-ordination of work programmes to achieve best use of professional skills.
In the past two years both organisations have piloted these development opportunities and they have proved successful in the following areas which has confirmed the benefits of collaborative working where public sector organisations can benefit from economies of scale.
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A joint Estate and Facilities Service helpdesk. All calls for Gwent Police estate related issues are now received and processed by MCC; and Payments to contractors on behalf of Gwent Police are made by MCC under an approved process agreed between the two organisations’ respective Finance Departments;
2.1.14 Partnership working between the two organisations proved to be invaluable throughout 2012 to maintain essential Gwent Police Estate and Facilities services. At this time there were six out of nine staff absent through sickness, maternity leave, planned medical operations and suspension. This situation continued for several months but the collaboration enabled uninterrupted service continuity.
2.1.15 During this period both organisations worked together to change the processes for managing works so that the demands of the service were met with the limited resources available. MCC staff suggested innovative changes to the established procedures to ensure continuity of service.
2.1.16 These experiences led to the realisation by both organisations that the existing traditional method of working could be improved and that the staff resources could potentially be better utilised. An example of this is that it would be the usual practice for both an Estates Department staff member from Gwent Police and an officer from MCC to visit premises to discuss, plan and progress work. The Gwent Police staff member would work on client side people issues and the MCC officer would work on the technical issues. Experience has shown that this work can be delivered through a single officer.
2.2 Business Need
2.2.1 The business need is for resilience for Estate and Facilities services with a partner organisation that has the knowledge of both the Gwent Police and MCC estates. The majority of this work is cyclical inspections, testing and certification of premises so that they comply with all the legislation for safe working in premises. This work cannot be left unattended and must be managed by experienced and trained individuals, examples are:
Reactive Maintenance; Planned Maintenance; Legislative Compliance; Fire Regulations Asbestos Regulations Electricity Regulations Legionella Control Lift Inspections Grounds Maintenance; and Helpdesk.
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2.2.2 Gwent Police and MCC are best placed to work together as natural collaborative partners to undertake this work as a result of their long term experience of the Gwent Police Estate and their own experiences of managing the MCC estate.
2.2.3 A number of the Estate and Facilities department staff will gain significant skills and experience working in a collaborative setting across two multi disciplinary organisations. The proposed partnership working would allow the knowledge to be shared with a larger team.
2.3 Business Opportunity
2.3.1 The business opportunities to improve service and share costs arise from an integrated team and a shared service by using staff more effectively.
2.3.2 The collaboration will change processes that create separation and replace them with one streamlined process supported by single procedures that comply with Standing Orders and other Corporate Governance requirements. This can be achieved as the two organisations have the same goals and objectives to deliver appropriate facilities and estate services.
3. OBJECTIVES
3.1 The objective of this business case is to present the collaborative service provision for Estate & Facilities Management across Gwent Police and MCC. The solution must be economic, efficient and effective at providing benefit to both parties.
4. SERVICES
4.1 The services to be delivered through the collaboration are presented below and the detailed service model is provided at Appendix 9.
4.2 Un-Planned Re-active Maintenance (minor repairs)
4.2.1 The process to request unplanned maintenance works has previously involved the Estate Department helpdesk taking calls on building faults from staff and then passing these faults with a purchase order number to the MCC helpdesk. The MCC helpdesk would then notify a surveyor to assess if the job needed to be viewed and if it did the surveyor was then accompanied by a member of the Gwent Police Estate Department to plan and perform the work. Lower value jobs would be allocated to a contractor by the MCC surveyor.
4.2.2 This process has been re-developed through the pilot over the past 12 months with one helpdesk now taking calls directly from Gwent Police and MCC staff. The MCC helpdesk team allocate work based on skills and availability to either Amenity Assistants (for jobs such as replacing a door handle) or contractors for more complex work. Some low level maintenance and repair work undertaken by the Amenity Assistants is as a result of re-
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modeling the Gwent Estates Department. The role profiles have been reviewed and are considered fit for purpose. At this time the contractors are managed by MCC staff and employed staff by Gwent Estate Department supervisors.
4.2.3 We have developed a single process during the pilot with the same systems and documentation used for both organisations. The Gwent Estate & Facilities staff will be tasked with jobs on the MCC estate. This will reduce expenditure for both organisations as the contribution to the collaborative model for using external contractors will reduce.
4.2.4 There is further scope to improve the efficiency of joint working in this area by training one officer to manage the works and duties of contractors and staff and reduce the supervision.
4.2.5 Electronic invoicing and consolidated invoicing for 90% of ordered work has also been piloted. This has resulted in contractors submitting invoices to MCC within two weeks of completing works and payment of invoices within a further two weeks. The MCC team pay all contractor invoices directly saving the double handling of invoices.
4.3 Planned Maintenance Works and Minor Capital Works
4.3.1 The process to procure these works is commenced within the Estate and Facilities Department where an annual schedule of prioritised work is collated and passed to MCC for action. These works are usually relating to end of life refurbishment works ranging in value from approximately £10,000 to £50,000 although there are exceptions that can be both lower or higher in value.
4.3.2 An Estate Officer from both MCC and Gwent Police would visit the premises to view the works and confirm the exact requirements and a programme. The Gwent Police Estate Officer would arrange all the client side issues to include premises access, security clearances, relocating staff, briefing operational departments, briefing other internal departments (ICT) and managing officer and staff queries during the works. The MCC Officer would design, procure, supervise the work and certify payment to the contractor.
4.3.3 It is proposed to remodel this area of work so that only one professional estate officer from the collaboration visits the site and attends to the completion of the works.
4.3.4 Under the collaborative model it is recognised that additional and re-fresher training will be required for the Estate Officer, with a subsequent review of Role Profile and Job Description to reflect any changes.
4.3.5 In future years, it is expected that staff will also attend to Planned Maintenance and Minor Capital Works across the collaboration. For this the Insurance Indemnity will be provided within the Memorandum of Understanding.
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4.3.6 The pilot initiated procedures and processes for these works, which will be adopted by the collaboration are explained in the operating policies and procedures.
4.3.7 The service benefit will be a single point of responsibility for the progress of works and improved communications and decision making.
4.4 Major Capital Works.
4.4.1 Capital Works over £50,000 are specialised and the joint Capital works team progress these projects.
4.5 Cyclical and Periodic Maintenance and Specialised Compliance Works (Boilers / Lifts etc).
4.5.1 These services will be delivered by specialist engineers and the processes and procedures have been developed through the pilot to be common to both organisations.
4.6 Duty of Care and Compliance on Premises Inspection and Testing Works.
4.6.1 External contractors have delivered the service and the pilot has introduced training and supervision to enable this to be “in house”, including testing of Fire Alarms, Emergency Lighting, Generators, and Legionella. In future years this will be extended to include items such as Fire Extinguisher maintenance, Asbestos management, Equality Act requirements and Fire management. The supervision and quality assurance of the works is undertaken through monthly inspections and audits.
4.6.2 The pilot has developed an effective service to manage the Duty of Care works and it is proposed that the joint team will deliver significant benefits.
4.7 Amenity Assistant Duties.
4.7.1 Gwent Police has 7 Amenity Assistants working on the Estate and Facilities services providing 6.01 FTE staff. There are 4.0 FTE staff at MCC who perform a similar role to the Amenity Assistants. This gives a team of 10.01 FTE providing Facilities Management Services across both organisations.
4.7.2 The Amenity Assistant duties will remain similar to their current duties with premises inspections, testing, certification and minor maintenance being the primary duties. The routine testing and inspection work is explained in the weekly premises inspection logs that are attached to this document under Appendix 10, which enables the interoperability.
4.7.3 The joint team will be supervised within the management structure of the collaboration.
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4.8 Other Facilities Services / Area for Future Development.
4.8.1 Other services provided to Gwent Police by the staff within the Estate and Facilities Department include postal services across the Force and reception services at Police Headquarters.
4.8.2 These service areas offer further potential to expand collaborative working and will be explored in the future.
5. BENEFITS
5.1 Summary of the benefits of collaboration between Gwent Police and MCC.
Benefits
Category Description User Shared Help Desk facility, with streamlined processes Experience which also provides greater resilience. Single Point of contact.
Staff Streamlined tasking process within both Gwent Police and MCC. More efficient allocation of staff; promoting staff satisfaction. Greater opportunities for staff to develop skills. Develop the knowledge and skills of the staff involved with the joint estate. Reduction in duplication of processes. Business Seamless transition from contract model to collaborative Continuity model saving the time and cost of transition arrangements. Resilience is developed for both organisations so that demands caused by staff absence and unplanned works can be met. Legislative Maintain the knowledge and skills of the staff involved Compliance with the joint estate, including knowledge of legislation on public sector buildings. Health & Safety Service delivered across both organisations by joint team, creating consistency and economies of scale. Information Shared Project Data to enable learning and best practice of projects. Systems Single Estate Management System for statutory and reporting requirements. Management Streamlined management process within both Gwent Police and MCC. More efficient allocation of staff.
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Procurement Reduction in time spent on developing OJEU tender preparation. Greater purchasing power is available. Staff time spent on market testing and procuring the services that can be delivered by a collaborative venture. Electronic Order and payment processes reducing the cost of transactions. Finance Streamlined payment to contractors enabling improved payment times. Improved payment periods for contractors benefiting SMEs cash flows.
Value for The establishment of a collaborative model that other Money public sector organisations can join or replicate, potentially reducing the contributions required by existing members of the collaboration.
6. GOVERNANCE
6.1 The services provided by the collaborative model are under the day to day management of staff from both Gwent Police and MCC. The Management team (known as the Estates and Facilities Service (EFS) Management team), are accountable to the EFS Board. The EFS Board comprises of one representative from each collaborative member (with voting rights) and also an Executive Director (without voting rights) from one of the member organisations.
6.2 The draft Governance structure within which the collaboration will operate as detailed in Appendix 12. This Appendix forms one of the schedules of the collaborative agreement between Gwent Police and MCC.
7. FINANCE
7.1 Financial framework.
7.1.1 Prior to the start of each financial year the EFS Board will approve the annual funding of the collaborative service and also approve the split of this contribution over the member organisations.
7.1.2 Each member organisation will pay installments to fund their share of the service and at the end of the financial year there will be an adjustment to account for any under or overspending against the total collaborative budget.
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7.2 Cost envelope.
7.2.1 The scope of the collaboration at this stage comprises the Property and Facilities Management department of MCC, and the Gwent Police Amenities Assistants and Client Management staff. 7.2.2 The proportion of costs to be borne by each party has been apportioned by examining the workload of each individual within the collaboration. The direct salary costs have been dividing into a number of key areas (listed in appendix 11) and the cost has then been split between organisations on an appropriate basis. The basis used varies according to the area of work, for example helpdesk costs are divided in proportion to calls received from each organisation, financing costs by invoices per organisation and most professional services on the basis of historical timesheet data. 7.2.3 Non payroll costs which are relevant to the collaboration, such as software costs, training etc. have been allocated equally across all individuals and then apportioned on the same basis as the salary costs for the purposes of allocating a total cost of each service to the collaboration partners. Where non payroll costs are incurred wholly for the benefit of one organisation they have been excluded from the costs of collaboration. 7.2.4 Applying this approach to the total cost of £2,054,011 results in a split of £454,684 costs for Gwent Police and £1,599,327 for MCC. The share of costs attributed to MCC includes that which is allocated to providing work to external customers. Gwent Police therefore has no part in the cost or income associated with this work. 7.2.5 The current cost to Gwent Police of the service is £392,372 (comprising Client Management £68,463, Amenities Assistants £128,909 and Property Management fees of £200,000) 7.2.6 Under the new arrangement the cost has therefore increased by £62,312. However as previously stated the collaboration arrangements have already allowed the removal of two posts within Estate Mgt in Gwent Police resulting in saving of £53,000 which should be offset against this. In addition the Energy management service provided as part of this collaboration is a new service, with the potential to produce savings in Utilities costs through improved scrutiny. The cost of £15,251 for this service is therefore additionality. Adjusting for these items the collaboration will initially provide savings of £5,939. 7.2.7 It is expected that the split of costs between organisations will change as the service develops, the current model assumes Amenities Assistants and Client Management staff will work 100% for Gwent Police, as these staff are utilised to perform work for MCC the split of their costs will be altered to reflect this (MCC would have potential savings from not utilising outside contractors by using Amenities Assistants for minor repair jobs). 7.2.8 This principle also applies to any other staff where the balance of workload shifts and it is expected that regular reviews of the actual split of work will be conducted and the split of costs amended accordingly.
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7.2.9 As stated in section 4.6.1 it is intended to train Amenities assistants to be able to undertake duties such as Fire Extinguisher maintenance, Asbestos and Fire management and Equalities Act requirements. This will provide further savings to both organisations in future by removing the costs of outsourcing these duties as is currently done.
8.0 CONCLUSION, RECOMMENDATIONS AND APPROVAL
8.1 Conclusions
8.1.1 This joint business case for the provision of Estates and Facilities Services will produce both cashable and non-cashable savings for Gwent Police.
8.1.2 Annual cashable savings of £0.006m will be achieved by Gwent Police.
8.1.3 The benefits to both organisations are considerable and are detailed in the table at paragraph 5.1.
8.2 Recommendation
8.2.1 It is recommended that the joint business case be approved.
8.3 Approval Process 8.3.1 The formal approval process for this business case will be as follows:
Date Meeting / Body 11th February 2014 Gwent Police Chief Officer Team 12th March 2014 MCC Cabinet Member Approval 1st April 2014 Service Commencement
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9 STAFF CONSULTATION
9.1 Process and Timeline 9.1.2 The suggested staff consultation and engagement process for this business case is as follows:
Date Description 7th February 2014 Business Case finalized 10th February 2014 Business Case Issued to UNISON for comment 21st February 2014 UNISON response required w/c 24th February Meeting with UNISON to discuss any concerns 2014 21st February 2014 Business Case Presented to Gwent Staff Consultation Forum. w/c 3rd March 2014 Staff meeting with Gwent Police staff members
10. BENEFITS MANAGEMENT
10.1 Follow up and post implementation review.
11. PROJECT TEAM 11.1 The project team that has been working on the pilot exercise and the completion of this business case is as follows:
Organisation Name Title Gwent Police Nigel Stephens Assistant Chief Officer Resources David Young Principal Financial Accountant Rob Slade Management Accountant Kieran McHugh Estates and Facilities Manager Maria Holloway Human Resources Advisor
Joint Legal Nicola White Corporate Solicitor Services (South Wales Police)
MCC Rob O’Dwyer Head of Property Phil Kenney Senior Surveyor Mark Jones Business Manager Stacey Jones Accountant
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APPENDIX 1 GWENT POLICE ESTATE
Station Address Net internal floor area m2 Ownership Comments
Operational Garages Other Newport LPU Newport Central 3 Cardiff Road 1 Newport NP20 2ED Tel:01633 Custody Unit 244999 5038 1546 PCC (31 cells) Bettws Former Post Office, 23/24 Bettws Shopping 2 Centre Newport NP20 7TN Landlord- Newport 589 Leased C.B.C Rogerstone Ebenezer Drive 3 Rogerstone Land Owned NP10 9BY by Newport Tel:01633 C.C. - 99 year 894382 58 Leasehold lease (1986) Maindee 81 Chepstow Road Newport 4 NP19 8XD Tel:01633 246999 Custody Unit 1657 99 PCC Closed Always 4 Aberthaw Rise, Alway, 5 Newport, NP19 9PT. Landlord- Tel:01633 Newport 274180 218 Leased C.B.C Caerleon Off Goldcroft Common 6 Caerleon NP18 1BE Tel:01633 420222 76 PCC Pill Police Canal Station Terrace, Usk Land Owned Way 7 by NCC - 99 Pill. NP20 year lease 2BT. 400 Leasehold (2005) LPU
TOTAL 9681 Station Address Net internal floor area m2 Ownership Comments
Torfaen Operational LPU Garages Other Garages Other
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Pontypool
Glantorvaen Custody Unit Road Closed . First 8 Pontypool and Second NP4 6YN Floor sub let to Tel: 01495 Torfaen 764711 2077 PCC Council Trevethin Folly Road Trevethin Toilets NP4 8DJ circulation and 9 Tel:01495 kitchen shared 764600 with Bron Afon 17 Leased Housing New Inn 9 The Highway New Inn 10 Nr Pontypool NP4 0PW Tel: 01495 70m2 used by 764044 Police 99 PCC Federation . Garndiffaith
Stanley Road Garndiffaith 11 Pontypool NP4 7LZ Tel:01495 772540 96 PCC Cwmbran Tudor Road Cwmbran 12 NP44 3XH Tel:01633 Cusody Unit 838999 1070 160 PCC Closed Garage 10 Penarth 13 Court Llanyarvon Cwmbran 30 PCC Single Garage LPU
TOTAL 3549
Station Address Net internal floor area Ownership Comments Monmouth LPU Operational Garages Other Abergavenny Tudor Street Abergavenny NP7 5YL 14 Tel: 01873 852273 Custody Unit 1033 210 PCC Closed Usk
2 New Market Street 15 Usk NP15 1AT Tel: 01600 860280 165 27 PCC Sessions Mary Port House 16 Street Usk Usk Town NP13 2JT Leased Council
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Gilwern Old School Community Centre Brynglas 17 Gilwern Licensed with NP7 0AT shared Tel:01873 facilities from 832219 Community 8 Leased Council Caldicot 3 Chepstow Road 18 Caldicot NP26 4HY Tel:01291 430999 220 PCC Magor Main Road Magor 19 NP26 3EH Tel:01633 880308 172 14 Leasehold Monmouth Glendower Street 20 Monmouth NP25 3DG Tel:01600 Custody Unit 712321 589 50 PCC Closed Raglan Victim 2 Fairfax Suite/Police View 21 Station Raglan NP15 2DR Tel:01291 Closed and 690303 32 19 93 PCC For Sale Chepstow 14-15 Moor Street 22 Chepstow NP16 5DB 01291 Cusody Unit 623993 366 PCC Closed LPU
TOTAL 2998 Address Station Net internal floor area m2 Ownership Comments Caerphilly LPU Operational Garages Other Caerphilly Mountain Road 23 Caerphilly CF83 1HG Tel:029 2085 Closed - For 2999 1941 Owned Sale Caerphilly 4a Market 24 Street Caerphilly Landlord - CF83 1NX Leased Brinsons Bedwas Church Street 25 Bedwas CF83 8EG Tel:029 2088 5300 313 PCC Llanbradach 1 Pantglas Llanbradach 26 Caerphilly CF83 3PD Tel:029 2086 0119 88 PCC Victim Suite
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Nelson Dynevor Terrace Nelson 27 Treharris expected CF46 6RU Tel:01443 reprovision 450395 82 35 PCC in 2013 Bargoed Hanbury Road 28 Bargoed CF81 8QR Tel:01443 875168 566 PCC New Tredegar White Rose Way New 29 Tredegar Gwent Landlord - NP246DW Caerphilly Tel:01443 County 832915 Leased Council Blackwood Blackwood Road Pontllanfraith Blackwood 30 NP12 2BS Tel:01495 223673
2147 103 PCC Cwmfelinfach
37 Maindee Road 31 Cwmfelinfach NP11 7HR Tel:01495 Closed and 201177 82 PCC For Sale Risca Tredegar Street Risca 32 Gwent NP11 6YA Tel:01633 612391 514 116 PCC Risca County House Rear of Risca Police Station Tredegar 33 Street Risca Gwent NP11 6YA Tel:01633 612391 108 PCC Victim Suite Newbridge High Street Newbridge 34 Gwent NP11 4FH expected re- Tel:01495 provision in 243432 207 23 PCC 2013 Abercarn Gwyddon Road 35 Abercarn NP11 5GX Tel:01495 Closed and 244202 125 1 Leasehold For Sale
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Rhymney High Street PCC 36 Rhymney NP22 5LP 300 Land Land Adjacent 37 De Winton Hotel Llanbradach CF83 3QR PCC For Sale Graig Yr 85 Grays Rhacca Garden Landlord - Trethomas 38 Caerphilly Caerphilly County CF83 8TW 100 Leased Council Ystrad Llanbradach Mynach road Ystrad fawr Ystrad 39 Mynach South Wales CF82 7EP
3500 PFI LPU
TOTAL 10351 Station Address Net internal floor area m2 Ownership Comments
Operational Garages Other Blaenau Gwent LPU Ebbw Vale Bethcar Street 40 Ebbw Vale NP23 6UY Tel:01495 Custody Unit 350999 1167 PCC Closed Rassau Summerfield Landlord - Community Road, Rassua 41 Centre Rassau, Community NP23 5SU Leased Centre Cwm Falcon Terrace Cwm 42 Nr Ebbw Vale NP23 7SA expected re- Tel:01495 provision in 370666 71 PCC 2013 Abertillery Somerset Street 43 Abertillery NP13 1XX Tel:01495 Custody Unit 212021 527 PCC Closed Llanhilleth High Street Llanhilleth 44 NP13 2RB Closed and Tel:01495 For Sale / 215190 181 PCC under offer Llanhilleth Meadow Landlord - Miners Street, Llanhilleth 45 Institute Llanhilleth, Miners NP13 2JT. Leased Institute
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Brynmawr Somerset Street 46 Brynmawr NP23 4YG Tel:01495 Custody Unit 310773 421.88 PCC Closed Brynmawr Child Protection 28 Somerset Unit Street 47 Brynmawr NP23 4YG Tel:01495 232318 100 PCC Blaina High Street Blaina 48 NP13 3AN Tel:01495 290220 82 18 PCC Tredegar Spencer Square Tredegar 49 NP22 3YD Tel:01495 723162 Custody Unit 540 103 PCC Closed Tredegar Property Magistrates Stores Court, Spencer 50 Square, Tredegar NP22 3YD Tel:01495 Evidential 723162 600 PCC storage facility LPU
TOTAL 3810.88 Station Address Net internal floor area m2 Ownership Comments Corporate Premises Operational Garages Other Croesyceiliog
Police HQ Turnpike Road 51 Croesyceiliog Cwmbran NP44 2XJ Tel:01633 838111 8961 1304 92 PCC Wilcrick Traffic Motorway Control Post Newport 52 Road Magor NP6 3BZ Tel: 01633 880614 103 PCC Glascoed Range British Aerospace Glascoed 53 Village Usk NP4 0TE Method of Tel: 01291 Entry Rig / 672245 Leased Training only
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Llantarnam Occupational Health Unit Old Police House 54 Llantarnam Road Llantarnam Cwmbran NP44 3AF Occupational Tel:01633 Health/Welfare 838350 113 PCC Office Casualty Reduction Unit Brecon House Mamhilad 55 Park Ind.Est. Pontypool NP4 0XF Tel: 01495 759411 (not Landlord- to be given Johnsey out to public) 421 Leased Estates Block A Caerleon House Mamhilad 56 Park Ind.Est Pontypool NP4 0XF Landlord - Tel: 01495 Johnsey 759407 1,078 Leased Estates Block B Caerleon House 57 Mamhilad Landlord - Park Estate Johnsey Pontypool 1,264 Leased Estates Block C Caerleon House Mamhilad Park Ind 58 Estate Pontypool NP4 0XF Landlord - Tel: 01495 Johnsey 759407 1,264 Leased Estates Vantage Vantage Point House Ty Coch Way 59 Cwmbran NP44 7XX Landlord - 1,672 Leased Vantage Point The Farleys The police chalet, 60 Llanteglos Hamlet, SA67 8PU 46 PCC 61 Avondale 278.71 Education Mamhilad Store Park Estate, 62 Landlord - Pontypool, Johnsey NP 40XF 50 Leased Estates Organised Brecon Crime House Mamhilad 63 Park Estate Pontypool, Landlord - NP4 0XF Johnsey 566.71 Leased Estates
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Helicopter St. Athans Base RAF Base Used as part of the 64 Helicopter Lease Park and shared with South 160 Leased Wales Police Radio Masts Location Address Net internal floor area m2 Ownership Comments
Operational Garages Other Ridgeway H F Radio Station 65 Ridgeway Newport Gwent Newport NP20 5AF 60 CC & PCC Bulwark
Police Radio Station 66 Rear of Kings Church Bulwark Closed and Chepstow 9 Police For Sale LPU
TOTAL 17,442 TOTAL 47,832
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APPENDIX 2 MONMOUTHSHIRE COUNTY COUNCIL ESTATE
BASIC INFORMATION SITE FLOOR AREA m2 COMMENT
Abergavenny Bus Station PC 54
Abergavenny Castle & Museum 353 Confirm FA & building layout.
Abergavenny Citizen's Advice Bureau 359 Tennanted 26/05/1999.
Abergavenny Library 278 2012: New library to be constructed.
Abergavenny TIC 147
Abergavenny Town Hall 7,598 Oct-10: Single DEC with composite benchmark decided due to shared areas & historic MCC occupation of building. Café excluded as occupied & supplied separately.
Abergavenny Youth Centre 431
Agincourt Street Monmouth PC 73
Archbishop Rowan Williams Primary School 1,497
Bailey Park DSO Depot 282
Bank Street Chepstow PC 25 Confirm FA.
Beaufort Cottage Tintern PC 42
Boverton House ( Chepstow ) 516
Bridge Street PC, Chepstow 33
Brook Bungalow Stores DSO Depot 0 Not frequently visited by public.
Budden Crescent Community Home 178
Caldicot Area Office + OSS 295
Caldicot Castle & Museum 117
Caldicot Comp & LC 14,685 Pool: 459 m². Dry Hours of Use: 4,779. Pool Hours of Use: 4,664. FAs updated 2012 to match CAD drawing.
Caldicot Library 625
Cantref Primary School 1,879 Site visit to confirm CAD FA (multiple A block GIAs) & whether seperate B block.
Castle Park Primary School 1,510 FA updated 2012 based on CAD drawings & new Plaza extension. FA to 31.08.11: 1,102.8 m². FA from 01.09.11: 1,395.8 m².
Caldicot Resource Centre 222
Castle Street Raglan PC 26
Chepstow Area Office 311
Chepstow Castle PC 33
Chepstow Comp & LC 14,058
Chepstow Drill Hall 626 Tennanted 2008.
Chepstow Library & OSS 1,157 Office: 687 m². Library: 470 m². Unconditioned area (garage): 53 m². Single DEC with multiple benchmarks decided due to shared areas / occupation of building. FAs updated 2012 to match Tribal CAD drawing.
Chepstow Museum 860
Chepstow St Mary's Primary School 1,380
2a. Estates Facilities Collaboration Business Case
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Chepstow TIC 784 Confirm floor area - site visit required? FA appears larger than expected.
Coed Cymru Office ( Wentwood ) 793 C6, C7
Coed Glas Training Centre 2,385 Office benchmark used based on benchmark description. Closed 2013 for demolition & sale.
Crick Salt Recharging Depot 4,426 Not frequently visited by public.
Cross Ash Primary School 1,235
Deri View Primary School 4,142 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing.
Dewstow Pimary School 1,700
Dixton Road DSO Depot 0 Demolished.
Durand Primary School 1,269
Gilwern Community Centre 300
Gilwern Library 1,066 Vacated site 27.06.09.
Gilwern Main Road PC 22
Gilwern Outdoor Education Centre 2,835
Gilwern Primary School 1,286 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing.
Goytre Car Park PC 17
Goytre Fawr Primary School 1,203
Hanbury House (Chepstow ) 152 Confirm which part of buildings occupied by MCC>
Hardwick Changing Rooms 0 Tennanted.
Healthmatic Unit/Bulwark PC 0 Demolished 2010/11.
Hilston Park Outdoor Education Centre 2,194 Community Centre': 1,361 m². 'School Boarding House': 573 m².
Innvoation House 1,627 Confirm UPRN & FA - both taken from EPC 0910-0539-1159-7903-7006 for Unit 102, Wales 1.
King Henry VIII Comp & Abergavenny LC 12,166 Building DEC Phase 2.
Kymin View Primary School 1,833 Floor area from Tribal drawing.
Linda Vista DSO Depot 12 Not frequently visited by public.
Llandegfedd Reservoir PC 31
Llandogo Primary School 610
Llanelly Hill Community Centre + Youth Club 299
Llanfair Kilgeddin Primary School 185 D6
Llanfoist Cemetery 163 Under 250 m².
Llanfoist Fawr Primary School 1,700 Floor area from Tribal drawing.
Llanfoist Highways Depot 875 Salt barn - not a 'building'. Not frequently visited by public.
Llanover Primary School 319 Not frequently visited by public.
Llanthony Abbey Ruins PC 23
Llantilio Pertholey Primary School 1,251 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing.
Llanvihangel Crucorney Primary School 553
Lower Monnow Street PC 60 Under 250 m².
Magor Church in Wales Primary 2,589 Floor area from Accomodation Area Schedule.
Mardy Park Care Centre 1,557 Residential Home: 1,471 m². Office: 86 m².
Market Street PC (Female) 0 Closed / demolished? Confirm.
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Market Street PC (Male) 0 Closed / demolished? Confirm.
Maryport Street Usk PC 23 Under 250 m².
Mathern Road Bulwark PC 19 Under 250 m².
Mathern Road DSO Depot 0 Not frequently visited by public.
Melville Theatre 1,138 A1. Main building.
Mill Lane DSO Depot 0 Not frequently visited by public.
Mitchel Troy Salt Depot 1,967 Not frequently visited by public.
Mitchell Troy Picnic Site & PC 0 Not owned by MCC.
Monmouth Area Office 146 A
Monmouth Comp & LC 13,173 Building C: Dragon, Pegasus, original main building.
Monmouth Library 593
Monmouth Market Hall 1,337
Monmouth Road Tintern PC 22 Under 250 m².
Monmouth Shire Hall 1,389 Floor area based on Fire Risk Assessment.
Mounton House Special 3,388
Newbridge House (Abergavenny ) 626 Floor area based on Accomodation Review data. Vacated Mar-10.
Old Board School, Chepstow 350 Vacated 2010.
Old Pill Farm DSO Depot 0 Not frequently visited by public.
Osbaston Church In Wales Primary School 1,379
Our Lady & St Michael Primary School 1,390 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing.
Overmonnow Family Learning Centre 335
Overmonnow Primary School 2,749 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing.
Pembroke Primary School 2,001 Floor area updated 2012 to match CAD floor plans.
Poorscript Lane Grosmont PC 16
Raglan Community Centre 166 Floor area based on Accomodation Review data.
Raglan Countryside Services 52 Under 250 m².
Raglan DSO Depot 3,061 Not frequently visited by public.
Raglan Enterprise Park DSO Depot 0 Not frequently visited by public.
Raglan Primary School 1,504
Riverside Chepstow PC 23
Riverside Picnic Area & Car Park 0
Rogiet Primary School 1,853 Floor area based on Tribal drawings Oct-10.
Roman Temple Caerwent PC 24
Rural Economic Development Unit 206
Severn View Residential Home 1,916
Shirenewton Primary School 989
Shopping Centre Caldicot PC 43
Talybont Outdoor Education Centre 1,392
The Dell Primary School 1,782 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing. Site visit to confirm services, etc.
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Thornwell Primary School 2,574 FA updated 2012. Originally based on Estates schedule, updated to match room FAs from CAD drawing. Site visit to confirm services, etc.
Tintern Railway Station 236
Trellech Primary School 1,033
Tudor Street Day Services 556 A1, A2, A3, A4, A5
Undy Primary School 1,904
Usk AEC 963 A1
Usk Democratic Centre 2,528
Usk DSO Depot 131 Not frequently visited by public. Floor area based on Condition Survey data.
Usk Island PC 34
Usk Library 144
Usk Primary School 1,766
Usk Youth Centre 283
West End Infanfts & Nursery 1,121
White Horse Lane Abergavenny PC 65 Under 250 m².
Wye Valley AONB Office 123 Block A1 & A2 - Main Office & Office / Disabled WC extension.
Ysgol Gymraeg Y Fenni 1,569 Previous figure 1,164 m² updated 2010. Confirm building layout.
Ysgol Gymraeg Y Ffin 1,080
162,474
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APPENDIX 3
GWENT POLICE ESTATE DEPARTMENT - ORGANISATION CHART
Head of Estates and Facilities
1.0 WTE PO(q)
Estates Officer
1.0 WTE SO(1)
Assistant Estates Officer
1.0 WTE Scale 5
Amenities Assistants
6.01 WTE Scale 2
2a. Estates Facilities Collaboration Business Case
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APPENDIX 4
GWENT POLICE ESTATE DEPARTMENT - STAFF BUDGET 2013/14
Post Revised Budgets Pay No No. Job Title Grade WTE £
Estates Management 400969 BEA311C00166 HEAD OF ESTATES & FACILITIES PO(Q) 1.00 59,669 * 263332 BEA311C00145 ESTATES OFFICER SO1 1.00 34,834 403640 BEA311C00241 ASSISTANT ESTATES OFFICER SC5 1.00 28,409 Sub Total 3.00 122,912 Facilities Staff 402734 BEA311C03134 AMENITIES ASSISTANT - HQ SC2 0.61 12,165 401501 BEA311C02834 AMENITIES ASSISTANT - HQ SC2 1.00 23,754 265462 BEA311C03034 AMENITIES ASSISTANT - HQ SC2 1.00 23,754 403145 BEA311C03334 AMENITIES ASSISTANT - NEWPORT SC2 1.00 20,483 400152 BEA311C02534 AMENITIES ASSISTANT - EBBW VALE SC2 1.00 20,483 402327 BEA311C02134 AMENITIES ASSISTANT - BLACKWOOD SC2 1.00 20,483 400610 BEA311C02234 AMENITIES ASSISTANT - BLACKWOOD SC2 0.40 7,787 Sub Total 6.01 128,909
Total 251,821 * Post not to be included as part of service cost of collaborative model as this is client side manager.
Momorandum Item
The Admin Officer post in the table below was part of the Estate Department up to 31st March 2010, however this post was disestablished when the post holder left the Department and Gwent and MCC began working more closely.
The Admin Assistant post was part of the Estate Department Establishment in 2012/13, however, when the Help Desk facility transferred from Gwent Police to MCC this post was removed from the Estate Department Establishment.
Post Revised Budgets Pay No No. Job Title Grade WTE £ 307396 HFESESC08543 ADMIN OFFICER SC6 1.00 31,261 248453 HFESESC08537 ADMIN ASSISTANT SC3 0.81 21,887 1.81 53,148
2a. Estates Facilities Collaboration Business Case
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APPENDIX 5
GWENT POLICE ESTATE DEPARTMENT PLANNED/UN-PLANNED MAINTENANCE BUDGET 2013/14
Current Budget
Account Sub Description £ Code Account 20000 2001 Planned - Building Repair 210,400 20000 2002 Planned - Electrical Works 60,000 20000 2003 Planned - Mechanical Heating 50,000 20000 2005 Planned - Health and Safety 5,000 20000 2006 Planned - Generator Maint 10,000 20000 2007 Planned - Grounds Maint 44,506 20010 2001 Unplanned - Building Repair 185,000 20010 2002 Unplanned - Electrical Works 140,000 20010 2003 Unplanned - Mechanical Heating 50,000 20010 2005 Unplanned - Health and Safety 5,000 21000 2101 Lift Maintenance Contract 10,000 21000 2102 Gas Maintenance Contract 17,253 21000 2104 Alarm Contract 20,000 21000 2105 Fire Extinguishers Contract 10,000 21000 2106 Electrical Testing 20,000 21000 2107 Refrigeration Units Service 25,000 21000 2108 Chlorination of Water Tanks 25,000 22000 2203 CCTV 30,000 23000 2305 Pest Control 5,000 45040 4542 Property Services 199,614 Total Budget Subject to Collaboration 1,121,773
21000 2103 Unitary Charge 946,425 23000 2301 Contract Cleaning 523,000 23000 2302 Window Cleaning 5,000 23000 2307 General Waste Disposal 75,000 23000 2308 Confidential Waste Disposal 50,000 23000 2309 Waste Recycling 13,200 23000 2310 Skip Hire 794 23000 2311 Other Contracted Services 15,600 24000 2402 Solid Fuel 0 24000 2403 Electricity 535,300 24000 2404 Gas 340,730 24000 2405 Metered Water 94,337 24000 2406 Unmetered Water 6,116 25000 2501 Rents 580,164 25000 2502 Business Rates 946,062 25000 2504 Service Charges 140,385 30000 3003 Casual Mileage 1,398 32000 3202 Meal Allows 148 Total Budget Not Subject to Collaboration 4,273,659 TOTAL BUDGET 5,395,432
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APPENDIX 6
MCC PROPERTY SERVICES DEPARTMENT - ORGANISATION CHART
2a. Estates Facilities Collaboration Business Case
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APPENDIX 7
MCC PROPERTY SERVICES DEPARTMENT - STAFF BUDGET 2014/15
Post Post Desc Salary 14‐15 NI Pension Total Number £ £££ RPC01 Head of Property 50,020 4,652 10,554 65,226 RPC68 Business Manager 42,452 3,651 8,957 55,060 RPC02 Design Manager 42,452 3,651 8,957 55,060 RPC11 Maintenance Manager 42,452 3,651 8,957 55,060 RPC21 Senior Architect 42,452 3,651 8,957 55,060 RET22 Project Manager 35,243 2,749 7,436 45,428 RPC24 Architectural Technologist 35,243 2,749 7,436 45,428 RPC25 Architectural Technologist 35,243 2,749 7,436 45,428 RPC27 Quantity Surveyor 35,243 2,749 7,436 45,428 RPC30 Structual Design Engineer 35,243 2,749 7,436 45,428 RPC19 Surveying Clerk of Works 28,408 2,102 5,994 36,504 RPC17 Mechanical Engineer 25,177 1,813 5,312 32,302 RPC18 Surveying Clerk of Works 28,408 2,102 5,994 36,504 RPC70 Surveying Clerk of Works 28,408 2,102 5,994 36,504 RPC72 Clerk of Works 17,561 1,212 3,705 22,478 RPC67 Electrical Engineer 31,472 2,392 6,641 40,504 RPC75 Cyclical Maintenance Officer 31,472 2,392 6,641 40,504 RET13 Building Surveyor 31,472 2,392 6,641 40,504 RPC73 Energy Officer 31,472 2,392 6,641 40,504 RPC10 Energy Admin Officer 19,510 1,307 4,117 24,934 RPCS39 Facilities Officer 31,472 2,392 6,641 40,504 RET12 H&S Manager 35,243 2,749 7,436 45,428 RET09 H&S Monitoring Officer 28,408 2,102 5,994 36,504 RCPS26 Resources Manager 20,385 1,386 4,301 26,072 RCPS29 Admin Officer Systems 19,510 1,307 4,117 24,934 RCPS27 Admin Officer ‐ Duty of Care 19,510 1,307 4,117 24,934 RCPS28 Admin Officer ‐ Customer Services 18,160 1,180 3,832 23,172 RCPS32 Admin Officer ‐ Accounts 11,600 731 2,448 14,779 RCPS30 Admin Officer ‐ Help Desk 13,920 877 2,937 17,734 RCPS31A Admin Officer ‐ Help Desk 10,301 649 2,173 13,123 RCPS32 Admin Officer ‐ Help Desk 6,867 433 1,449 8,749 Trainee 12,174 657 2,569 15,400 Trainee 12,174 657 2,569 15,400 Trainee 9,704 524 0 10,228 Trainee 12,174 657 2,569 15,400 931,005 70,814 194,394 1,196,213
2a. Estates Facilities Collaboration Business Case
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APPENDIX 8
MCC PROPERTY SERVICES DEPARTMENT PLANNED/UN-PLANNED MAINTENANCE BUDGET 2013/14
Description £ Planned ‐ Building Repair 2,157,000 Planned ‐ Electrical Works 341,000 Planned ‐ Mechanical Heating 557,000 Planned ‐ Health and Safety 10,000 £ 3,065,000.00 Planned ‐ Generator Maint 0 Planned ‐ Grounds Maint 3,700,000 MCC includes internal and trading account
MCC Corporate Building Maintenance. Includes part of schools delegated maintenance budgets and is not split between Unplanned ‐ Building Repair 960,000 Building Electrical or Mechanical Unplanned ‐ Electrical Works Included under Unplanned building repairs Unplanned ‐ Mechanical Heating Included under Unplanned building repairs Unplanned ‐ Health and Safety Included under Unplanned building repairs Lift Maintenance Contract 20,000 Gas Maintenance Contract Included under Unplanned building repairs Alarm Contract Included under Unplanned building repairs Fire Extinguishers Contract 20,000 (ii) Electrical Testing Included under Unplanned building repairs Refrigeration Units Service Included under Unplanned building repairs Chlorination of Water Tanks Included under Unplanned building repairs CCTV Included under Unplanned building repairs Pest Control Included under Unplanned building repairs Property Services 199,614 Asbestos Management 50,000 Access for All 515,000 TOTAL BUDGET 8,529,614
2a. Estates Facilities Collaboration Business Case
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APPENDIX 9 SERVICES AND SERVICE LEVELS
Part 1 – The Services
1. Help Desk Service
1.1 To provide a help desk facility which is continuously manned between 09:00 and 17:00 hours Monday to Friday. Additionally, there are normally members of staff in the office outside of these hours. The process for reporting and responding is detailed in a flowchart.
1.2 Help desks requests are logged on a database which is updated with the progress of works as they take place.
1.3 If the technical member of staff dealing with the fault estimates that the value of the work will exceed £2,000, the project manager will be contacted for approval to continue (assuming Health and Safety regulations are not breached).
1.4 If, while attending site a contractor establishes that the repairs are outside of the scope of the order, they will report back to the technical member of staff for advice before continuing. If required the technical member of staff will visit the site to establish a solution to the fault. The client manager will be kept fully informed if required.
1.5 If the fault has been designated low priority by the client and the fault becomes more urgent before the work is undertaken the client will upgrade the priority in order to have the work undertaken sooner.
1.6 A fault that is deemed to be more urgent than originally reported will be escalated by the supervising officer up to the value of the threshold point that the Project Manager needs to be consulted.
2. Out of Hours Service
2.1 During out of hours building, mechanical and electrical services are provided by specialist contractors who are retained to be available outside normal office hours.
2.2 Faults are reported to the standby staff directly on the out of hours mobile number.
2.3 Upon receipt of a fault report, the details of the request are recorded so that details can be reported to Gwent Police Estates Department as soon as possible on the next working day. A response is arranged according to the priority given to the work.
a) if urgent, a surveyor will respond immediately b) if non urgent, the report will be actioned according to the agreed priority response
2.4 If the cause of the fault is known and the matter is urgent the relevant standby contractor will be directed to attend to the work. The contractor will confirm his ability to attend and confirmation will be passed to the notifier that reported the fault.
2.5 If the cause of the fault is not known and the matter is urgent the surveyor will visit site to identify the cause(s) and issue instructions from site to the contractor.
2.6 If the matter is not urgent the surveyor will arrange for the work to be carried out by the contractor within the agreed priority response time scale provided.
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2.7 Within the agreed timescales, the next working day, the Project Manager will be notified of the details of the work.
2.8 A designated officer is available continuously while on standby. In addition to this, the standby officer has contact numbers available for the range of professional disciplines that may be required and line management contact numbers so that any request can be escalated if necessary.
2.9 If required the standby officer also has the contact number for the Emergency Planning out of hours service. This allows direct access to Monmouthshire County Council’s emergency services including Highways, Environmental Health and Housing.
2.10 Following the resolution of the call out problem, the standby officer is required to log a call with our help desk as soon as normal office hours are resumed (or earlier via email). The help desk operator then passes the details of the work to the Project Manager and obtains a client order reference for each emergency call out. The notifier, problem, location, date, time, action taken, client code, staff name, and contractor details are logged as a minimum. All staff are also required to enter the details of any work on our electronic timesheet system which is integrated with the ordering system and help desk system.
3. Finance Service
3.1 This service provides an ordering and payments system.
3.2 Coding structures will be established to enable monitoring and reporting of actual and committed costs.
3.3 MCC Finance will pay all approved invoice costs.
3.4 Costs will be reconciled on a monthly/quarterly basis are recharged to members.
3.5 A monthly budget reports will be provided.
3.6 A monthly VAT report will be produced to Finance Departments to recover VAT from HMRC.
4. IT and premise admin Support
4.1 Support to ensure all IT systems are suitable to deliver the requirements of members including Database development, project management, budget monitoring, reporting and performance measurement.
5 H & S and Compliance Monitoring
5.1 Health & Safety surveys will be commissioned for the estate.
5.2 The survey reports will be appraised and implemented.
5.3 Site inspections will be undertaken to assess and monitor health & safety risks within our properties and where necessary provide advice on how to improve management practices within the buildings.
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5.4 Processes will be developed, procedures and protocols for the management of health and safety responsibilities.
6 Statutory Duty of Care
6.1 The joint team will produce, implement and manage the statutory duty of care maintenance schedule for the collaborative partners.
6.2 The joint team will undertake checks to ensure that Duty of Care maintenance has been correctly undertaken. This includes boiler servicing, fire alarm testing etc
7 Reactive Maintenance/ Unplanned Maintenance
7.1 To provide a comprehensive reactive maintenance service for building, electrical and mechanical repairs.
8 Planned Maintenance
8.1 To provide a comprehensive planned maintenance service for building, electrical and mechanical repairs and improvement.
9 Design Services
9.1 To supply design and build services comprising of RIBA work stages A – E, sufficient to obtaining detailed planning approval which is then converted to design build.
10 Planning Supervisor/CDM Co-ordinator
To provide or appoint CDM support and CDM co-ordinators as required for each project, we will advise and guide the client on the appropriate actions required to ensure the client has fulfilled his duties and obligations under the CDM regulations.
11 Training and CPD
To arrange and provide training and CPD as required for staff that are seconded to the collaboration
12 Specialist Advice
Specialist advice such as structural design, feasibility studies and technical advice will be provided.
13 Office Accommodation
Staff seconded to the collaboration will have office accommodation provided at Magor HQ. However the staff will be expected to adopt agile working possibly working from home.
14 Facilities Management
14.1 MCC staff and GPA staff seconded to the collaboration will undertake or co-ordinate the following task
Energy Management Monitoring Energy Use Targeting Energy Use Implementing Energy Conservation and Carbon Reduction Plans Delivering on targets for reductions in utility costs and carbon emissions
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Monitor and review the site electrical consumption recorded on the Apex management software.
Fire Safety and record keeping Weekly testing of Fire Alarms with records Weekly testing of emergency lighting with records Weekly check that Fire Extinguishers / Fire Blankets/ Evac Chairs are in place Weekly check of Fire Exits Routes and Doors Site/ Premises compliance with Fire Risk assessments Six monthly Fire Evacuation Drills Maintenance , Inspection Testing and Servicing of Fire Extinguishers and Hose Reels
Minor Electrical Issues Inspection and cleaning light diffusers and covers Inspection and changing light bulbs and light tubes Changing light starters Disposal and recycling of tubes First point of call for electrical problems to check power supplies . trip switches , controls , condition of electrical equipment and accessories Regular inspection of electrical equipment rooms for safety issues such as unauthorised storage of equipment or rain water ingress etc. Emergency Generator Testing Coordinate annual maintenance of the high voltage infrastructure and switchgear. Fulfill the role of authorised person for 11 KV switching when required. Inspect main substation transformer, circuit breaker and associated fault tripping batteries. Visually inspect Generator set for any defects. Monitor oil, fuel and water levels. Test Run generator “Off Load” for a ten minute period. Check water levels inside oil bund wall and empty if necessary.
Minor Mechanical Issues Repairs to minor plumbing items , tap washers , leaking joints , blocked pipes and drains Control and operation of site plant to provide Heating and Hot Water to include temperature controls. Regular inspection of Boiler Rooms to check for safety issues Control of renewable energy provision on sites Running taps to prevent legionella growth , taking and recording water temperatures and adjusting water temperatures to prevent legionella growth. From the B.M.S monitor the correct operation of the boiler plant. Where necessary make adjustments and programme heating schedules Carry out visual inspection on the gas and oil-fired primary heating equipment. Including D.H.W calorifier, pumps and associated pipe work. Report defects Check operation of the submersible pump located beneath the F.C.R.
Minor Building Issues Minor maintenance and repairs at premises to include door furniture, door glass, loose floor finishes, fitting shelves, fitting notice boards, minor painting repairs, minor joinery repairs. Minor/Major maintenance and repairs at premises to include door furniture, door glass, loose floor finishes, fitting shelves, fitting notice boards, minor painting repairs, minor joinery repairs.
Premise Management Weekly reports, performance indicators, records of complaints and correct actions, records of service recovery to be kept and supplied to the Estate and Facilities Manager.
Cleaning (currently separately contracted)
Building Cleaning Window Cleaning External Cleaning / Litter and Leaves DNA Cleaning in SARC premises Crime Scene Cleaning
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Grounds Maintenance (currently separately contracted)
Grass Cutting and Horticultural works Tree Maintenance Snow Clearance Ice Clearance ,Road and Path Gritting/ Salt Bins Filling Jet Cleaning entrance paths and steps Clearing Gutters , Drains and Gulleys on buildings and in grounds
Waste Management (currently separately contracted) General Waste management including bins and disposal Confidential Waste management on site including disposal Recycling of Waste with targets for premises recycling of waste Hazardous Waste Disposal including recycling Specialist Waste Disposal including recycling
Catering (currently separately contracted) Regular Catering services to HQ and Newport Central Catering to Events and Conferences across the organisation Catering to Police Incidents in the Gwent area.
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Site Service Responsibility
Ref Service
1 EXTERIOR - WEEKLY - Ensure that the exterior of the building (including any car parking and yard areas) is clean and tidy, undertaking remedial action or reporting if necessary.
2 HEALTH & SAFETY CHECKS WEEKLY - Checks to be completed as per Health & Safety Log Book
3 BOILER/BOILER ROOM WEEKLY - Check for any obvious signs of malfunction and report as necessary. Ensure Boiler Room is kept in a safe and tidy condition.
4 LIFTS - MONTHLY - Check for any obvious signs of malfuction and report as necessary. All lift telephones MUST be checked monthly.
5 LIGHTS - MONTHLY - All lights are working, replacing tubes as required. Remove insects/debris as required. All lights to be cleaned a minimum of 3 times per year as per schedule.
6 ELECTRICS - WEEKLY - Ensure that sockets/plugs/cables are not overloaded/defective/frayed. Is there a schedule of portable appliance testing (PAT). Is it adequate.
7 ALARMS - WEEKLY - Ensure that systems are functioning properly and that checks by Service Engineers have been completed as required. TEST FIRE ALARMS TEST AFFRAY ALARMS
8 WATER SUPPLY - MONTHLY - Where necessary, ensure that water chlorination has been undertaken as required.
9 DRAINAGE - WEEKLY - Ensure that all drains (internal and external) are free from debris and have been cleaned as required.
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10 STAIRS - WEEKLY - Ensure that handrails are secure and stair treads are not worn. Report as necessary. Are stairs clean and free of obstruction.
11 CORRIDORS/WALKWAYS WEEKLY - Ensure that corridors (and particularly fire escape routes) are free from clutter. Fire escapes have adequate signage. Are there adequate and correct fire extinguishes. Are fire extinguishers checked within last 12 months.
12 CABLE MANAGEMENT WEEKLY - Ensure that there are no trailing leads which may be trip hazards.
13 FLOORING - WEEKLY - Check that floor coverings have not been damaged and are not a trip hazard. Are floors slippery/wet? Handrails in place or required.
14 CEILING TILES - WEEKLY - Check for damaged/missing ceiling tiles and replace/report as necessary.
15 SECURITY DOORS - WEEKLY - Check that all security doors are functioning properly, reporting faults as necessary.
16 STORAGE/LADDERS ETC WEEKLY - Is there easy access to all storage areas? Shelves secure and in good condition. Ensure that any step ladders etc; are properly maintained and safe for use.
17 GENERAL - WEEKLY - Are reception area/offices clean/tidy. Rubbish bins regularly emptied.
18 FAULTS - WEEKLY - Repair/report any obvious faults as required and check that all outstanding reported faults from previous month have been resolved.
19 GENERATOR TESTING - WEEKLY
20 FIRE DRILL - EVERY 6 MONTHS
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21 CLEARING SNOW AND GRITTING PATHS AS REQUIRED
22 CHECK THAT CCTV SYSTEMS ARE WORKING AND REPORT FAULTS
23 OBTAIN A SCHEDULE OF CODES FOR ANY DIGITAL OR COMBINATION LOCKS ON SITE FOR A CENTRAL RECORD
24 OBTAIN A SCHEDULE OF THE LOCATION OF KEY CABINETS FOR OUT OF HOURS EMERGENCY ACCESS
25 TEST ALL EMERGENCY LIGHTS ONCE PER MONTH AND REPORT ANY DEFECTS TO THE ESTATE DEPT
26 PREPARE A SCHEDULE OF THE LCOATION OF GAS, WATER AND ELECTRICITY SHUT OFF POINTS AND ARRANGE FOR SIGNAGE ON SITES
27 TOP UP THE HAND CLEANING GEL DISPENSORS
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APPENDIX 10
WEEKLY INSPECTION LOGS
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APPENDIX 11 UTILISATION AND PLANNED COST OF COLLABORATIVE SERVICE PROVISION
Gwent Ref Function Total Police MCC Notes £££ 1 Help Desk Service 118,805 22,573 96,232
2 Out of Hours Service 4,000 4,000 0 Taken directly from the recharge for out of hours calls - assuming this figure is not higher. Do police take other calls that may be transferred, if so the cost would increase
3 Finance Service/Accounts 86,149 21,537 64,612
4 IT and premises admin Support 168,590 33,718 134,872
5 H & S and Compliance Monitoring 113,187 22,637 90,550
6 Statutory Duty of Care 73,638 14,728 58,910
7 Reactive Maintenance/ Unplanned 283,867 56,773 227,094 Costs based on hours recorded on timesheets ( may be Maintenance some overlap between reactive and planned maintenance
8 Planned Maintenance 161,252 32,250 129,002 Contribution would need to be calculate on each year's programme, otherwise there could be large variations
9 Design Services 448,118 448,118 Contribution would need to be calculate on each year's programme, otherwise there could be large variations
10 Planning Supervisor/CDM Co-ordinator Consultants used at present. Cost would depend on number and value of qualifying projects. 10.1 Management 170,136 15,694 154,442
11 Training and CPD 2,000 2,000 0 Extra training for 2 Gwent Staff
12 Specialist Advice 69,432 13,886 55,546
13 Office Accommodation/Supplies 0 0 0
14 Facilities Management 59,345 7,265 52,080
15 Annual Programne Setting Up 0 0 0 Delete
16 Energy Management 103,120 15,251 87,869
17 Client Management 63,463 63,463 0
18 Amenity Assistant Services 128,909 128,909 0 Currently 100% Gwent but will eventually charge % to MCC Total 2,054,011 454,684 1,599,327
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APPENDIX 12 GOVERNANCE ARRANGEMENTS EFS
Part 1 – Estates and Facilities Service Board (the “EFS Board”)
1.1 The EFS Board shall provide overall management of all matters relating to the provisions of the collaborative agreement and provide strategic direction to the EFS Management Team. Notwithstanding the generality of the foregoing, the EFS Board shall:
1.1.1 monitor and agree the Estimated Costs and Actual Costs for each Year,
1.1.2 agree the staffing structure;
1.1.3 approve the spending decisions on any Surplus/ allocate any deficit;
1.1.4 monitoring performance of the Services;
1.1.5 maintain a forward work programme and report half Yearly to the Members;
1.1.6 seek to establish the policies, financial regulations and contract procedure rules for the EFS, which shall adopt as a minimum the requirements in any such existing Policies and Procedures; and
1.1.7 at the end of each Year, report to the Members on the achievements of the EFS during that Year against the EFS Board’s defined objectives and targets for such Year, together with the EFS Board’s strategic recommendations for the following Year and the medium term.
1.2 The EFS Board shall comprise:
1.2.1 a Board Representative from each Member (which shall have voting rights); and
1.2.2 a non-voting Executive Director from one of the Members who shall be chairman of the EFS Board, to be agreed by the Members.
1.3 Changes to the area of responsibility of any Board Member (as at the Commencement Date) shall be agreed by the EFS Board and will be detailed within the collaborative agreement.
1.4 Each Member’s Board Representative shall have the right to attend and exercise one vote on each resolution at meetings of the EFS Board.
1.5 The EFS Board shall only be quorate if all Board Representatives are present. Urgent decisions may be taken by way of written vote by the Board Representatives.
1.6 Save in respect of any request by a Member to replace its Board Representative, all resolutions made by the EFS Board shall be unanimous. If the EFS Board fails to achieve a unanimous decision on any matter, if applicable, the EFS Management Team shall provide an alternative solution for decision by the EFS Board and otherwise the provisions of the collaborative agreement shall apply.
1.7 Unless otherwise agreed, the EFS Board shall meet no less than Quarterly during the Term, with additional meetings as required.
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1.8 Agendas for each meeting of the EFS Board shall be circulated in advance by the secretary of the EFS Board who shall also be responsible for recording the actions and decisions of the EFS Board.
1.9 The Board Representative of each Member shall be responsible for reporting decisions of the EFS Board to such Member.
1.10 A Board Representative may be replaced at any time solely at the discretion of the Member appointing them. Any replacement must be notified to the secretary of the EFS Board within five (5) Business Days of such replacement.
1.11 The EFS Board has the power to require such other employees of any Member as may be required from time to time to attend EFS Board meetings.
1.12 No Board Representative shall be an Officer of the EFS Management Team.
Part 2 – EFS Management Team
2.1 The remit of the EFS Management Team is to manage the EFS operations and report to the EFS Board on items including operations, management information, the budget, performance and staffing issues. Notwithstanding the generality of the foregoing, the EFS Management Team shall be responsible for:
2.1.1 replacing the Account Holder;
2.1.2 the planning of the Services to be provided pursuant to the collaborative agreement;
2.1.3 allocating and prioritising Service requests received from Members;
2.1.4 preparing the Estimated Costs and Planned Surplus for each Year;
2.1.5 monitoring the provision of the Services in accordance with the Service Levels; and
2.1.6 investigating any failures in the Services and overseeing any work-arounds necessary.
2.2 An Officer may be replaced only with the agreement of the EFS Board.
2.3 Unless otherwise agreed, the EFS Management Team shall meet no less than Monthly during the term of the collaborative agreement.
44 Page 89 of 96 Appendix B The “Equality Challenge” (Screening document) Name of the Officer completing “the Equality challenge” Please give a brief description of the aims proposed policy or service reconfiguration R M O’Dwyer To provide greater efficiency to the provision of technical Property and FM services to Monmouthshire County Council and Gwent Police Authority
Name of the Division or service area Date “Challenge” form completed
Property Services 18/02/2014
0Protected characteristic Negative impact Neutral impact Positive Impact affected Please give details Please give details Please give details
Age
Disability
Marriage + Civil Partnership
Pregnancy and maternity
Race
Religion or Belief
Sex (was Gender)
Sexual Orientation
Transgender
Welsh Language
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What are the potential negative Impacts. Ideas as to how we can look to MITIGATE the negative impacts (include any reasonable adjustments or engagement with affected
parties).
The next steps If you have assessed the proposal/s as having a positive impact please give full details below:
NA
If you have assessed the proposal/s as having a Negative Impact could you please provide us with details of what you propose to do to mitigate the negative impact:
NA
Signed - R M O’Dwyer Designation - Property Business Services Manager Dated - 18/02/14
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Appendix C
Equality Impact Assessment Form
and
Sustainable Development Checklist
Page 92 of 96 EQUALITY IMPACT ASSESSMENT FORM
Name of policy or change to service (Proposal) Directorate: Department:
R&C Property Services
Policy author / service lead Name of assessor Date of assessment:
R Hoggins R M O’Dwyer 18/02/14
1. Have you completed the Equality Challenge form? Yes / No. If No please explain why Yes
2. What is the Aim/s of the Policy or the proposed change to the policy or service (the proposal)
To provide greater efficiency to the provision of technical Property and FM services to Monmouthshire County Council and Gwent Police Authority
Page 93 of 96 3. From your findings from the “Equality Challenge” form did you identify any people or groups of people with protected characteristics that this proposal was likely to affect in a negative way? Please tick appropriate boxes below.
Age Race
Disability Religion or Belief
Gender reassignment Sex
Marriage or civil partnership Sexual Orientation
Pregnancy and maternity Welsh Language
4. Please give details of any consultation(s) or engagement carried out in the development /re-development of this proposal.
Consultation with staff of both Gwent Police Authority and Gwent Police Authority
5. Please list the data that has been used for this proposal? eg Household survey data, Welsh Govt data, ONS data, MCC service
user data, Staff personnel data etc. Staff training and experience data
Page 94 of 96 6. As a result did you take any actions to mitigate your proposal? Please give details below.
Following staff consultation and appraisal of skills and experience a transitional trial period was implemented. This trial was used to familiarize staff with new processes and procedures before any final service redesign was recommended
7. Final stage – What was decided?
No change made to proposal/s – please give details
Slight changes made to proposal/s – please give details
Roles and responsibilities were amended to make the change management process more acceptable to various service areas
Major changes made to the proposal/s to mitigate any significant negative impact – please give details
Signed - R M O’Dwyer……………Designation - Property Business Services Manager…………………Dated – 18/01/14………….
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