CITY OF GLOUCESTER
OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE
Meeting: Monday, 7th July 2008 at 18:30 Council Chamber, North Warehouse, The Docks, Gloucester
Membership Cllr. Wilson (Chair), Hobbs (Vice-Chair), Noakes, Crawford, Jones, Emerton (Spokesperson), Field, Haigh and Taylor
AGENDA
1. APOLOGIES
2. DECLARATIONS OF INTEREST
Members and Officers are reminded that at the start of the meeting they should declare any known interest in any matter to be considered, and also during the meeting if it becomes apparent that they have an interest in the matters being discussed.
3. MINUTES (Pages 1 - 6)
Minutes of the meeting held on 3 June 2008
4. PUBLIC QUESTION TIME (MAX. 15 MINS)
5. PETITIONS AND DEPUTATIONS (MAX. 10 MINS)
Pre-Scrutiny of Budgetary and Policy Framework Items
6. COUNCIL TARGETS FOR BUILDING A BETTER GLOUCESTER- CORPORATE PLAN 2008-2011 (Pages 7 - 26)
Report by the Leader of the Council
7. LOCAL AREA AGREEMENT (Pages 27 - 132)
Report of the Chief Executive
A copy of the Draft Agreement is accessible on the Council’s web site.
8. LOCAL AUTHORITY BUSINESS GROWTH INCENTIVE SCHEME (RMD200810) (Pages 133 - 140)
Report by the Cabinet Member for Corporate Performance and Resources
9. DRAFT FOOD SERVICE PLAN 2008 - 2009 (ES20810 - OSM) (Pages 141 - 166)
Report by the Cabinet Member for Housing and Health
10. POLICY FOR MAKING DESIGNATED PUBLIC PLACES ORDERS (DPPO'S) IN GLOUCESTER CITY (ES20812 OSM) (Pages 167 - 172)
Cabinet Member for Housing and Health
11. CITY COUNCIL RESTUCTURING - PROPOSALS FOR PHASE 2 (Pages 173 - 212)
Report of the Chief Executive
Pre-Scrutiny of Key Decisions
12. ROLL FORWARD OF CLIMATE CHANGE STRATEGY (PT07078A) (Pages 213 - 270)
Report by the Cabinet Member for Environment
Matters for Information
13. FINANCIAL MONITORING REPORT
Director (Section 151) to report
14. SCRUTINY WORK PROGRAMMES (Pages 271 - 272)
Information received since the last meeting of OSM Committee attached.
15. SCHEDULE OF INDIVIDUAL EXECUTIVE DECISIONS
2
None
16. SCHEDULE OF CABINET DECISIONS (Pages 273 - 274)
The following lists the titles of decisions taken by Cabinet at its meeting on 5 June 2008. Details of the decisions are set out in the attached schedule for information.
17. SCRUTINY WORK PROGRAMMES AND CABINET FORWARD PLAN (Pages 275 - 286)
Report by Democratic Services Manager
CONFIDENTIAL MATTERS FOR KEY DECISION
18. EXCLUSION OF THE PRESS AND PUBLIC
To consider the following resolution :
“That the press and public be excluded from the meeting during the following item of business on the grounds that it is likely, in view of the nature of business to be transacted or the nature of the proceedings, that if members of the press and public are present during consideration of this item or these items there will be disclosure to them of exempt information as defined in Section 100I of the Local Government Act 1972.”
Agenda item 19 Description of Exempt Information
Information relating to the financial or business affairs of any particular person (including the authority holding that information)
(Paragraph 3-Schedule 12A)
19. LEASE OF LAND TO TESCO, ST OSWALDS PARK (Pages 287 - 290)
Report of the Leader of the Council (Cabinet Member for Regeneration and Culture)
20. DATE OF NEXT ORDINARY MEETING
Monday 1 September 2008 18.30 hrs.
3
Please note :
The discussion times are only estimates, some items could take slightly longer to discuss.
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OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE
MEETING : Tuesday, 3rd June 2008
PRESENT : Cllrs. Wilson (Chair), Hobbs (Vice-Chair), Noakes, Crawford, Jones, Emerton (Spokesperson), Field, Haigh and Taylor
Other Members Present Cllrs. James, Gravells, Llewellyn, Morgan, White and Whittaker
Officers in Attendance Julian Wain, Chief Executive Keith Birtles, Director (S151) Phil Staddon, Corporate Director of Regeneration Amanda Wadsley, Corporate Director of Strategy and Development Gill Ragon, Environmental Health Manager Julie Wight, Environmental Health Manager
1. DECLARATIONS OF INTEREST
There were no declarations of interest.
2. MINUTES
The Minutes of the meeting held on 14 April 2008 were taken as read and signed by the Chair.
3. PUBLIC QUESTION TIME (MAX. 15 MINS)
Joseph Jones expressed the opportunity to address the Committee in relation to the provision of facilities for travelling showpersons and questioned how the Council’s policy for dealing with travelling people in Gloucester to be considered by the Committee that evening recognised the needs of travelling show people for temporary accommodation.
The Chief Executive suggested that the issues raised appeared more likely to relate to the Regional Spatial Strategy.
Councillor Gravells commented on the extent of consultation in relation to the draft policy for dealing with travelling people in Gloucester.
The Committee was reminded that its role was to pre-scrutinise and comment on the document prior to the key decision to be taken by Cabinet on 5 June 2008.
The Chair suggested to Mr Jones that, having had the opportunity to consider the relevance of the report in relation to his concerns and, if there were concerns, these be addressed to the Cabinet meeting on 5 June 2008.
4. PETITIONS AND DEPUTATIONS (MAX. 10 MINS)
There were no petitions or deputations.
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5. PARKING SERVICES PROCUREMENT - PROJECT INITIATION DOCUMENT
The Scrutiny Committee considered the report from the Leader of the Council and Cabinet Member for Regeneration and Culture to be submitted to Cabinet on 5 June 2008 seeking approval to a Prince 2 Project Initiation Document to procure a contractor to undertake a range of parking services from 1 September 2009 onwards.
The Corporate Director of Regeneration commented that it was intended to secure the services of an external procurement consultant.
RESOLVED
That the report be noted.
6. POLICY FOR DEALING WITH TRAVELLING PEOPLE IN GLOUCESTER (ES20807)
The Scrutiny Committee considered a report by the Cabinet Member for Housing and Health to be submitted to Cabinet on 5 June 2008 seeking approval to the policy for dealing with travelling people in Gloucester city.
The Committee had earlier in the meeting received concerns from Joseph Jones in relation to the provision of facilities for travelling show persons who had questioned how the Council’s policy recognised the needs of travelling show people for temporary accommodation. Mr Jones had also raised an issue in relation for consultation.
The Cabinet Member emphasised that wide consultation had taken place on the report.
The Chair referred to the fourth paragraph under Section 8.1 and enquired whether the proposal for the lead officer to arrange a case conference within five days of being notified of an unauthorised encampment on Gloucester city owned land was a change of policy.
The Cabinet Member commented that he was conscious that the case conference should not be seen to delay any necessary action being taken and that the case conference could be undertaken by e-mail or telephone conference if necessary.
Councillor Jones referred to paragraph 6.0 and the current arrangement whereby the PCT provided travellers with direct access to doctors and nurses at the Vaughan Centre, 159 Southgate Street, Gloucester. She enquired whether the future of the centre was affected by reference in the Forward Plan to the sale of the Vaughan Centre, Southgate Street. The Cabinet Member responded by commenting that the proposed report related to the continued use of the Vaughan Centre.
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RESOLVED
That the report be noted and that the comments of this Committee be forwarded to Cabinet on 5 June 2008.
7. GATING ORDERS - CRITERIA FOR ADOPTION (ES20809)
The Scrutiny Committee considered a report by the Cabinet Member for Environment to be submitted to the Cabinet meeting on 5 June 2008, the purpose of which was as follows:-
1. To outline to members a Criteria for adoption at Gloucester City Council regarding Gating Orders to secure a consistent and transparent approach around the city.
2. To seek a budget for Gating Orders to cover costs from April 2009.
3. To seek delegated authority for the:
• Environmental Health Manager to initiate the process for the making of Gating Orders. • Environmental Health Manager in consultation with Cabinet Member for Environment to authorise the making of Gating Orders where there are no written representations. • Cabinet to make decisions regarding Gating Orders where written representations have been received except where regulations require the matter to be referred to a Public Inquiry.
Councillor Jones expressed concerns regarding the use of gating orders across footpaths which had been used for a considerable length of time and felt that the majority of people would be inconvenienced by gating orders.
The Committee recommended to Cabinet an amendment to recommendation 2.2 of the report by the addition of the words ‘and removing’ after the word ‘maintaining’.
Councillor Taylor suggested the possible use of partial gating orders which would involve less inconvenience than full gating orders.
In answer to a question from Councillor Jones, the Cabinet Member commented that the Council were currently looking at a request for an order at Carters Orchard, Quedgeley.
RESOLVED
1. That the report be noted.
2. That Cabinet be recommended to amend recommendation 2.2 of the report by the addition of the words ‘and removing’ after the word ‘maintaining’.
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8. REPORT FROM THE LICENSING REVIEW TASK AND FINISH GROUP (ES20808)
Councillor Whittaker, Chair of the Licensing Act 2003 Task and Finish Group presented to members the outcome of the work carried out by the Group established to review the effect of the Licensing Act 2003.
He expressed thanks for the work undertaken by Councillor Smith as a Member of the Group. Councillor Paul James commented that he had asked for Officers’ responses to the report before it is submitted to Cabinet.
It was suggested that a Task and Finish Group be established to examine Night Time Transport to ensure that people get safely home when needed.
RESOLVED
That the report be noted.
9. BUSINESS CONTINUITY MANAGEMENT: CORPORATE RECOVERY PLAN
The Committee considered a report by the Assistant Director (Legal and Democratic and Personnel Services) seeking approach to a revised Corporate Recovery Plan for Gloucester City Council.
The Chief Executive commented that there were service plans in support of the Corporate Recovery Plan and an exercise would be used to test the emergency services.
Councillors noted the need for a list of telephone contacts in an emergency.
The Committee suggested the following amendments:
Appendix 2 to the report : Business Continuity; Policy Statement
At the end of the statement ‘Maintaining effective communication and active involvement of staff” add “and Councillors’. The Chief Executive reminded Members that this was a matter which officers carried out on their behalf and accordingly proposed enhancing the words around communication with Councillors.
Section 5.1 of the Plan – non-availability of Key Staff – add ‘and Councillors’
In the Generic Hazards Analysis – Risk Matrix Score, add ‘A Section relating to non-availability of e.mail’.
In the Section Non-Access to Offices, consideration needed to be given to public accessibility to the Tennis Centre. Again, Members were reminded that in the event of a situation requiring activation of the plan, it was likely that public access would not be available.
In the Section Loss of Water, ‘bowsers’ should be added to Mitigation in Place.
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RESOLVED
That the report be noted and the Leader of the Council be recommended to take on board the comments suggested by the Committee.
10. SCRUTINY INFORMATION REQUESTS
The responses to the requests for information arising from the last meeting was noted.
11. SCHEDULE OF INDIVIDUAL EXECUTIVE DECISIONS
The Committee noted the Schedule of Individual Executive Decisions.
12. SCHEDULE OF CABINET DECISIONS
The Committee noted the Schedule of Cabinet Decisions.
13. SCRUTINY WORK PROGRAMMES & CABINET FORWARD PLAN
The Democratic Services manager reported that a meeting of the Scrutiny Panel would be convened shortly to guide on Scrutiny Work Programmes, Task and Finish Groups, Resources and Priorities, and coverage of portfolios.
RESOLVED
That the report be noted.
14. DATE OF NEXT MEETING
Monday 7 July 2008 at 18.30 hours.
Time of commencement: 18:30 hours Time of conclusion: 19:30 hours Chair
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This page is intentionally left blank Page 7 Agenda Item 6 Gloucester City Council
COMMITTEE : Overview and Scrutiny Management Committee Cabinet DATE : 7 July 2008 9 July 2008 SUBJECT : Council Targets for Building a Better Gloucester – Corporate Plan 2008-2011 DECISION TYPE : Budgetary and Policy Framework WARD : All REPORT BY : Leader of the Council NO. OF APPENDICES : 1 – Building a Better Gloucester: Targets 2 – High level measures for the Key Aims REFERENCE NO. : PC200809
1.0 PURPOSE OF REPORT
1.1 To present the measures and targets used in ‘Building a Better Gloucester’ the corporate plan for 2008-2011.
2.0 RECOMMENDATIONS
2.1 Members are asked to consider the measures and their targets in Appendix 1 and the high level measures in Appendix 2 that will be used to determine the progress towards the outcomes in the corporate plan, on the understanding that the target- setting process for the measures is an ongoing process that will be monitored by cabinet and scrutiny committees.
2.2 That delegated authority be given to the Chief Executive, in consultation with the Leader, to make amendments to the measures and targets in the corporate plan as required.
3.0 BACKGROUND
3.1 ‘Building a better Gloucester’ is Gloucester City Council’s strategic plan for the next three years and it contains the key aims and outcomes that we want to achieve. It also lists the measures we will use to demonstrate the achievements.
3.2 The measures listed have been refined in the light of the LAA agreement (See 3.3), the governments published definitions for the new set of national indicators (See 3.4), and the Places Satisfaction Survey.(See 3.5)
3.3 The Local Area Agreement’s measures and targets have been incorporated into the corporate plan.
PC200809 1 Page 8
3.4 The National set of measures (NIs) has now been published. There is a mixture of new PIs that have not been collected before, and existing indicators that are being continued from old BVPIs or other information that was previously collected. Where there is existing data, targets can be set and these have been included. Where the PIs are new then targets are not set until a baseline is established
3.5 The Places Survey, the replacement for the Best Value General Satisfaction survey will be carried out for the first time this autumn. Some of the questions have not been asked before and will therefore set a baseline figure this autumn. Where previous information is available targets have been included.
4.0 PROGRESS
4.1 The provisional list of measures contained in the Corporate Plan that went to Council in February has been revised to include those needed for the LAA and the Places Survey. Where the new NIs are duplicating the local indicators in the corporate plan, designated CP-, the local PIs have been replaced with NIs.
4.2 The appendix ‘Building a Better Gloucester: Targets’ contains the full list of the measures we are proposing to collect for reporting the performance of the corporate plan ‘Building a better Gloucester’
4.3 For each measure listed the tables contain the following information.
Column Explanation Heading Measure This represents the following: Code NI – National indicator set by the government CP – Local indicator set by the council to monitor the corporate plan HR – Value for money indicator related to our Human resources services, set by the Audit Commission E - Value for money indicator related to our Estates management services, set by the Audit Commission F - Value for money indicator related to our Financial services, set by the Audit Commission P - Value for money indicator related to our Procurement services, set by the Audit Commission BV – Best Value PIs that we will continue to collect LI – Local Area Agreement measures used to monitor outcomes in the LAA not covered by NIs.
Definition This is the short definition text. The complete detailed definition can be found on the intranet, and on the audit sheets for each measure held by the owners. Key Priority This refers to the key policy objectives in the corporate plan Ref which are Target 08/09 Target for the financial year. Where a baseline figure needs to be set this is stated. Target 09/10 Target for the financial year. Target 10/11 Target for the financial year.
PC200809 2 Page 9
Owner The person in the authority who has overall responsibility for managing the PI. Reporting The organisation with the overall responsibility for reporting Org the information. LAA Denotes the measure is used to monitor progress of the Local Area Agreement. Data Source Where the data comes form another source or partner they are named, where left blank the data is produced directly by the city council. Reporting The frequency that the measures will be reported. Monthly frequency where possible, quarterly, annually or biennially as appropriate PSA or DSO This highlights where the measure is being used to monitor the progress of outcomes in the Government’s Public Service Agreement and the Comments Additional comments as needed.
4.4 ‘NI’ - The National set of indicators contains almost 200 indicators. Only a proportion of these relate to District councils and these are the ones listed in the appendix. Others that relate to county council operations such as education and social services are only mentioned if the city council has an input to them, and has sighned up to them through the LAA process. These are indicators we are legally obliged to collect and report to the government, and the majority of the measures used in the LAA are NIs. The definitions and method of collection is explicitly described in the full documentation available from CLG and on our intranet.
4.5 ‘CP’ – These are the local measures we have set in order to monitor performance not covered by the national indicator set. They are designed to give us the information we need to manage our performance. The definitions are set by us and if required new measures can be added, or ineffective measures can be changed or removed. For the most part these are new indicators which will require testing and refining.
4.6 The value for money indicators HR-, E-, F-, and P- have been selected from an Audit Commission publication. These have definitions set by the Audit Commission and are therefore tried and tested and will be comparable across the authorities that use them.
4.7 Appendix 2 contains the proposed high level measures that will be used to report performance of the corporate plan.
5.0 FUTURE WORK
5.1 The introduction of the new set of National Indicators replacing the old Best Value indicators, include a significant proportion that have not been measured before. This will result in a significant gap in performance information for the year 2008/09. There will be very few measures that we will be able to compare with others and it will not be possible to produce any trend information either.
5.2 To enable the continuity of performance information we are continuing to collect a number of the old BVPIs. These are included in the Appendices and we will continue
PC200809 3 Page 10
to collect them if they are providing useful information, unless they are replaced by new national PIs.
5.3 The process of setting the targets for the measures set out in the plan will continue, ensuring that appropriate and challenging goals are set.
6.0 CONCLUSIONS
6.1 This is a living document and will be updated and amended as required as the corporate plan develops. The measures and targets must be able to demonstrate the performance of the outcomes in the corporate plan.
6.2 This comprehensive list of measures will enable us to manage and progress the key aims in the corporate plan.
7.0 FINANCIAL IMPLICATIONS
7.1 To follow
7.2 Name of the Officer:
8.0 LEGAL IMPLICATIONS
8.1 To follow
8.2 Name of the Officer:
9.0 RISK MANAGEMENT IMPLICATIONS
9.1 Each action in the corporate plan, including its measures and targets, should be assessed individually and the impact detailed in the relevant reports on progress to GLT, Cabinet and Council. The corporate plan as a whole has had an Equalities Impact Assessment and measures put in place as a result.
10.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES)
10.1 There is a commitment in throughout the plan to delivering the equalities agenda. Each action will be assessed and the impact detailed in the relevant reports on progress to GLT, Cabinet and Council.
11.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety
Each action in the corporate plan should be assessed individually and the impact detailed in the relevant reports on progress to GLT, Cabinet and Council.
2. Environmental
PC200809 4 Page 11
Each action in the corporate plan should be assessed individually and the impact detailed in the relevant reports on progress to GLT, Cabinet and Council.
3. Staffing (Personnel to complete) To follow
Name of the Officer:
4. Trade Union
No comments at the present time
Background Papers :
Published Papers :
Person to Contact : Rupert Charley Tel: 396709 E-mail: [email protected]
PC200809 5 Page 12
This page is intentionally left blank Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments
NI 1 % of people who believe people Rupert from different backgrounds get on 19, 20, 21, Charley/J County Lead - District & County are looking at NI 1 well together in their local area 29 81 82 85 Douglas Kevin Lee LAA Places Survey Biennial PSA 21 possibility of doing annual Baseline/ Rupert NI 2 % of people who feel that they 15, 19, 20, Benchmark Charley/J District & County are looking at NI 2 belong to their neighbourhood 21, 29 Req'd Douglas County/City Places Survey Biennial PSA 21 possibility of doing annual Baseline/ Rupert NI 3 Civic participation in the local Benchmark Charley/J District & County are looking at NI 3 area 21 Req'd Douglas County/City Places Survey Biennial PSA 15 possibility of doing annual Rupert NI 4 % of people who feel they can 7, 19, 21, Charley/J County Lead - District & County are looking at NI 4 influence decisions in their locality 29 29 30 33 Douglas Jacquie Harris LAA Places Survey Biennial PSA 21 possibility of doing annual Rupert NI 5 Overall/general satisfaction Charley/J County Lead - District & County are looking at NI 5 with local area 19, 29 72 75 82 Douglas Jacquie Harris LAA Places Survey Biennial CLG DSO possibility of doing annual Baseline/ Rupert NI 6 Participation in regular Benchmark Baseline plus Charley/J District & County are looking at NI 6 volunteering 21 Req'd 4.1% Douglas County/City Places Survey Biennial CO DSO possibility of doing annual Baseline/ Page 13 NI 7 Environment for a thriving third Benchmark Rupert County Lead - NI 7 sector 29 Req'd Charley Jacquie Harris LAA Postal Survey Quarterly CO DSO Active Gloucestershi Rupert re - John DCMS NI 8 NI 8 Adult participation in sport 6 24.40% 25.40% 26.40% Charley Stephenson LAA Active Sport Quarterly DSO District & County are looking at NI 10 NI 10 Use of Museums and Galleries 4 853 860 870 A Fox County/City Places Survey Biennial possibility of doing annual Baseline/ Benchmark Active people DCMS Dependent on data being NI 11 NI 11 Engagement in the arts 4 Required A Mitchelstead Sport England survey Monthly? DSO available
NI 12 Refused and deferred Houses in Multiple Occupation (HMO) Baseline/ license applications leading to Benchmark License NI 12 immigration enforcement activity 8 Not req'd Required J Wight City Register ? HO DSO Still under consultation Monthly for NI 14 Avoidable contact: The Customer average number, of customer Baseline/ Service. contacts per received customer Benchmark CRM & Annual for CS taking info from CRM other NI 14 request 3 Required Wendy Jones City Manual Count other services services manual sampling.
NI 22 Perceptions of parents taking Baseline/ Rupert responsibility for the behaviour of Benchmark Charley/J District & County are looking at NI 22 their children in the area 21 Required Douglas County/City Places Survey Biennial HO DSO possibility of doing annual NI 23 Perceptions that people in the Baseline/ Rupert area treat one another with respect Benchmark Charley/J District & County are looking at NI 23 and dignity 21 Required Douglas County/City Places Survey Biennial HO DSO possibility of doing annual
Version 27 June Page 1 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments Glos Constabulary - Local NI 35 Building resilience to violent Self Assessed at Alex Strategic NI 35 extremism 21 level 2 Level 3 Level 4 Francis Gobey Drummond LAA Partn Annual PSA 26
NI 37 Awareness of civil protection Baseline/Benchm Rupert District & County are looking at NI 37 arrangements in the local area 23 ark Req'd Charley Biennial CO DSO possibility of doing annual NI 139 People over 65 who say that they receive the information, assistance and support needed to Baseline/ R Charley / exercise choice and control to live Benchmark Jan Kirby / Stroud Lead - District & County are looking at NI 139 independently 29 Req'd Mary Hopper Kelvin May LAA Places Survey Biennial? ? possibility of doing annual LAA Glos First Annual Lead Stan Population NI 151 NI 151 Overall employment rate 7, 10 80.50% 81% 81.50% A Gwinnett Jones LAA survey Quarterly PSA 8 Data released with 8 month lag
NI 152 Working age people on out of Awaiting Figures DWP/Job NI 152 work benefits 10 from DWP A Gwinnett Centre Plus Quarterly? PSA 8 Page 14 NI 153 Working age people claiming LAA Glos First out of work benefits in the worst Lead Stan DWP Data released with 6 month time NI 153 performing neighbourhoods 10 28.50% 27.50% 26% A Gwinnett Jones LAA Quarterly DSO lag NI 154 Net additional homes Awaiting RSS to Awaiting RSS to NI 154 provided 7, 8 346 be adopted be adopted Mick Thorpe Annual PSA 20 NI 155 Number of affordable homes NI 155 delivered (gross) 8, 9 128 279 167 Jan Kirby Annual PSA 20 Cant do Monthly Figures
NI 156 Number of households living NI 156 in Temporary Accommodation 8 10% 5% 2% M Hopper Monthly? PSA 20 NI 157 Processing of planning applications as measured against targets for ‘major’, ‘minor’ and ‘other’ application types major NI 157a applications 13 weeks 7 65% 70% 75% Rob Eaton Monthly CLG DSO
NI157b Minor applications 8 weeks 7 75% 80% 85% Rob Eaton Monthly CLG DSO
NI157c Other Applications 8 weeks 7 85% 88% 90% Rob Eaton Monthly CLG DSO
NI158 NI 158 % decent council homes 9 49% 49% 49% Trea Connon Quarterly CLG DSO County Lead - NI 159 Supply of ready to develop Duncan NI 159 housing sites 8, 9 150% 180% 200% Mick Thorpe Jordan Annual CLG DSO
NI 160 Local Authority tenants’ NI 160 satisfaction with landlord services 9 80% 85% 92% Trea Connon Annual CLG DSO
Version 27 June Page 2 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments NI 170 Previously developed land Baseline/ that has been vacant or derelict for Benchmark NI 170 more than 5 years 7 Req'd Mick Thorpe Annual CLG DSO Baseline/ NI 172 VAT registered businesses in Benchmark A Gwinnett/A BERR NI 172 the area showing growth 11 Req'd Kite Quarterly? DSO NI 175 Access to services and Baseline/ facilities by public transport, Benchmark Collected at County level NI 175 walking and cycling 29 Req'd M Brentnall LAA DfT DSO annually query district level? NI 179 Value for money – total net value of on-going cash-releasing value for money gains that have Annual to be impacted since the start of the 2008- developed into Pitched at CSR07 to be NI 179 9 financial year 32 1,180,000 2,410,000 3,670,000 Steve Phelps Quarterly CLG DSO reviewed when Peter starts NI 180 Changes in Housing Benefit/ Council Tax Benefit entitlements Sandra DWP NI 180 within the year 9 10,000 10,000 10,000 Thomas DWP IBS/Anite Monthly DSO Monitored Daily
NI 181 Time taken to process Page 15 Housing Benefit/Council Tax Benefit Sandra DWP NI 181 new claims and change events 9 15 15 15 Thomas DWP IBS/Anite Monthly DSO Monitored Daily NI 182 Satisfaction of businesses Baseline/ with local authority regulation Benchmark BERR NI 182 services BERR DSO 11 Req'd Gill Ragon Monthly DSO Annual reporting NI 184 Food establishments in the Baseline/ area which are broadly compliant Benchmark NI 184 with food hygiene law 4 Req'd G Ragon Annual
Baseline/ NI 185 CO2 reduction from Local Benchmark Annual NI 185 Authority operations 17 Req'd J Wight calender year PSA 27 Baseline/ NI 186 Per capita CO2 emissions in Benchmark County Lead - NI 186 the LA area PSA 27 29 Req'd J Wight Terry Smith LAA PSA 27 NI 187 Tackling fuel poverty – people receiving income based Baseline/ If private Dave Sutton if Public benefits living in homes with a low Benchmark D Sutton / Defra GCH F Gobey only awareness. NI 187 energy efficiency rating 17 Req'd Trea Connon LAA Annual DSO Awaiting RSL info County Lead - NI 188 NI 188 Adapting to climate change 18, 29 level 1 level 2 level 3 M Brentnall Terry Smith LAA Annual Awaiting lead info David Sutton/ NI 189 Flood and coastal erosion from Enviro Frances Environment Defra NI 189 risk management 18 Agency Mangan Agency Annual DSO NI 191 Residual household waste County Lead - Defra NI 191 per head 14, 29 718 618 610 Tony Hipkins Tony Childs LAA Monthly DSO BV84a
Version 27 June Page 3 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments NI 192 Household waste recycled County Lead - Defra NI 192 and composted 14, 29 39 48 49 Tony Hipkins Tony Childs LAA Monthly DSO BV82 a & B
Baseline / NI 193 NI 193 Municipal waste land filled 14 Benchmark req'd Tony Hipkins Monthly Relies on MSDC data
NI 194 Level of air quality – reduction in NOx and primary PM10 emissions through local authority’s Baseline / Annual Jan - NI 194 estate and operations. 17 Benchmark req'd J Wight Dec PSA 28 NI 195 Improved street and environmental cleanliness (levels of Quarterly graffiti, litter, detritus and fly 8% Litter, 0% 8% Litter, 0% 8% Litter, 0% dependent on Defra NI 195 posting) 13, 15 other other other Tony Hipkins survey date DSO BV199a,b & c NI 196 Improved street and environmental cleanliness – fly Defra NI 196 tipping 13 Grade 1 Grade 2 Grade 3 Tony Hipkins DSO BV199d
Baseline/ Page 16 NI 197 Improved local biodiversity – Benchmark NI 197 active management of local sites 17 Req'd M Brentnall Annual PSA 28 Snap shop as at 31.3 each year Children and Young peoples satisfaction with parks and play Establish Ofstead NI 199 areas 15 Not Req'd Baseline Francis Gobey County TellUs survey Annual ?
BV009 Council Tax Collected 32 97.25 P Winters Monthly BV010 NNDR Collected 32 99.3 P Winters Monthly
BV212.05 Average time to re-let 8 19 1815 T Connan L Philips GCH Monthly
BV066a.05 % Rent collected/rent owed 8 98.84% 98.88% 99% T Connan L Philips GCH Monthly % Tenants > than 7 weeks gross BV066b.05 arrears 8 4% 3.50% 3.20% T Connan L Philips GCH Monthly
BV066c.05 % Possession notices served 8 10.50% 10.30% 10% T Connan L Philips GCH Monthly
BV066d.05 % Tenants evicted for Arrears 9 0.14% 0.14% 0.13% T Connan L Philips GCH Monthly BV170a Visits to/Usage of Museums 4 848 A Fox Monthly BV170b Visits to the museums in person 4 544 A Fox Monthly
BV170c Pupils visiting museums and galleries 4 3900 A Fox Monthly % Change of families in temporary BV203 accomodation 8 -12.50% M Hopper Monthly BV213.05 Has preventing Homeless 82 M Hopper Monthly BV214.05 Repeat Homelessness 82 M Hopper Monthly LPI HH16 New Homeless cases 8 400 M Hopper Monthly LPI HH03 Families in B & B 8 15 M Hopper Monthly CP - 1 CP-1 Retail improvement index 1 To be determined A Gwinnett Define which index and target
Version 27 June Page 4 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments CP - 2 CP-2 Evening economy 1 To be determined A Gwinnett Pubs and Restaurants trading CP-4 Attendance at events 1 Baseline/ Per annum customers for all CP - 4 Benchmark req'd M Smith events CP-6 Positive media coverage – a) 1 local Baseline/ CP - 6 Benchmark req'd M Grodnetz Monthly b) national 1 Baseline/ Benchmark req'd M Grodnetz Monthly c) international 1 Baseline/ Benchmark req'd M Grodnetz Monthly CP-7 Footfall in city 1 Baseline/ Needs to tie in with County CP - 7 Benchmark req'd A Gwinnett Footfall CP-9 Number of hotel bed nights 1 Baseline/ CP - 9 Benchmark req'd A Gwinnett Quarterly CP-10 Public knowledge / satisfaction - 2 Survey Req'd for Reputations Campaign Baseline/ CP - 10 Benchmark M Grodentz Annual Survey Page 17 CP-13 Number of visitors 4, 5 Data is produced October for CP - 13 1,741M 1,800M 1,900M D Stevens Annual the previous year CP-14 Tourist income to the city 4 Data is produced October for CP - 14 104,256M 105,000M 108,000M D Stevens the previous year CP-20 Proportion of residents who believe Gloucester is improving. Baseline/ CP - 20 7 Benchmark req'd F Gobey Annual CP-23 Regeneration Measures - 1) No of homes, 2) no of jobs, 3) amount of brownfield land redeveloped Baseline/ Year on Year Year on Year URC Annual Report based on CP - 23 7 Benchmark req'd increase increase P Staddon Annual 10 year program CP-26 Housing condition survey - One off every 5 years to give Improved from last survey Survey to be baseline data last one done CP - 26 9 Not due Not due arranged David Sutton 5 Yearly 2005 CP - 28 CP-28 Housing needs surveys 9 Planned 2010 Next due 2014 J Kirby 5 Yearly One off every 4/5 years CP-36 Parks and open spaces CP - 36 achieving Green Flag Accreditation. 15 333Tony Hipkin Annual CP-44Performance against Strategic and Operational PIs in place with our Baseline/ Rupert Due to implement 09/10 based CP - 44 partner. 13 Benchmark req'd Charley on 08 figures CP-47 Achievement of progress Adoption of against milestones set out in the Local Core Strategy by CP 47 Development Scheme 16 2009 Mick Thorpe Annual Set of Milestones CP-48 Satisfaction with public toilets CP 48 15 90% To follow To follow Tony Hipkins Annual
Version 27 June Page 5 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments CP-53 Number of Hate crime incidents Numbers only, target to be set recorded by the authority Baseline/ after 1st year. Previously Benchmark recorded Racist crime now CP - 53 21 Req'd Sue Tilley Quarterly covering all 7 equality strands. CP-57 Measure the required Rupert CP - 57 management competencies 26 Not Due till 9/10 Charley CP-58 Staff awareness Baseline/ Benchmark Best Council Best Council survey will provide CP - 58 27 Req'd P Tsakpo Survey baseline CP-61 Percentage efficiency saving CP - 61 delivered annually 30 3% 6.10% 9.30% S Phelps Annual CP-65 Use of Resources assessment scores of 3 and above by April 2009. CP - 65 31 Maintain level 2 Level 3 Level 3 Peter Gillett Annual CP-77 Corporate finances within 5% of CP - 77 budged figures 31 5% 5% 5% S Phelps Quarterly CP-78 Amount of external funding Baseline/ realised. Benchmark CP - 78 31 Req'd S Phelps Quarterly
Delivery against the cultural strategy’s Page 18 action plan, M7 -King's Square - select new design and procure new square (City Council / GHURC) M8 -Develop a Heritage Centre (City Council / Civic Trust) M9 -University relocation to Blackfriars (University / GHURC) M10 -Develop and implement Sports "Hub" at Plock Court (City Council / University / Bishops College / Sport England / Football Foundation) M11 -Progress Four Gates Centre (Four Gates Trust / City Council) M12 -Successfully launch Marketing GLoucester (City Council / Partners) CP - 86 6 M7 - M12 P Staddon CP-87 Assessment of all local Assessment Rupert CP - 87 stategies and policies 2010/11 30 Not Due Not Due complete Charley Project CP-88 Continuous improvement Number of PI's Number of PI's Number of PI's Improving Year Improving Year Improving Year Rupert CP - 88 32 on Year on Year on Year Charley Annual CP-89 Benchmarking against other comparable organisations. Quartile postion compared to nearest neighbour Baseline/ Rupert CP - 89 groups 32 Benchmark req'd Charley Annual Due 09/10 based on 08 figures
Version 27 June Page 6 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments CP-91 Delivering timely and accurate performance information to Cabinet monthly and Scrutiny Quarterly Rupert CP - 91 32 100% 100% 100% Charley Monthly CP-94 % of staff enabled to work from home, hot-desking etc This indicator examines the extent to which the organisation equips individuals to work more flexibly, in this case remotely. This is the council’s capability rather number of users undertaking home working. The percentage refers to percentage CP - 94 32 5% 10% 20% Jan Harris Quarterly of FTEs CP-99 Member Charter accreditation Expected CP - 99 28 Working towards (provisionally) T Hughes Annual Establish target date CP-100A Successful Tests undertaken (Business Continuity) Critical Services CP - 100 Annual Test 23 111P Gillett Annual CP-102 Number of enforcement
CP - 102 actions taken 13 Baseline req'd needs to be defined D Sutton Monthly? Page 19 CP - 103 CP-103 Streetcare Satisfaction Pis 13 Baseline/ Benchmark Req'd Tony Hipkin ? Survey to be designed CP-106 Residents who believe their Baseline/ neighbourhood partnership has Benchmark CP - 106 improved their area 20 Req'd F Gobey Annual CP-107 The number of properties taking up flood relief protection grants CP - 107 18 100 100 No funding D Sutton Quarterly One off £100,000 grant CP-108 Number of flood related capital CP - 108 projects completed 18 40 5 No funding D Sutton Quarterly 45 projects set - one off funding CP-109 The city councils partners have robust health and safety policies CP - 109 in place. 25 100% 100% 100% G Ragon Annual CP-110 Number of National events held in city: a) Cultural Baseline/ b) Sporting Benchmark CP - 110 c) Other 4 Req'd M Grodentz ? Quarterly CP113 Number of Historic buildings on Baseline/ the at risk register Benchmark Mick Thorpe/A CP - 113 33 Req'd Fox Quarterly Monthly Complaints handled within 10 CP114 days 2 & 32 95% W Jones Monthly Number of Complaints outstanding CP115 longer than 10 days 0 0 0 W Jones Monthly CP116 Media enquires responded in 1 hour 32 80% 80% 80% M Grodentz Monthly
Version 27 June Page 7 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments E-P1 Total Property costs (occupancy, Baseline/ operational and management) per Benchmark Look at possibility for 6 monthly E - P1 square metre. 12 Req'd M Lyon Annual? figures E-P2 Total accommodation (square Baseline/ metre) per staff full time equivalents Benchmark Look at possibility for 6 monthly E - P2 (FTE). 12 Req'd M Lyon Annual? figures E-S7 Total annual energy consumption Baseline/ (Kw/h) per square metre Benchmark E - S7 12, 17 Req'd B Aldridge Annual F - S4 F-S4 Debtors Days 32 30 29 28 P Winters ? HR-P4 Leavers in the last year as a percentage of the average total staff. HR - P4 27, 32 13% P Tsakpo Monthly HR-S1 Cost of learning and development activity as percentage of HR - S1 the total pay-bill. 27 To be determined P Tsakpo Quarterly HR-S13a Percentage of Black and Minority Ethnic (BME employee in the HR - S13a workforce. 26, 27 8% P Tsakpo Monthly Page 20 HR-S13b Percentage of Black and Minority Ethnic (BME) employees in the workforce in the top 20% of HR - S13b earners. 26 8% P Tsakpo Monthly HR-S2 Cost of agency staff as a How do we target this? Each percentage of the total pay-bill service in charge of own budget (excluding those counted in secondary and many use Agency staff from indicator 3). this budget. Setting a target would restrict managers in recruiting when in need - especially during times of HR - S2 27 To be determined S Phelps Monthly change HR-S8 Cases of disciplinary action per HR - S8 1,000 employees 27 To be determined P Tsakpo Monthly HR-S9 Percentage of staff who receive (at least) an annual face to face HR - S9 performance appraisal. 26, 27 100% 100% 100% P Tsakpo Annual P-S2 Uneconomical Invoices P - S2 processed 26 To be determined S Phelps Quarterly Need breakeven invoice figure P-S7 The use of technology within procurement: a) The percentage of total goods and services spend that is P S7 sourced electronically; and 32 80% 80% 80% S Phelps Quarterly b) The percentage of total goods and services spend Baseline/ managed through e- Purchasing Benchmark 32 Req'd S Phelps Quarterly
Version 27 June Page 8 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments
No of measures (cavity wall, loft insulation & central Heating) installed LI 17 by Glos Warm & Well scheme 29 ££ 5300 8229 not req'd D Sutton Stroud Lead LAA Annual No of renwable energy instalations in domestic, public sector and community Servern wye LI 18 buildings 17 ££120 120 120 S McDonald energy agency LAA Annual Kierson Wise
Installed capacity of renewable energy Servern wye LI 19 systems 17 .7 mw .7 mw .7 mw S McDonald energy agency LAA Annual Kierson Wise Baseline/ Overral general satisfaction with the Benchmark LI 20 local area in the most deprived SOA 19 Req'd F Gobey County Lead LAA Annual John McLaughlin No of Councils achieving level 3 LI 21 Equality standard 29 177F Gobey County Lead LAA Annual Kevin Lee The number of people recorded as or reporting that they have engaged in formal volunteering on an average of atleast 2 hours per week over the last LI 22 year 24 ££15.9 17.9 S Webster County Lead LAA Quarterly Hazel Onsdale Glos Page 21 Constabulary - No of incidents of Anti Social Alex LI 23 Behaviour 13 ££37943 36737 S Tilley Drummond LAA Quarterly
Version 27 June Page 9 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments Indicators measured but not reported by City PSA 23, NI 15 NI 15 Serious violent crime rate 13, 29 5% 5% 5% Sue Tilley SSC5 127a
NI 16 NI 16 Serious acquisitive crime rate 13, 29 2% 2% 2% Sue Tilley PSA 23 126, 127b, 128
Cheltenham NI 17 Perceptions of anti-social Lead - Trevor NI 17 behaviour 29 ££15 14 TBA Sue Tilley Gladding LAA Places Survey PSA 23
NI 18 Adult re-offending rates for NI 18 those under probation supervision 29 Baseline required PSA 23 Glos Constabulary - Alex NI 20 NI 20 Assault with injury crime rate 29 3422 Sue Tilley Drummond LAA PSA 25 NI 21 Dealing with local concerns about anti-social behaviour and crime by the local council and Page 22 NI 21 police PSA 23 21 Improve by 5% Sue Tilley Places Survey PSA 23 NI 24 Satisfaction with the way the police and local council dealt with Monitor through Customer NI 24 anti-social behaviour TBA TBA TBA S Tilley City & Police HO DSO Service NI 25 Satisfaction of different groups with the way the police and local council dealt with anti-social NI 25 behaviour 5% TBA TBA S Tilley City & Police HO DSO Police, Forest & Glos target NI 27 Understanding of local concerns about anti-social behaviour and crime by the local NI 27 council and police 13 2% TBA TBA S Tilley Enviro/Police Places Survey HO DSO NI 28 NI 28 Serious knife crime rate 5% R Jones Police HO DSO NI 29 NI 29 Gun crime rate 5% R Jones Police PSA 23 NI 31 Re-offending rate of registered NI 31 sex offenders ££9.5 ££9.31 ££9.13 Probation PSA 23
Roger Clayton NI 32 Repeat incidents of domestic Deferred until - Glos NI 32 violence ? 9/10 Sue Tilley Constabulary LAA PSA 23 NI 39 Alcohol-harm related hospital NI 39 admission rates 13 1271 1265 1259 Colin Hassall DAAT LAA PSA 25 NI 40 Drug users in effective NI 40 treatment Calcualting for 06/08 Colin Hassall DAAT PSA 25 NI 41 Perceptions of drunk or rowdy NI 41 behaviour as a problem 13 TBA TBA TBA S Tilley Places Survey PSA 25
Version 27 June Page 10 of 11 Building a Better Gloucester: Targets Appendix - 1
Key Measure Priority Reporting Data Reporting PSA or Code Definition Ref Target 08/09 Target 09/10 Target 10/11 Owner Org LAA Source Frequency DSO Comments NI 42 Perceptions of drug use or NI 42 drug dealing as a problem 13 40% 39% 38% S Tilley Glos PCT LAA Places Survey PSA 25 NI 110 Young people’s participation Baseline/Benchm Tell Us NI 110 in positive activities 2, 19 ark Req'd F Gobey Survey Annual ? LPI SC04 Baseline/ Eugine NI 111 First time entrants to the Benchmark O'Kane - NI 111 Youth Justice System aged 10 – 17 19 Req'd F Gobey County Lead LAA Youth Justice NI 119 Self-reported measure of people’s overall health and Rupert NI 119 wellbeing 19 To be determned Charley Places Survey DH DSO NI 120 All-age all cause mortality Rupert NI 120 rate 19 To be determned Charley LAA PSA 18 NI 137 Healthy life expectancy at age Rupert Using responses from older NI 137 65 19 To be determned Charley Places Survey PSA 17 people only
NI 138 Satisfaction of people over 65 Rupert Using responses from older NI 138 with both home and neighbourhood 21 To be determned Charley Places Survey PSA 17 people only Baseline/ NI 140 Fair treatment by local Benchmark P Tsakpo/L County Lead - Page 23 NI 140 services 19 Req'd Bird Kevin Lee Places Survey PSA 15
NI 141 Number of vulnerable people County NI 141 achieving independent living 8 63.65% 63.65% 63.65% Mark Branton Council LAA CLG DSO
Version 27 June Page 11 of 11 Page 24
This page is intentionally left blank High Level Measures Appendix - 2
Definition Key Priority Target Target Data Reporting PSA or Measure Code Ref Target 08/09 09/10 10/11 Owner Reporting Org LAA Source Frequency DSO Comments NI 184 Food establishments in the area Baseline/ which are broadly compliant with food Benchmark NI 184 hygiene law 4 Req'd G Ragon Annual ? CP-6 Positive media coverage – 1 a) local Baseline/ b) national Benchmark CP - 6 c) international req'd M Grodnetz Monthly NI 151 Overall employment rate LAA Glos Annual First Lead Populatio Data released NI 151 7, 10 80.50% 81% 81.50% A Gwinnett Stan Jones LAA n survey Quarterly PSA 8 with 8 month lag NI 153 Working age people claiming out of LAA Glos Data released work benefits in the worst performing First Lead DWP with 6 month time NI 153 neighbourhoods 10 28.50% 27.50% 26% A Gwinnett Stan Jones LAA Quarterly DSO lag NI 158 % decent council homes Trea CLG NI158 9 49% 49% 49% Connon Quarterly DSO NI 160 Local Authority tenants’ satisfaction Trea CLG NI 160 with landlord services 9 80% 85% 92% Connon Annual DSO
NI 172 VAT registered businesses in the Baseline/ A Page 25 area showing growth Benchmark Gwinnett/A BERR NI 172 11 Req'd Kite Quarterly? DSO NI 182 Satisfaction of businesses with local Baseline/ authority regulation services BERR DSO Benchmark BERR NI 182 11 Req'd Gill Ragon Monthly DSO Annual reporting NI 191 Residual household waste per head Tony County Lead - Defra NI 191 14, 29 718 618 610 Hipkins Tony Childs LAA Monthly DSO BV84a NI 195 Improved street and environmental cleanliness (levels of graffiti, litter, detritus Quarterly and fly posting) 8% Litter, 0% 8% Litter, 8% Litter, Tony dependent on Defra NI 195 13, 15 other 0% other 0% other Hipkins survey date DSO BV199a,b & c CP-20 Proportion of residents who believe Baseline/ Gloucester is improving. Benchmark CP - 20 7 req'd F Gobey Annual CP-23 Regeneration Measures - 1) No of Baseline/ Year on Year on URC Annual homes, 2) no of jobs, 3) amount of Benchmark Year Year Report based on CP - 23 brownfield land redeveloped 7 req'd increase increase P Staddon Annual 10 year program CP-107 The number of properties taking up One off £100,000 CP - 107 flood relief protection grants 18 100 100 No fundingD Sutton Quarterly grant CP-108 Number of flood related capital 45 projects set - CP - 108 projects completed 18 40 5 No fundingD Sutton Quarterly one off funding
Version 27 June Page 1 of 2 High Level Measures Appendix - 2
Definition Key Priority Target Target Data Reporting PSA or Measure Code Ref Target 08/09 09/10 10/11 Owner Reporting Org LAA Source Frequency DSO Comments NI 1 % of people who believe people from District & County different backgrounds get on well together Rupert are looking at in their local area 19, 20, 21, Charley/J County Lead - Places possibility of NI 1 29 81 82 85 Douglas Kevin Lee LAA Survey Biennial PSA 21 doing annual NI 5 Overall/general satisfaction with local District & County area Rupert are looking at Charley/J County Lead - Places CLG possibility of NI 5 19, 29 72 75 82 Douglas Jacquie Harris LAA Survey Biennial DSO doing annual NI 35 Building resilience to violent Glos extremism Constabulary - Local Self Assessed Francis Alex Strategic NI 35 21 at level 2 Level 3 Level 4 Gobey Drummond LAA Partn Annual PSA 26 Council Tax Collected BV009 32 97.25 P Winters Monthly CP-59 Staff satisfaction Baseline/ Benchmark Best Council CP - 59 27 req'd P Tsakpo Survey
CP-88 Continuous improvement Number Number Page 26 of PI's of PI's Number of PI's Improving Improvin Improving Year on g Year on Rupert CP - 88 32 Year on Year Year Year Charley Annual CP-89 Benchmarking against other comparable organisations. Quartile postion Baseline/ compared to nearest neighbour groups Benchmark Rupert Due 09/10 based CP - 89 32 req'd Charley Annual on 08 figures
Version 27 June Page 2 of 2 Page 27 Agenda Item 7
AGENDA ITEM 7
Gloucester City Council
COMMITTEE : CABINET BRIEFING SCRUTINY CABINET COUNCIL
DATE : 25 JUNE 2008 7 JULY 2008 9 JULY 2008 24 JULY 2008
SUBJECT : GLOUCESTERSHIRE LOCAL AREA AGREEMENT 2008-11
DECISION TYPE : NOTING
WARD :
REPORT BY :
NO. OF APPENDICES : NONE
REFERENCE NO. : RMD200812
1.0 PURPOSE OF REPORT
1.1 To advise members of the Gloucestershire Local Area Agreement 2008-11.
2.0 RECOMMENDATIONS
2.1 Cabinet are requested to :-
1. Note the agreed Gloucestershire Local Area Agreement 2. Endorse the City Council’s contribution to the objectives and targets 3. Continue to receive further reports and monitor progress against the LAA
2.2 A copy of the 2008-2011 Gloucestershire Local Area Agreement is available on the intranomic, in each of the Group Rooms and from the Chief Executive. There will also be a copy available at the meeting.
RMD200812/REPORTS2008 1 Page 28
3.0 BACKGROUND
3.1 This is the second year of the Gloucestershire Local Area Agreement. The LAA has been refreshed to set out new and improved targets, partly as a result of the new national indicator set. It builds on the foundations provided by the Gloucestershire Sustainable Community Strategy and on the priorities set in the first LAA.
3.2 The refreshed LAA has been built up from the New National Indicator set, quality of life indicators and from discussion within the responsible Thematic partnerships. All Gloucestershire local authorities and the relevant public and voluntary sector partners have also been consulted.
3.3 The draft LAA has been approved by the Accountable Bodies Group, on which the City is represented by the Leader, and by the County Council’s Cabinet to whom is given the ultimate responsibility for approval by the guidance.
4.0 FUTURE WORK
4.1 Members will note that in the report elsewhere on your agenda relating to the Corporate Plan ‘Building a Better Gloucester’, a number of the LAA targets are incorporated into the Corporate Plan and thus become key indicators for the City. Close attention will be paid to the delivery of these, together with relevant monitoring and scrutiny by officers and members.
4.2 The Performance Management Approach to the LAA as a whole is set out at Section 12 of the document. I suggest that members should receive a relevant summary of the overall LAA data on a periodic basis.
5.0 FINANCIAL IMPLICATIONS
5.1 There are no direct financial implications as a result of this report, although members will recall that successful achievement of LAA targets will result in the payment of Performance Reward Grant to all the Gloucestershire partners.
5.2 Name of the Officer: Keith Birtles
6.0 LEGAL IMPLICATIONS
6.1 The Local Government White Paper 'Strong and Prosperous Communities' published in October last year set out different arrangements for Local Area Agreements and the new LAA will have taken these into account.
6.2 The LAA's are an important mechanism for agreeing and providing local priorities and an important part of a Councils performance mechanism.
6.3 Otherwise there are no specific legal implications.
6.2 Name of the Officer: Gary Spencer
RMD200812/REPORTS2008 2 Page 29
7. RISK MANAGEMENT IMPLICATIONS (Authors to complete) Identify all key risks (scoring 8 and above) for the recommendation including the impact and likelihood of the risk occurring and what measures will be taken to mitigate the risk.
7.1 Failure to achieve the LAA targets on a County wide basis will result in the loss of performance reward grant. Failure to achieve the City Council contribution will result in potential reputational damage.
8.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES) (Authors to complete) Identify all risks for customers and staff, in the areas of gender, disability, age, race, religion, sexual orientation etc.
8.1 The LAA has received an Equalities Impact Assessment. The promotion of Equalities and Diversity is a cross-cutting theme of the LAA and is central to the process. It will be embedded in the services we deliver.
9.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety (Author to complete)
There are significant targets and objectives relevant to this theme.
2. Environmental (Author to complete)
The protection and maintenance of the environment is a central theme of the LAA.
3. Staffing (Personnel to complete )
None directly through this report.
4. Trade Union (TU to complete)
To follow
Background Papers : Gloucestershire Local Area Agreement 2008-2011
Published Papers : As above
Person to Contact : Julian Wain Tel: 396200 E-mail: [email protected]
RMD200812/REPORTS2008 3 Page 30
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Gloucestershire Page 31 Local Area Agreement 2008-2011
Final Draft (29 May 2008) Contents
Page 1. Introduction 3 2. Gloucestershire Today: The Gloucestershire Story 4 3. Our Place: Our Future 6 4. Bridging the blocks: How we are dealing with cross- 7 cutting issues, including • Equalities Statement • Sustainability Statement Page 32 5. Children & Young People Theme 13 6. Economic Development & Enterprise Theme 29 7. Healthier Communities & Older People Theme 37 8. Natural & Built Environment Theme 48 9. Safer & Stronger Communities Theme 58 10. Governance 77 11. Delivery Principles 79 12. Performance Management 81 13. Partners 83 Appx 1 Statement of Third Sector Involvement 84 Appx 2 Reward Element Stretched Targets 87
2 1. Introduction
Gloucestershire’s Local Area Agreement is now in its second year. This refreshed LAA builds on the strong foundations provided by our recently-agreed Sustainable Community Strategy, and on the priorities we set out in our first Local Area Agreement. This last year has seen partners focussing their efforts on the outcomes agreed at the beginning of April 2007. Partners have worked together to target issues ranging from reducing anti-social behaviour to promoting renewable energy installations and increasing the number of adults gaining NVQ2-level qualifications. In some areas partners have achieved national acclaim – Gloucestershire’s Warm and Well scheme has been held up as a national exemplar by DeFRA – and in all areas we have worked to join up our efforts to tackle what is important to local people. Over the coming three years partners will work to improve outcomes for children, support people back into work, improve skills for all age groups, reduce smoking, support carers, help older people to live more independent lives, tackle fuel poverty, address the causes and consequences of climate change, tackle crime and the fear of crime, and continue to make Gloucestershire a place where people want to live, work and visit. Page 33 This document is only the beginning – it represents the first three years of the 10-year vision set out in the Gloucestershire’s Sustainable Community Strategy. The challenge now is to deliver those aims, remain focussed and continue to work together to improve the quality of life in Gloucestershire. We are grateful to all those partners who have used their knowledge and expertise to help to shape this agreement, have led and contributed to the development of priority outcomes and targets and have committed resources and effort to making real improvements for local people.
3 2. Gloucestershire Today: the Gloucestershire Story
Gloucestershire is a great place to live and work – a place to be proud of. We have a healthy, thriving and balanced economy; there are high levels of social well-being with most people enjoying a good quality of life; and a natural and built environment which can offers idyllic countryside settings in close proximity to urban centres and villages rich in history and culture. Gloucestershire is essentially a large rural shire county with the two urban centres of Gloucester and Cheltenham lying at its heart. The county is home to several areas of outstanding natural beauty, including one of the largest in the country.
However, we know that we face a number of challenges that we will have to tackle in order to maintain this high quality of life for future generations.
Gloucestershire is a popular destination for affluent in-migrants looking to retire and have an improved quality of life. As a result the County has an increasingly ‘ageing population’ – a trend which is set to continue over the next 25 years and therefore creating an Page 34 added pressure for public services.
Growth will need to be managed in a sustainable way, particularly in relation to the County’s infrastructure. Policy decisions need to consider how best to sustain this idyllic rural setting while addressing the needs of the local population. Remote parts of the County see a high and increasing dependency on the use of car both to travel to work and for leisure. With a surplus of employment in the County’s urban core there is considerable movement between districts.
While the County as a whole is relatively affluent with low unemployment, above average educational attainment and relatively good health, we know that the same is not true for everyone, or indeed every part of Gloucestershire. There are areas with high levels of deprivation, mainly in the urban centres of Gloucester and Cheltenham, but also in smaller and more dispersed pockets in rural areas. One of our challenges is to improve outcomes in these areas whilst maintaining already high performance as a whole.
In the summer of 2007 Gloucestershire experienced a flooding emergency that provided a stark reminder of the impact of Climate Change and the need to have strong strategies in place to build resilience through mitigation and adaptation.
We also know that we will need to tackle these issues within an increasingly challenging context in terms of resources. This will mean we will need to work even harder with partners to identify ways of providing services more efficiently and in a more joined-up way. This will demand creativity, determination and a strong commitment to working together. For this reason, we see the LAA as
4 an important vehicle for change. As a result, the theme of preserving a high quality of life while tackling those issues that could threaten our future has strongly influenced the development of this LAA and our choice of priorities and targets.
The full version of the Gloucestershire Story is available online at http://www.gloucestershire.gov.uk/media/adobe_acrobat/i/5/County%20Story.pdf
Page 35
5 3. Our Place: Our Future
Gloucestershire has recently agreed a new Sustainable Community Strategy that sets the ten-year vision and overall direction for this LAA.
The strategy has a strong focus on sustainable development. Its vision is for Gloucestershire to be a place where: • the actions we all take today mean that Gloucestershire remains a great place to live and work, and • we do not compromise the quality of life for future generations
The five aims of the strategy are for Gloucestershire to be: • A place where the future matters • A place where communities matter Page 36 • A place where everyone matters • A place where people want to live • A place that thrives
Each of these aims is supported by specific targets within the Local Area Agreement, making sure that our medium term plans support our long-term vision.
However, we also recognise the need to set specific long term goals to make sure that we are on track to achieve the aims of the strategy. Since its inception, the Gloucestershire Strategic Partnership has used a broad set of Quality of Life indicators to provide a means of monitoring the overall performance and direction of travel of Gloucestershire as a whole. The GSP is now in the process of agreeing a new set of 10-year targets, building on Quality of Life indicators and the new National Indicator Set. Wherever possible, LAA targets will act as medium term milestones against these long-term trajectories.
6 4. Bridging the themes: How we are dealing with cross-cutting issues
From the very earliest stages of developing this Local Area Agreement, partners have been keen to avoid dealing with each of the themes in isolation. Whilst we have retained a governance structure that reflects the 5 themes, we want to use the themes to drive improvements for local people, without being restricted by them.
As a result of this early deliberation, two cross-cutting themes were identified which will underpin all outcomes of the local area agreement. These are: • Equalities • Sustainability.
The Equalities Statement and Sustainability Statement below set out how we see these key underpinning principles being integrated into the LAA. Page 37
7
Equalities Statement
Principles and Commitment The underlying vision of the Local Area Agreement ‘narrowing the gap’ implicitly demands that its planning and delivery engages with and addresses the needs of Gloucestershire’s most disadvantaged and excluded communities.
The county of Gloucestershire and the communities within it have differing backgrounds and needs, and as partners we support and celebrate this diversity. Each of the geographic areas is unique with its own individual culture and heritage. This diversity within our communities adds to the richness of the county and is a source of great potential that can benefit the whole of Gloucestershire.
It is our duty to promote equality of opportunity. As partners we must understand the differing needs of our various communities Page 38 and ensure that the people of Gloucestershire have equal access to the services we seek to provide.
In support of this aim, we will promote the use of Equality Impact Assessments. This will inform decision-makers of the likely impact that their policies and procedures may have on the various communities. The process will identify whether any group or individual will be disadvantaged by reason of 6 main equalities strands: age, disability, gender, race, religion or belief and sexual orientation. It will provide a focus for consultation and reassessment of the proposed actions.
In achieving this objective, we are mindful of legislative and best practice initiatives, but seek to encourage achievement beyond the required standards.
In particular, we will embrace the duties under the Race Relations Amendment Act 2000 and the Disability Discrimination Act 1995 and 2005. We are committed to eliminating racial discrimination, promoting Equal Opportunities and promoting good relations between different racial groups.
We will also promote equal opportunities for disabled people, eliminate unlawful discrimination and/or harassment of disabled people, promote positive attitudes towards disabled people, encourage the participation of disabled people in public life and take steps to take account of a person’s disability.
8 These principles will inform and support our commitment to eliminate discrimination and promote equality of opportunity under the remaining diversity strands. We will fully engage with any future equalities legislation.
In delivering services, we will ensure that all our customers are treated with fairness, dignity and respect. In our work together, and individually, we will continually strive to improve the quality of life for people who live and work in Gloucestershire.
Equality and diversity are central to all we do and will be embedded in all the services we deliver.
Processes and Mechanisms The Third Sector, which is often most effective in engaging socially excluded communities, has played a key role in ensuring that the needs of such disadvantaged communities are considered in the LAA by: • Highlighting the needs of disadvantaged groups at stakeholder conferences • Identifying outcomes and delivery mechanisms which will address inequality Page 39
An equalities proofing tool, adapted from the Access and Inclusion Proofing Tool designed for the Gloucestershire Strategic Partnership, has been developed and promoted by the third sector for use in conjunction with the LAA.
Block leads have been asked to use this tool to proof their block targets and performance indicators. The October 2006 Stakeholders event engaged stakeholders further in this process. The results of this proofing have been fed back to the LAA Project Team.
In line with Stronger and Safer Communities targets, it is also expected that the partners will adopt equality impact assessments for all major projects and initiatives associated with the LAA.
9 Equalities Impact To date, the proofing process has highlighted that the services planned across the LAA blocks will aim to address the needs of the most socially excluded communities across Gloucestershire through:
• Provision that targets geographical areas where the most deprived communities are located e.g. smoking cessation services are focused on areas of greatest poverty • Increasing employment opportunities for under-represented groups such as BME communities • Co-ordination and support for volunteering from deprived groups, e.g. people with mental health problems who, through volunteering, may be enabled to access other learning and employment opportunities • Promoting equity of access to affordable warmth by targeting groups e.g. older people who might be at risk of fuel poverty and its associated problems • Building respect in communities, lessening anti-social behaviour and lessening hate crime which impacts socially excluded groups such as black and minority ethnic groups, gay, lesbian, bisexual or transgender people Page 40 • Promoting new initiatives linked to schools and sports centres to support inclusion of children and young people with disabilities in social and leisure activities • Implementing equalities standards and developing a countywide equalities network which can provide the information and expertise to support and guide the delivery of the LAA and provision of services to socially excluded groups.
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Sustainability Statement
Partners are committed to making sure that the improvements delivered through the Local Area Agreement represent best practice with respect to sustainability.
We understand sustainable development as being “development that allows this generation to live well, without compromising the ability of future generations to live well.” (Vision 21)
Although we recognise that there is still work to be done in order to fully embed sustainability in our thinking so that it becomes second-nature, partners in Gloucestershire have worked to build sustainability in from the start when developing this LAA. Some of the ways we have done this are:
• Making an explicit commitment to sustainability as a cross-cutting principle underpinning the LAA. Page 41 • Developing the LAA within the context of a 10-year vision for Gloucestershire in order to encourage more long-term thinking and to tackle the issues that will be important for Gloucestershire’s future wellbeing, as well as those issues we are facing today. • Working with those third sector organisations who have expertise to offer in this area to foster a wider understanding of the issues involved. • Engaging stakeholders in the process of “sustainability proofing” each outcome and its delivery plan at an early stage. • Identifying and seeking to address any issues arising from this proofing process. • Committing ourselves to continuing the process of sustainability proofing and making clear our expectation that all partners responsible for delivery under the LAA will continue this process of sustainability proofing at the point of delivery. • Including a fifth block within the LAA (Natural & Built Environment), which will focus partners’ energy and effort on the challenge of tackling the causes of climate change.
11 Other cross-cutting approaches to delivery: how culture, sport, lifelong learning & food will contribute
The contribution of culture and lifelong learning to the Community Strategy of the county is supporting Gloucestershire to be a more vibrant, distinctive, active and fun place to live, learn and work.
In relation to four of the themed blocks cultural and lifelong learning services will support specific targets as follows;
Ensuring that culture, leisure and active recreation opportunities are more available to disabled children (NI 54) and helping improve attainment and emotional well being for children in care through out of hours learning opportunities (statutory NI.s 99,100,101 and designated NI 58).
Supporting economic development targets by providing functional english for migrant workers (NI 13) and helping those on incapacity benefit to develop skills that will help their return to and sustainable participation in the labour market (EDE 2). Page 42
Promoting creative and active lifestyles to improve physical and mental well being at all ages and, working in partnership with Active Gloucestershire, ensuring targets in sport and physical activity are met (NI 8 and 57). To provide specific support to the fall prevention target (HCOP 3) by increasing tai chi and gentle exercise classes for older people.
Increasing opportunities in disadvantaged communities for access to and participation in culture, leisure and active recreation. Culture is often the focal point for communities to come together therefore promotes community cohesion (NI 1). Cultural events, faith and links to the past enable communities to retain their sense of identity and place, influencing satisfaction with the local area (NI 5). Culture and lifelong services will promote active citizenship and informal learning both of which empower individuals and can encourage volunteering (NI 6/SSC 2).
In relation to food, the county has its own Policy Framework, the Gloucestershire Food Vision that works across health, education, food safety and industry to deliver in the long term healthy, safe and affordable food. It will continue to provide a focus on food to improve our knowledge and understanding about food, working across the blocks in order to deliver the relevant NI’s as well as the policy aims.
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5. Children & Young People Theme
Children and young people in Gloucestershire 23.68% of Gloucestershire’s population are children and young people aged 0-19. It is expected there will be 13.10% decline in the number of 0-19 year olds in the county by 2026. Most children and young people experience good health, well-being and educational achievement.
Vulnerable children and young people in Gloucestershire There are 2,535 children and young people identified as being in need in Gloucestershire (Social Care Management Information System, as at 10 th March 07). This means children who are known to Children’s Social Care Services or receiving support from another agency or organisation funded by Children and Young People’s Services, and includes
• Looked After Children, who are likely to experience poorer health outcomes, educational achievement, progression to post- Page 43 16 learning and access to support services • Children on the Child Protection Register who are deemed to be at risk of, or who have experienced, significant harm or abuse.
Some children and young people living in rural areas experience unequal access to local services, lack of public transport, and feel like they have ‘nothing to do’ and ‘nowhere to go’, and are disadvantaged due to living in pockets of deprivation. Some children and young people living in parts of the two urban centres of Gloucester and Cheltenham have considerable problems associated with deprivation, including poor health outcomes and educational under-achievement.
Our Vision The vision of the Children and Young People’s Strategic Partnership for children and young people in Gloucestershire is for every child to: • thrive and reach their full potential • succeed in school, at college, and through apprenticeships and work-based training • grow up healthy • have every opportunity to grow into successful adults • be protected from abuse and neglect, and feel safe in their families and communities
13 • be confident and make the most of available opportunities, within families and communities that are able to care for them as they grow
Working together In order to achieve our vision and better outcomes for children and young people, the Local Area Agreement focuses on progressing key priorities within the Gloucestershire’s Children & Young People’s Plan where clarity about outcomes and strong partnership working are essential. The CYPP currently focuses on seven identified priorities linked to the five Every Child Matters (ECM) outcomes:
ECM Outcome Priorities Be Healthy • Improve emotional health and well-being Stay Safe • Enhance personal safety
• Improve outcomes for children and young people with disabilities Page 44 Enjoy & Achieve • Improve attainment of the most vulnerable groups • Expand and co-ordinate support for young families Make a Positive Contribution • Reduce levels of offending Achieve Economic Wellbeing • Improve choices for 14-19 year olds
The proposals in the CYP Theme of the LAA seek to realise this vision by:
• improving educational attainment for all children and young people, with a focus on vulnerable children • improving physical and emotional health and well-being • improving economic well-being through a focus on prevention, early intervention and tackling inequalities.
Outcomes and priorities
Be Healthy: Although health outcomes in this area are good, there is a need to improve the emotional health and well-being of all children and young people. Including those with emotional, behavioral and/or social disorders and CYP with Learning Difficulties and/or Disabilities. There is a particular focus on Looked After Children (LAC (Children in Care) who nationally experience significantly worse mental health than all children. The Healthy Schools programme focuses on prevention and supporting all CYP, through a whole school or centre approach, to the provision of personal development and well-being for CYP and the wider community.
14 Developing the effectiveness of CAMHS supports the improvement of early identification and intervention for CYP with mental health problems through to specialist child and adolescent mental health services including a full range of services for CYP with Learning Difficulties and/or Disabilities.
Stay Safe: Gloucestershire is maintaining its commitment to ensuring that CYP have security, stability and feel well cared for. That CYP are protected from harm and their welfare is promoted through effective joint working with a particular focus on consistent prevention. The Local Area Agreement (LAA) will improve outcomes by:
• focusing on the most vulnerable groups through the use of and further development of the Common Assessment Framework (CAF), which will develop more effective, earlier identification of additional needs, particularly in universal services by promoting integrated working and co-ordinated service provision.
• focusing on the quality of provision of services for CYP with Learning Difficulties and/or Disabilities (including access and Page 45 empowerment, responsive services, timely support and improving service quality and capacity); as nationally compared with their non-disabled peers in achieving the 5 outcomes, they are disadvantaged on every count. They are more likely to grow up in poverty, have lower educational achievement, are less likely to live independently when they grow up, and half as likely as their non-disabled peers to get into paid work. Many of these circumstances are less to do with their disability itself, but rather to do with social, attitudinal and physical barriers.
Enjoy and Achieve: Overall CYP in Gloucestershire achieve well academically and there continues to be good progress made in the quality of education in schools and early years settings; however the continuing improvement of outcomes for Looked After Children (LAC) remains a high priority. Their educational outcomes should be at the same level as other children of similar prior attainment.
The statutory targets focus on educational attainment from Early Years (crucial to a child’s later success) through to Key Stage 4 (good outcomes are a key to employability and further study). Within that focusing on LAC (Children in Care) as nationally outcomes tend to be poor compared to all children and our aim is to narrow the gap.
Make a Positive Contribution: The positive perception of young people in Gloucestershire has been developed through many activities, including:
15 • the Community Action Awards which recognises young people aged 5-18 for what they do to help other people or persons through sport or activity based rewards • consultation and engagement of young people in the Youth Offer • proactive media plans / campaigns to gain more positive coverage of improved perception of young people as positive citizens.
The priority under this outcome is to reduce levels of offending, including identification of young people at risk of offending and development of the preventative programmes. The main focus of this work will be in the Safer & Stronger Communities theme.
Achieve Economic Well-being: Gloucestershire has made good progress in the number of young people not in education, employment and training (from 5.2% 04- 05 to 4.6% in 06-07) and has invested in appropriate facilities in schools across the county to support the vocational elements of the 14-19 curriculum. However more still needs to be done to improve outcomes for 14-19 year olds, which includes partnership working. Nationally we have more young people dropping out of education and training before the age of 18 than in many other Page 46 countries and non-participation in education, employment or training after compulsory education is a major predictor of later employment, low income, depression, involvement in crime and poor mental health. The LAA will improve outcomes by focusing on engaging disaffected young people back into education and training, including transition into adult life and support into training.
The Local Area Agreement also makes strong links with other blocks, to further secure the improved outcomes for children and young people.
Stronger and Safer Communities: • prevention and reduction of offending
Healthier Communities and Older People • improving health outcomes for vulnerable children and young people, including prevalence of breastfeeding at 6-8 weeks from birth and participation in high quality physical activity
Natural and Built Environment: • a shared commitment to sustainable communities where every child matters, for example, sustainable school travel plans
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Outcome 1 Improved educational attainment for children and young people, including vulnerable children and young people. Accountable Manager: Jo Grills, Director of Learning and Development, Gloucestershire County Council Tel: 01452 425301; Email: [email protected]
Performance Indicators Targets Other Accountable (Designated indicators are Baseline (designated targets are marked *) Lead Partner Contributing marked *; Statutory indicators Manager are marked [S]) 2008/09 2009/10 2010/11 Partners Karen Charters NI 72 – Achievement of at Head of
least 78 points across the Improvement, Page 47 Early Years Foundation CYPD Stage with at least 6 in each Gloucestershire Gloucestershire of the scales in Personal 64.7% 60.0% County Council None County Council Social & Emotional Development & 01452 425464 Communication, Language karen.charters@glo & Literacy [S] ucestershire.gov.uk
Karen Charters Head of Improvement, CYPD NI 73 – Achievement at Gloucestershire level 4 or above in both Gloucestershire 76.0% 82.0% County Council None English & Maths at Key County Council
Stage 2 [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
17 Karen Charters Head of Improvement, NI 74 – Achievement at CYPD level 5 or above in both Gloucestershire Gloucestershire None 73.0% 81.0% English & Maths at Key County Council County Council Stage 3 [S] 01452 425464 karen.charters@glo ucestershire.gov.uk Karen Charters Head of Improvement,
NI 75 – Achievement of 5 or CYPD Page 48 more A*-C grades at GCSE Gloucestershire Gloucestershire None 59.0% 61.0% or equivalent including County Council County Council English & Maths [S] 01452 425464 karen.charters@glo ucestershire.gov.uk Karen Charters NI 78 - Reduction in the Head of number of schools where Improvement, fewer than 30% of pupils 3 schools 2 schools No CYPD achieve 5 or more A*-C 10 at or at or schools Gloucestershire Gloucestershire None grades at GCSE and (06/07) below below below County Council County Council equivalent including 30% 30% 30% GCSE’s in English and 01452 425464 Maths karen.charters@glo ucestershire.gov.uk
18 Karen Charters Head of Improvement, CYPD NI 83 – Achievement at Gloucestershire Gloucestershire level 5 or above in Science 84.0% 85.0% None County Council County Council at Key Stage 3 [S]
01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of Improvement, CYPD Page 49 NI 87 – Secondary school Gloucestershire 6.6% 5.5% Gloucestershire persistent absence rate [S] County Council None County Council
01452 425464 karen.charters@glo ucestershire.gov.uk Karen Charters Head of Improvement, NI 92 – Narrowing the gap CYPD between the lowest Gloucestershire Gloucestershire achieving 20% in the Early 28.0% 30.0% County Council None County Council Years Foundation Stage Profile and the rest [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
19 Karen Charters Head of Improvement, NI 93 – Progression by 2 CYPD levels in English between Gloucestershire Gloucestershire 85.2% 89.0% None Key Stage 1 & Key Stage 2 County Council County Council [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of
Improvement, Page 50 NI 94 – Progression by 2 CYPD levels in Maths between Gloucestershire None 78.0% 84.0% Gloucestershire Key Stage 1 & Key Stage 2 County Council County Council [S]
01452 425464 karen.charters@glo ucestershire.gov.uk Karen Charters Head of Improvement, NI 95 – Progression by 2 CYPD levels in English between Gloucestershire Gloucestershire 30.9% 43.0% None Key Stage 2 & Key Stage 3 County Council County Council [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
20 Karen Charters Head of Improvement, NI 96 – Progression by 2 CYPD levels in Maths between Gloucestershire Gloucestershire 65.2% 76.0% None Key Stage 2 & Key Stage 3 County Council County Council [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of Improvement,
NI 97 – Progression by 2 CYPD None Page 51 levels in English between Gloucestershire Gloucestershire 61.9% 66.0% Key Stage 3 & Key Stage 4 County Council County Council [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of Improvement, NI 98 – Progression by 2 CYPD None levels in Maths between Gloucestershire Gloucestershire 32.9% 42.3% Key Stage 3 & Key Stage 4 County Council County Council [S] 01452 425464 karen.charters@glo ucestershire.gov.uk
21 Karen Charters Unstretch Unstretch Head of ed = 15% ed = 17% Not Improvement, LI 01 - Percentage of Required CYPD children attaining level 3 or 13% Gloucestershire Gloucestershire None better in writing at Key (05/06) County Council County Council Stage 1 Not Stretched Stretched Required = 15% = 20% 01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of
Improvement, Page 52 LI 02 - Percentage of Not CYPD children attaining level 3 or Gloucestershire None 31% 32% 33% Required Gloucestershire better in reading at Key County Council County Council Stage 1
01452 425464 karen.charters@glo ucestershire.gov.uk
Karen Charters Head of Improvement, LI 03 - Percentage of CYPD children attaining level 3 or Not Gloucestershire Gloucestershire None 25.2% 25.7% 26.2% better in maths at Key Required County Council County Council Stage 1 01452 425464 karen.charters@glo ucestershire.gov.uk
22 Unstretch Unstretch ed = ed = Not Jane Featherstone Required Headteacher, 11.70 11.75 LI 04 - Added value score (97.5%) (98.0%) Virtual School for for looked after children 11.59 LAC Gloucestershire None from Key Stage 1 to Key (96.6%) 01452 425357 County Council Stage 2 Stretched Stretched Not jane.Featherstone = 11.90 = 12.00 Required @gloucestershire.g (98.0%) (100.0%) ov.uk
Unstretch Unstretch Not Jane Featherstone ed = 3.80 ed = 4.00 Required Headteacher, (47.5%) (50.0%) LI 05 - Added value score Virtual School for for looked after children 3.30 LAC Gloucestershire None Page 53 from Key Stage 2 to Key (41.0%) 01452 425357 County Council Stage 3 Stretched Stretched jane.Featherstone = 5.00 = 5.60 Not Required @gloucestershire.g (63.0%) (70.0%) ov.uk
Unstretch Unstretch ed = ed = Not Jane Featherstone 192.00 200.00 Required Headteacher, LI 06 - Added value score (56.0%) (58.0%) Virtual School for for looked after children 180.00 LAC Gloucestershire None from Key Stage 3 to Key (52.0%) 01452 425357 County Council Stage 4 Stretched Stretched Not jane.Featherstone = 210.00 = 225.00 Required @gloucestershire.g (61.0%) (65.0%) ov.uk
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Jane Featherstone Headteacher, Virtual School for NI 99 – Looked after LAC Gloucestershire None children reaching level 4 in 55.6% 27.3% 01452 425357 County Council English at Key Stage 2 [S] jane.Featherstone @gloucestershire.g ov.uk
Jane Featherstone Headteacher, NI100 – Looked after Virtual School for Page 54 Gloucestershire children reaching level 4 in 38.9% 45.5% LAC None County Council Maths at Key Stage 2 [S] 01452 425357 jane.Featherstone @gloucestershire.g ov.uk
Jane Featherstone NI 101 – Looked after Headteacher, children achieving 5 A*-C Virtual School for Gloucestershire GCSEs (or equivalent) at 15.2% 11.4% LAC None County Council Key Stage 4 (including 01452 425357 English & Maths) [S] jane.Featherstone @gloucestershire.g ov.uk
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Outcome 2 Vulnerable children and young people have improved life chances by maximising their own potential for safe, healthy, happy and successful lives Accountable Manager: Linda Uren, Gloucestershire County Council Tel: 01452 427788; Email: [email protected]
Page 55 Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners
Simon Bilous Head of NI 51 – Effectiveness of Gloucestershire Not Commissioning Gloucestershire child and adolescent mental 13 14 16* Primary Care available 01452 426653 County Council health services (CAMHS)* Trust simon.bilous@glou cestershire.gov.uk
Simon Bilous Definition Definition Definition Definition Head of Gloucestershire NI 54 – Services for has been has been has been has been Commissioning Gloucestershire Primary Care disabled children* deferred deferred deferred deferred 01452 426653 County Council Trust until 09/10 until 09/10 until 09/10 until 09/10 simon.bilous@glou cestershire.gov.uk
25 Chris Sands Head of Services To be To be for Children and NI 58 – Emotional and Gloucestershire Not Establish agreed agreed Young People Gloucestershire behavioural health of Primary Care available baseline during during 01452 425192 County Council children in care* Trust 2008/09 2008/09 chris.sands@glouc estershire.gov.uk
Kathy O’Mahony LI 07 – Percentage of Head of children who have had a To be To be Development Gloucestershire Common Assessment Not agreed agreed Gloucestershire 70% Primary Care (CAF) who have had their available during during 01452 426773 County Council Trust Page 56 identified needs met or 2008/09 2008/09 Kathy.omahony@gl Prospects partially met oucestershire.gov.u k
Unstretch Unstretch Not Kathy O’Mahony Required Head of 55% ed = 70% ed 75% Development LI 08 - Percentage of (2006) Gloucestershire Healthy Schools schools achieving healthy (Cohort of 01452 426773 County Council Partnership schools status. 304 Not Stretched Stretched Kathy.omahony@gl schools) Required oucestershire.gov.u = 80% = 93% k
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Outcome 3 14-19 year olds have improved choices and support suitable to their age group Accountable Manager: Eugene O’Kane, Head of Young People’s Services, Gloucestershire County Council Tel: 01452 425312; Email: eugene.o’[email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Simon Bilous NI 91 – Participation of 17 Head of Prospects 74% Commissioning Gloucestershire year olds in education & 78% 81% 83% (2005/06) 01452 426653 County Council Learning and training* simon.bilous@glouce Skills Council
stershire.gov.uk Page 57 Simon Bilous Unstretched Unstretched NI 117 – 16-18 year olds Head of who are not in Education, 5.9% = 4.1% = 4.1% Commissioning Gloucestershire 3.5% Prospects 01452 426653 Employment or Training (2005/06) Stretched Stretched County Council (NEET) simon.bilous@glouce = 3.7% = 3.5% stershire.gov.uk Simon Bilous LI 09 - Percentage of young Head of Commissioning Gloucestershire people aged 16-18 whose < 5% < 5% Prospects 01452 426653 County Council activity is not known simon.bilous@glouce stershire.gov.uk Tim Smithson, NI 79 – Achievement of a Learning and Skills Council Learning and Gloucestershire Level 2 qualification by the 75.0% 78.0% 81.0% 84.0%* 01452 450009 Skills Council County Council age of 19* [email protected] v.uk
27 Tim Smithson, Learning and Skills NI 80 – Achievement of a Council Learning and Gloucestershire Level 3 qualification by the 54.5% 56.0% 57.5% 59.0%* 01452 450009 Skills Council County Council age of 19* [email protected] v.uk
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28 6. Economic Development & Enterprise Theme
Gloucestershire is the 13 th most rural county in England and is a wonderful place to live and work. The county’s prosperity is built upon a strong rural and thriving urban economy with the principle urban areas of Cheltenham and Gloucester at its heart. Important links to Cheltenham and Gloucester are provided by the Market Towns that serve the rural economy and enhance the County’s infrastructure.
Gloucestershire is situated in the Northern sub-region of the South-West Region. It borders on the West Midlands, Wales and the South-East and has important transport links to these regions. Some of these road and rail links need to be improved if the Northern sub-region is to remain as the main focus for economic growth within the South-West.
The impact of the floods in Gloucestershire during 2007 was felt across our bordering regions and their economies were affected too. Gloucestershire needs to build its resilience in order to meet similar challenges that may arise as a result of climate change. Page 59
Climate Change, together with Global Competitiveness, are the two key challenges facing Gloucestershire and the UK. The action plan which supports the targets in this Local Area Agreement will focus on delivering four outcomes that will contribute to addressing these key challenges:- • We will increase the number and quality of jobs. • We will Increase the number and range of skilled employees by improving the skills of local people. • We will ensure that Cheltenham and Gloucester are at the heart of a strong Gloucestershire Economy by delivering the Urban Economic Strategy. • We will develop a stronger, more diverse and sustainable rural economy by delivering the Rural Economic Strategy.
These Outcomes will be delivered by Gloucestershire First, the Countywide multi-sector Economic Partnership, through direct action of partners and Gloucestershire Development Agency. In the LAA delivery plan, these actions will be identified under each outcome as key tasks. Partners have agreed to deliver these key tasks during the next three years, on the basis that they represent important priorities identified within the Gloucestershire Economic Strategy (2008-2015) Consultation Draft, The Urban Economic Strategy and the Rural Economic Strategy.
29
Outcome 4 Increase the number and quality of jobs Accountable Manager: Stan Jones – Gloucestershire First Tel: 01242 864190; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Jobcentre Plus Cheltenham
Borough Council Page 60 Cotswold District Council Stan Jones. Forest of Dean Managing Director District Council Gloucestershire NI 151 – Overall First Gloucestershire Gloucester City employment rate 81.1% 81.6% 82.1% 82.6%* First Council (Working age)* 01242 864190 Stroud District stan.jones@glosfirs Council t.co.uk Tewkesbury Borough Council Gloucestershire County Council Private Sector Employers
30 Stan Jones. Jobcentre Plus Managing Director NI 153 – Working age Learning and Gloucestershire people claiming out of work Skills Council First Gloucestershire benefits in the worst 28.9% 28.3% 27.7% 27.1%* First Gloucestershire performing 01242 864190 County Council neighbourhoods* stan.jones@glosfirs Gloucester City t.co.uk Council
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Outcome 5 Increase the number and range of skilled employees by improving the skills of local people Accountable Manager: Jill Annal, Job Centre Plus Tel: 01249 425843; Email: [email protected] Ahmed Goga, Gloucestershire Learning & Skills Council Tel: 01452 450008; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners
Paul Hartley All higher Page 62 Deputy Vice education and NI 165 – Proportion of Chancellor further education population aged 19-64 for Baseline Baseline Baseline University Of colleges To be University Of males and 19-59 for +1.5% +3.2% +5.0% Gloucestershire confirmed Gloucestershire Learning and females qualified to at least points points points* Skills Council Level 4 or higher* 01242 714186 [email protected] Gloucestershire k First
Ahmed Goga Learning and Skills To be To be Further Education NI 13 – Migrants’ English Council Not Establish agreed agreed Learning and Providers language skills & Gloucester available baseline during during Skills Council knowledge* Gloucestershire 2008/09 2008/09 01452 450008 County Council [email protected] ov.uk
32 Unstretch Unstretch ed = ed = Ahmed Goga 7,750 12,000 Learning and Skills Job Centre Plus Council LI 10 - Number of adults (4,000 in (4,250 in Gloucester Gloucestershire Learning & Skills gaining NVQ2 or equivalent 1,638 year) year) County Council Council qualification Stretched Stretched 01452 450008 Further Education = 8,150 = 12,600 [email protected] Colleges ov.uk (4,200 in (4,450 in year) year)
LI 11 - The number of people who have been Unstretch Unstretch Stan Jones, claiming an incapacity ed = 0 ed = 0 Managing Director, Job Centre Plus Page 63 benefit for 2 years or more Gloucestershire Learning and that Gloucestershire First First Gloucestershire 0 Skills Council has helped into sustained First employment for at least 16 01242 864190 Glos Primary hours per week for a Stretched Stretched stan.jones@glosfirs Care Trust minimum of 13 consecutive = 155 = 265 t.co.uk weeks
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Outcome 6 Within the context of the Gloucestershire Economic Strategy, we will realise the economic potential of Cheltenham and Gloucester and the surrounding area. Accountable Manager: Jane Griffiths, Cheltenham Borough Council Tel: 01242 264126; Email: [email protected] Phil Staddon, Gloucester City Council Tel: 01452 396783; Email: [email protected]
Outcome 7 We will develop a stronger, more diverse and sustainable rural economy by delivering the Rural Economic Strategy Accountable Manager: Stan Jones, Gloucestershire First Page 64 Tel: 01242 864190; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Stan Jones, Managing Director, LI 12 - Number of young Indicator and Indicator and Gloucestershire First people from most deprived 170 target to be target to be Gloucestershire 170 areas progressing to Higher (2005/06) reviewed reviewed First 01242 864190 Education during 08/09 during 08/09 stan.jones@glosfirst. co.uk Stan Jones, Managing Director, LI 13 – Number of Indicator and Indicator and Gloucestershire First organisations signing up to target to be target to be Gloucestershire 0 8 growth in local and regional reviewed reviewed First during 08/09 during 08/09 01242 864190 procurement stan.jones@glosfirst. co.uk
34 Stan Jones, Managing Director, To be To be Gloucestershire First NI 171 – New business 42.3 agreed agreed Gloucestershire 42.3 registration rate (2006/07) during during First 2008/09 2008/09 01242 864190 stan.jones@glosfirst. co.uk Stan Jones, Managing Director, To be To be NI 172 – Percentage of Gloucestershire First No Establish agreed agreed Gloucestershire small business in an area baseline baseline during during First showing growth 2008/09 2008/09 01242 864190 stan.jones@glosfirst. co.uk
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Outcome 8 To improve the supply of affordable housing Accountable Manager: Duncan Jordan, Group Director, Environment, Gloucestershire County Council Tel: 01452 425523; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council
Cotswold District Page 66 Duncan Jordan, Council Group Director: Forest of Dean Environment, District Council NI 159 – Supply of ready to 128% Gloucestershire Gloucestershire 150% 180% 200%* Gloucester City develop housing sites* (06/07) County Council County Council. Council
01452 425523 Stroud District duncan.jordan@glo Council ucestershire.gov.uk Tewkesbury Borough Council
36 7. Healthier Communities and Older People Theme
Gloucestershire is generally a healthy county where the majority of residents enjoy a standard of living and health status that is above the national average.
However, there are parts of the county where the resident’s health and well being ranks amongst the worst off in England. The outcomes in this block reflect policy guidance in ‘Choosing Health’ and ‘Our health, our care, our say: a new direction for community services. They are derived from local strategies and consultation which identified the needs of Gloucestershire and the issues which have proved most challenging and demand a partnership approach. The LAA is as an opportunity to narrow health inequalities and improve health across all ages.
The LAA will build on existing partnership work developed through county partnerships, such as Gloucestershire Health and Community Well-being Partnership, the Older Person Modernisation Group, and the Local Strategic Partnerships health and well- Page 67 being sub groups which have a successful track record in addressing local needs. The LAA will help to bring more focus, engage more partners and develop good practice countywide.
In order to achieve this, the priorities chosen by all stakeholders are below:
• Reducing health inequalities by focusing on the main causes of premature mortality. Priority has been given to lifestyle factors that can reduce the risk of cancer and cardiovascular disease such as, reducing smoking, raising breastfeeding prevalence, increasing physical activity and encouraging sensible alcohol consumption. Activity will be focussed in the 20% most deprived Super Output Areas as identified by the Index of Multiple Deprivation.
• Supporting independence, health and wellbeing for older and vulnerable people. Fundamental to this is ensuring that people have access to the information, treatment and support they need and where appropriate, providing services in community settings. This will allow people to exercise more choice and control in decision making about their health and well being enabling them to live independently for as long as possible. As part of our work with vulnerable people we are focusing on improving services for carers and assisting those within the Supporting People Programme to achieve independent living.
37 In 2006, Gloucestershire County Council and Gloucestershire Primary Care Trust where successful in securing Partnerships for Older People Projects (POPP) funding. POPP works with care homes to improve services for older people in those care homes as well as in the surrounding community and will play a key part in delivering our outcomes for older people.
Whilst priority has been given to these two areas within the LAA, the Gloucestershire Health and Community Well-being Partnership has produced its strategy for the next 10 years. ‘Healthy Gloucestershire 2008 - 2018’ - is a ten-year strategy that brings together, under one umbrella, a number of countywide strategies, action plans and work-streams to improve the health and well-being of local people. It will become the overarching health and social care strategy for Gloucestershire and encompass a wide range of priorities.
It is well documented that a person’s health is strongly affected by a range of determinants, and therefore we are aware that all five blocks have the capacity to reduce the health inequalities present in the county.
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Outcome 9 Improve health and reduce health inequalities Accountable Manager: Alice Walsh, Public Health Consultant, Gloucestershire Primary Care Trust Tel: 01242 533524; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Alice Walsh NI 120 – All age, all cause Gloucestershire mortality rate* PCT Consultant in Gloucestershire None
Males: 859.38 624.00 606.00 588.00* Public Health PCT Page 69 01242 533524 Females: 563.13 446.00 436.00 426.00* [email protected] hs.uk Sally Snowden, General Manager, To be To be Children Young Gloucestershire NI 53 – Prevalence of No Establish agreed agreed People and Gloucestershire County Council breastfeeding at 6-8 weeks baseline baseline during during Maternity Services PCT from birth* available Gloucestershire 2008/09 2008/09 01242 533529 Hospitals Trust Sally.snowden@glo s.nhs.uk
39 Hospitals Trust 2Together Trust Steve O’Neill, Glos. Probation Substance Misuse service and Alcohol NI 39 – Rate of hospital Glos. 1277 Commissioning Gloucestershire admissions per 100,000 for 1271 1265 1259 Constabulary (06/07) Manager, PCT alcohol related harm 01452 389412 Police Authority steve.o’neill@glos. Cotswold District nhs.uk Council Gloucester City
Council Page 70 LI 14 - The number of Unstretch Unstretch Kate Gegg, smokers referred to the ed = 3182 ed = 4773 Head of Operations NHS Support to Stop 1614 and Development Gloucestershire Services from the 2 most None (05/06) 01452 891492, PCT deprived quintiles of Super Stretched Stretched [email protected] Output Areas in the county = 3254 = 4893 s.uk who remain quit at 4 weeks LI 15 - The number of Unstretch Unstretch Kate Gegg, ed = 24 ed = 36 smokers referred to the Head of Operations NHS Support to Stop 12 (12 in (12 in and Development Gloucestershire Gloucestershire Services within Gloucester (05/06) year) year) 01452 891492, PCT Prison Prison who remain quit at 4 Stretched Stretched [email protected] weeks = 98 = 156 s.uk LI 16 - The number of Unstretch Unstretch Kate Gegg, Gloucestershire 2 2Together Trust smokers with enduring ed = 4 ed = 6 Head of Operations PCT
40 mental health problems (05/06) and Development (across a range of settings) 01452 891492, Stretched Stretched referred to the NHS Support [email protected] to Stop Services who = 52 = 104 s.uk remain quit at 4 weeks Kate Gegg, LI 17 - The total number of Head of Operations smokers in Gloucestershire and Development Gloucestershire referred to the NHS Support N/A >5908 >8862 None 01452 891492, PCT to Stop Services who [email protected] remain quit at 4 weeks s.uk
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Outcome 10 To contribute to the reduction of obesity levels Accountable Manager: Jill Salvin, Public Health Manager, Gloucestershire Primary Care Trust Tel: 01452 389431; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Sport England Glos PCT
Gloucestershire Page 72 County Council Cheltenham John Stevens, Borough Council Chief Executive NI 8 – Adult participation in Active Cotswold District 23.4% 24.4% 25.4% 26.4%* 01242 715203 sport and active recreation* Gloucestershire Council [email protected] k Stroud District Council Forest of Dean District Gloucester City Council
42
School Sport Partnerships Final Final Final Final David Grocott Active definition definition definition definition Head of Lifelong NI 57 – Children & young Gloucestershire has been has been has been has been Learning Gloucestershire people’s participation in deferred deferred deferred deferred Tel: 01452 425801 County Council Gloucester City high-quality PE & sport* until until until until David.grocott@glou Council 2009/10 2009/10 2009/10 2009/10 cestershire.gov.uk Stroud District Council
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Outcome 11 Supporting independence, health and wellbeing for vulnerable people Accountable Manager: Helen Bown, Joint Commissioning Manager, Gloucestershire Primary Care Trust Tel: 01452 389452; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners
Mark Branton Director of Page 74 Supporting Strategic NI 136 – People supported People 2351 Commissioning & Gloucestershire to live independently though 2400 2950 3500* (2006/07) Performance County Council Third Sector Social Services (all adults)* Tel: 01452 425105 Organisations Mark.branton@glou cestershire.gov.uk
44 Cheltenham Borough Council Cotswold District Council Kelvin May Forest of Dean Strategic Director NI 139 – The extent to To be To be District Council Stroud District which older people receive No Establish agreed agreed Stroud District Council Gloucester City the support they need to live baseline baseline during during Council 01453 754452 Council independently at home* 2008/09 2008/09 kelvin.may@stroud. Tewkesbury gov.uk Borough Council
Home Improvement
Agencies Page 75 Gloucestershire PCT 2Together Trust David Dungworth GP Practices NI 135 – Carers receiving General Manager, needs assessment or Care Services Carers Gloucestershire review and a specific carer’s 20.5% 23.0% 26.5% 30.0%* 01452 389 431 Gloucestershire County Council service or advice and David.dungworth@ Crossroads information* gloucestershire.gov (Forest of Dean) .uk Carers Forum Carers Strategy Group
45 Gloucestershire PCT Remploy Tina Reid Home Farm Trust To be To be Head of Care NI 146 – Adults with No Establish agreed agreed Provision Gloucestershire Gloucestershire Learning Disabilities in baseline baseline during during 01452 427300 County Council College employment* 2008/09 2008/09 tina.reid@gloucest Cirencester ershire.gov.uk College Stroud College Star College
Cheltenham Page 76 Borough Council Cotswold District Council Mark Branton Forest of Dean Director of District Council Strategic NI 141 – Percentage of Gloucester City Commissioning & Gloucestershire vulnerable people achieving 63.63% 63.65% 63.65% 63.65% Council Performance County Council independent living Tel: 01452 425105 Stroud District Mark.branton@glou Council cestershire.gov.uk Tewkesbury Borough Council Gloucestershire Probation Service
46
Cotswold District Unstretche Unstretche Council d = 1303 d = 1945 Forest of Dean (648 in (642 in District Council year) year) Ruth Wain (Jan-Dec (Jan-Dec Gloucestershire Care homes 08) 09) working within the LI 18 - The number of 655 Primary Care Trust people aged 75 or over Consultant in Gloucestershire Partnerships for admitted to hospital with (Jan-Dec Public Health PCT Older People 05) (POPP) bid fractured femur Stretched = Stretched = 01242 548814 1290 1899 [email protected] Gloucestershire (642 in (609 in .uk Hospitals NHS year) year) Foundation Trust (Jan-Dec (Jan-Dec Page 77 08) 09) Third Sector Organisations
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8. Natural & Built Environment Theme
Gloucestershire is facing a number of environmental challenges, in particular those caused by the threat of climate change. Climate change is predicted to have huge potential impacts locally on people’s wellbeing, the economy and our environment, some of which were illustrated by the 2007 floods. Warmer, wetter winters and hotter, drier summers, with more droughts, flash floods, severe storms and other weather anomalies mean we have to review how we can adapt to cope with a changing climate.
The Gloucestershire Environment Partnership was launched in 2007. Its overarching priority is the issue of climate change. It aims to play a key role in bringing together relevant organisations and partners to provide a strong focus and help develop the work carried out to ensure a more resilient Gloucestershire. The focus of the work will be on mitigation of the causes of climate change and adaptation to the effects of unavoidable climate change. This work is structured around the outcomes we are already aiming to achieve under the Local Area Agreement (LAA): Page 78 • More resilient homes • More resilient communities • More resilient environment
Development of the 2007/08 LAA, and the consultation on and launch of the Environment Partnership, also highlighted the issues of fuel poverty, transport and waste, which are also included as key areas of activity, within the framework of responding to climate change.
In 2005, total CO 2 emissions in Gloucestershire were 5,142 kt; or 9.6 kt per person (per capita). 36% (1,835kt) were from industry and commence; 35% (1,787 kt) were from transport; and 29% (1,486 kt) were from domestic homes.
The Local Area Agreement will focus on activities that the Gloucestershire Conference members can influence to help reduce the per capita CO 2 emissions; we can only do this by working in partnership across the county.
48 All Gloucestershire Councils have signed up to the Nottingham Declaration on Climate Change, which includes commitments to: • Develop plans with our partners and local communities within the next two years to progressively address the causes and the impacts of climate change, according to our local priorities, securing maximum benefit for our communities. • Assess the risk associated with climate change and the implications for our services and our communities of climate change impacts and adapt accordingly. • Encourage all sectors in our local community to take the opportunity to adapt to the impacts of climate change, to reduce their own greenhouse gas emissions and to make public their commitment to action.
The existing energy efficiency and renewable energy stretch targets within the LAA will play an important part in helping to achieve a reduction in domestic CO 2 emissions. It is estimated that over 30,000 people in Gloucestershire are living in fuel poverty and so can not afford to heat their homes adequately. Rising fuel prices means this figure is likely to increase further. Increased energy efficiency can help reduce fuel poverty and carbon emissions.
Reducing the number of children travelling to school by car is an important priority, delivering environmental and climate change Page 79 benefits. There is already evidence that children who walk or cycle to school are fitter and more ready to learn when they arrive at school.
Gloucestershire’s Local Transport Plan has a specific accessibility target (LTP1) to maintain the percentage of households within 30 minutes of a GP by public transport to at least 88%.
Local authorities have an important role to play in assisting their residents to reduce waste and encourage the sorting of waste for recycling, re-use, home composting and other forms of home treatment of waste and therefore reduce the amount of waste that is sent to landfill, incineration or energy recovery.
It is important that all organisations across the County work together to provide strong leadership to encourage individuals, organisations, business and the community to take action both on mitigation and adaptation to climate change.
Gloucestershire Environment Partnership will champion Gloucestershire’s response to the challenges of climate change, using the LAA to help deliver the necessary changes to ensure our resilience.
49 Outcome 12 More Resilient Homes Accountable Manager: Kaye Welfare, Severn Wye Energy Agency Tel: 01594 545362; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council Unstretche Unstretche d = 3,800 d = 5,829 Cotswold District Council cumulative cumulative Page 80 (2,000 in (2,029 in Forest of Dean year) year) Maria Hickman, LI 19 - Number of measures District Council Housing Renewal (cavity wall, loft insulation 5,829 Manager Stroud District Gloucester City and central heating) (over 3 Council 01453 754482 Council installed via Gloucestershire years) maria.hickman@str Tewkesbury Warm and Well scheme Stretched = Stretched = oud.gov.uk Borough Council 5,300 8,229 cumulative cumulative Gloucestershire (2,900 in (2,929 in Primary Care year) year) Trust Severn Wye Energy Agency
50 Cheltenham Borough Council Cotswold District Council Forest of Dean District Council Stroud District Council Tewkesbury Borough Council David Sutton, Gloucestershire Primary Care
NI 187 – Tackling fuel Private Sector Page 81 poverty – % of people To be To be Housing, Trust receiving income based No Establish agreed agreed Gloucester City Gloucester City Severn Wye benefits living in homes with baseline baseline during during Council Council Energy Agency a low energy efficiency 2008/09 2008/09 01452 396355 rating* davidjs@gloucester Cheltenham .gov.uk Borough Homes Gloucester City Homes Fosseway/ Bromford Housing Two Rivers Housing Severn Vale Housing All other RSLs in county
51 Outcome 13 More resilient communities Accountable Manager: Peter Wiggins, Gloucestershire County Council Tel: 01452 425189; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council Cotswold District Council Page 82 Forest of Dean District Council Gloucester City Terry Smith, Council 7.7 tonnes 6.5% 7.8% 9.1% Head of Planning & NI 186 – Per capita CO per reduction reduction reduction Development Gloucestershire Stroud District reduction in CO emissions 2 2 1000 on on on 01452 425693 County Council Council in the LA area* population baseline baseline baseline* terry.smith@glouce Tewkesbury stershire.gov.uk Borough Council
Gloucestershire PCT Severn Wye Energy Agency University of Gloucestershire
52 Cheltenham Borough Council Cotswold District Council Tony Childs Forest of Dean Head of Waste, NI 191 – Residual Gloucestershire District Council 741 718 618 610* 01452 425448 household waste per head* County Council tony.childs@glouce Gloucester City stershire.gov.uk Council Stroud District Council Tewkesbury Borough Council Cheltenham Page 83 Borough Council Cotswold District Council Tony Childs NI 192 – Percentage of Forest of Dean Head of Waste, household waste sent for 32.39% Gloucestershire District Council 39.00% 48.00% 49.00%* 01452 425448 reuse, recycling and (06/07) County Council tony.childs@glouce Gloucester City composting* stershire.gov.uk Council Stroud District Council Tewkesbury Borough Council
53 Chris Rogan, Head of NI 168 – Principal roads Gloucestershire Gloucestershire where maintenance should 4% 4% 3.5% 3%* Highways, None County Council be considered* 01452 583431, chris.rogan@glouc estershire.gov.uk Peter Sutherland Gloucestershire Head of Integrated NI 175 – Access to services Primary Care and Transport and facilities by public Gloucestershire Acute Health 88.0% 88.0% 88.0% 88.0%* 01452 425778 transport, walking and County Council Trusts peter.sutherland@g cycling* loucestershire.gov. Gloucestershire
uk First Page 84 Chris Rogan Head of Gloucestershire NI 198 – Children travelling Gloucestershire Highways Gloucestershire to school – mode of 29.2% 28.2% 27.2% 26.2%* Primary Care 01452 583431 County Council transport usually used* Trust chris.rogan@glouc estershire.gov.uk
54
Cheltenham Borough Council Cotswold District Unstretche Unstretche Council d = 100 d = 150 (50 in year) (50 in year) Kierson Wise Forest of Dean Senior Project LI 20 - Number of District Council Manager renewable energy 50 per Severn Wye Severn Wye Gloucester City installations in domestic, year Energy Agency Energy Agency Council public sector and 01594 545360 community buildings Stroud District [email protected] Stretched = Stretched = Council k 180 300 Tewkesbury
Page 85 (120 in (120 in Borough Council year) year) Gloucestershire County Council
Unstretch Unstretch Kierson Wise Cheltenham LI 21 - Installed capacity of ed = 0.65 ed = 1MW Senior Project Borough Council 1.1 MW Severn Wye new renewable energy MW Manager (0.35MW Energy Agency Cotswold District systems (2007/08) Severn Wye (0.35MW in year) Council in year) Energy Agency
55 Stretched Stretched 01594 545360 Forest of Dean = 1.3MW = 2MW [email protected] District Council k (0.7MW in (0.7MW in Gloucester City year) year) Council Stroud District Council Tewkesbury Borough Council Gloucestershire County Council
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56 Outcome 14 More Resilient Natural & Built Environment Accountable Manager: Nigel Riglar, Stroud District Council Tel: 01453 754303; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council Cotswold District Terry Smith, Council
Head of Planning & Page 87 Forest of Dean Development NI 188 – Planning to adapt Gloucestershire District Council None Level 1 Level 2 Level 3* to climate change* County Council 01452 425693 Gloucester City
terry.smith@glouce Council stershire.gov.uk Stroud District Council Tewkesbury Borough Council
57 9. Safer & Stronger Communities Theme
In Gloucestershire we believe that strong communities are places where people feel safe in a welcoming environment, where they feel empowered to take action for the benefit of their community, where they feel that their concerns are heard and responded to; in short a community where everybody counts. We know that delivering safer and stronger communities will improve the quality of life for all in Gloucestershire. The outcomes of this block will lead to communities where people feel safer and where crime and anti- social behaviour are reduced. They will lead to stronger communities, by giving people a voice, strengthening the third sector, and improving people’s access to decision-making and to services. The work of our partnerships will also make a direct contribution to delivering improvements in the most disadvantaged neighbourhoods in the county.
Gloucestershire has deprived communities that are in the top 10% nationally of super output areas, and yet as a rural area has pockets of deprivation which do not necessarily rank highly on national comparisons. The challenge for the safer and stronger block will be to address the specific needs of the disadvantaged communities, while at the same time using the learning from these Page 88 areas to facilitate a neighbourhood management approach across the whole county.
The development of this block has seen close working relationships with the third sector, who will be key in helping to deliver safer and strong communities. In addition, Gloucestershire already has a range of well-defined partnerships at community level and they will be crucial in helping to support the outcomes.
The block outcomes will support the regional community cohesion priorities of challenging extremism, reducing hate crime and celebrating diversity. There is a recognition of the need to ensure that equalities and community cohesion sits at the heart of the actions.
Naturally there are clear linkages with the other blocks. The children and young people’s block vision, that every child and young person thrives and reaches their potential, has strong links into the safer and stronger block. The outcomes from the economic block will also help to deliver safer and stronger communities by ensuring that those communities are given the skills and capacity to thrive.
Within the block there is a focus towards volunteering which is seen as a powerful force for change, both for those who volunteer and for the wider community. It is not only important in the activities of the third sector but also in the development of services within the public sector, and is a vital component of a modern society. Volunteering describes an activity undertaken by any person which
58 aims to benefit individuals, the community or environment. It incorporates key roles within society such as magistrates, school governors and trustees whilst encompassing the vast numbers of people engaged in sports clubs, environmental groups and local community action. Increasingly employers are recognizing the value of supporting volunteering by their workforce as a means of developing the team, building individual skills and contributing to the communities within which they operate.
Within Gloucestershire’s Local Area Agreement (LAA) organisations from Jobcentre Plus to the Police, from arts and heritage to youth and services for older people have all expressed a need for more volunteers on whom they can rely to deliver their agendas. For the individuals giving of their time, volunteering can provide a means of overcoming isolation, a confidence-building tool in recovery programmes and rehabilitation, a route towards employment or further education, a diversion from harmful attitudes and activities and as an expression of citizenship.
Priorities set out for safer and stronger communities are:
• People and communities will be treated with fairness and equality; discrimination will be eliminated and diversity valued; Page 89 communities will be more cohesive and inclusive with a shared future for all . • Service providers more responsive to community needs resulting in improved service delivery, by empowering local people to have a greater choice over decision making and in service delivery • Increasing the capacity of communities to take voluntary action in order to create more vibrant and thriving communities • Improved quality of life for people in the most disadvantaged neighbourhoods • Reduce the harm caused by illegal drugs and by alcohol. • Build respect in communities and anti social behaviour. • Reduce crime and the fear of crime • Reduce the number of people killed or seriously injured on Gloucestershire Roads.
The safer and stronger agenda will require agencies (including the third sector) to work together for the collective benefit of the communities that they serve. The LAA provides an opportunity to understand the benefits of neighbourhood management and joint working. The actions within the block will develop capacity, skills, information and infrastructure to assist in making better decisions about strategic priorities and actions, and using this intelligence-led model will help Gloucestershire make the most of the resources available to it.
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Outcome 15 Improved quality of life for people in the most disadvantaged neighbourhoods Accountable Manager: John McLaughlin, Gloucestershire First Tel: 01242 864181; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council
Cotswold District Page 90 Council Forest of Dean A Jackie Harris, District Council statistically Policy & significant Partnerships Gloucester City improveme Manager Council nt on the NI 5 – Overall/general Gloucestershire Gloucestershire 80% 81% 83% 2008 Place Stroud District satisfaction with local area* Survey County Council County Council Council Baseline (with option 01452 425912, Tewkesbury to review in Jackie.harris@glou Borough Council 2009) * cestershire.gov.uk Gloucestershire Constabulary Police Authority Gloucestershire PCT
60 Cheltenham Borough Council John McLaughlin, Gloucestershire Gloucester City LI 22 – Overall general Targets to Targets to First Council satisfaction with the local None Establish be agreed be agreed Gloucestershire Gloucestershire area in the most deprived available Baseline during during 01242 864181 County Council Constabulary Super Output Areas 08/09 08/09 john.mclaughlin@gl oucestershire.gov.u Police Authority k Gloucestershire PCT Page 91
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Outcome 16 People and communities will be treated with fairness and equality; discrimination will be eliminated and diversity valued; communities will be more cohesive and inclusive with a shared future for all Accountable Manager: Kevin Lee, Equalities Manager, Gloucestershire County Council Tel: 01452 425765; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council Page 92 Cotswold District Kevin Lee, Council Equalities Manager Forest of Dean NI 1 - % of people who Gloucestershire District Council believe people from County Council 86% Gloucestershire different backgrounds get 85% 85% 86% Gloucester City (2006/07) County Council on well together in their 01452 425765, Council local area kevin.lee@gloucest Stroud District ershire.gov.uk Council
Tewkesbury Borough Council
62 Cheltenham Borough Council Cotswold District Kevin Lee, Council Equalities Manager Forest of Dean Gloucestershire LI 23 - Number of councils District Council County Council Gloucestershire achieving level 3 of the 0 1 7 County Council Gloucester City equality standard 01452 425765, Council kevin.lee@gloucest Stroud District ershire.gov.uk Council
Tewkesbury Borough Council Page 93 Cheltenham Borough Council Cotswold District Kevin Lee, Council Equalities Manager To be To be Gloucestershire Forest of Dean NI 140 – Fair treatment by Not Establish agreed agreed County Council Gloucestershire District Council local services available baseline during during County Council Gloucester City 2008/09 2008/09 01452 425765, Council kevin.lee@gloucest ershire.gov.uk Stroud District Council Tewkesbury Borough Council
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Outcome 17 Increasing the capacity of communities to take voluntary action in order to create more vibrant and thriving communities Accountable Manager: Sally Pickering, Gloucester Association for Voluntary & Community Action Tel: 01452 332424; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham BC A statistically Cotswold DC Page 94 significant Forest of Dean improve- DC ment Jackie Harris Gloucester CC between Policy & Stroud DC the first Partnerships Tewkesbury BC and second Manager waves of Gloucestershire NI 7 – Environment for a Not Establish Gloucestershire Gloucestershire the national Assembly thriving third sector* available baseline County Council County Council survey of Gloucestershire third sector Infrastructure organisa- 01452 425912 tions, Jackie.harris@glou Group (GIG) calculated cestershire.gov.uk Glos PCT in GRCC accordance Co-operative with OTS Futures guidance * GAVCA
64 Cheltenham BC Cotswold DC Unstretch Unstretch Forest of Dean ed = ed = Hazel Lonsdale DC LI 24 - The number of 13.9% 13.9% Chief Executive people recorded as or Gloucester CC Cheltenham reporting that they have Stroud DC 13.9% Volunteer Centre Gloucestershire engaged in formal (2007) County Council Tewkesbury BC volunteering on an average 01242 691222 of at least two hours per Glos PCT hazel@volunteerin week over the past year gcheltenham.org.uk Volunteer Centres Stretched Stretched in Gloucestershire = 15.9% = 17.9%
Fairshares Page 95 Shelter
65
Outcome 18 Service providers more responsive to community needs resulting in improved service delivery, by empowering local people to have a greater choice & influence over local decision-making and in service delivery Accountable Manager: Jackie Harris; Gloucestershire County Council Tel: 01452 425912; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Page 96 Borough Council
A Cotswold District statistically Council significant Forest of Dean increase Jackie Harris District Council between Policy & the first Partnerships Gloucester City Place Manager Council NI 4 - % of people who feel 32% Survey Gloucestershire Gloucestershire they can influence decisions 32% 34% (reporting Stroud District (2006/07) County Council County Council in their locality* early 2009) Council
and the Tewkesbury second 01452 425912 Place Jackie.harris@glou Borough Council Survey cestershire.gov.uk Gloucestershire (reporting Constabulary early 2011)* Police Authority Gloucestershire PCT
66 Outcome 19 Reduce the harm caused by illegal drugs and by alcohol Accountable Manager: Colin Hassall, Head of DAAT, Gloucestershire PCT Tel: 01242 548837; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council Cotswold District Council
Forest of Dean Page 97 District Council Gloucester City Council Colin Hassall, Stroud District NI 42 – Perceptions of drug Head of DAAT, 41% Gloucestershire Council use or drug dealing as a 40% 39% 38% 01242 548841 (06/07) PCT problem Colin.Hassall@glos Tewkesbury .nhs.uk Borough Council Gloucestershire County Council Gloucestershire Constabulary Police Authority Gloucestershire Probation Service
67
Outcome 20 Build respect in communities and reduce anti-social behaviour Accountable Manager: Trevor Gladding, Cheltenham Borough Council Tel: 01242 264368; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cotswold District Council Unstretch Unstretch
ed = 18% ed = 18% Forest of Dean Page 98 District Council Gloucester City Council Trevor Gladding Community Safety Stroud District and Licensing Council Team Leader Tewkesbury NI 17 Perceptions of anti 18% Cheltenham Cheltenham Borough Council social behaviour (06/07) Borough Council Borough Council Gloucestershire
Stretched Stretched County Council 01242 264368 = 15% = 14% Trevor.Gladding@c Gloucestershire heltenham.gov.uk Constabulary Police Authority Gloucestershire PCT Gloucestershire Probation Service
68 Unstretch Unstretch Cheltenham ed = ed = Borough Council 79,190 117,968 Cotswold District (39,187 in (38,778 in Council year) year) Forest of Dean Alex Drummond District Council Superintendent Gloucester City Head of Community Council Partnership Stroud District LI 25 - The number of 40,819 Gloucestershire Gloucestershire Council incidents of anti social (05/06) Police Constabulary behaviour Tewkesbury Stretched Stretched Borough Council
= 77,537 = 114,274 Page 99 01452 752385 (37,943 in (36,737 in alex.drummond@gl Gloucestershire year) year) oucestershire.polic County Council e.uk . Gloucestershire PCT Police Authority Gloucestershire Probation Service
69
Outcome 21 To reduce crime and the fear of crime Accountable Manager: Jo Kline, Crime Reduction Co-ordinator, Gloucestershire Constabulary Email: [email protected] ; Tel: 01452 426189
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Cheltenham Borough Council
A reduction Page 100 in recorded Cotswold District assault The Council with less expected This will be This will be Forest of Dean serious level after reassessed reassessed injury from District Council year 1 is a after Year after Year Alex Drummond a rate of rate of 5.83 1, as data 1, as data Gloucester City 6.27 crimes Superintendent crimes per for 2007/08 for 2007/08 Head of Council per 1000 1000 is only a is only a Community population population proxy for proxy for Stroud District NI 20 – Assault with injury in 2007/08 in 2008/09 the correct the correct Partnership Gloucestershire Council crime rate* based on based on dataset, as dataset, as Constabulary Tewkesbury mid 2006 mid 2007 it uses the it uses the 01452 752385 population population wider wider alex.drummond@gl Borough Council estimates estimates, category of category of oucestershire.polic (3627 Gloucestershire equivalent Less Less e.uk County Council offences) to a Serious Serious to a rate of reduction Wounding Wounding Police Authority (to be of 7%. confirmed) Gloucestershire crimes per PCT 1000 Gloucestershire Probation Service
70 NI 35 – Building resilience (Targets apply to Gloucester City only) Gloucester City to violent extremism* Alex Drummond Council a) Understanding and Superintendent engagement with 2 3 3 4* Head of Gloucestershire communities Community County Council Partnership Gloucestershire Gloucestershire b) Knowledge of extremism 2 3 3 4* Constabulary c) Risk-based prevention PCT 1 2 3 4* 01452 752385 action plan alex.drummond@gl Gloucestershire oucestershire.polic Probation Service d) Effective oversight of 1 2 3 4* e.uk projects Police Authority Page 101
71 Cheltenham Borough Council Cotswold District Council Forest of Dean District Council Eugene O’Kane Head of Youth Gloucester City Support Council To be To be Gloucestershire NI 111 – First time entrants Stroud District No Establish agreed agreed County Council Gloucestershire to the Youth Justice System Council baseline baseline during during County Council aged 10-17* Page 102 2008/09 2008/09 01452 551271 Tewkesbury Eugene.O’Kane@g Borough Council loucestershire.gov. Gloucestershire uk PCT Gloucestershire Probation Service Gloucestershire Constabulary Police Authority
72 Gloucestershire Garry Holden County Council Assistant Chief Officer, External Gloucestershire Development Constabulary To be To be NI 18 – Adult re-offending Gloucestershire No Establish agreed agreed Gloucestershire Police Authority rates for those under Probation baseline baseline during during Probation Service probation supervision Primary Care 2008/09 2008/09 01452 389212 Trust Garry.Holden@glo Tewkesbury ucestershire.probati Borough Council on.gsi.gov.uk
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73 Cheltenham Borough Council Cotswold District Council Forest of Dean District Council Roger Clayton Superintendent Gloucester City Public Protection Council Definition Definition Definition Definition Unit Stroud District NI 32 – Repeat incidents of has been has been has been has been Gloucestershire Gloucestershire Council domestic violence deferred deferred deferred deferred Constabulary Constabulary Page 104 until 09/10 until 09/10 until 09/10 until 09/10 01452 752148 Tewkesbury Roger.clayton@Glo Borough Council ucestershire.police. Gloucestershire uk County Council
Gloucestershire PCT Gloucestershire Probation Service Police Authority
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Cheltenham NI 33 - Arson incidents Borough Council
Derek Cross Tewkesbury Borough Council a) Number of primary Quality, Audit 7.67 7.64 7.61 7.58 fires/population x 10,000 & Risk Manager Gloucestershire Gloucestershire County Council Gloucestershire Fire and Rescue Fire and Rescue Gloucestershire Service Service Constabulary
01452 753234 Police Authority Derek.cross@glosfi b) Number of secondary Gloucestershire 9.72 9.51 9.31 9.13 re.gov.uk fires/population x 10,000 Probation Service Page 105 Gloucestershire PCT
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Outcome 22 Reduce the number of people killed or seriously injured on Gloucestershire’s roads Accountable Manager: David Radford, Road Safety Manager, Gloucestershire County Council Tel – 01452 425602; Email: [email protected]
Targets Other Performance Indicators Accountable Baseline (designated targets are marked *) Lead Partner Contributing (Designated indicators are Manager marked *) 2008/09 2009/10 2010/11 Partners Gloucestershire Highways Gloucestershire Page 106 Constabulary Police Authority Jo Walker Her Majesty’s Acting Director Courts Service Environment The Highways NI 47 – People killed or Gloucestershire Agency Gloucestershire seriously injured in road 265 245 220 195* County Council County Council The NHS primary traffic accidents* Care Trust 01452 426270 Great Western joanna.walker@glo Ambulance ucestershire.gov.uk Service NHS Trust Cotswold District Council Forest of Dean District Council
76 10. Governance
The Gloucestershire Conference is the partnership with overall responsibility for developing and delivering Gloucestershire’s Sustainable Community Strategy and Local Area Agreement. The Gloucestershire Conference structure was developed during 2006/07 with the full involvement of all partners and is described in full in the ‘Prospectus for Partnership Working in Gloucestershire’ (available on the Gloucestershire Conference website at www.gloucestershire.gov.uk/glosconference ). A diagram representing the Gloucestershire Conference structure can be found on the back cover of this agreement.
The Gloucestershire Conference comprises: • Gloucestershire Strategic Partnership • Community Strategy Executive Board • Accountable Bodies Group
• 5 Thematic Partnerships Page 107 • 6 District Local Strategic Partnerships • Sectoral Partnerships (including the Voluntary & Community Sector Assembly and Local Government Association) • Individual organisations and businesses
The Gloucestershire Strategic Partnership brings together the chairs of the 5 Thematic Partnerships, 6 district Local Strategic Partnerships and the Voluntary & Community Sector Assembly. Its role is to: • To develop a long-term vision for Gloucestershire • To develop, oversee and refresh the Sustainable Community Strategy • To provide a deliberative forum for new and emerging issues
The Accountable Bodies Group comprises the leaders and chairs of partner organisations. It is the decision-making arm of the conference and has responsibility for: • Agreeing and signing off the Local Area Agreement • Oversight of LAA delivery • Advising on financial and resource issues • Allocating partner bodies’ resources in support of agreed priorities
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The Community Strategy Executive Board brings together the Chief Executives of the main organisations responsible for delivering the LAA with the Senior Lead Officer for each theme of the LAA. Its role is to: • Advise the GSP and ABG and implement their decisions • Commission work from organisations and partnerships in order to ensure delivery of the Sustainable Community Strategy • Co-ordinate and monitor delivery of the Local Area Agreement
The Five Thematic Partnerships are each tasked with delivery of one of the themes of this Local Area Agreement. It is their responsibility to drive forward delivery, to inform the prioritisation of issues and to manage performance
As members of the Gloucestershire Strategic Partnership, District LSPs are involved in setting long-term vision and overall direction. They also have a role to play in monitoring performance of LAA targets at a more local level, and raising any concerns Page 108 which arise. District LSPs can also take responsibility for co-ordinating or leading delivery of LAA outcomes at a local level.
The role of the Voluntary & Community Sector Assembly is to provide a strategic, collective voice for the sector and to represent its interests in strategic partnerships. More information about the Assembly can be found in Appendix 1.
78 11. Delivery Principles
Delivery of the LAA will be informed by the following principles:
Accountability • There will be clarity about who is accountable for delivery of tasks to deliver outcome • Commitment to tasks from partners whose contribution is crucial to delivery will be explicit • Thematic partnerships will lead on delivery with a recognition to their relationship to the GSP and LSPs • It will be clear and agreed who will oversee delivery, monitoring and evaluation and who will scrutinise performance in relation to all tasks • Tasks will be delivered at the geographic level that is most appropriate for the outcome so as to capture activity that will best generate benefits and increase capacity Page 109 • Special purpose mechanisms may need to be developed to address cross-district boundary (but sub-county) delivery issues • Communicating success will recognise all partners
Community Engagement • Engagement of stakeholders and a strong focus on the benefits to Gloucestershire communities is fundamental to implementation of the LAA • The mechanisms for and purpose of engagement need to be identified before tasks are commenced. • The views, opinions and concerns of the community and partners will always be considered in planning and determining a delivery task. • Partner and community views should routinely be captured as part of the monitoring and evaluation processes and used to improve performance.
79 Resources and Capacity Building • There should, at the outset, be clarity about how much each outcome task will cost (cash and staff) and how will it be funded • Outcome Tasks should, so far as possible, generate and record efficiencies in line with annual efficiency statements • Key partners to outcome task/s should reflect the outcome task/s in their own plans • Specific consideration should be given to setting realistic timescales against available resources • Partners should recognise the longer term commitments, for example financial and staffing, that will be needed to achieve sustainability • There should be an exit/handover strategy for every outcome task delivered
Sustainable development / equalities Page 110 • Every task must apply the principles of equality and diversity • Every task must apply the principles of sustainable development
Business case Every outcome task should have a business case which identifies: - • What the outcome is • What the task/s will do to address the outcome • What is already being done here or elsewhere that can be incorporated into the task/s and thus deliver efficiency • What will change as a result of delivering the outcome task/s • Who will deliver it
80 12. Performance Management
Gloucestershire continues to be committed to the effective performance management of the LAA. We have developed a balanced set of indicators and targets for each outcome, with links to other outcomes where possible. Indicators are, as far as possible, relevant, clear, outcome-focussed, controllable, robust and comparable. A high proportion of the indicators can be collected and monitored regularly, with annual targets profiled within the year, so we can pro-actively take action to address areas of under- performance. Each indicator has a summary sheet to ensure that definitions and accountabilities are clear, and that data sources and calculation are robust. Each theme has a delivery plan identifying key actions and milestones that again can be monitored and managed during the year.
In order to ensure consistent and effective delivery of the refreshed LAA from April 2008, we will continue with our current LAA monitoring and reporting framework, which has been agreed by the LAA Project Board:
• Gloucestershire County Council will continue to use PerformancePlus (P+), a performance management software system, Page 111 which provides a one-stop shop for tracking and reporting performance against the LAA. LAA partners (including district councils, Gloucestershire PCT and the Severn Wye Energy Agency) are also able to access P+ directly to input performance data as well as track progress. • Timely quarterly performance monitoring reports will be produced for both the Community Strategy Executive Board (CSEB) and Accountable Bodies Group (ABG). This will enable the Board to ensure that relevant action is taken to address any areas of under-performance. The Board will take account of this quarterly performance reporting cycle when setting meeting dates, to maximise the timeliness and relevance of the reports. • The quarterly performance report tracks progress against the performance indicators and LAA tasks. For each reporting period it provides the actual and target figures for each indicator, an alert to show whether it is ahead, on or behind target, as well as the direction of travel. It also shows progress against each LAA task. Any indicator or task that is behind target, signified by a red triangle in the current quarters performance column, will be accompanied by a short piece of narrative that explains what action is being taken to bring the performance back on track. The Block leads are also required to provide a brief analysis outlining how well their areas are performing for each reporting period. The report also includes historical performance for both the indicators and tasks, and tracks how well the risks related to the LAA are being managed.
81 • Where there are major concerns about the achievement of any outcome, the Board will be able to call for a more detailed action plan. Such circumstances would include, for example, if all the indicators for an outcome were reported as being off target, or ongoing under-performance of an indicator over two consecutive quarters.
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82 13. Partners to this Agreement
Michael Heap, Chair, Cllr Jackie Hall Gloucestershire Assembly for the Gloucestershire County Council Voluntary & Community Sector
Cllr Duncan Smith Cllr Rob Garnham
Cheltenham Borough Council Gloucestershire Police Authority
Cllr Lynden Stowe Professor Colin Dennis
Cotswold District Council Business Representative Page 113
Ruth Fitzjohn Cllr Martin Quaile Gloucestershire Primary Care Trust Forest of Dean District Council (on behalf of the Gloucestershire NHS Trusts)
Cllr Paul James Tim Smithson
Gloucester City Council Learning & Skills Council
Ian Knight Cllr Chas Fellows South West of England Regional Stroud District Council Development Agency
Cllr Rob Vines Tewkesbury Borough Council
83 Appendix 1 - Statement of Third Sector Engagement
1. Principles and Commitment to Third Sector Engagement.
Building on the strong partnership which already exists between the public and the third sector in Gloucestershire, the third sector is at the heart of the development, delivery and monitoring of the LAA. Gloucestershire’s Compact is recognised as being one of the strongest nationally and has provided a solid base on which to build this partnership, so that the LAA process has been developed within the spirit and the letter of the undertakings and commitments set out in the Compact.
Gloucestershire’s third sector consists of a diverse range of not for profit organisations, ranging from self-help groups to large national charities. The energy, enthusiasm and expertise of the sector, is harnessed by the Gloucestershire Assembly for the Voluntary and Community Sector – a representative structure which brings together diverse and wide-ranging interests in order to Page 114 provide a strategic and collective voice for the sector. The strength of the Assembly has meant that the third sector has played a full and active part at all levels of the LAA process.
With respect to the LAA, the third sector’s role includes:
• Service Delivery: Third sector groups are directly involved in delivering many of the services, projects and programmes arising from LAA outcomes, including leading on a number of stretch targets. • Governance: As partners in the Gloucestershire Conference, the third sector is directly involved in prioritisation, planning and decision-making. • Social capital: The third sector is skilled at engaging the wider community, building social capital throughout the county. • Provision of relevant advice and expertise
The third sector has made a substantial contribution to the development of the LAA, especially in relation to staff and volunteer hours. Partners recognise that the third sector can engage most effectively where it is properly resourced and supported to do so. Therefore partners have invested in the sector’s infrastructure and are committed to identifying and wherever possible meeting the cost of third sector engagement in LAA processes.
84 2. Mechanisms and processes for engaging the third sector
The Gloucestershire Assembly for the Voluntary and Community Sector, established in 2003, provides a county wide forum and strategic voice for the range of third sector groups working in Gloucestershire. The Assembly Board meets bi-monthly and is made up of representatives from 29 key networks/forums including representatives from each of its thematic strategy groups, equalities strands and district based forums. The Assembly is supported by the Gloucestershire Assembly Team (previously named the Partnership and Participation Project) which has been funded by Gloucestershire County Council to specifically support third sector engagement in the LAA by building on existing work and structures.
The Assembly Team co-ordinates and supports third sector representation and engagement in the Gloucestershire Conference. Through such involvement, the third sector has contributed to district and county Sustainable Community Strategies upon which much of the LAA has been based.
The Assembly is represented at all levels of the Gloucestershire Conference, and the chair of the Assembly also chairs the Page 115 Accountable Bodies Group. The Manager of the Assembly Team is also a members of the Community Strategy Executive Board. This helps make sure that third sector expertise, views and priorities are fed into all parts of the partnership process.
Driven by the need to facilitate and co-ordinate wider third sector input to the different LAA blocks, the Assembly has recently supported the development of Strategy Groups. Each Strategy Group feeds into the development of the appropriate LAA theme. The numbers of groups involved in the strategy groups are as follows:
Strategy Groups No. of member groups Children and Young People Network 502 Children and Young People Strategy Group* 35 Culture and Heritage 142 Economic Development* 158 Environment* 206 Equalities 180 Health and Social Care* 352 Learning 249 Safer and Stronger Communities 282
85 Faith 89
*these strategy group are funded in 2008-9, the rest operate as email lists and occasional meetings only
Specific LAA information and updates for the third sector have been provided through a weekly email bulletin produced by the Gloucestershire Assembly Team and circulated to 764 contacts, with links to the Gloshub website www.gloshub.org.uk and Gloucestershire County Council LAA website pages and bulletin.
3. Evidence and benefits of third sector engagement
• The third sector has identified cross-cutting issues and outcomes to address local need and promote social inclusion e.g. Page 116 third sector groups have been at the forefront of highlighting the needs of people suffering from mental health problems and their carers across the different blocks
• The third sector has sought baseline evidence from which to plan future work e.g. the VCS Assembly completed an analysis of the social impact of the third sector to assist engagement with and planning across the blocks
• The third sector has added value and resources to delivery e.g. Cheltenham Volunteer Centre has led on the delivery of volunteering targets and aligned Change Up money to look at how voluntary and community action can contribute to service delivery across the blocks
• The third sector has provided leadership and co-ordinated areas of expertise e.g. lobbying from environmental groups led to the establishment of a 5 th theme - Natural and Built Environment - which has been led by the third sector and enabled the LAA to effectively co-ordinate approaches to environmental issues in Gloucestershire
• The third sector has helped ensure the LAA is governed in an accountable manner and project-managed in a way that addresses the diverse needs of communities. The third sector has led on the development and introduction of a proofing process to assess the equalities impact of the LAA.
86 Appendix 2 – Reward Element Stretch Targets
Reference Brief Description Page LI 08 Healthy Schools 88 LI 01 Performance in writing at Key Stage 1 89 LI 04, 05 & 06 Progress of looked after children 90 NI 117 Increased percentage of children in Employment, Education or Training 91 LI 10 Increased number of adults with an NVQ level 2 qualification or above 92 LI 11 Increased number of people helped into sustained employment 93 LI 14, 15 & 16 Increased number of 4-week quitters 94 LI 18 Reduced number of ED admissions for fractured neck of femur 97 LI 19 Increased insulation and heating installations 98 LI 20 & 21 Increased number of renewable energy installations 99 Page 117 LI 24 Increased number of people volunteering 100 NI 17 & LI 25 Reduced incidents of and perception of anti-social behaviour 101
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Reward Element – Target and Outcome Improved educational attainment for vulnerable children and young people Indicator(s) by which performance will be measured More children and young people make healthy lifestyle choices, feel safe, supported and included and thus achieve more educationally. Measured through: LI 08 - Percentage of schools achieving the new healthy schools status
Current performance for indicator(s)- as at December 2006
55% Page 118 Performance expected at the end of the period of the LAA without the Reward Element – as at December 2010 75% Performance target with the Reward Element 93% Enhancement in performance with the Reward Element An 18% points improvement (=55 additional schools based on current cohort) Allocation of Performance Reward Grant £1,725,812 Comments and conditions or enabling measures Strong links with cross cutting themes of food, learning, culture and sport/physical activity. The PI around healthy schools picks up on underpinning strategic rationale re closing the gap and areas of deprivation, including rural issue (e.g. needs of CYP in Cinderford).
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Reward Element – Target and Outcome Improved educational attainment for vulnerable children and young people Indicator(s) by which performance will be measured LI 01 - Percentage of children attaining level 3 or better in writing at Key Stage 1 Current performance for indicator (academic year ending Summer 2006) 13% Performance expected at the end of the period of the LAA without the Reward Element (academic year ending Summer 2010) 17% Page 119 Performance target with the Reward Element 20% Enhancement in performance with the Reward Element A 3% points improvement Allocation of Performance Reward Grant £865,000 Comments and conditions or enabling measures PI around writing picks up an area where we need to perform far better, building on evidence based practice about equipping CYP at the earliest level through early intervention. Incorporating targets around the Gloucester Excellence Cluster, whilst not a stretch target, will contribute to achieving the stretch on Key Stage 1 writing and will help track what’s happening in KS1 for LAC. PRG will be lost if the standards at level in 3 in reading and mathematics are lower in academic year ending 2010 than in baseline year (30.6% of children attaining level 3 or better in reading at Key Stage 1; 25.2% of children attaining level 3 or better in maths at Key Stage 1)
89 Reward Element – Target and Outcome Improved educational attainment for vulnerable children and young people Indicator(s) by which performance will be measured LI 04, 05 & 06 - Looked after children make progress in line with the average progress of other children and young people: (a) Added value score for looked after children from KS1 to KS2 (b) Added value score for looked after children from KS2 to KS3 (c) Added value score for looked after children from KS3 to KS4 Current performance for indicator(s) (a) 11.59; (b) 3.3; (c) 180 Page 120 Performance expected at the end of the period of the LAA without the Reward Element (a) 11.75; (b) 4; (c) 200 Performance target with the Reward Element (a) 12; (b) 5.6; (c) 225 Enhancement in performance with the Reward Element (a) 0.25; (b) 1.6; (c) 25 Allocation of Performance Reward Grant £400,000 (a) £54,000; £135,200; £210,800 Comments and conditions or enabling measures The stretch target applies to all Looked After Children apart from those who are disapplied from the national tests
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Reward Element – Target and Outcome 14-19 Year olds have improved choices and support suitable to their age group Indicator(s) by which performance will be measured NI 117 - % of young people aged 16-18 who are not in Education, Employment or Training (NEET) as recorded on the national NCCIS DfES database. Current performance for indicator (3 month average from November 2005 to January 2006) 5.9% Performance expected at the end of the period of the LAA without the Reward Element (3 months average from November 2010 to January 2011) 4.1% Page 121 Performance target with the Reward Element 3.5% Enhancement in performance with the Reward Element A 0.6% reduction Allocation of Performance Reward Grant £2,442,000 Comments and conditions or enabling measures This target is based on a condition that the number of young people aged 16-18 whose status is “not known” for the three month average from 1 November 2010 to 31 January 2011 is not greater than 5%.
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Reward Element – Target and Outcome Increase the number and range of skilled employees by improving the skills of local people To achieve an overall increase in the number of people in Gloucestershire obtaining an NVQ2 or equivalent qualification Indicator(s) by which performance will be measured LI 10 - The number of adults gaining NVQ2 or equivalent qualification Current performance for indicator(s) 3,500 (2006/07) (includes 2000 “Train to Gain” achievements) Performance expected at the end of the period of the LAA without the Reward Element (3 year total to March 2010) Page 122 12,000 Performance target with the Reward Element (3 year total to March 2010) 12,600 Enhancement in performance with the Reward Element 600 people Allocation of Performance Reward Grant £1,358,203 Comments and conditions or enabling measures These targets include provision funding via both adult and “Train to Gain” budgets and are reflected in the baseline data. “Train to Gain” will be influences and focused in subsequent years by the LAA priorities and stakeholders including the opportunities yielded by outcomes EDE 1 & EDE 3, as well as those in other blocks, particularly SSC 2. As a new mainstream service, the LSC do not expect to see any displacement of planned provision in the county by “Train to Gain” and believe it offers a powerful mechanism to strengthen joint working on economic development issues in Gloucestershire.
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Reward Element – Target and Outcome Increase the number and range of skilled employees: To increase the number of people who have been claiming an incapacity benefit for 2 years or more moving into sustained employment of at least 16 hours per week for 13 consecutive weeks or more Indicator(s) by which performance will be measured LI 11 - The number of people who have been claiming an incapacity benefit* who are helped by Gloucestershire 1 st into sustained employment (at least 16 hours per week for 13 consecutive weeks or more) Current performance for indicator(s) 0 Performance expected at the end of the period of the LAA without the Reward Element (3 year total to March 2010)
0 Page 123 Performance target with the Reward Element (3 year total to March 2010) 265 Enhancement in performance with the Reward Element 265 Allocation of Performance Reward Grant £1,358,203 Comments and conditions or enabling measures * Incapacity Benefit (IB), Severe Disablement Allowance (SDA (TP)), and/or Income Support (IS) on the basis of incapacity or any other health related benefit introduced as a result of the Welfare Reform Act. An individual will not be counted more than once for the purposes of this target. For the purposes of this target, people gaining work during the period of the agreement may be claimed as sustained for up to 13 weeks after the Agreement expires.
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Reward Element – Target and Outcome To improve health & reduce health inequalities Indicator(s) by which performance will be measured (a) LI 14 - The number of smokers referred to the NHS Support to Stop Services from the 2 most deprived quintiles of Super Output Areas within the county (see notes) who remain quit at 4 weeks (b) LI 15 - The number of smokers referred to the NHS Support to Stop Services within Gloucester Prison who remain quit at 4 weeks 1 (c) LI 16 - The number of smokers with enduring mental health problems (across a range of settings) referred to the NHS Support to Stop Services who remain quit at 4 weeks 2 Data to be counted and collected according to DH Protocol (see note below) Page 124 Current performance for indicator(s) (year ending 31 March 2006) (a) 1614; (b) 12; (c) 2 Performance expected at the end of the period of the LAA without the Reward Element (cumulative total for the 3-ears ending 31 March 2010) (a) 4773; (b) 36; (c) 6 Performance target with the Reward Element (cumulative total for the three years ending 31 March 2010) (a) 4893; (b) 158; (c) 104 Enhancement in performance with the Reward Element (a) 120 additional 4 week quitters from the 2 most deprived quintiles of Super Output Areas (b) 122 additional 4 week quitters from Gloucester Prison (c) 98 additional 4 week quitters with enduring mental health problems
1 These will be prisoners or staff living or working at the prison at the time of referral and follow up. If prisoners or staff leave the prison before their 4-week quit date, they will not be counted. 2 Gloucestershire Smoking Advice Service has started its ongoing training programme with the Partnership Trust and these smokers will be identified referrals through these staff.
94 Allocation of Performance Reward Grant £1,358,203 to be split between the indicators as follows: (a) £475,371 (35%) (b) £488,953 (36%) (c) £393,879 (29%) Comments and conditions or enabling measures 5% of the Performance Reward Grant will be lost if the overall number of four week quitters in Gloucestershire is less than 8862 within the 3-year period ending 31 March 2010. Notes: • A person can be counted more than once for the purposes of this target if they make another quit attempt in a different
quarterly period (quarters run on the financial year April to June, July to September, October to December and January Page 125 to March). There is no upper limit to the number of time a person can be counted for the purposes of this indicator as long as each attempt is in a different quarter. • For the purposes of this target, people can be counted as quitters if they cease smoking up to and including 31 March 2010 if they are not smoking four weeks later. • The data for this indicator is collected locally for the whole of Gloucestershire and returned to the Department of Health by the PCT. The number from our most deprived areas is calculated from postcodes of the 3 week quitters held on a local database. The areas are the 40% most deprived Super Output Areas in Gloucestershire as measured by the Index of Multiple Deprivation 2004 (see following list):
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40% most deprived Super Output Areas in Gloucestershire as measured by the Index of Multiple Deprivation 2004 Westgate (E01022349/23UEGG); Westgate (E01022347/23UEGG); Podsmead (E01022333/23UEGC); St Paul’s (E01022152/23UBGF); Kingsholm & Wotton (E01022311/23UEFY); Matson & Robinswood (E01022319/23UEGA); Springbank (E01022160/23UBGH); Moreland (E01022332/23UEGB); Oakley (E01022133/23UBGA); Hesters Way (E01022122/23UBFX); Matson & Robinswood (E01022323/23UEGA); Barton & Tredworth (E01022291/23UEFT); Barton & Tredworth (E01022289/23UEFT); Moreland (E01022329/23UEGB); Hesters Way (E01022120/23UBFX); Barnwood (E01022286/23UEFS); Hesters Way (E01022121/23UBFX); St Mark’s (E01022147/23UBGE); Barton & Tredworth (E01022292/23UEFT); Tuffley (E01022346/23UEGF); Barton & Tredworth (E01022290/23UEFT); Barton & Tredworth (E01022293/23UEFT); Barton & Tredworth (E0102228/23UEFT); Matson & Robinswood (E01022322/23UEGA); Moreland (E01022328/23UEGB); Tewkesbury Prior's Park (E01022458/23UGGZ); St Peter’s (E01022157/23UBGG); Swindon Village (E01022164/23UBGJ); Cinderford West (E01022238/23UDGQ); Barnwood (E01022285/23UEFS); Matson & Robinswood (E01022324/23UEGA); Oakley (E01022131/23UBGA); Matson & Robinswood (E01022320/23UEGA); Oakley (E01022132/23UBGA); Lydney East (E01022256/23UDGY); Lydney East (E01022254/23UDGY); Cinderford East (E01022237/23UDGP); St Paul’s (E01022153/23UBGF); Springbank (E01022159/23UBGH); Barnwood (E01022284/23UEFS); Brockworth (E01022424/23UGGG); Barton & Tredworth (E01022294/23UEFT); St Mark’s (E01022149/23UBGE); All Saints (E01022102/23UBFQ); Kingsholm & Wotton (E01022312/23UEFY); Stonehouse (E01022403/23UFHG); Moreland (E01022326/23UEGB); Dursley (E01022375/23UFGT); Cirencester Watermoor (E01022200/23UCGZ); Tewkesbury Prior's Park
(E01022457/23UGGZ); Moreland (E01022331/23UEGB); Churchdown St John's (E01022428/23UGGJ); Oakley (E01022134/23UBGA); Kingsholm & Wotton Page 126 (E01022310/23UEFY); St Paul’s (E01022154/23UBGF); Cam West (E01022364/23UFGP); Coleford East (E01022243/23UDGS); Newnham & Westbury (E01022265/23UDHD); Brockworth (E01022421/23UGGG); Grange (E01022301/23UEFW); St Peter’s (E01022158/23UBGG); Coleford Central (E01022242/23UDGR); Lydbrook & Ruardean (E01022251/23UDGX); Cinderford West (E01022240/23UDGQ); Cainscross (E01022358/23UFGM); Elmbridge (E01022296/23UEFU); Awre (E01022228/23UDGG); Moreland (E01022330/23UEGB); St Paul’s (E01022151/23UBGF); Littledean & Ruspidge (E01022250/23UDGW); Lansdown (E01022127/23UBFY); Slade (E01022399/23UFHF); Minchinhampton (E01022383/23UFGZ); Tuffley (E01022344/23UEGF); Matson & Robinswood (E01022321/23UEGA); St Mark’s (E01022148/23UBGE); Bream (E01022231/23UDGK); Westgate (E01022348/23UEGG); St Peter’s (E01022156/23UBGG); Coleford Central E01022241/23UDGR); Kingsholm & Wotton (E01022309/23UEFY); Central (E01022365/23UFGQ); Coleford East (E01022245/23UDGS); St Peter’s (E01022155/23UBGG); Coombe Hill (E01022440/23UGGP); Berry Hill (E01022229/23UDGH); Valley (E01022414/23UFHP); Springbank (E01022161/23UBGH); Cirencester Beeches (E01022188/23UCGU); Lansdown (E01022124/23UBFY); Podsmead (E01022334/23UEGC); Matson & Robinswood (E01022325/23UEGA); St Mark’s (E01022150/23UBGE); Mitcheldean & Drybrook (E01022260/23UDHA); Northway (E01022450/23UGGU); Newland & St Briavels (E01022264/23UDHC); Cainscross (E01022356/23UFGM); Pittville (E01022142/23UBGC); Coleford East (E01022244/23UDGS); Newnham & Westbury (E01022266/23UDHD); Innsworth With Down Hatherley (E01022448/23UGGS); Pillowell (E01022268/23UDHF); Newland & St Briavels (E01022263/23UDHC); Tuffley (E01022343/23UEGF); Berkeley (E01022351/23UFGK); Mitcheldean & Drybrook (E01022258/23UDHA); Cirencester Chesterton (E01022192/23UCGW); Moreland (E01022327/23UEGB); College (E01022117/23UBFW); Lansdown (E01022126/23UBFY); Pittville (E01022141/23UBGC); Bream (E01022232/23UDGK); Moreton-In-Marsh (E01022211/23UCHG); Badgeworth (E01022420/23UGGF); Lydbrook & Ruardean (E01022253/23UDGX); Alvington, Aylburton & West Lydney (E01022227/23UDGF); Newent Central (E01022262/23UDHB); Tewkesbury Town With Mitton (E01022459/23UGHA); Pillowell (E01022269/23UDHF); Littledean & Ruspidge (E01022249/23UDGW); Quedgeley Fieldcourt (E01022338/23UEGD); Christchurch & English Bicknor (E01022234/23UDGM); Nailsworth (E01022388/23UFHA); Tewkesbury Town With Mitton (E01022460/23UGHA); Tidenham (E01022274/23UDHJ); Hardwicke (E01022379/23UFGX); Cinderford West (E01022239/23UDGQ); Cinderford East (E01022236/23UDGP); Dursley (E01022373/23UFGT); Tidenham (E01022273/23UDHJ); Hucclecote (G); (E01022303/23UEFX); The Stanleys (E01022407/23UFHH); Shurdington (E01022454/23UGGX); Eastington & Standish (E01022376/23UFGU); Grange (E01022302/23UEFW); Quedgeley Fieldcourt (E01022337/23UEGD); Trinity (E01022410/23UFHK); Warden Hill (E01022173/23UBGL); Blaisdon & Longhope (E01022230/23UDGJ); Tetbury (E01022218/23UCHM); Redmarley (E01022270/23UDHG); Bromesberrow & Dymock (E01022233/23UDGL); Alvington, Aylburton & West Lydney (E01022226/23UDGF); Farmhill & Paganhill (E01022377/23UFGW); Wotton-Under-Edge (E01022416/23UFHQ); Barnwood (E01022287/23UEFS); Newent Central (E01022261/23UDHB)
96
Reward Element – Target and Outcome Supporting independence, health and well-being for those over 75 Indicator(s) by which performance will be measured LI 18 - The number of people aged 75 or over admitted to hospital with fractured femur Current performance for indicator(s) (Year ending December 2005) 655 Performance expected at the end of the period of the LAA without the Reward Element (Cumulative target for the 3 years ending 31 December 2009) 635
Performance target with the Reward Element Page 127 (Cumulative target for the 3 years ending 31 December 2009) 589 Enhancement in performance with the Reward Element 46 fewer people aged 75 or over admitted to hospital with fractured femur Allocation of Performance Reward Grant £1,358,203 Notes Indicator measures the number of people aged 75 and over admitted (emergency admissions) to hospital as a result of falls. To count in this target, a person aged 75 or over must be registered with a GP in the PCT area relating to Gloucestershire County Council; people who are registered with a GP outside the council’s PCTarea will not be counted, even if resident in the council’s area. HES data to be used, corresponding to ICD codes S72 excluding S72.4 Note – using the diagnosis in any of the positions 1 to 6.
97
Reward Element – Target and Outcome More resilient Homes Indicator(s) by which performance will be measured: The number of homes with improvements made to heating systems* and thermal comfort** resulting in increased affordable warmth and improvements in private sector decency standards for all***. Measured by: • LI 19 - Number of measures (cavity wall, loft insulation and central heating) installed via Gloucestershire Warm and Well scheme Current performance for indicator(s)
• 5,829 measures installed (loft and cavity wall and boilers) - based last 3 years figures from Gloucestershire Warm and Page 128 Well scheme Performance expected at the end of the period of the LAA without the Reward Element (3 years ending March 2010) • 5,829 measures installed via Warm and Well scheme (loft, cavity walls and boilers) Performance target with the Reward Element (3 years ending March 2010) • 8,229 measures installed via Warm and Well scheme Enhancement in performance with the Reward Element • 2,400 installations via Warm and Well scheme (30% increase) Allocation of Performance Reward Grant £1,358,203 Comments and conditions or enabling measures * includes complete central heating (gas, electric, oil, wood pellet) and replacement boiler (if boiler over 15 years old) ** cavity wall insulation, loft insulation ***includes those on low incomes - not just those on benefits
98
Reward Element – Target and Outcome More resilient communities Indicator(s) by which performance will be measured (i) LI 20 - Number of domestic, public sector, business (including farmers) and community renewable energy installations. (ii) LI 21 - Installed capacity of renewable energy. Current performance for indicator(s) 50 installations per year Performance expected at the end of the period of the LAA without the Reward Element (3 years ending March 2010) (i) 150 installations; (ii) 1MW Performance target with the Reward Element (3 years ending March 2010) Page 129 (i) 300 installations; (ii) 2 MW Enhancement in performance with the Reward Element (i) 150 installations; (ii) 1 MW Allocation of Performance Reward Grant £1,358,203 (i) 50%; (ii) 50% Comments and conditions or enabling measures “Renewable energy installations” include the following technologies: Solar water heating, Solar Photovoltaic, Wind energy, Biomass energy (as defined within Revision 2010/2020, including both heat and power generation and wood fuel energy crops and organic waste), Hydro power, Ground and water source heat pumps, Tidal energy Baseline and performance data to come from numbers of installations recorded under current and recent government grant programs (Low Carbon Buildings and Clear Skies)
99 Reward Element – Target and Outcome Empower local people to have a greater choice & influence over local decision-making & in service delivery & increasing the capacity of communities to take voluntary action in order to create more vibrant & thriving communities Indicator(s) by which performance will be measured LI 24 - The percentage of people reporting that they have engaged in formal volunteering on an average of at least two hours per week over the past year, as recorded by the Fear of Crime Survey (sent to 18,000 residents). (Note: the survey figures below have a confidence interval of +/-3%) Current performance for indicator(s) 13.9%
Performance expected at the end of the period of the LAA without the Reward Element Page 130 13.9% Performance target with the Reward Element 17.9% Enhancement in performance with the Reward Element A 4% points improvement Allocation of Performance Reward Grant £1,358,203 Comments and conditions or enabling measures All survey data will have a confidence interval of no more than +/-3%.
100
Reward Element – Target and Outcome Build Respect in Communities & Reduce Anti-Social Behaviour Indicator(s) by which performance will be measured NI 17 - Percentage of people who perceive high levels of anti-social behaviour (as measured by Local Government User Satisfaction Survey, calculated on the methodology used by the British Crime Survey, using a scale constructed of the 7 individual strands) LI 25 - The total number of incidents reported to Police that are of an anti social nature, but do not constitute a criminal offence (see below for categories) Current performance for indicator(s) (iii) 18% (2006/07 Survey results); (v) 40,819 (Year ending March 2006) Page 131 Performance expected at the end of the period of the LAA without the Reward Element (iii) 18% (2009/10 Survey results); (v) 3-year total: 117,968 (3 years ending March 2010) Performance target with the Reward Element (iii) 14% (2009/10 Survey results); (v) 3-year total: 114,274 (3 years ending March 2010) Enhancement in performance with the Reward Element (iii) A 4% points reduction; (v) 3,694 fewer incidents over 3 years Allocation of Performance Reward Grant £1,358,203 (iii) 50%; (v) 50% Comments and conditions or enabling measures Categories to which (v) applies: Substance Misuse; Street drinking inc breach of dppo; Begging; Prostitution related activity; Abandoned veh-not stolen or obstr; Nuisance veh & inappropriate use; Noise business or industry; Alarms; Pubs & Clubs; Noise -vehicles or other devices; Environment/rowdy/nuis/damage/litr; Fireworks - inappropriate use; Public space - rowdy nuisance; Neighbours - rowdy/nuisance; Inconsiderate behaviour/rowdy; Hoax calls to emerg serv-not crime; Animal realated problems; NC_hate_race; NC_hate_relgion; NC_gender/sexual orientation; NC_hate_disability; NC_hate_age; NC_firearms - non crime; Malicious communications; ASB Incidents
101 Page 132
This page is intentionally left blank Page 133 Agenda Item 8
CABINET DECISION TRACKER AND MONITORING FORM (To accompany all Cabinet decisions [key and non-key] except reports for information and noting) (*F11 to form fields)
1. SUBJECT
(a) Title: Local Authority Business Growth Incentive Scheme
(b) Ward:
2. *KEY DECISION/*DECISION TO BE CONSIDERED (As per recommendations of report) (Delete as appropriate)
Cabinet recommends to Council that LABGIS money be used for:
a) Christmas activities 2008 £100,000 (up to) b) Business and Tourism £100,000 c) Support for budget 2008/9 £150,000 d) Held in reserve £202,511 £552,511
3. SUMMARY OF THE ISSUE
(a) Background
Local authorities receive government grant to reflect the growth in business rates received in the previous financial year. This is a special grant for three years – 2006/7, 2007/8 and 2008/9. In the first year Gloucester received £357,467. For the second year the Council has received £1,273,773. In the third and final year the council has received £552,511. £88,393 is an additional payment for Year 2 and £464,118 is the payment for Year 3.
At the Council meeting on 14 th February 2008 the budget was approved for 2008/9 with £150,000 allocated for the revenue budget from the LABGIS allocation. Now that the Council has been notified that it has received £402,511 more than estimated it is appropriate to consider the allocation.
(b) Financial Implications (Bring in from report)
As contained in the report.
(c) Legal Implications (Bring in from report)
As contained in the report.
(d) Risk Management Implications
Separate logs will be provided for the projects. The risk of the budgets being commfold\comgen\newtracker.doc Page 134
insufficient for the projects is assessed at 4 (2 likelihood x 2 impact).
(e) Predictive Impact Assessments (Equalities)
The project manager for the Christmas project will identify any risks.
(f) Other Corporate Implications
Community Safety
The project managers will deal with all the community safety issues.
Environmental
The project managers will deal with all the environmental issues.
Staffing
None.
Trade Union
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4. REPORTING DATES Who? Date
(1) CMT:
(2) Cabinet Briefing:
(3) OSM: (Pre-Scrutiny - key decisions only)
(4) Cabinet:
5. RESPONSIBILITY
Portfolio :
Lead Officer :
6. CONSULTATION (To be carried out or carried out (including method and dates, required for Key decisions only - information must link with information on consultation contained in the Forward Plan).
6.1 Stakeholders (including Ward Councillors where appropriate)
6.2 Outcome (Brief summary and ref. for minutes, other related documents)
7. OPTIONS (to be considered/considered - brief summary and reference to reports where appropriate)
8. OVERVIEW & SCRUTINY MANAGEMENT COMMITTEE - PRE-SCRUTINY COMMENTS (Key decisions only)
9. ADDITIONAL OPTIONS CONSIDERED (other than those specified in the report)
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10. CABINET DECISION TAKEN (If in line with 3 above, say, ‘In accordance with 3 above’ - Expand if the decision is otherwise e.g. where views/suggestions of Executive Scrutiny Committee have been taken into account)
11. CONSULTATION/ADVICE (Delete as appropriate)
11.1 Have the consultation comments been taken into account? YES / NO
(Key Decisions only)
11.2 Was the decision taken in accordance with officer advice? YES / NO
12. REASONS FOR THE DECISION:
13. INTERESTS (Details of any interests declared by a Member or Officer in the subject matter of the decision either (a) personal or (b) personal and prejudicial) :
14. DISPENSATION (Details of any dispensation granted by Standards Committee) :
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Gloucester City Council
COMMITTEE : GLT Cabinet Briefing Scrutiny Cabinet Council DATE : 10 th June 2008 18 th June 2008 7th July 2008 9th July 2008 24 th July 2008 SUBJECT : Local Authority Business Growth Incentive Scheme DECISION TYPE : WARD : REPORT BY : Cabinet Member Corporate Performance and Resources NO. OF APPENDICES : None REFERENCE NO. : RMD200810
1. PURPOSE OF REPORT
1.1 To present the proposals for use of the additional LABGIS money for 2008/9.
2. RECOMMENDATIONS
2.1 Cabinet recommends to Council that LABGIS money be used for:
a) Christmas activities 2008 £100,000 (up to) b) Business and Tourism £100,000 c) Support for budget 2008/9 £150,000 d) Held in reserve £202,511 £552,511
3. BACKGROUND
3.1 Local authorities receive government grant to reflect the growth in business rates received in the previous financial year. This is a special grant for three years – 2006/7, 2007/8 and 2008/9. In the first year Gloucester received £357,467. For the second year the Council has received £1,273,773. In the third and final year the council has received £552,511. £88,393 is an additional payment for Year 2 and £464,118 is the payment for Year 3.
3.2 At the Council meeting on 14 th February 2008 the budget was approved for 2008/9 with £150,000 allocated for the revenue budget from the LABGIS allocation. Now that the Council has been notified that it has received £402,511 more than estimated it is appropriate to consider the allocation.
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4. INFORMATION
4.1 Christmas Activities
4.1.1 The council budget for 2008/9 did not include any allocation for the additional Christmas activities. In order to provide similar facilities to Christmas 2007 it will be necessary to provide a budget of £100,000.
4.1.2 This will be sufficient to deliver the ice rink, markets, catering, lights, entertainments, and the opening switch on ceremony. Discussions are still ongoing with an ice rink provider and potential sponsors and, at this stage, the sum of £100,000 will be treated as a maximum figure.
4.2 Business and Tourism
4.2.1 The City Council is still recovering from the impact of the floods and is now faced with an uncertain economic outlook.
4.2.2 There has been widespread support for initiatives such as the Tall Ships Festival and the Antiques Fair which have encouraged more people to visit Gloucester.
4.2.3 A provision of £100,000 is proposed to enable special events to take place. An event of this type to be funded from this budget will be the Food Festival.
4.3 Marketing Alliance
4.3.1 Cabinet will need to consider whether a further council revenue contribution is required in support of the company in its first year of operation.
4.4 Budget 2008/9, 2009/10 and 2010/11
4.4.1 The Government has set an extremely tough grant settlement for these three years. The grant has increased by 1% in 2008/9 and only 0.5% for each of 2009/10 and 2010/11.
4.4.2 The forecast savings requirements are £827,000 for 2009/10 and £506,000 for 2010/11. It would be prudent to retain the balance of LABGI grant until the 2009/10 budget is resolved.
5 FINANCIAL IMPLICATIONS
5.1 The LABGIS grant for 2008/9 is £552,511. The recommended allocation for 2008/9 is as follows:
£ 1. Christmas activities 2008 £100,000 (up to) 2. Business and Tourism £100,000 3. Support for budget 2008/9 £150,000 4. Held in reserve £202,511 Total 525,511
5.2 Name of the Officer: Keith Birtles
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6 LEGAL IMPLICATIONS
6.1 Any increase in allocation for the Marketing Alliance may tip the balance of whether the Company is a proper private company or a Local Authority controlled company and thus requiring the EU procurement rules to be applicable.
6.2 Special events and the Christmas celebrations will be subject to letting of contracts under Standing Orders or a waiver of them. Contracts will still need to be in place before the events in question.
6.3 Name of the Officer: Gary Spencer
7 RISK MANAGEMENT IMPLICATIONS
7.1 Separate risk logs will be provided for the projects. The risk of the budgets being insufficient for the projects is assessed at 4 (2 likelihood x 2 impact).
8 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES)
8.1 The project manager for the Christmas project will identify any risks.
9 OTHER CORPORATE IMPLICATIONS
10 Community Safety
10.1 The project managers will deal with all the community safety issues.
11 Environmental
11.1 The project managers will deal with all the environmental issues.
12 Staffing
12.1 None.
13 Trade Union
13.1 None.
Background Papers : None
Published Papers : None
Person to Contact : Keith Birtles Tel: 396400 E-mail: [email protected]
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FOR DECISION BY COUNCIL
Gloucester City Council
COMMITTEE : OVERVIEW AND SCRUTINY MANAGEMENT CABINET COUNCIL DATE : 07 JULY 2008 09 JULY 2008 24 JULY 2008 SUBJECT : DRAFT FOOD SERVICE PLAN 2008 / 2009 FOR COUNCIL APPROVAL DECISION TYPE : BUDGET AND POLICY FRAMEWORK WARD : ALL WARDS REPORT BY : CABINET MEMBER FOR HOUSING AND HEALTH NO. OF APPENDICES : A: DRAFT FOOD SERVICE PLAN 2008 / 2009 REFERENCE NO. : ES20810
1.0 PURPOSE OF REPORT
1.1 To present to Members a draft Food Service Plan for Gloucester City Council for 2008/2009 for consideration, consultation and approval by Council.
1.2 To report on the performance of the food service over the last 12 months.
2.0 RECOMMENDATIONS
2.1 That the Food Service Plan 2008/2009 be adopted and approved.
2.2 That it is noted that 100% of high risk premises and 57% of low risk premises programmed for inspection during the year 2007/2008 were inspected.
3.0 BACKGROUND
3.1 The White Paper “The Food Standards Agency - A Force for Change” identified the Food Standards Agency as having a key role overseeing local authority enforcement activities. The Agency will, therefore, be proactive in setting and monitoring standards and ensure that auditing is effective and undertaken on a more consistent basis. Powers to enable the Agency to monitor and audit local authorities are contained in the Food Standards Act 1999.
ES20810 1 Page 142
3.2 Service Plans are seen to be an important part of the process to ensure national priorities and standards are addressed and delivered locally. Service Plans will also:-
• focus debate on key delivery issues; • provide an essential link with financial planning; • set objectives for the future and identify major issues that cross service boundaries; and • provide a means of managing performance and making performance comparisons.
3.3 Service Plans are considered to be particularly important in the context of the local authority monitoring and audit role of the Food Standards Agency. Guidance on the content of local service plans for food enforcement work was, therefore, produced by the Food Standards Agency. The guidance template requires the following to be covered in the plan:-
• Information about services. • The means by which those services will be provided, including the various requirements of the standard. • The means by which any relevant performance targets or performance standards are met. • A review of performance in order to address any variance from meeting the requirements of the Service Plan.
3.4 In accordance with the guidance given by the Food Standards Agency on Food Service Plans the plan needs to demonstrate that we are providing a balanced service.
3.5 The Service Plan reflects the priority status that food safety has been given by managers and members alike.
3.6 It is anticipated that over the next 12 months the team will be able to maintain this high level of performance.
4.0 PROGRESS
4.1 During the year 2007/08 we suffered some staffing shortages but by targeting our resources have managed to maintain the level of inspections of high risk premises at a high level. In addition to this during July and August 2007 after the floods the food team had to target resources at premises without a running water supply that wanted to continue to trade. Although funds were available to pay agency staff to make up inspections missed during this 3 week period sufficient suitably qualified staff were not available. Consequently although we are able to report 100% for our high risk premises we are only able to report 57% for low risk. During the coming year we aim to make up this shortfall. The percentage of premises inspected by risk category is listed below:
ES20810 2 Page 143
Risk score High/Low Planned Amended Inspected % planned Risk numbers inspected A HIGH 18 18 18 100% B HIGH 104 83 83 100% C HIGH 246 229 229 100% TOTAL HIGH 368 330 330 100% D LOW 76 107 55 51% E LOW 24 61 41 67% TOTAL LOW 100 168 96 57% TOTALS HIGH/LOW 468 397 325 82%
The table above also demonstrates the change in the profile of food businesses in Gloucester during the year 2007/08. It is worthy of note that we have 38 less high risk premises and 68 more low risk premises at the end of the year than we did at the beginning of the year. This is more than a 10% reduction in high risk premises. This is due to two reasons:
1. The targeted work of the food team working with the high risk premises to improve their standards and reduce their risk scores.
2. Scores on the Doors Scheme that has encouraged premises to improve so that they have a better risk rating and obtain more stars.
The table below shows our performance for the percentage of inspections that fall due in a year that we actually inspect. This shows that by focusing on high risk (A, B and C) premises we have once again achieved a 100% return for all high risk premises.
Risk Category % due inspected % due inspected % due inspected 2007/08 2006/07 2005/06 A 100% 100% 100% B 100% 100% 100% C 100% 100% 100% D&E 57% 80% 80%
4.2 Scores on the Doors was introduced in Gloucester in March 2007. This is a scheme that according to a premises food hygiene standards allocates them stars on a scale of 0-5, with 5 stars being the best. Over the first year of the scheme we have seen the percentage of catering premises with 3 or more stars more than doubling. When the scheme was introduced just 39% of premises had 3 or more stars, a year later this has increased to 80%. Similarly the percentage of premises with 0 or 1 star was 26% and has now 12 months later decreased to 8%. This scheme has made a significant contribution to driving up the hygiene standards of catering premises in the City. A graph demonstrating this trend can be found in the Food Service Plan.
ES20810 3 Page 144
4.3 In addition the current Food Law Code of Practice encourages local authorities to consider instead of inspection, alternative intervention strategies for low risk food businesses, risk category E. This year we ran a project to ensure that contact is made with all category E businesses that are due or overdue for inspection. The aim of the project was to ensure that the information we have on file about these businesses is accurate and to update them with regard to food laws and their responsibilities.
4.4 Our 18 month FSA funded Safer Food Better Business countywide project came to an end in June 2007. 81 workshops were organised across the county providing support and one to one coaching for 1382 businesses including 6 translated workshops organised with Tapestry.
5.0 FUTURE WORK
5.1 This year sees the introduction of a National Performance Indicator for the Food Safety Team that will measure the Food Team’s performance. NI182 measures the percentage of food businesses in the district that are broadly compliant with Food Safety legislation. There is a prescribed formula laid down by the Government to calculate this. Alongside this, the Food Standards Agency have revised the Food Law Code of Practice that lays down how Local Authorities are expected to work.
5.2 As a result of this, the way the Food Team work and report on its activities will fundamentally change this year. All of the food team’s activities, including inspections will have the single aim of increasing the percentage of food businesses in Gloucester that are broadly compliant with Food Safety legislation. To this end the food team will no longer be reporting on the number of inspections that they complete. In addition with this new approach it is no longer meaningful to report on the percentage of high-risk and low-risk premises inspected. As such the service will now be reporting on the NI alone and will concentrate efforts to achieve the best possible score for this indicator.
5.3 Based on the prescribed formula for NI182 in Gloucester currently 75% of food businesses are broadly compliant with Food Safety legislation. Over the next 12 months our aim will be to move to 82% of premises being broadly compliant. This will also fit with the Regulators Compliance Code that came into force on 6 April 2008. The Regulators Compliance Code requires that our enforcement policies promotes an efficient and effective approach to regulatory inspection and enforcement which improve regulatory outcomes without imposing unnecessary burdens on businesses and other regulated entities.
5.4 We will continue to target enforcement of imported foods regulations. The aim is to continue to inform food businesses about the legislation and their obligation to be able to prove that food has been imported legally. In addition to this food businesses will be targeted to check their compliance and sampling will be undertaken.
6.0 CONCLUSIONS
6.1 That the Food Service Plan 2008/2009 be adopted and approved.
ES20810 4 Page 145
6.2 That it is noted that 100% of high risk premises and 57% of low risk premises programmed for inspection during the year 2007/2008 were inspected.
6.3 That the improvement in the standard of catering businesses in the City over the last 12 months since the implementation of the Scores on the Doors Scheme is applauded.
7.0 FINANCIAL IMPLICATIONS
7.1 The future work indicated in the report will need to be met within budgeted resources.
7.2 Name of the Officer: Steve Phelps
8.0 LEGAL IMPLICATIONS
8.1 The Food Safety Act 1990 and other legislation impose significant and important legal duties on the Council in relation to Food Safety requirements and enforcement against breaches.
8.2 Any enforcement action should be undertaken in accordance with the relevant provisions of the Regulators Compliance Code, the Enforcement Concordat and any related Council Policies.
8.3 The enforcement of food safety legislation forms an integral and essential part of the Council's food safety functions.
8.4 Name of the Officer: Gary Spencer
9.0 RISK MANAGEMENT IMPLICATIONS
9.1 There is a high risk of a lack of suitable staff to achieve targets due to a national shortage of fully qualified Food Safety Officers and Environmental Health Officers. This risk is incurred as and when staff vacancies occur.
9.2 There is also a high risk that an excessive demand on the service due to a major food safety incident / emergency will prevent the team achieving their targets. Keeping up to date with interventions and the use of agency staff to catch up on interventions, if resources can be found, will minimise this risk.
9.3 Another risk is that staff will use their enforcement powers inappropriately. This risk is low as we only authorise staff for food safety enforcement in accordance with the Food Safety Act Code of Practice.
10.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES)
10.1 Some risks were identified for certain groups of people who access this service. These issues have been considered and steps taken to reduce / mitigate the impact of this policy on these groups.
ES20810 5 Page 146
11.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety
None
2. Environmental
The Environmental implications are covered in the main body of the report.
3. Staffing
Staffing is covered in the report.
4. Trade Union
No comments.
Background Papers : Service Records
Published Papers : FSA Framework Agreement on LA Food Law Enforcement.
Person to Contact : Gillian Ragon Environmental Health Manager (Commercial) Tel: (01452) 396321 Fax: (01452) 396340 Email: [email protected]
ES20810 6 Page 147 ES20810
Gloucester City Council APPENDIX A
FOOD SERVICE PLAN
2008/2009
ENVIRONMENTAL HEALTH
Gloucester City Council Tel 01452 396396 Fax 01452 396340 Herbert Warehouse Email [email protected] The Docks Minicom 01452 396161 Gloucester GL1 2EQ www.gloucester.gov.uk
Page 148
CONTENTS
1.0 SERVICE AIMS AND OBJECTIVES 1.1 Aims and Objectives 1.2 Links to Corporate Objectives
2.0 BACKGROUND 2.1 Profile of Local Authority 2.2 Organisational Structure 2.2.1 Provision of Specialist Services 2.3 Scope of Food Safety Service 2.4 Demands on the Food Service 2.5 Enforcement Policy 2.6 Base of Service Delivery
3.0 SERVICE DELIVERY 3.1 Food Premises Interventions 3.2 Food Complaints 3.3 Home Authority Principle 3.4 Advice to Businesses 3.5 Food Sampling and Inspection 3.6 Outbreak Control and Infectious Disease Control 3.7 Food Safety Incidents 3.8 Liaison with other Organisations 3.9 Food Safety Promotion
4.0 RESOURCES 4.1 Financial Allocation 4.2 Staffing Allocation
5.0 QUALITY ASSESSMENT 5.1 Quality Assessment
6.0 REVIEW 6.1 Review against the Service Plan 6.2 Variation against the Service Plan 6.3 Areas of Improvement
APPENDICES
Gloucester City Council Executive & Management Structure - Appendix 1 Environmental Health Organisational Chart - Appendix 2 Best Value and Local Performance Indicators - Appendix 3
Food Service Plan 2008-09 Page 149
1.0 SERVICE AIMS AND OBJECTIVES
1.1 Aims and Objectives
To operate a comprehensive regime of inspection, sampling, testing and other methods as appropriate, to ensure the safety of foods in their production and sale.
To promote best practice for food production and sale within the City of Gloucester.
To provide support, assistance, training and advice to local businesses to enable them to market products that comply with legal requirements and best practice.
To promote food safety issues to the public through a variety of activities.
To investigate complaints about the safety and fitness of food and the operation of food premises.
To carry out Home and Originating Authority enquiries referred by other agencies.
To register for operation premises for food preparation, production and sale as prescribed by Government.
To enforce the provisions of food legislation and take appropriate and proportionate action.
1.2 Links to Corporate Objectives
The activities of this Service will link to the following priorities and key aims:-
• A thriving 21 st Century City • A City with strong and cohesive communities • The City Council a top performing organisation
2.0 BACKGROUND
2.1 Profile of Local Authority
Gloucester City Council comprises principally the City of Gloucester, which is the County town of Gloucestershire. The City is located on the River Severn and is close to both the M5 and M4. The City has a population of 111,306 of which 9.9% are from ethnic groupings.
The area is urban covering the historic City of Gloucester with the associated tourism, hospitality and catering activities.
The total area of the authority is 15.64 square miles.
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2.2 Organisational Structure
Gloucester City Council Executive & Management Structure - Appendix 1 Environmental Health Organisational Chart - Appendix 2
2.2.1 Provision of Specialist Services
(i) Public Analyst – Worcestershire County Council Scientific Services.
(ii) Food Examination – is carried out under service level agreement with The Health Protection Agency Laboratory based in Bristol.
2.3 Scope of the Food Safety Service
As the Council is not a Unitary Authority, functions such as food standards and animal feeding stuffs does not form part of its remit. Otherwise the Council aims to provide a full range of services offering a balanced approach between education and enforcement.
The Food Safety Service is responsible for carrying out the functions described in Table 1 below.
Table 1: Food related and other services undertaken by the Food Safety Service
Food Related Service Other Activities Food Premises Inspection/intervention Health and Safety inspections of food in accordance with FSA Code of businesses with LA enforcement Practice. responsibility where appropriate and in accordance with national priorities
Investigation of complaints relating to Investigation of health and safety food and food premises. complaints and accidents arising at those premises, where appropriate and in accordance with national priorities.
Food sampling (including participation in national sampling programmes).
Investigation of food poisoning cases. Investigation of drainage and nuisance complaints arising from food businesses.
Initiating and responding to national Providing advice and information on food alerts. health and safety matters to food businesses as appropriate.
Liaison with other local authorities with Responding to relevant building respect to food produced outside the regulation applications. district.
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Food Related Service Other Activities Application of the Home and Originating Responding to land registry enquiries. Authority Principle.
Provision of advice and guidance to Advise and enforcement in connection Food Businesses. with Smokefree Public Places legislation. Provision of food hygiene training courses and seminars.
Liaison with food business proprietors, consumers and other health professionals.
Approval of product specific food premises.
2.4 Demands on the Food Service
The profile of food premises in the City as at 1 April 2008 as compared to 1 April 2007 is outlined in Table 2 below.
Table 2: The profile of food businesses in the city
Risk Rating Number of Premises Number of Premises 01/04/2007 01/04/2008 A 9 10 B 103 67 C 401 383 D 124 149 E 112 147 Unrated 12 0 Totals 761 756
The majority of food premises in the City are small or medium sized enterprises (SMEs) employing less than 50 staff. Nevertheless, many of them are involved in the preparation of high-risk foods and require frequent monitoring. Inevitably SMEs have fewer resources to carry out in-house monitoring and do not have the access to multi-national groups. Food Safety Officers may, therefore, find themselves spending a disproportionate amount of time working with smaller businesses than with much larger companies.
The City is home to a few food manufacturers but the majority of food business in the City are catering and retail food shops. A significant proportion of catering and retail food businesses in Gloucester are run by members of the ethnic minority community. In addition to the difficulties that SMEs may experience translation and interpretation services are frequently required.
The City is home to a large Unilever (previously known as Walls) ice cream factory. Gloucester acts as Originating Authority for complaints received regarding products manufactured at the Gloucester factory as well as being the Food Safety Enforcement Authority for the factory.
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2.5 Enforcement Policy
The food service operates to a comprehensive documented enforcement policy.
2.6 Base of Service Delivery
The service is delivered from a single office based in Herbert Warehouse, The Docks, Gloucester. The hours of operation are 09.00 – 17.00 Monday to Thursday and 09.00 – 16.30 on Friday although officers frequently work “out of hours” as the nature of the work dictates.
3.0 SERVICE DELIVERY
3.1 Food Premises Interventions
Interventions are key to improving compliance with food law by food business operators. The Council’s policy is to carry out an intervention in respect of high risk food businesses (risk categories A, B and C) at least as frequently as calculated using the food hygiene scoring system laid down in the Food Law Code of Practice (England). More intensive regulation is directed at those food businesses that present greatest risk to public health.
The Food Law Code of Practice (England) has been substantially reviewed this year but the final version will not be published until the end of May 2008 and consequently it is not possible to fully plan for all the changes. However it is clear that there will be more flexibility to develop an intervention strategy which recognises factors which influence non-compliance, focuses on outcomes not inputs and seeks to secure compliance with food law. Enforcement interventions may include audits, inspections, spot checks, coaching visits, intelligence gathering and advice/education.
In addition from 1 April 2008 the monitoring of Local Authorities food hygiene enforcement by the Food Standards Agency changed dramatically. Local Authorities will no longer be monitored on the number of inspections carried out over the year. The annual monitoring returns to the Food Standards Agency will be based on the interventions carried out at a premises and the number of food businesses that are broadly compliant with food hygiene legislation. There is also a National Indicator that all Local Authorities will be required to report against. The method for calculating the NI is defined in H M Government – Communities and Local Government – National Indicators for Local Authorities and Local Authority Partnerships: Handbook of Definitions – First Release (February 2008) Annex 4: Local Economy and Environmental Sustainability NI 184 – Food Establishments in the area which are broadly compliant with food hygiene law. The City Council welcomes this new measure as it is an outcome measure and enables us to focus our attention on those that are most in need of improvement, rather than reporting the number of interventions undertaken. This NI will demonstrate the effectiveness of a food service and not merely the quantity of interventions completed.
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We estimate that currently 75% of food businesses in Gloucester are broadly compliant with Food Safety Legislation and our aim will be to improve this to 82% by 1 April 2009. This will bring an additional 56 Food Businesses in Gloucester into the broadly compliant category. This will be done by focused work with identified businesses in addition to the standard food hygiene interventions carried out for other businesses that are due for an intervention during the year. This is a challenging target but it is our aim to be an upper quartile performing authority. As this NI is a completely new way of measuring Local Authorities performance for food hygiene there is currently no data to indicate what percentage of premises must be broadly compliant to achieve upper quartile status for this indicator. However it is anticipated that a figure of around 85% would indicate that an Authority was performing well.
In addition to the proposed plan for food hygiene interventions outlined in this service plan the allocation of the food team resources will remain under review throughout the year and will be amended if there are any changes in priorities. For example if information or a complaint is received about a business that gives rise to sufficient concern then the risk score of the premises may be reviewed and the intervention brought forward. If a Food Alert for Action identifies the need to visit specific food establishments resources will be diverted to this. If the City suffers a major emergency that threatens the safety of a/the food supply chain resources will be diverted to deal with the emergency on a risk basis.
During the year we have experienced some staff shortages. An experienced member of the food team left at the beginning of April 2007 and a trainee Food Safety Officer was employed in June 2007 as no qualified officers applied. The trainee food safety officer cannot be authorised to undertake inspections until she has completed exams, a log book and a professional interview. At the time of publishing of this Food Service Plan this Officer has passed her written exams and her professional interview and is expected to submit her log book for assessment in May 2008. During the year 2007/08 we inspected 100% of high risk premises and 57% of low risk premises.
Table 3: Food Premises by Risk Rating due for an intervention 2008/09
Risk Rating Number of Premises Number of Interventions 1 April 2008 Planned 2008/09 A 10 20 B 67 67 C 383 276 D 149 37 E 147 29 Unrated 0 0 Totals 756 429
Table 3 above indicates the number of food premises in the city according to their risk rating that are due for an intervention during 2008/09. This level of activity will require enforcement officers to carry out approximately 15 interventions per month, which could be achieved under normal circumstances allowing time for formal enforcement action, revisits, training etc.
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If interventions reveal significant food safety risks or contraventions of legislation officers will carry out further interventions to ensure compliance. Inspections/intervention visits are generally unannounced but officers will also revisit, at a mutually convenient time, to discuss complex issues such as food safety management procedures. During the year 2007/08 59 revisits were recorded.
Unrated food premises highlighted at the beginning of the year are investigated. Very often these are new premises that have not yet started trading. These are reviewed and appropriate inspection due date allocated according to the nature of the food business and the Food Standards Agency Food Law Code of Practice.
Officers within the Food Safety Team possess all the necessary expertise to carry out the full range of enforcement activities in food premises in the City. Officers are authorised according with their qualifications and experience and in accordance with the Food Law Code of Practice (England). Officers attend training courses and seminars to maintain and improve their professional competence and technical training requirements are assessed during their annual Development Review.
3.2 Food Complaints
Complaints generally fall into two categories – complaints about hygiene in food premises and complaints from customers who have purchased food that is defective in some way. Hygiene complaints are dealt with in accordance with the Council’s policy, which requires a response within 3 working days. However because evidence relating to food complaints can change very quickly officers try to respond on the same day.
Food complaints can be very time consuming and often involve liaison with other local authorities when food has been manufactured outside the district. Similarly, officers are expected to respond to requests from other local authorities about food manufactured locally but sold elsewhere.
In 2007/08 the Food Team dealt with complaints and enquiries that fell into the following categories:-
Service Request by type Numbers Numbers received received 2006/07 2007/08 Food physical contamination 25 74 Food chemical contamination 4 10 Food labelling 8 8 Food microbiological contamination 36 70 Food hygiene complaint 53 140 Feeding stuffs 1 0 Food – 30 month old imported beef 0 0 FSA Food Alert – For Action 5 120 FSA Food Alert – For Information Only 55 4 Food Complaint Enquiry from other LA 0 6 Food Complaint Other Cause of Complaint 307 712 (260 flood related) Total 494 1,144
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During 2007/08 we received 1,144 service requests, this is a 132% increase. This is an unprecedented increase in the number of food complaints that the team have had to deal with. At least 260 of these additional complaints were as a direct result of the July flooding when all food businesses in Gloucester were without a mains water supply for 8 days and it was another 7 days before the mains water supply was of potable quality and fit for use by the food and drink industry. In addition to this the introduction of the scores on the doors scheme has increased the number of service requests from businesses and members of the public. Businesses often ring because they are disappointed with their score or from members of the public asking for information about the scheme.
3.3 Home Authority Principle
The Council undertakes to adopt the home authority principle where possible and take steps to liaise with the home and originating authority where appropriate. The Council assumes the role of originating authority for a number of manufacturers in the City including Unilever UK Ltd (Walls) and will always respond to reasonable requests for information from food authorities.
At the time of going to print the City Council does not act as Home Authority for any businesses within the District.
3.4 Advice to Businesses
The Council recognises that it has an important role to play in giving advice to small businesses and in helping them understand their legal obligations. Officers will always respond to requests for advice but will not carry out monitoring, training or the preparation of documented procedures on behalf of businesses.
The Food Team keeps a stock of leaflets that are freely available to local businesses and are distributed during inspection. Officers have developed a series of free factsheets to assist proprietors in complying with their legal obligations. These are now also available on our website.
The Food Safety Team carries out at least 8 Food Hygiene Training Courses for local food handlers during a year. Where there is sufficient need and/or interest food hygiene training will be offered with translation and interpretation. These courses will either be the Chartered Institute of Environmental Health Level 2 in Food Safety in Catering or Safer Food Better Business (SFBB) workshops. SFBB is a documented HACCP type system developed by the FSA for small to medium sized caterers.
Environmental Health is currently represented on the Gloucester Licensed Victuallers Association (LVA) and regularly attends meetings. Through this partnership we gain a better understanding of businesses needs and breakdown any potential barriers to communication.
3.5 Food Sampling and Inspection
Gloucestershire Public Health Laboratory closed its doors to examination of food samples in March 2008. All food samples will now be taken to Health Protection Agency Laboratory in Bristol. Gloucestershire Public Health Laboratory have given considerable time to working with the 6 Gloucestershire District Councils to make this happen as smoothly as possible in particular in relation to transfer of samples to Bristol. It is anticipated that this will make very little difference to our sampling activities on a day to day basis.
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The Council is committed to participation in national and local food sampling programmes and works closely with the other District Council’s and the Public Health Laboratory Service in this respect. The Council also supports the routine sampling of locally produced high risk food as a part of the local food surveillance programme. During 2007/08 we took 115 food samples.
In 2008/09 once again the Council expects to fully participate in the national sampling initiatives. A programme of surveillance sampling has been drawn up for 2008/09. The premises identified for surveillance sampling are either approved premises or are producing or preparing high risk foods where there are either inadequate controls at critical points (i.e. inadequate temperature control) or opportunities for cross contamination of product after preparation. In addition as and when appropriate imported foods will be routinely sampled.
Representative samples are to be taken from the premises identified in consultation with Health Protection Agency Laboratory at Bristol.
In certain circumstances food complaints received by the Council are sent for analysis or examination. Most complaints can be dealt with by drawing on the expertise of officers within the team.
Adequate resources are available in the budget for 2008/09 to cover the anticipated cost of food analysis and examination.
3.6 Outbreak Control and Infectious Disease Control
The team receives reports of notifiable diseases and also deals with allegations of food poisoning from alleged victims. All cases, or suspected cases, of food borne infectious disease are contacted and appropriate advice given. Last year the team received 56 notifications of infectious disease.
As a result of a number of outbreaks in 2006/07 of viral gastroenteritis in day nurseries the team undertook a project to increase awareness amongst day nursery owners and staff. The Food Team and Health and Safety Team worked together with the Health Protection Agency and the Health and Safety Executive to run a seminar on this topic and produce guidance notes on infection control.
The Council is represented on the Gloucestershire Communicable Diseases Committee, which is chaired by the Health Protection Agency’s Consultant in Communicable Disease Control. GPs and Control of Infection Nurses also attend the Committee. A new National Outbreak Control Plan is due to be adopted by the county.
3.7 Food Safety Incidents
The Food Team has a procedure in place to receive and action all food alerts issued by the Food Standards Agency. The implications of food alerts are considered immediately by a member of the team. If necessary, resources will be diverted from other functions to ensure that serious emergencies are properly dealt with. In 2007/08 the team received 124 food alerts. This is more than twice as many as were received in 2006/07. A breakdown of the food alerts by category reveals we received 4 food alerts for action and 120 for information making the total for the year 124. These alerts ensure that dangerous food is removed from circulation quickly and is becoming increasingly demanding on our resources.
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During July and August, Gloucester suffered it’s own major food safety incident as a result of flooding that took place on 20 July 2007. Following this episode the City lost its mains water supply for 8 days and then for another 7 days the reinstated mains water supply was not of a potable quality. This put a huge strain on food businesses in the City and this required a robust and consistent response from the food team. Hundreds of phone calls and visits were made to businesses to ensure that if they intended to continue trading that they had a potable water supply for food preparation and had adequate arrangements for heating it for washing and washing up. Food businesses in the district responded well and the food team assisted by all Environmental Health staff worked hard to ensure that food businesses had as much information and assistance as we could give during this difficult period to help them to continue trading.
Procedures are being documented to deal with the notification of serious localised incidents and incidents representing a wider problem to the Food Standards Agency in accordance with the Food Law Code of Practice.
3.8 Liaison with Other Organisations
Officers in the Food Team place great emphasis on ensuring that actions are consistent with other local authorities.
• The Gloucestershire Food Safety Group meets approximately 4 times each year and is attended by representatives of the District Councils in the County, Gloucestershire County Council Trading Standards Service and the Public Health Laboratory. The Food Standards Agency also participate as necessary. The regional FSA coordinator, Toni Smith, has an open invitation to attend meetings.
• The Gloucestershire Control of Communicable Disease Committee is represented by the 6 District Councils, the Health Protection Agency, Microbiology Laboratories within the county and local GPs.
• The Food Safety Section has arranged to review relevant building regulation applications relating to food businesses at the request of the building inspectors.
3.9 Food Safety Promotion
The Council currently offers the Chartered Institute of Environmental Health Officers Level 2 Food Safety in Catering Award, Refresher Food Hygiene Training and SFBB workshops. The team also promote courses run by other, local food hygiene training providers. Officers will also deliver food hygiene courses on request to specific businesses.
The team undertakes to organise 8 food hygiene training courses each year we also aim to run courses with interpretation in minority languages for individuals whose first language is not English as required.
A scheme called Scores on the Doors was introduced from 1 March 2007 for catering establishments in the City. Each premises is awarded a star rating based on hygiene, structure and confidence in management criteria which determines how many hygiene stars they are awarded. This information is published and accessible from the Gloucester City Council website and is also accessed from the National Scores on the Doors website. This scheme may be extended to other food businesses. This has been a very successful scheme and is driving up standards of Food Hygiene in the City. In March 2007 when the
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scheme was first introduced just 39% of catering businesses in Gloucester had 3 or more stars. In March 2008 just 12 months after the scheme was introduced this had increased to 80%. The graph below illustrates the dramatic increase in the percentage of food businesses in Gloucester with 3 stars or more in the first 12 months of this scheme. The Food Standards Agency have recently decided to carry out a consultation on a national Scores on the Doors Scheme endorsed by the FSA. It is anticipated that the Council will follow the FSA national scheme when it is decided.
Percentage of catering premises by star rating
40
35
30
25
01-Mar-07 20 01-Mar-08
15
10 Percentage of catering premises of catering Percentage
5
0 0 star 1 star 2 star 3 star 4 star 5 star Number of Stars
4.0 RESOURCES
4.1 Financial Allocation
Food Service costs are:-
2006/07 2007/08 2007/08 2008/09 Actual Actual Actual Estimated Net Income Net Environmental Health Total 1,036,866 1,109,145 112,718 1,137,563 Food Service 307,033 306,148 12,477 355,463
4.2 Staffing Allocation
The number of staff working on food law enforcement and related matters is as follows:-
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Officer Qualification/ Full Time Staff Designation Competency Equivalents Development Environmental Degree in Environmental 0.35 Regulators Health Manager Health Compliance Code PACE refresher training
Senior EHO Degree in Environmental 1 Food and Faith Health training Regulators Compliance Code EHO (Food Safety) Degree in Environmental 1 Food Inspection Health course – Birmingham Food and Faith Training Regulators Compliance Code
Food Safety Officers Degree in Environmental 2.5 Food Inspection Health or Higher course – Certificate in Food Birmingham Premises Inspection Health and Safety refresher course. Food and Faith Training PACE Regulators Compliance Code
In addition to the training listed above each year the following also forms part of the staff development programme:-
(i) The food team have at least one awayday when they review amendments to legislation, Code of Practice and team procedures. Officers that are not members of the food team but that are authorised under food safety legislation attend these days.
(ii) The team hold regular meetings to discuss issues of importance. If there are update issues being discussed all officers authorised under the FSA attend.
(iii) At Environmental Health staff meetings the Food Team update all their colleagues.
The service operates a time recording system whereby officers allocate the time spent on different activities on a weekly basis.
The Council meets IIP standards and operates an annual development review system. Training needs are identified at the time of the appraisal and column 4 of the table above indicates the training requirements relevant to the food safety service. It is recognised that the availability of training opportunities in some subjects is very limited and the Gloucestershire Food Group tries to facilitate local courses.
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5.0 QUALITY ASSESSMENT
5.1 Quality Assessment
The Council holds Investors in People Status (IIP) which it first achieved in 2001. The Council does not currently participate in any other externally accredited quality assessment model.
A detailed Food Safety Enforcement Monitoring Procedure has been adopted by the team. The purpose of this document is to monitor the quality and consistency of our delivery of Food Safety Enforcement.
The Food Team participates in inter-authority audits under the aegis of The Gloucester Food Safety Group. The last audit was in autumn 2004 and focused on documentation.
In addition in March 2003 the Food Service was audited by the Food Standards Agency. This audit focused on our Enforcement Activity. A detailed report together with an action plan was provided. The Action Plan has been fully adopted and signed off by the FSA.
6.0 REVIEW
6.1 Review against the Service Plan
Review against the Service Plan will be carried out throughout the year. The review will focus on the Performance Indicators in Appendix 3. Progress on our targets is reported to the Cabinet Member for Housing and Health at regular intervals.
Throughout this Service Plan reference has been made to the previous year’s performance in various areas and to planned improvement in the current year.
6.2 Variation against Service Plan
The information in Appendix 3 indicates the Section’s performance against the BV and Local PI’s for 2006/07.
6.3 Areas of Improvement
The Food Team will be measured in accordance with NI184 and will contribute to the score for NI182. A number of areas for improvement have been identified, particularly in the area of consultation with stakeholders:-
• The Food Safety Team will continue to focus on carrying out interventions at high risk food premises. Officers will place emphasis on the importance of training and the identification and control of food safety hazards and SFBB where appropriate.
• Officers will continue to review risk scores for all food businesses as and when they are inspected and in team meetings. By continuous review and comparison scoring will become more consistent.
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• Officers will focus their attention on premises that are not currently ‘broadly compliant’ with food safety legislation as defined by NI182. The aim will be to increase the percentage of premises that are broadly compliant in the City from 75% to 82% during the coming year.
• The Regulators Compliance Code will be embedded in all our Enforcement Procedures and approaches. All inspections will have a reason and will be risk based.
• Continue to provide a structured and ongoing programme of Environmental Health News and Information releases to promote the service and improve public awareness.
• To continue to develop, review and update documented procedures in a common format for all areas of food safety work.
• Ensure that all customers receive a copy of our accessible version of enforcement policy including reference to the Enforcement Concordat.
• Develop benchmarking comparisons in partnership with other organisations.
• To maintain and extend the County-wide scheme to reveal “scores on the doors” for food premises other than caterers.
• To implement the requirements of the New Food Law Code of Practice due to be published in May 2008 and structure our service provision accordingly.
• To develop and implement a range of alternative intervention strategies where appropriate and in accordance with the Food Law Code of Practice.
• To continue to run SFBB workshops for all appropriate establishments.
• To hold the Food Premises Register permanently on the City Council website.
• To increase the level of activity with regard to imported food by way of labelling checks and sampling to record this activity.
• To be an upper quartile performing Authority for NI182 and NI184 by 2010.
Food Service Plan 2008-09 APPENDIX 1
Chief Executive (Julian Wain)
Director of Strategy Director of Director of Services Director of and Development Regeneration and Neighbourhoods Resources (Amanda Wadsley) (Phil Staddon) (Martin Shields – start (Peter Gillett – start date date 14 July 2008) to be confirmed) Page 162 Finance Policy Forward planning Client – Housing GCH Accountancy Performance Housing Strategy Client – Streetcare Enterprise Audit Communications Economic Development Client – Leisure Leisure Trust IT Community Strategy Regeneration and Culture Revs and Bens Business Improvement Marketing Museums and Heritage Sports Development Procurement Organisational development alliance Development Control Homelessness Payroll HR Building Control Allocations Creditors/Debtors Equalities Building Design Environmental Health Corporate Governance Community Engagement Property management Regulatory Services and Risk Management Legal Facilities management Cemeteries and Crematorium Business Continuity Planning Democratic (including catering) Customer Services S151 Officer Electoral O/S parking Shopmobility Admin Markets Community Safety (Monitoring Officer) Emergency planning
Food Service Plan 2008-09 APPENDIX 2
ENVIRONMENTAL HEALTH ORGANISATIONAL CHART
EH MANAGER (Domestic / Pollution) (PT –0.8) EH MANAGER (Commercial) Healthy Homes / Contaminated Land Food Safety Public Health / Air Quality Health and Safety Pest Control / Noise Pollution Licensing
Senior EHO (FT) EHO/Snr PCO Contaminated Snr EHO/Snr H&SO Snr EHO (Food) Licensing & Enforcement (FT) Land Officer (FT) (FT) (FT) Manager
A.U.R.O H&EO H&EO EHO EHO PCO (FT) PCO (FT) EHO (FT) (FT) (HMO’S) (HMO’S) (FT) INCLUDING H&SO H&SO H&SO (FT) FSO FSO FSO Page 163 (FT) (FT ) OUT OF HOURS (FT) (FT) (FT) (FT) (FT) (PT 0.5) EMPTY HOMES OFFICER Snr Pest CO LEO LEO EO (FT) (FT) (FT) (PT 0.5) (Smokefree) (PT 0.6) ADMIN ASSIST Pest CO (FT)
J WELLS / H CLARKE EH and Licensing Admin Team 3 Posts 2 x D 1 x B
Food Service Plan 2008-09 APPENDIX 3
Best Value and Local Performance Indicators
Best Value and Local Performance Indicators Results up to 2007/08 and Targets for 2008/09
PI No Performance Indicators Actual Actual Actual Actual 2008/09 Lead (ref. + description) 2004/05 2005/06 2006/07 2007/08 Target officer HH09 i) % food premises inspected – high risk A 100% 100% 100% 100% N/A G Ragon B 98.25% 100% 100% 100% new target C 88.39% 90% 100% 100% NI184
Page 164 HH09 ii) % food premises inspected – other risk 75% 80% 80% 57% N/A G Ragon new target NI184 HH20 Number food samples taken 55 78 127 115 100 G Ragon
EEF2 i) No. of food handler training events 9 8 23 8 G Ragon
Respond to 96% of food service requests within 3 92.7% 96% 94% 95.3% 96% G Ragon/ days J Wight
BV166 Enforcement Best Practice 87% 93% 100% 100% 100% G Ragon/ J Wight NI182 Business satisfaction with regulatory services 96% G Ragon/ J Wight NI184 % of food businesses in district that are ‘broadly 75% 82% G Ragon compliant’
Food Service Plan 2008-09 RISK ANALYSIS SHEET (ES20810)
Ref Risk Identification and Risk Risk Evaluation Risk Result Nominated Type of Risk Response Category – see PRINCE2 Risk Owner Reference Manual Appendix C (1 - 4) (16 = Very High (Prevention, Reduction, 1 = Low 4 = High 8 - 12 = High Risk Acceptance, Contingency, <8 = Low Risk) Transference)
(a) (b) (c) (d) (e) (f) (g) (h) Impact Likelihood Score (c) x (d) Statement of Risk Result 1 Lack of suitable staff to achieve 4 2 8 HIGH Gill Ragon Reallocation of work so that targets. unqualified officers do more complaint and advisory work whilst qualified officers undertake extra interventions Statement of Proximity( ie when will the risk occur) & Comment on Risk 1: Page 165 As and when vacancies occur, there will be staffing gaps whilst replacements are obtained. Qualifications for authorised food safety officers are strictly laid down by the Food Standards Agency. Trained staff are in short supply and often untrained staff are appointed who are unable to undertake the full range of duties until fully trained. It may take up to 2 years to fully train a new member of staff. Currently we have one full time officer in the team that is not fully qualified.
2 Excessive demand due to major 4 2 8 HIGH Gill Ragon Being up to date with food food safety emergency/issue hygiene interventions and prevents the team achieving their focusing on high risk premises target.s significantly reduces this risk Statement of Proximity & Comment on Risk 2: During a major food safety emergency resources would be diverted to attend to the problem to prevent it getting any worse. At this time routine work may get neglected. This was a reality during the floods in July 2007. By keeping up to date and prioritising high risk premises prior to the emergency the team were better poised to ensure that all high risk premises were still inspected according to the work plan.
3 Inappropriate use of enforcement 4 1 4 LOW Gill Ragon Fully trained staff and powers documented procedures significantly reduce this risk Statement of Proximity & Comment on Risk 3: Could occur if an Officer decides to ignore procedures. However this would be a disciplinary matter.
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This page is intentionally left blank Page 167 Agenda Item 10
FOR DECISION BY COUNCIL
Gloucester City Council
COMMITTEE : OVERVIEW AND SCRUTINY MANAGEMENT COUNCIL DATE : 7JULY 2008 24 JULY 2008 SUBJECT : POLICY FOR MAKING DESIGNATED PUBLIC PLACES ORDERS (DPPO’S) IN GLOUCESTER CITY COUNCIL DECISION TYPE : BUDGET AND POLICY FRAMEWORK WARD : ALL REPORT BY : CABINET MEMBER FOR HOUSING AND HEALTH NO. OF APPENDICES : A: MAP OF DPPO FOR CITY CENTRE AREA B: DPPO CRITERIA AND PROCEDURE REFERENCE NO. : ES20812
1.0 PURPOSE OF REPORT
1.1 To outline a policy for the making of Designated Public Places Orders (DPPO’s) in Gloucester City Council.
2.0 RECOMMENDATIONS
2.1 That the Policy be approved and adopted by Council.
2.2 That a budget of £5,000 be allocated to fund the Public Notices and signage that are required for advertising DPPO’s when they are applied for and again when they are made.
2.3 That delegated powers be given as follows:
• That the Environmental Health Manager be granted delegated powers to initiate the procedure following receipt of an application for a DPPO. • Where no representations are received during the consultation process for a proposed DPPO, that the Environmental Health Manager, in consultation with the Chair, Vice Chair and Spokesperson for Licensing and Enforcement Committee, be granted delegated powers to make a DPPO. • That where representations have been received in connection with a proposed DPPO during the consultation process, that the Licensing and Enforcement Committee be given delegated powers to review the case and make a decision regarding the application.
ES20812 1 Page 168
3.0 BACKGROUND
3.1 Designated Public Places Orders (DPPO’s) are a tool that can be used by local authorities to deal with problems of anti-social alcohol drinking in public places. Once a DPPO is in place the police can use their confiscation powers to enforce the restriction. It is not an offence to consume alcohol within a designated area, but failure to comply with an officer’s request to stop drinking and surrender alcohol without reasonable excuse is. DPPO’s are available in areas that have experienced alcohol-related anti-social behaviour problems. They have been used across the country in areas ranging from a single street or park to town centre or city-wide areas.
3.2 Section 13 of the Criminal Justice and Police Act 2001 (CJPA 2001) introduced Designated Public Places Orders which replaced drinking byelaws in September 2001.
3.3 The procedure for making a DPPO has been set out in The Local Authorities (Alcohol Consumption in Designated Public Places) Regulations 2007.
4.0 PROGRESS
4.1 Currently there is one DPPO in Gloucester for the City Centre. A copy of the area is detailed in Appendix A. This area was subject to a Street Drinking Byelaw which was converted into a DPPO at the time the legislation changed.
4.2 At the time the Byelaw was converted into a DPPO a system was not set up for making future orders and this area of work has been omitted from the Council Constitution and delegation of functions.
4.3 A number of enquiries have recently been received by Environmental Health regarding making orders in more areas of the City for example Barnwood. Before any DPPO can be progressed it is necessary to establish a procedure by which they should be made.
4.4 A procedure is outlined in Appendix B. This process includes all the requirements of the Local Authorities (Alcohol Consumption in Designated Public Places) Regulations 2007. This procedure includes the need to insert Public Notices in the Citizen as part of the consultation process and then when an Order is made. In addition there is a need to put up signage in the area. These two items will have a cost and there is therefore a need to have a budget set up to pay for them. It is estimated that the Public Notices will cost around £700 each and the signs, depending on the size of the area being declared, will cost up to £250. Therefore a budget of £5,000 should be set aside to fund these items when needed.
4.5 In addition to the procedure it is necessary to decide who should have delegated powers for making decisions regarding specific DPPO’s. Schedule 1 paragraph 49 of the Local Authorities Functions and Responsibilities Regulations 2000 as amended by the Local Authorities (Functions and Responsibilities) (England) Regulations 2001 states that this is not a matter for the Executive and therefore is a decision to be made by Council. The Home Office Website states “in normal circumstances, the local authority may wish to ensure that decisions relating to designation orders are made by full council or a committee of the Council, as opposed to being delegated to an Officer of the Council.
ES20812 2 Page 169
4.6 For this reason the following delegation of functions is recommended:
• That the Environmental Health Manager be granted delegated powers to initiate the procedure following receipt of an application for a DPPO.
• Where no representations are received during the consultation process for a proposed DPPO, that the Environmental Health Manager, in consultation with the Chair, Vice Chair and Spokesperson for Licensing and Enforcement Committee, be granted delegated powers to make a DPPO.
• That where representations have been received in connection with a proposed DPPO during the consultation process, that the Licensing and Enforcement Committee be given delegated powers to review the case and make a decision regarding the application.
5.0 FUTURE WORK
5.1 That the approved procedure and delegated powers be applied to all applications received for a DPPO in the City.
6.0 CONCLUSIONS
6.1 Designated Public Places Orders (DPPO’s) are a useful tool that can be used by local authorities to deal with problems of anti-social alcohol drinking in public places. However they require careful application and should only be used in appropriate circumstances. They also require Police support and enforcement back up if they are to be successful.
7.0 FINANCIAL IMPLICATIONS
7.1 The budget of £5,000 suggested in the recommendations is additional to current levels and will have to be funded from savings elsewhere. The other recommendations relate to changes in procedure or policy and have no budgetary implications.
7.2 Name of the Officer: Steve Phelps
8.0 LEGAL IMPLICATIONS
8.1 By virtue of the Local Authorities (Alcohol Consumption in Designated Public Places) Regulations 2007 (replacing earlier Regulations) made under Section 13(4) of the Criminal Justice and Police Act 2001, Regulation 10 amends Schedule 1 of the Local Authorities (Functions and Responsibilities) (England) Regulations 2000 by inserting a new paragraph 49. Schedule 1 sets out those matters that are not to be the responsibility of the Executive. Therefore the "Power to make an order identifying a place as a designated place for the purposes of police powers in relation to alcohol consumption" is a power of the Council, which it can delegate.
8.2 Name of the Officer: Steve Isaac
ES20812 3 Page 170
9.0 RISK MANAGEMENT IMPLICATIONS
9.1 The only high risk associated with the recommendations of this report is insufficient staff and budget resource. This report is set out to respond to requests for DPPO’s as and when they occur and will have to be programmed with other priorities. A review of resources may be required if the demands are excessive.
9.2 The other two risks identified are low because the report aims to address these by setting a criteria and procedure so that there is a level of control and consistency in the areas that DPPO’s are made.
10.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES)
10.1 Some risks were identified for certain groups of people. These issues have been considered and steps taken to reduce / mitigate the impact of this policy on these groups.
11.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety
DPPO’s are a tool that can be used by local authorities to deal with problems of anti-social alcohol drinking in public places. The community safety implications are dealt with in the main body of the report.
2. Environmental
None
3. Staffing
None
4. Trade Union
No comments
Background Papers : Local Authorities (Functions and Responsibilities) (England) Regulations 2001 Local Authorities Functions and Responsibilities Regulations 2000
Published Papers : The Criminal Justice and Police Act 2001 The Local Authorities (Alcohol Consumption in Designated Public Places) Regulations 2007
Person to Contact : Gillian Ragon Environmental Health Manager (Commercial) Tel: (01452) 396321 Fax: (01452) 396340 Email: [email protected]
ES20812 4 Page 171
ES20812 APPENDIX A
ES20812 5 Page 172
ES20812 APPENDIX B
DPPO CRITERIA AND PROCEDURE
CRITERIA: • Evidence must show that there is currently a problem with consumption of alcohol in public places. • The area to be included to be identified together with reasons. To include a map of the area, scale to be no less then 4 inches to the mile. • Documented evidence of Police Support for proposed DPPO. • Documented evidence of the support for the proposed DPPO from the Anti-Social Behaviour Steering Group. • That the procedure below has been followed correctly.
PROCEDURE: • Application made for a DPPO including a map of the area to be included and documented evidence of a current problem with consumption of Alcohol in the public place identified . • On receipt of an application a multi agency group will be established to consider the case. To include representatives from the Police INA, the local community, Ward Councillors, relevant local authority departments, residents, land and property owners, premises licence holders, club premises certificate holders. • The matter will be presented to the Anti-Social Behaviour Steering Group for comment and support. • Local Authority Officers to survey location identified to assess situation. (In order to make a DPPO the Local Authority must be satisfied that the proposed area has a history of anti-social drinking and disorder). • Multi Agency Group to agree area to be covered by request including any amendments suggested by Local Authority Officers. • Statutory consultation process to be undertaken in accordance with The Local Authorities (Alcohol Consumption in Designated Public Places) Regulations 2007. This will include consultation with the Police, any Parish or Community Councils, Licensees, landowners, or occupiers. • A public notice will be inserted in a local newspaper inviting people to make representations as to whether or not the proposed DPPO should be made. A minimum period of 28 days will be given from the day after the notice is published for representations to be made. The public notice will: o Identify the place/area which has been identified in the proposed DPPO. o Set out the effect of the proposed DPPO in relation to that place. o Invite representations as to whether or not the proposed DPPO should be made. • If no representations are received after the consultation period the EHM in consultation with the Chair, Vice Chair and Spokesperson for Licensing and Enforcement Committee shall make the decision as to whether the proposed DPPO should be made. • If representations are received these will be considered by Licensing and Enforcement Committee who will make a decision regarding the matter. • Where the decision is to make a DPPO after it is made and before it takes effect a public notice will be placed in a local newspaper . The notice will: o Identify the place/area which has been identified in the DPPO. o Set out the effect of the DPPO in relation to that place. o Indicate the date on which the DPPO will take effect. • Once made a copy of the DPPO will be sent to the Secretary of State. • Subject to appropriate permissions signage will be erected in the place/area identified within the DPPO such as are considered sufficient to draw attention of members of the public in that place/area to the effect of the DPPO. • Each sign will indicate the effect the DPPO will have at particular times in relation to each category of premises specified in regulation 3 (3) (b).
Page 173 Agenda Item 11 Gloucester City Council
COMMITTEE : Cabinet Briefing Overview & Scrutiny Management Committee Organisational Development Committee Council DATE : 25 th June 2008 7th July 2008 To be confirmed 24 th July 2008 SUBJECT : City Council Restructuring – Proposals for Phase 2 DECISION TYPE : For information WARD : All REPORT BY : Chief Executive NO. OF APPENDICES : 2 - 1) Initial grouping of services/functions 2) Draft Document for Consultation 3) Extract of TU consultation meeting minutes 4) Extract of Employee Forum meeting minutes REFERENCE NO. : PC200810
1.0 PURPOSE OF REPORT
1.1 To inform members of progress to date on the second phase of restructuring within the city council.
2.0 RECOMMENDATIONS
2.1 Members are recommended to note progress made and the timetable for completing this phase of restructuring as indicated in 5.1 and within the draft document (page 23 in Appendix 2).
3.0 BACKGROUND
3.1 The need to restructure
The Chief Executive in his original restructure brief for the first phase of restructuring in 2007 highlighted the significant change the council has experienced in recent years. New arrangements for the delivery of services and an associated reduction in staff numbers are among the key changes and re-alignment of the current structure is necessary to meet future challenges and achieve council objectives.
1 Page 174
3.2 The design imperatives for the first phase of restructuring involving the corporate management team are equally important for further phases:
• Grouping and combining appropriate services to enable us to deliver the council’s priorities in a co-ordinated and joined up way, ensuring that we focus strongly on delivering for the customer and improve the experience and outcome for them.
• We need to be mindful of the shared services and efficiency agenda and the structure needs to facilitate this, allowing effective sharing and procurement.
• It is imperative that we retain and develop effective management of contractual partners, and that we influence and work in partnership with other agencies and stakeholders. Productive alliances need to be established and developed in the interest of improved performance.
• We need to ensure that our approach to service delivery in neighbourhoods is aided by the way we are organised and structured.
• It is a ‘non-negotiable’ that we focus on agreed objectives, drive performance upwards and deliver achievement.
• Throughout the council we need to ensure we acquire and develop the appropriate skills, behaviours and competencies to deliver our agenda.
• Within the context of ongoing budgetary pressure, we must ensure that we achieve high value in all our activities and dealings, removing unnecessary cost.
• We need to create a flexible and learning organisation so that we can respond promptly and effectively to external pressures - and to the opportunities!
4.0 PROGRESS
4.1 The process for phase 2
Following the appointment of two of the new corporate directors in February this year, the Leadership Team agreed that it was important to maintain the momentum of the initial phase of restructuring in order to avoid an unnecessarily extended period of uncertainty for staff, and that attention should be turned without delay to the structures below corporate director level.
4.2 The Corporate Director of Strategy and Development and Corporate Director of Regeneration began by meeting with managers on a one to one basis and used the thoughts and ideas which came out of these discussions to help form a series of ‘groupings’ of services and functions below director level (see Appendix 1). These groupings were shared with managers and their teams in the third week of March. Further feedback was received which has again been used to help shape the draft restructuring proposals attached as Appendix 2.
4.3 The draft restructuring proposals
Under phase 2, it is proposed that the number of managers currently reporting to the corporate directors is reduced. Changes are proposed to the two levels below corporate director. Firstly, new group manager posts will be created immediately 2 Page 175 below corporate directors, reducing the unsustainably large number of managers reporting directly to these posts at present. Secondly, at the level below group manager, it is proposed that new service manager posts are created. Functions and services are identified below each service manager, and clear accountability and responsibility is considered an essential part of this process.
It is intended that the principles underpinning the proposals within these two directorates will be applied to the two remaining directorates later this year, ensuring a consistent approach right across the authority.
4.4 How we have consulted to date
The draft proposals were shared with both union representatives and managers at meetings on 22 nd May, prior to the official launch of the consultation period on 23 rd May.
All staff and all members were sent a copy of the proposals on 22 nd May and a discussion forum was set up on the intranet. Group leaders were given an opportunity to discuss the proposals on 2 nd June.
The proposals were subsequently considered at the TU Consultation meeting on 10 th June (Appendix 3) and following this, the draft proposals were presented to Employee Forum members on 12 th June (Appendix 4). In addition, the proposals have been shared with the council’s external auditors, the Chief Executive of Gloucester City Homes and Chief Executive Designate of the Leisure Trust.
To date, feedback has been received directly by both of the corporate directors from managers and other staff. This has been generally positive in terms of the overall proposals, with some members of staff seeking clarification regarding individual circumstances/roles/location. Following the close of the consultation period on 23 rd June, all feedback received will be responded to and both feedback and responses will be circulated with the finalised proposals.
5.0 FUTURE WORK
5.1 Following extensive consultation, further consideration will be given to the proposals before they are finalised. At the same time, job descriptions for group manager and service manager posts will be formally evaluated enabling estimated costs and savings to be firmed up.
5.2 The finalised proposals are then due to be considered by Organisational Development Committee (date subject to confirmation) and Full Council on 24 th July.
5.3 Subject to agreement by Full Council, assessment centres (including interviews) for the new group manager posts will be held at the end of September, with appointments to the new service manager posts following in October/November.
6.0 CONCLUSIONS
6.1 The draft proposals for the second phase of city council restructuring have been widely circulated to staff, members and other key parties as part of the consultation process.
3 Page 176
6.2 Feedback received to date has been generally positive and, following the close of the consultation period on 23 rd June the proposals will be finalised for member approval.
7.0 FINANCIAL IMPLICATIONS
7.1 Both the estimated costs of the restructuring and savings resulting from it are currently being firmed up and there is an overall expectation that costs will reduce in the long term.
7.2 As the process progresses, the financial implications will be monitored and fed into the Budget and Medium Term Financial Planning process to ensure the council’s financial objectives are achieved.
7.3 Name of the Officer: Steve Phelps
8.0 LEGAL IMPLICATIONS
8.1 The council has the power to structure itself in such a way as it considers necessary to provide its functions.
8.2 The council has policies on re-organisation, redeployment and redundancy which will need to be followed in any restructuring.
8.2 Name of the Officer: Gary Spencer
9.0 RISK MANAGEMENT IMPLICATIONS
There are no high risk implications which have been identified at this stage.
10.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES)
10.1 The restructuring is being dealt with in accordance with the council’s policies on change management and equal opportunities.
11.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety
None specific to the report.
2. Environmental
None specific to the report.
3. Staffing (Personnel to complete)
As indicated in the report the proposals have been consulted upon extensively and members of staff and unions had considerable opportunity to comment.
4 Page 177 The restructuring has significant implications for staff and causes some uncertainty. Every effort is being taken to minimize that uncertainty. Should members of staff be unsuccessful in applications for positions in the restructure then the council’s redeployment, early retirement and redundancy policies will apply as appropriate.
A clear statement of how the council’s management of change policy applies to this restructure is being produced and will be agreed with the unions shortly.
The new posts will be graded using the Hay job evaluation scheme.
4. Trade Union
The main concern of the trade union is the disruption and stress caused to staff by the uncertainty, which results from yet another management restructuring. We are also concerned for those who do not fit into the new structure and where regrading of service heads/managers posts occurs that salary protection and agreed salary grading (Hay) procedures should be adhered too. It should also be incumbent on the employer to respect the long service of some of the staff that are affected by the changes and take account of their knowledge and experience. We would support retention of staff with redeployment rather than redundancy and early retirement as preferred options for affected posts and would advice all union members of this position.
TU comments from Steve McDonnell.
Background Papers :
Published Papers :
Person to Contact : Amanda Wadsley Tel: 396402 E-mail: [email protected]
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This page is intentionally left blank REGENERATION DIRECTORATE APPENDIX 1 Draft 17.3.08 Groupings of Functions and Services
Development Services + Regeneration Culture, Heritage Services, Facilities Projects Strategies, Policies + + Tourism + Property Initiatives
• Development Control Service • Planning Policy RSS / LDF / • City Museum • Administration and Business Planning Briefs Support / Promotion
• Planning / Listed Building / • Climate Change Strategy and • Folk Museum • Reception and customer Conservation Enforcement Initiatives services
• TPO / tree advice • Nature and Biodiversity • Guildhall • Facilities management - Catering services (Docks, Guildhall and potentially Page 179 • Building Control Service • Housing Strategy / Enabling • Tourism Information Centre museums) - Cleaning services (all sites) - Custodian service • Urban Design • Economic Development • Council building maintenance (expanded team) and management (including statutory testing)
• Building Design - Grant Work • Community Regeneration • Parking services (on and off street) • Projects Team (new) – flexible • Marketing Alliance client role • Markets – operation, multi disciplinary team to development and promotion deliver and oversee capital schemes (will include • Historic Environment / • Valuation / estate engineers currently residing in Conservation / Archaeology management / Land terrier / Streetcare) client for external valuation support
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This page is intentionally left blank STRATEGY + DEVELOPMENT DIRECTORATE APPENDIX 1 Draft 17.3.08 Groupings of Functions and Services
Legal and Democratic Policy and Partnerships Organisational Communications Support Development + Marketing
• Legal services • Policy • HR strategy • Communications strategy
• Monitoring officer • Research • Personnel • Internal communications
• Elections • Engagement + consultation • Training + Development (inc. • External communications strategy members)
• Land charges • LSP + Community Strategy • Equalities • Media service Page 181 • Civics • LAA • Business review + • City council promotion development
• Committee support • Grants + third sector • Performance management • Graphic design commissioning
• Printroom • CAA • Direction of Travel + VFM • Web + kiosk management
• Courier • Neighbourhood management • Corporate + service planning strategy
• Information + systems management
• Performance reporting
• Audit Commission liaison
Other functions/services
• Welfare Benefits to be repositioned within Resources Directorate • Tapestry – options to be tested • Admin – to be reviewed as part of support services review Page 182
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GloucesterPage City 183 Council
APPENDIX 2
A New Structure for Gloucester City Council
Phase 2
Draft Document
for Consultation
contact: Amanda Wadsley Corporate Director of Strategy & Development Version : 22.05.2008
Page 184
1. A new structure for Gloucester City Council : Phase 2
Introduction
Through its corporate plan ‘Building a Better Gloucester’, the city council has a clear set of aims for the next three years:
Put Gloucester on the map A thriving, 21 st century city A city with strong and cohesive communities The city council is a top performing organisation
In achieving these aims and the specific outcomes that lie beneath them, it is essential that the authority has a ‘fit for purpose’ structure that is right for a council which has seen significant change both internally and externally in recent years.
This second phase of restructuring follows on directly from the work undertaken by the Chief Executive to create a completely new structure for the corporate management team at Gloucester and the subsequent recruitment of four corporate directors to those posts in the first part of this year.
Why is further restructuring needed?
In his original restructure brief, the Chief Executive highlighted the need for structural change:
“In looking forward, it is clear that the level of change will not subside and the challenges that we face as a council are likely to increase. Short term measures have not as yet organised the council to deal with these challenges.
In summary, therefore, the current structure needs to be re-aligned in terms of both shape and size, in order to meet the future challenges, as well as realising the ambitions for Gloucester.”
The design imperatives referred to in the original brief are also equally important in respect of the second phase of restructuring:
- Grouping and combining appropriate services to enable us to deliver the council’s priorities in a co-ordinated and joined up way, ensuring that we focus strongly on delivering for the customer and improve the experience and outcome for them.
- We need to be mindful of the shared services and efficiency agenda and the structure needs to facilitate this, allowing effective sharing and procurement.
- It is imperative that we retain and develop effective management of contractual partners, and that we influence and work in partnership with other agencies and stakeholders. Productive alliances need to be established and developed in the interest of improved performance.
- We need to ensure that our approach to service delivery in neighbourhoods is aided by the way we are organised and structured.
- It is a ‘non-negotiable’ that we focus on agreed objectives, drive performance upwards and deliver achievement.
- Throughout the council we need to ensure we acquire and develop the appropriate skills, behaviours and competencies to deliver our agenda. 1 Page 185
- Within the context of ongoing budgetary pressure, we must ensure that we achieve high value in all our activities and dealings, removing unnecessary cost.
- We need to create a flexible and learning organisation so that we can respond promptly and effectively to external pressures - and to the opportunities!
In addition, there are specific needs and imperatives within each new directorate which are discussed more fully within the proposals.
The approach
The Chief Executive clearly set out the way forward for this second phase of restructuring in his original proposal:
“There will without question be a need for reshaping of teams and services within directorates, but I believe that it is important for the new corporate management team to fully participate in the creation and development of that structure.
In short, the people appointed to these new positions will be fully involved in designing and deciding how their services will be structured and organised, and in filling the key positions within these revised directorates. Therefore, whilst I clearly have views on the way that teams should be organised – the proposals at this stage do not cover that for the reasons that I have given.”
Following the appointment of the first two corporate directors in February this year, it was agreed by the new Gloucester Leadership Team (Julian Wain, Phil Staddon and Amanda Wadsley) that work on the second phase of restructuring within the directorates of Regeneration and Strategy and Development should get underway immediately. The aim of this was to maintain the momentum which had been created and avoid an unnecessarily long and drawn out process, for those below director level, within these two directorates. It was further agreed that as part of this process corporate frameworks and policies would be put in place to guide the remaining two directors on their arrival at Gloucester in July this year and ensure a consistent approach across the council.
In carrying out this work the two directors have worked together closely to ensure a common approach. Following an initial period of consultation with managers on a one to one basis each proposed a number of ‘groupings’ within their directorates as the basis for structural design. Further consultation has since taken place with managers and staff within the directorates and these groupings have since been shared with all staff through the managers’ forum meeting.
Drawing on this initial period of consultation and feedback to date, proposed structures have been produced which see a number of new Group Manager posts being set up at the level below directors. Below this, reporting to the Group Managers, a level of Service Manager posts is shown, together with teams, roles and functions. It is envisaged that the detail of structures below this level will be the subject of further consultation.
2 Page 186
2. The proposals
a) Strategy and Development Directorate
Overview
The newly created Strategy and Development directorate brings together some of the council’s key corporate support services including Legal, HR, Communications, Committee Services, and Business Improvement, as well as Elections. It also incorporates the council’s outward facing work with partners and the local community through mechanisms such as the Local Strategic Partnership and the Local Area Agreement, as well as grants to the voluntary and community sector.
Under the current structure, nine managers and other officers report directly to the Corporate Director, a situation which is clearly unsustainable. There are also a number of small units across the directorate which operate to some extent in isolation and there is a strong case for joining and aligning these operations more effectively to improve service delivery and the achievement of objectives.
The proposed restructuring of services and functions through the management level below corporate director sees the creation of three new groups. The intention is to facilitate better inter-service working, increase focus on council objectives and improve service performance overall. In addition to this is a smaller Communications and Marketing Team with a Service Manager who will also report directly to the Corporate Director.
The three groups, each headed up by a group manager are as follows:
Corporate Director Strategy and Development P.A.
Communications + Marketing Service Manager
Group Manager Group Manager Group Manager Legal + Democratic Policy + Partnerships Organisational Support Development
3 Page 187
The posts which are identified at this stage as being directly affected by the creation of the three new group managers are:
• Head of Corporate Personnel • Team Leader Community Strategy • Business Improvement Manager • Community Development Team Leader (jobshare) • Policy and Performance Manager • Community Development Officer • Head of Legal Services • Head of Communications + Marketing • Head of Democratic Services • Executive Officer
The Executive Officer post which currently reports to the Chief Executive is also incorporated within the scope of this proposed restructuring.
Legal and Democratic Support
This group maintains the important links between legal and democratic services.
At the same time it sees a closer relationship formed between democratic services and the electoral services team, ensuring effective day to day management of both as well as greater resilience. Overall responsibility for elections is retained by the Returning Officer (the Chief Executive since 19 th May).
Key areas of focus for the new Group Manager, Legal and Democratic Support will be ensuring the complete modernisation of systems and processes, including full utilisation of the committee and case management systems. The postholder will also be responsible for achieving efficient and demonstrably effective services which provide excellent value for money in terms of both cost and quality. He or she will also be required to ensure support for the democratic process is robustly maintained.
The role of monitoring officer will also be allocated within this group, at a level yet to be determined.
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The structure proposed is:
Group Manager Legal + Democratic Support Returning Officer
Legal Services Admin Officer Democratic + Electoral Manager Services Manager
Legal Services Admin staff Civics team team Democratic Services team Electoral Services team
Roles + functions : Roles + functions : Roles + functions :
• General legal advice • Purchasing + • Committee invoicing structure + • Contracts support • Admin systems • Employment Law • Committee • Financial management • Conveyancing monitoring system admin support • Litigation • New member • Secretarial support + admin • Prosecution support • Civic Support • Land charges • Scanning + filing • Constitution • Land registry • Information/ data provision • Elections • Legal support for partners • Customer • Electoral - GCH enquiries register - Leisure Trust - Marketing Alliance • Personnel admin • Elections management • Library admin • Post system admin
• Case management system admin
• Standing Orders + Procurement Law
5 Page 189
Policy and Partnerships
The Group Manager, Policy and Partnerships has responsibility for bringing together two key areas of council support and activity – Policy and Information, and Community Engagement.
One of the overall aims of this grouping is to ensure more effective connectivity with local communities through better understanding of community needs and aspirations. The new group management will be responsible for ensuring communities impact directly on service design and delivery through a range of mechanisms as well as building their own capacity to develop themselves.
Equalities and diversity are relocated within this group from their previous position within personnel services, reflecting the need for the council to be more outward looking in this area going forward, and strengthening the relationship between equalities and community engagement.
The community engagement service will deal with the whole spectrum of engagement, including consultation which was previously located within policy and communications. Key to this service area will be the integration of the council’s community activities and initiatives into a stronger, more focused and effective single unit.
The policy and information service is designed to ensure a more robust approach to policy review and development across the organisation, combined with a strengthened emphasis on information management. A new ‘hub’ will be created providing much-needed, accessible information to staff, members and others outside the council. At the same time essential links with the community engagement team will be formed to ensure the ‘hub’ properly reflects sound community-related information.
6 Page 190 The structure proposed is:
Group Manager Policy + Partnerships
Policy + Information Community Service Manager Admin Officer Engagement Service Manager
Policy + Information Community Strategy Admin staff team + Engagement team
Roles + functions : Roles + functions : Roles + functions :
• Policy advice + • Purchasing + • Local Area development invoicing Agreement
• Research • Admin systems • Local Strategic Partnership
• Corporate planning • Financial • Community monitoring support Strategy • Information hub • Secretarial support • Community • Information Engagement management • Scanning + filing strategy
• Freedom of • Information/ data • Corporate Information policy provision consultation
• Data Protection Act • Customer enquiries • Comprehensive Area Assessment policy • Personnel admin • Neighbourhood • Data Quality Management • Post strategy • Performance monitoring + • Neighbourhood reporting Partnerships support • Performance Plus system admin • Equalities + diversity
• Audit Commission • Voluntary + liaison community sector grants
• Third sector commissioning
• Voluntary + community sector 7 engagement + development Page 191
Organisational Development
This group brings a strong focus on organisational development to the authority which incorporates human resources and also draws in performance management and business review. The aim of this new alignment is to link the development of the council, its staff, business and culture with planning and performance.
It will be the responsibility of the new Group Manager, Organisational Development to ensure there are close links between the council’s performance frameworks, its business review processes and its mechanisms for improvement, creating an effective ‘plan, do, check’ culture. At the same time, the Group Manager will be tasked with creating a business-focused HR support team, meeting the council’s needs for HR advice. In addition, a new focus on HR policy development and organisational learning will be created through the Policy and Learning teams.
Finally, the Business Improvement and Admin Manager will have overall responsibility for all of the admin staff deployed to each of the three groups, ensuring consistency, flexibility and resilience across the directorate.
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The structure proposed is:
Group Manager Organisational Development
Business HR Operations Improvement + Admin Admin Officer HR Policy Manager Manager Manager
Business review staff Learning + Admin staff HR operations Admin team for team development team directorate
Roles + functions : Roles + functions : Roles + functions : Roles + functions :
• Business review • Purchasing + • Advice on policies • HR policy programme invoicing + procedures including • Organisation • Service reviews • Admin systems grievance, design disciplinary, • Lean thinking + • Financial bullying, capability • Organisational Business Process monitoring support etc. health Review interventions • Secretarial • Change • Workforce + support management succession • Performance advice + support planning management • Scanning + filing framework • Advice on • Absence • Information/ data performance management • Benchmarking + provision management frameworks market testing • Customer • Workforce/skills • Staff + member • VFM strategy + enquiries analysis learning + assessment development • Personnel admin • Pay + benefits • Direction of travel • Induction assessment • Post • Pensions • TU liaison • Service planning • Corporate post • Employee operation Tribunals • Traineeship • Directorate Admin scheme support
• Courier + post management
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Communications and Marketing
The communications and marketing service maintains the combination of roles and functions which together ensure an effective internal and external communications operation.
Recognising the need for communications to input at the highest level in the organisation, the manager of this post reports directly to the Corporate Director and continues to have close links, as necessary, to the Chief Executive and cabinet members.
In order to ensure stronger links between the graphic design service, council branding and the print room operation, responsibility for the management of the print room will transfer to this service area from democratic services.
The key task for the manager of Communications and Marketing will be to ensure there is a re-focusing across the service on internal communications and council branding. The postholder will also be responsible for ensuring the print room service fully supports the business needs of the council and demonstrates good value for money in terms of cost and quality.
Communications + Marketing Service Manager
Communications + Marketing team
Roles + functions :
• Communications strategy
• Public relations
• Media service
• Media monitoring
• Media training
• Internal communications
• External communications
• City council promotion
• City council branding + corporate identity
• Graphic design
• Web, intranet + kiosk content management + development
• Print room management
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Other functions and services
Administrative support
It is proposed that each of the groups will be supported by dedicated admin support staff. On a day to day basis, admin support staff will report direct to the Group Manager, and will also provide PA support for the postholder.
Overall responsibility will, as has been shown, rest within the Organisational Development Group, to enable a flexible approach to admin support to be maintained across the directorate.
Tapestry
The review of the Tapestry service and options for the future provision of this facility will establish the best value approach to translation services. In the meantime, it is proposed that responsibility for the service is given to the Customer Services Manager. This will enable a more holistic approach to be taken to translation services across the authority.
Welfare Benefits
In the Chief Executive’s response to feedback in the first phase of restructuring, this was to be kept under review.
The proposal is now that the Welfare Benefits operation is relocated from its current position within community services to the benefits service. This will enable a more holistic approach to the benefits service to be taken whilst recognising the importance of maintaining links with colleagues involved in community engagement and other community development activities, given its original proposed location.
Chief Executive support
The proposed structural arrangements and, in particular, the strengthening of the policy, information, business review and admin functions mean that direct executive support to the Chief Executive will not be appropriate.
As indicated in the first phase of restructuring, it is important that arrangements going forward are ‘fit for purpose’. The Chief Executive now has direct line management responsibility for the four corporate directors and his PA. All other services and functions will be provided to him through those directorates to ensure complete clarity and accountability in accordance with the corporate plan.
Health and Safety
In the past the council has found it necessary to focus on a range of health and safety issues relating to operational areas such as the depot, highways and streetcare services. As direct responsibility for these services is now part of the partnership arrangements, the emphasis of the health and safety support required by the authority has changed.
Health and safety has previously been located within personnel services and it is proposed that this function should be relocated to the Environmental Health service. This will enable better alignment with staff involved in health and regulatory issues, whilst recognising the links that will need to be maintained with the Organisational Development group.
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b) Regeneration Directorate
Overview
The new Regeneration Directorate brings together a wide range of planning, housing, economic, building, cultural, tourism and heritage services. It also includes the stewardship of the council property and two major businesses - parking and markets which have important roles in a thriving 21 st century city.
The Directorate includes the following management and officer posts which are directly affected by these proposals:
1. Development Control Manager 7. Tourism Manager 2. Building Standards and Control Manager 8. Support Services Manager 3. Policy, Design and Conservation Manager 9. Property and Markets Manager 4. Economic Development Manager 10. Building Design Services Manager 5. Arts and Festivals Manager 11. Community Strategy and Regeneration 6. Heritage and Museums Manager Officer 12. Housing Strategy and Enabling Manager
A further area of staff resource, in terms of engineering / project management capacity, currently residing in Streetcare, has also been factored into this restructure.
The inherited structure is clearly unworkable. A lengthy critique is unnecessary, as the consultation process with managers to date has indicated consensus that the inherited structure is unwieldy, messy and inconsistent. More fundamentally it does not align services in any logical and strategically focused way and would, if left “as is”, frustrate and fail to achieve the optimum delivery required in the drive towards Building a Better Gloucester . Accordingly, it is proposed to delete the 12 posts listed above and replace them with a new management structure
Four service groupings are proposed plus a small specialist property unit that will report directly to the Corporate Director of Regeneration. The four service groupings will be headed by a ‘Group Manager’ who will be supported by new operational ‘Service Managers’. The service groups are broadly comparable in size although there is quite a variation in the size of the services sitting under the new ‘Service Managers’.
Corporate Director of P.A. Regeneration
Strategic Property, Estates + Valuation Service Manager
Group Manager Group Manager Group Manager Group Manager Development Regeneration Cultural Services + Regeneration Services Strategy + Delivery Tourism Services, Facilities + Support
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Details of the proposed Group Manager posts and their respective operational Service Managers are set out in the structure charts below, together with a commentary on the groupings and structure.
Development Services
This group of services is very much the frontline in terms of the council’s interface with the development industry. It brings together the two major statutory services of Development Control and Building Control. This accords fully with the Government thinking (see CLG Future of Building Control ) which promotes a “seamless” planning and building control service. It will also give greater opportunity to win Building Control work in an increasingly competitive market by achieving a closer interface with developers at an early stage in the development process.
The Group Manager will be responsible for merging these services and developing them to achieve service excellence, financial efficiency, full support to the regeneration programme and the very best outcomes for the city. New operational “Service Managers”, one for development control, one for building control will be created to support the Group Manager in delivery.
Development Control plays a vital role in achieving quality environments, high standards of design and sustainable communities. It has a particularly important role in facilitating major regeneration schemes. I propose to include the urban design, tree regulation / promotion officers within this team to enhance its delivery abilities. I propose to make the currently temporary Tree Officer post permanent, reflecting its statutory nature and importance. I also propose to make permanent the currently temporary Senior Compliance / S.106 Officer post which has proved to be very successful and effective.
Building Control services, locally and nationally, have come under increasing challenges in recent years due to private sector competition, an ageing workforce and increasing complexity and breadth of regulation. As well as aligning the service with Development Control I propose enhancing it by including the grants team (currently within Building Design Services) to equip it with a greater portfolio of skills and enable it to act as a more broadly based consultancy. I envisage that the Projects and Property Service (see Group Manager – Regeneration Strategy and Delivery below) will commission Building Control to undertake specialist works such as DDA assessments and Fire Risk Assessments. I would also like it to establish new skills and abilities in assessing and advising on sustainable construction methods.
I propose a merger of the Development Control and Building Control administrative functions given that they use similar systems and the same IT systems (Uniform). I expect such a merger to generate significant efficiencies. As with other administrative functions in the Directorate the Group Manager – Regeneration Services, Facilities and Support will take an overarching management responsibility, working with the other Group Managers to achieve the best and most efficient service.
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The structure proposed is:
Group Manager Development Services
Development Control DC/BC Admin Supervisor Building Control Service Manager Service Manager
Development Control team DC/BC Admin Technical Building Control team Officers Urban Designer Building Surveyor Street Naming/Numbering (Grants) Tree Officer (Permanent Post) Trainee Senior Architectural Technician Senior Planning Compliance/S.106 Monitoring Officer (Permanent Post)
Planning Enforcement Officer
Roles + functions : Roles + functions : Roles + functions :
• Planning applications • DC/BC admin • Building Regulation applications • Pre-application advice • Street naming/numbering • Public protection work • S.106 negotiation • Technical support (under Building Act)
• Urban Design • Land searches input • Building consultancy
• Tree advice/TPO • Grants schemes regulation • Disabled accessibility • Tree promotion advice
• Planning enforcement
• S.106 monitoring
• Development team approach
• URC support/advice
• Major development management + support 14
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Regeneration Strategy and Delivery
This group of services is focused on developing and joining up the council’s regeneration strategies and in playing a key role in delivery.
The Group Manager will be responsible for bringing together four entirely new service units and ensuring that they deliver in a joined up and effective manner. The four units, each of which will have a new operational Service Manager, are as follows:
(i) Spatial Planning & Environment – which will comprise the developing and implementing the spatial vision for Gloucester. It will include the LDF team, Housing Strategy and enabling and the established “Green Team” which will have a particular focus on sustainability, implementing the climate change strategy and greening the city.
(ii) Heritage – this unit will bring together the conservation expertise in the council with the archaeological / historic environment team (currently residing within the museum service). The service will play key role in integrating heritage into Gloucester’s regeneration and its broader cultural and tourist offer. The unit will have responsibility for the care of monuments care that fall within the council’s custodianship.
(iii) Economy and Community Regeneration – this unit will include the existing economic development unit, the community regeneration staff and potentially some additional new posts. The unit will represent an expansion of the council’s economic development expertise with a renewed focus on inward investment, the city employment plan, the skills agenda and community regeneration. It will take a lead role in seeking external funding for economic / community regeneration projects.
(iv) Projects, Property Maintenance and Delivery – there have been widespread support for the creation of a projects team. The council has a major capital programme of works (the biggest scheme being the Depot redevelopment) in the coming years. It has lost considerable technical expertise through earlier service transfers (especially the highways agency) and the remaining expertise is both fragmented and overstretched. A new projects unit is proposed which will take lead responsibility for the capital programme (which will fund the team via fees) and the maintenance of the Council’s property and accommodation. Given the urgency surrounding the need for project resource to deal with flood related works I intend to appoint an interim head of projects as soon as possible. The new team will include engineering staff currently residing in Streetcare and appropriate staff from the current Building Design Services team.
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The structure proposed is:
Group Manager Regeneration Strategy + Delivery
Economy + Spatial Planning + Heritage Service Projects, Property Community Environment Manager Maintenance + Delivery Regeneration Service Manager Service Manager Service Manager
LDF team Conservation team Projects team Economic Development team Housing Strategy + Archaeology/ To be designed Enabling team Monuments team Community Regeneration team Green team 2 new posts
Roles + functions : Roles + functions : Roles + functions : Roles + functions :
• LDF • Conservation • Capital projects • Inward investment
• Planning briefs • Archaeology • Technical advice + • City Employment consultancy Plan • Housing strategy • Heritage • Project • Retail economy • Housing enabling • Grants management • Business support • Climate change • Monuments • Council property maintenance (eg. • Skills • Nature + repairs, statutory biodiversity testing, M+E etc.) • Community regeneration • Landscape design
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Cultural Services and Tourism
This group of services brings together the work of Guildhall with the two museums and the TIC.
The Group Manager will have particular responsibility for: • Modernising and developing “fit for purpose”, successful and sustainable museum services to tell the story of Gloucester from its birth to the present day. • The museums artefacts storage project • Developing and expanding the Guildhall’s music, cinema, arts and comedy to reach new audiences and improving the Guildhall’s financial standing • Leading the implementation of the city’s Cultural Strategy. • Linking the council’s cultural services to the regeneration programme and developing culture as a driver for regeneration. • Running a successful and effective tourist information service which adapts and responds to the changing city as the regeneration programme unfolds. • Effective cross-site selling and operational efficiency.
New operational service managers of the museums, guildhall and TIC are proposed to support the group manager.
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The structure proposed is:
Group Manager Cultural Services and Tourism
Guildhall Service Manager Museums Service Manager Tourist Information Centre (TIC) Service Manager
Guildhall team Museums team Tourism Assistants
NOTE 1: Guildhall NOTE 1: Archaeology / administration, catering + Historic Environment Team cleaning managed by managed by Regeneration Regeneration Services, Strategy + Delivery Facilities +Support NOTE 2: Museum admin managed by Regeneration Services, Facilities + Support
Roles + functions : Roles + functions : Roles + functions :
• Music • City Museum • TIC
• Comedy • Folk Museum • Tourism advice
• Visual arts • Museum storage • Promotion
• Cinema • Outreach work • Cross site selling
• Café bar • Museum retail sales • Retail sales
• Events support
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Regeneration Services, Facilities and Support
This group of services will include two of the council’s most significant business services (parking and markets), all of the facilities management functions (catering, custodians, cleaning) and a range of support services / reception to serve the directorate. Service Managers are proposed for support services, parking, markets and facilities. It will include the direct management of the Guildhall and Museums administrative functions. The group will also include overarching management responsibility for administrative and support functions in the three other regeneration service groups, in liaison with the other group managers.
The Group Manager will have particular responsibility for: • Developing and operating efficient, effective and responsive regeneration support services. • Overarching management of support / administrative functions across the directorate. • Efficient and effective facilities management including cleaning, catering and custodian services and facilities hire. • Merging the on and off-street car park management functions. • Leading the parking services procurement project (for services post Sept 09) • Developing parking services that maximise revenue and customer satisfaction • Running effective and sustainable market operations that contribute to the vitality and viability of the city. • Promotion and use of Hempsted Meadows for non market uses which generate revenues and / or add to the vitality of the city
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The structure proposed is:
Group Manager Regeneration Services, Facilities + Support
Admin Regeneration Parking Catering + functions in 3 Markets Service Support Service (On + Off Street) Facilities Service other Manager Manager Service Manager Manager regeneration groups
Support Parking Markets team Custodians team Services / Admin Administration / / Finance / Contract Cleaning team Regeneration Management Reception team team Catering team (Guildhall, Guildhall Admin Docks + potentially Museum Admin Museums)
Roles + functions : Roles + functions : Roles + functions : Roles + functions :
• Regeneration • On street parking • Hempsted • Facilities reception (4 th Meadows floor) • Off street parking • Custodian • Market Hall service • Admin/business • Car park support improvements • Kings Square • Cleaning Market • Invoicing • Contract • Catering management • Farmers Market • Payments • Room hires • Parking appeals • Street trading • Personnel related admin • Car parking • Markets promotion • Customer • Marketing + support promotion
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Strategic Property and Estates Unit
I have come to the conclusion that a separate specialist property unit is required, which will report directly to me (this function sat in service area 4 in the first consultation draft).
The reasons for establishing this specialist unit are multiple. First, there are major property issues such as council accommodation, car parking and strategic land / property holdings that justify a specialist approach and a direct line to the Corporate Director of Regeneration. Second, the regeneration programme has many significant property consequences for the council that need to be carefully managed. Third, a gap has emerged between externally sourced property advice and the internal estates service – this needs to be bridged.
The unit will comprise the existing valuation professionals, the land terrier and appropriate support. The unit will work closely with me to nurture and manage the council’s portfolio of land and property to maximise revenues, returns, regeneration and outcomes for the community. The unit will be responsible for producing a new Asset Management Plan. A Service Manager will be appointed.
Roles and functions
• Estate management • Strategic property advice • Client for externally sourced property advice • Asset management • Land terrier records
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3. Overview of the Process
General support
The level of care and consideration shown to those affected by the first phase of restructuring will be fully maintained during this further phase of change, recognising that it will be a difficult time for some members of staff.
HR support throughout the process will be provided by the Strategic HR Advisor, Jill Shortman (currently employed through Solace on an interim basis) and, where appropriate, the Corporate Personnel team. Support of a more general nature will also be provided by the Gloucester Leadership Team – Julian Wain (Chief Executive), Amanda Wadsley (Corporate Director of Strategy and Development) and Phil Staddon (Corporate Director of Regeneration).
Our aim at all times will be to provide clear and timely information for everyone involved and to maintain a close and open dialogue with the Trade Union throughout.
Assimilation
The new group manager posts are considerably different in type, nature and scope to any other posts currently to be found within the council. They also reflect the requirements of the new management competency framework. This means therefore that assimilation will not be possible to any of these new posts. Assimilation may be possible, however, at the level below the group manager posts, as part of the redeployment process.
Where a redeployment post pays lower than the employee’s existing level, protection arrangements will apply in accordance with the council’s current policy.
Ring fence arrangements
A ring fence will be drawn around the new group manager posts within the two directorates, to include those posts which are directly affected. Applications will be accepted on the basis of this ring fencing and shortlisting will only be used against the person specification where there is a specific requirement such as a statutory job-related qualification for the post.
Application + selection process
Jobs will be evaluated using the council’s job evaluation scheme, as indicated in the outline timetable.
Expressions of interest in the new group manager posts should be made using the council’s standard application form. Applications will be invited following consultation and formal approval.
Selection panels will be formed to include corporate directors and HR representatives (non- city council) and candidates will be assessed against the person specification and the operational level competencies which were agreed last Autumn.
Assessment centres designed specifically for this purpose will be used, incorporating a range of assessment tools and techniques. Further details of the assessment centres will be provided nearer the time.
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Implications for those affected
We fully appreciate the challenging nature of this process, the anxiety and the uncertainty that may be felt by some members of staff. It is important that we provide help and support throughout this period of change, particularly to those who are directly affected.
For those who prefer not to be considered for these posts, the two corporate directors, Amanda Wadsley and Phil Staddon will be happy to discuss potential alternatives with staff where the needs of the council make this possible.
If it is not ultimately feasible to match individual aspirations with the council’s requirements, those members of staff may wish to be considered for voluntary redundancy. In this instance, the council’s Redundancy and Early Retirement policy will apply and an application in writing will be required. Applicants may of course be represented through the process if they choose to be.
Support
For anyone who is unsuccessful in securing a position in the new structure or where voluntary redundancy is agreed, outplacement support will be provided on an individual need basis. This can be discussed in more detail, as required, with Amanda Wadsley.
Timetable
The outline timetable for this part of the process, incorporating the recruitment of the Group Managers, is as follows:
Leadership team, Directorate managers, Unison + 22 nd May 2008 Managers’ Forum receive proposals
Consultation period starts 23 rd May 2008
Group Leaders 2nd June 2008
TU consultation 10 th June 2008
Employee Forum 12 th June 2008
Close of consultation 23 rd June 2008
Cabinet Briefing 25 th June 2008
Job descriptions by 27 th June 2008
Job evaluation by 4 th July 2008
O+SM 7th July 2008
OD Committee 8th July 2008 (to be confirmed)
Council meeting 24 th July 2008
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Individual letters (including advert) 25 th July 2008
All staff letter 28 th July 2008
Closing date 15 th August 2008
Assessment centres 2nd wk September 2008
Interviews – exact dates to be confirmed 3rd wk September 2008
4. How to respond
Please send your comments or questions to:
Strategy + Development Directorate
Amanda Wadsley Corporate Director of Strategy and Development Email: [email protected] Fax: 01452 396212 Internal post: Chief Executive’s office, 1 st floor North Warehouse
Regeneration Directorate
Phil Staddon Corporate Director of Regeneration Email: [email protected] Fax: 01452 396899 Internal post: 4 th floor Kimberley Warehouse
A feedback facility will also be set up for this purpose on the intranet. All comments and questions will be responded to at the end of the consultation period.
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APPENDIX 3
Extract of TU Consultation meeting minutes held on 10 th June 2008
28. CURRENT CHANGE PROJECTS UPDATE
1. Corporate Restructuring
Amanda Wadsley distributed copies of consultation document adding said that she had had a brief meeting with Ivan Hughes and Steve Meers on the day it was sent out.
In reply to questions she explained that those posts identified as being affected would be ring-fenced giving those people the opportunity to apply for the posts. The Chief Executive said that GLT would decide on who was being ring-fenced with advice from Jill Shortman. He would report back with a shorter document saying who should be included. He expected those affected would be given the choice to which level of the post, group manager or service manager, they wish to apply for.
Stephen McDonnell said that he wanted to put on record that Unison were grateful for the consultation they had before the document went out to Managers’ Forum. They were appreciative of the protections included, including salary point.
The Chief Executive said that even at the lower levels, the applicants would still need to show they had the necessary competences, but he emphasised that that the restructure was not aimed at removing large numbers of staff. However he was not prepared to say that no one would be redundant as result of the process. The relevant redeployment and redundancy and early retirement policies would apply.
Nigel Taylor-Jones said that managers were concerned that they would not have jobs at the end of the process. The Chief Executive encouraged people to discuss their concerns with their managers. The intention was to minimise stress and uncertainty.
Elaine Gordon said that Personnel had had enquiries over redundancy options.
The Chief Executive emphasised there was no restriction on employees commenting on the proposals but he believed that such comments should not be anonymous.
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APPENDIX 4
Extract of Employee Forum meeting minutes held on 12 th June 2008
1. RESTRUCTURING PROPOSALS - SECOND STAGE
The Chief Executive re-iterated that the second phase was intended to fit the Council for twenty-first century Local Government. He summarised by saying that the proposals essentially established new posts at Group Management and Service Management level. The holders of posts affected by the proposals would be ring-fenced and the operation of the ring-fence would be decided by GLT after discussion with Trade Unions.
He summarised the proposals for the Strategy and Development Directorate and Phil Staddon summarised proposals for the Regeneration Directorate.
The Chief Executive summarised the final overview of the process.
Trade Union members said that they had had input into the proposals before it went to Managers’ Forum. Their main concern centred around redundancies and the Chief Executive said that management would endeavour to be as helpful as they could. He said there was not an agenda for large-scale job losses but equally no guarantee could be made that there would be no redundancies at all. The Council’s redeployment, early retirement and redundancy policies would apply.
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CABINET DECISION TRACKER AND MONITORING FORM (To accompany all Cabinet decisions [key and non-key] except reports for information and noting) (*F11 to form fields)
1. SUBJECT
(a) Title: Roll forward of Climate Change Strategy
(b) Ward: All
2. *KEY DECISION TO BE CONSIDERED (As per recommendations of report)
That the report attached is noted and that the document attached at Appendix 3 is adopted as the rolled forward Climate Change Strategy for Gloucester City Council.
3. SUMMARY OF THE ISSUE
(a) Background
Members approved the Climate Change Strategy in the Summer of 2007. Then it was understood that in a rapidly changing environment an annual roll forward would be required . The report attached fulfils this commitment.
(b) Financial Implications (Bring in from report)
The training of Building Control staff as accredited assessors will be from existing revenue budgets. The combined heat and power for GL1 cost £190,000 which will make an efficient use of gas and reduce CO2 emissions. Future schemes to reduce emissions include the redevelopment of the depot and mercury abatement at the Crematorium.
(c) Legal Implications (Bring in from report)
None to the report.
(d) Risk Management Implications
Lack of resources, lack of funding, change in government legislation.
(e) Predictive Impact Assessments (Equalities)
There would be an equal benefit to all members of the community as this is a report that deals with protection and preparation for the consequences of climate change.
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(f) Other Corporate Implications
As contained in report.
4. REPORTING DATES Who? Date
(1) GLT: 10 th June 2008
(2) Cabinet Briefing: 25 th June 2008
(3) OSM: (Pre-Scrutiny - key decisions only) 7th July 2008
(4) Cabinet: 9th July 2008
5. RESPONSIBILITY
Portfolio : Regeneration
Lead Officer : Meyrick Brentnall/Stephen McDonnell
6. CONSULTATION (To be carried out or carried out (including method and dates, required for Key decisions only - information must link with information on consultation contained in the Forward Plan).
6.1 Stakeholders (including Ward Councillors where appropriate)
Consultation with stakeholder group and steering group.
6.2 Outcome (Brief summary and ref. for minutes, other related documents)
See para 5.6 of main report.
7. OPTIONS (to be considered/considered - brief summary and reference to reports where appropriate)
Do nothing – the City Council would be seen to be failing its responsibility on this important topic. Do more. In this field there is always more that can be done, however there would be significant financial implications.
8. OVERVIEW & SCRUTINY MANAGEMENT COMMITTEE - PRE-SCRUTINY COMMENTS (Key decisions only)
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9. ADDITIONAL OPTIONS CONSIDERED (other than those specified in the report)
10. CABINET DECISION TAKEN (If in line with 2 above, say, ‘In accordance with 2 above’ - Expand if the decision is otherwise e.g. where views/suggestions of Overview & Scrutiny Management Committee have been taken into account)
To note report and progress report and adopt revised climate change strategy
11. CONSULTATION/ADVICE (Delete as appropriate)
11.1 Have the consultation comments been taken into account? YES / NO
(Key Decisions only)
11.2 Was the decision taken in accordance with officer advice? YES / NO
12. REASONS FOR THE DECISION:
13. INTERESTS (Details of any interests declared by a Member or Officer in the subject matter of the decision either (a) personal or (b) personal and prejudicial) :
14. DISPENSATION (Details of any dispensation granted by Standards Committee) :
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REF: PT07078A 1 Page 217
Gloucester City Council
COMMITTEE : OVERVIEW & SCRUTINY MANAGEMENT CABINET DATE : 7TH JULY 2008 9TH JULY 2008 SUBJECT : ROLL FORWARD OF CLIMATE CHANGE STRATEGY DECISION TYPE : KEY WARD : ALL REPORT BY : CABINET MEMBER FOR ENVIRONMENT NO. OF APPENDICES : 1 – PROGRESS REPORT 2 – CLIMATE CHANGE WORK PROGRAMME 2007/08 3 – CLIMATE CHANGE STRATEGY REFERENCE NO. : PT07078A
1.0 PURPOSE OF REPORT
1.1 To appraise GLT/Cabinet on the progress of the adopted Climate Change Strategy and to approve an updated strategy and work programme for the coming year.
2.0 RECOMMENDATIONS
2.1 That this report, and the progress report attached at Appendix 1 is noted and that the updated Climate Change Strategy attached at Appendix 3 is formally adopted.
3.0 BACKGROUND
3.1 The City Council adopted a climate change strategy in the summer of 2007. It was understood then that, with the rapid increase in understanding of Climate Change and legislative responses to it, an annual update would be required. This concern was well founded as a number of important changes have taken place especially in the realm of Government legislation and guidance. The weather events of last summer have also changed people’s perception of climate change, and of course as projects get completed new ones will need to be identified.
4.0 PROGRESS
4.1 Detail on progress is provided for in Appendix 1 and Appendix 2. In summary it can be said that the majority of the tasks were implemented and on time. Tasks completed of note include the number of EcoHomes negotiated and built, solar hot water systems installed on Gloucester City Homes buildings, the combined heat and power plant at GL1, the Alney Island Wind turbine, the Hydropower feasibility study and the Free Tree Scheme. Where projects did not happen, for example the proposal for a solar hot water system on North Warehouse, there is generally a reason for this – in this case it was not technically feasible, though hot water for this building is now provided far more efficiently through the main boiler.
REF: PT07078A 2 Page 218
4.2 Timescale and funding will always be an issue and there are some projects, for example the car club, which are subject to funding arrangements slotting into place. It is proposed that this and other projects like it will be rolled forward in the new strategy.
5.0 FUTURE WORK
5.1 The pace of change in the field of climate change has been rapid. Not only is scientific knowledge increasing, national legislation/guidance is changing the way local authorities address the issue. Of course the weather events of last summer have also focussed the minds of many and while no one will categorically attribute this to climate change it certainly gave a taste of what is predicted to happen.
5.2 With adapting to climate change creeping up the agenda both nationally and locally it is proposed that this component of the strategy will be given added emphasis. This is not to say that mitigation i.e. reducing the greenhouse gases emitted, will not still be a fundamental part of our work.
5.3 If we are to adapt better to a climate changed world then we should begin by trying to understand what it will be like. Through work done by the UK Climate Impacts Programme there is a general consensus that weather events will get more intense with drought, extreme temperatures and flooding becoming more common. It must be borne in mind however, that complex climate reactions could be triggered, which may result in unpredicted change. What is clear, is that change will happen and doing nothing is not an option.
5.4 Given the flood events of last summer, and predictions that these will become more common, then coping with floods will need to be a significant component of any climate change adaptation strategy for Gloucester. We must not just focus on floods however, and remember that 2003 was the hottest on record with many thousands of preventable deaths being attributed to it.
5.5 We need to be aware, therefore, of how climate driven extremes will impact upon our quality of life, our ability to operate our economy and how it will impact upon the wider environment. We are not helpless in all of this, there are many things we can do to modify our microclimate and enable us to operate effectively in a climate- changed world. For example, trees in towns and cities have a significant impact upon urban temperatures (University of Manchester research showed that if a city added 10% more tree cover it could reduce overall surface temperatures by up to 4 degrees Celsius). Trees also have a role in flood attenuation. Urban areas can be more flood proof through engineered solutions and better management of natural water processes. Wildlife can be given space to migrate and adapt.
5.6 The importance of environmental issues to the general public continues to grow. This was reflected in the allocation of the peoples budget earlier on in the year, when a significant proportion of it was directed towards an environmental project. Initial thoughts focused on reducing plastic carrier bag usage, however, Cabinet finally decided to allocate the funding to a subsidized water butt scheme as most supermarkets (with pressure from the public and councils) had agreed to phase out free bags anyway. The Water Butt Scheme is to be run in partnership with Severn Trent, residents will just have to place an order and it will be delivered to their door with a stand and connection kit. The benefits of water butts with regard to climate
REF: PT07078A 3 Page 219
change are numerous, as well as reducing water demand they can help lessen surface water run off and as many can testify, when water supplies are interrupted through extreme weather they can be an invaluable source of non potable water.
5.7 The original strategy set up the steering group (predominantly Council Members and Officers) and the Stakeholder group (Members external agencies, businesses, and community groups). These groups were supportive of the change in emphasis in the proposed updated strategy. Incidentally the new strategy proposes that the Stakeholder group may merge with the Environment and Ecology Forum and the Natural & Built Environment Group of the Gloucester Partnership. If this goes forward it should provide a more productive and efficient working relationship with the City Council and other partners/stakeholders.
5.8 These and other components have therefore have been built into the review of the strategy. For all the detail please see the revised strategy at Appendix 3.
6.0 CONCLUSIONS
6.1 The original Climate Change Strategy accepted that this was a rapidly changing field and that an annual review would be required. The events of last summer and changing government guidance/legislation has borne this out and has resulted in a change of emphasis in the proposed updated strategy towards adaptation from mitigation.
7.0 FINANCIAL IMPLICATIONS
7.1 The training of Building Control staff as accredited assessors will be from existing revenue budgets. The combined heat and power for GL1 cost £190,000 which will make an efficient use of gas and reduce CO2 emissions. Future schemes to reduce emissions include the redevelopment of the depot and mercury abatement at the Crematorium.
7.2 Name of the Officer: Steve Meers
8.0 LEGAL IMPLICATIONS
8.1 None to the report.
8.2 Name of the Officer: Gary Spencer
9.0 RISK MANAGEMENT IMPLICATIONS (Authors to complete) Identify all key risks (scoring 8 and above) for the recommendation including the impact and likelihood of the risk occurring and what measures will be taken to mitigate the risk.
Risk Impact Likelihood Score Statement of Risk Actions to (Impact * mitigate risk (1-4) (1-4) likelihood) 16 – Very High 1= Low 1= Low 8 –12 High 4= High 4= High <8 Low risk
Lack of staff 4 2 8 Low/High Contingency resources acceptance
REF: PT07078A 4 Page 220
Lack of 4 3 12 High Acceptance, funding reduction
Change in 4 2 8 Low to high Acceptance government legislation
10.0 PREDICTIVE IMPACT ASSESSMENTS (EQUALITIES) (Authors to complete) Identify all risks for customers and staff, in the areas of gender, disability, age, race, religion, sexual orientation etc.
10.1 There would be an equal benefit to all members of the community as this is a report that deals with protection and preparation for the consequences of climate change.
11.0 OTHER CORPORATE IMPLICATIONS
1. Community Safety (Author to complete)
Adapting to extreme temperatures and weather events should make Gloucester a safer place to live, visit and work.
2. Environmental (Author to complete)
The strategy tries to reduce the environmental impact of our actions and those we have an influence on.
3. Staffing (Personnel to complete) (Provided by G. Bourton)
None.
4. Trade Union (TU to complete) (Provided by I. Hughes)
No comments.
Background Papers :
Published Papers :
Person to Contact : Meyrick Brentnall Tel: 396829 E-mail: [email protected]
MVJ/PT07078A 25.6.2008
REF: PT07078A 5 Page 221
Appendix 1
2007 Climate Change Progress Report
This report lists the tasks and projects identified in the 2007 Climate Change Strategy. Against each task/project there is a short resume detailing how successful we have been. If there have been problems with implementation then the reason is identified. Projects that are still live, will if valid be carried forward into the 2008 review. There will be some projects that for one reason or other have not been carried forward, it is proposed that these are dropped in the 2008 strategy.
The tasks have been broken down as they appear in the strategy, and for convenience separated out into their relevant sections. The actual tasks are in italics and highlighted.
1.0 Buildings
This section recognized that buildings are responsible for about a third of our carbon emissions. Given we are a housing and a planning authority and the owners of a number of large buildings, then our potential to make a difference is significant.
1.1 New build to higher EcoHome Standard : This task attempted through the development control process to drive up the sustainability profile of dwellings in the City. Over the past year or so at least 50 homes designed to EcoHome ‘Very good’ standard were constructed. Although seemingly ambitious at the time, Government standards for new build were published last year and a rapid timetable for implementation has been suggested in the Regional Special Strategy. It is likely that most homes built over the next few years will be the equivalent of EcoHome ‘Very Good’ or better. By 2016 all dwellings will need to be zero carbon. Update and carry forward.
1.2 Train Building Control staff to become EcoHome accredited assessors : 3 building control staff were trained on the basics of the Sustainable Code (Successor to EcoHomes). None have been trained to accredited status though it is hoped that this can be achieved next year. Carry forward.
1.3 Train Development Control Staff on EcoHomes : All Development Control and LDF planners have been trained in the principles of the Sustainable Code allowing them to negotiate for higher standards with confidence.
1.4 Lighting Strategy : The lighting strategy has been published with a commitment to work with building owners and tenants to reduce light wastage and increase the uptake of energy efficient lighting. Work will now focus on implementation. Carry forward.
1.5 Green Burials : A green burial site is up and running. To increase uptake of this low carbon form of burial a leaflet has been published in an effort to market the service to a wider range of people. Modify and carry forward.
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1.6 Publicize Energy usage in public buildings : Government guidance on how this is to be done is pending. It is hoped to take this task forward in October.
1.7 Solar Hot water systems for social housing : 2 have been installed. Another 10 are pending and will be implemented over the coming year. Carry forward.
1.8 Combined heat and power for GL1 : This energy efficient way of heating the facility while at the same time generating electricity is now installed and saving a significant amount of CO2 (about 300 tonnes a year) and money. Delete from Strategy.
1.9 Solar hot water on a Council building : North Warehouse was the original site for this project. Technical problems made it expensive to implement. Even so as a result of investigations the hot water system for this building was upgraded to make it far more efficient. Delete from Strategy.
1.10 Energy Champions : These are individuals in the work force who promote energy efficiency. With support from Severn and Wye Energy Agency Energy Champions have been identified and trained and continue to do good work. Carry forward.
1.11 Heat Candid Camera : This project utilised a heat camera to see if new buildings had been built to specification. A number of new properties were surveyed. One development in particular performed badly. Rather than name and shame, discussions are ongoing with the developer to ensure future problems do not arise. We will continue to use this innovative technology to identify heat wastage. Carry forward in modified format.
1.12 Low Carbon Depot : This recognized that the new Eastern Avenue depot should not be just another standard building. The proposal has now received planning permission. As it will be a design and build contract high sustainability standards have been conditioned on the planning consent. Carry forward in a modified format.
1.13 Reduce CO2 emissions from buildings by 20% by 2010 : This is on-going and will be rolled forward. To date we are not on target. We will be working with the Carbon Trust to try and understand what is going on. Other projects in the roll forward will help us hit the target.
2.0 Transport
Transport makes up a further third of emissions. The loss of the Highway Agency has however, reduced our influence in this field.
2.1 Investigate the carbon footprint of Gloucestershire Airport: This recognized the high profile that aviation has with regard to climate change and our unusual role as joint owner of the airport (with Cheltenham BC). Although a controversial task, officers from the City and CBC have had meetings with the airport management and agreed a way forward that will ensure they monitor their emissions from both ground based operations and air traffic activity.
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They have also agreed in principle to an overall cap, and long-term reductions in carbon emissions. Ground based operations will be addressed and actions put in place to reduce emissions. This is a long term project and will therefore be carried forward.
2.2 Removal of Bottled water from docks : This recognized the ‘water miles’ in transporting bottled water around the country. The bottled water dispensers have been replaced with mains fed systems, plastic cups are recycled. Done, delete from strategy.
2.3 Revision of our Travel Plan : This recognizes our own carbon footprint in how staff get to work. This project is ongoing and will need to be rolled forward.
2.4 New Bus Station : This complex project recognizes the need for a quality public transport service if people are going to switch from private car to buses. Work is ongoing and will need to be rolled forward.
2.5 Alternative Fuels for Contractors fleet . This work has focussed on efficiency and being lead by the partner with little input from the City Council. This will be dropped from the roll forward.
2.6 Car Club : This sought to use section 106 money from developers to set up a car club so that city dwellers did not have to own a car. We are not yet at the point where enough money has accumulated to make it viable. We hope, however, to roll this out over the next couple of years. Lack of new occupations (and therefore more section 106 money) due to the down turn in the housing market may impact upon the timing of this project.
2.7 Ensure partners and contractors adopt green travel plans : This has proved difficult and time has been better spent elsewhere. However, it is something we intend to press on with and will therefore be carried forward.
3.0 Waste
Putresable waste in landfill gives off Methane a powerful greenhouse gas. Making products from virgin material takes more energy than re-using or recycling. Waste is therefore a climate change issue. With the transfer of the recycling officer to Enterprise it has however been harder to influence matters.
3.1 Work with County on composting technologies : Disposal of putresables to landfill results in methane (a very potent greenhouse gas) being emitted to the atmosphere. Putresables can however be composted either aerobically (in the presence of oxygen) or anaerobically (without oxygen). Although anaerobic is the most climate friendly as it generates energy rather than requiring it, it is not tried and tested. The County to date are focussing their work on proven aerobic digestion. This is still not resolved and the debate on-going. Carry forward.
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3.2 Introduce alternative weekly collection of residual waste : This method of waste collection has been shown to significantly increase recycling rates. It is currently pending Member decision. Carry forward.
3.3 Expand Green waste collection service : The objective of this project is to divert putresables from landfill. This has now been implemented across the majority of the city. Done, delete from strategy.
3.4 Biomass boiler : Woodchip from arboricultural waste is an almost carbon neutral form of energy. We had hoped to commission a new boiler and potentially use arboricultural waste from the parks contract to fuel it. Although we have not had the opportunity to commission a new boiler arboricultural arisings from Enterprise are now made into the woodchip to be used commercially as wood chip fuel. Done, delete from strategy.
3.5 Climate friendly purchasing : The idea here was to ensure that large-scale purchases had the climate impacts of them taken into account. The procurement officer left shortly after the previous strategy was adopted. The post was vacant for a while and although filled briefly, at time of writing it is once again vacant. When the post is finally filled this work will be carried forward.
4.0 Water Resources
Notwithstanding the floods of last summer predictions are still for hotter drier summers. We need to be water wise and ensure that water shortages common in the south-east do not become the norm here.
4.1 Water efficient Planning Policies : We can influence the demand for water in new build through planning control. Policies concerning the use of water are in the draft Local Development Framework and will be published in due course. Carry forward.
4.2 Water Harvesting on Council buildings: The quick hits of the Crematorium and Robinswood Farm buildings have been done. The planning consent for the re-development of the depot is conditioned to ensure that rainwater is harvested. We need to find other council buildings where this can be delivered. It is proposed that this project is rolled forward with new schemes.
4.3 Water Butts for all : The intention here was to ensure that residents had the opportunity to save water. This was considered to be an adaptation to predicted drought conditions, in the event many were dependant on water butts for non-potable water during the weather event of last summer. We are currently working with Severn Trent and now have funding available. The original target was 2010, this will be rolled forward and delivered this financial year. Carry forward.
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5.0 Renewable Energy
Renewable Energy does not use fossil fuels in its generation. The strategy proposed a number of projects to increase uptake of renewables.
5.1 Modify LDF policies to encourage renewables : Policies concerning renewables are in the draft Local Development Framework and should be published in due course. Carry forward.
5.2 Train Building Control staff to carry out Energy Assessments : We need to be in a position to negotiate with developers from a position of knowledge when trying to increase the percentage of renewable energy a development generates. BC staff have been given some training on the principles of the Merton Rule (10% on site renewable energy requirement). They have not had time to be trained as detailed energy assessors. We hope to pursue this project over the coming months and will therefore carry over.
5.3 Tidal Barrage Stance : A barrage across the Severn could produce 5% of the UK’s electricity needs. The intention was for the City to formally adopt a stance on this important project. The Environment and Ecology Forum did debate the issue, however, before there was an opportunity for the Council to formally debate the issue the government announced a 2-year feasibility study. Incidentally back in 2006 along with the County we had requested that a study be undertaken. We will need to see the outcome of this work before coming to any judgement. Modify and Carry forward.
5.4 Alney Wind Turbine : This project hoped to install a wind turbine on Alney Island. A small 5 kW machine has planning consent and the concrete base has been built. At time of writing travellers had moved on to the site and the contactors were reluctant to finish the project until that issue has been resolved. Concerning a bigger commercial machine, we have been in discussion with EcoTricity with regard to a large 335 kW machine. However, flood plain constraints (transformers at the base of the tower can not flood) mean that they cannot go ahead. We are now talking to another company regarding a 50kw machine. This, (like the 5kw model), may be able to locate the transformer high up in the tower.
5.5 Wind turbines for public buildings : Small 1kw turbines can be fitted to buildings to generate a small amount of low carbon energy. It became clear however, that building mounted turbines were not the most efficient and that small pole mounted machines on open sites operated far better. We have been working with a number of schools offering them advice on planning permission and grants. To date, one (Bishop’s School) has planning consent. We hope to help at least two other schools install small scale (6kw) turbines in their schools over the next few months. Modify and carry forward.
5.6 Biomass Boiler : The most obvious location for a boiler is the depot. As part of the planning application a number of renewable energy options were put forward including biomass. The consent was conditioned on the buildings providing 10% of its energy from renewable sources. Whatever technology is
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chosen will depend on costs, grant structure and appropriateness for the building. We will also ensure that this technology is investigated when looking at other council refurbishments or when working with our partners. Roll forward.
5.7 Hydropower at Llanthony : This looked at the feasibility of exploiting the small head of water that falls over Llanthony weir for hydropower. The feasibility study is complete and came out positive, reporting that up to a mega watt of renewable energy is available. The EA has recently reported its opinion and while supporting the principle, has identified a number of constraints principally fish movements. Discussions with the consultants appear to suggest none of these are insurmountable. The RDA have expressed interest in the proposal and if it is taken forward it is likely to be as part of a developer looking to discharge their responsibilities with regard to the 10% on or near site renewable energy requirement. This is a long term project and will need to be carried forward.
6.0 Biodiversity
Climate change is a significant threat to biodiversity. As the temperature warms species will need to migrate North. The strategy attempts to increase the resilience of biodiversity generally and ensure that North-South migratory corridors are available.
6.1 Protection of North South Corridor for species migration : Policies concerning the North South corridor are in the draft Local Development Framework and should be published in due course. Carry forward.
6.2 Planting programmes for City Trees : There is now a body of information regarding trees for a climate-changed world. Without being overzealous certain trees will be chosen over others on city planting schemes. Highway trees are of course now the responsibility of the County Council. This is on- going and will be carried forward.
6.3 Severnside Regional Park : This was an ambitious project based on the successful River Nene model that covers large areas of Northamptonshire. To date it has proved difficult to get partners involved, and without large players like the County Council on board it was going to be difficult to implement. Since the strategy was published, however, the Wildlife Trust have announced the Severn Vale Living Landscape project. Launched in April this project will work with landowners in the Severn Vale area to manage their holdings for wildlife, with an objective of providing a series of linked habitats along the north-south Severn Corridor. We will need to look at how we can work with this project for common benefit. Modify the strategy to take up a supporting role.
6.4 Water for Wetland : The aim of this project was to increase wetland habitat through development, principally through the use of sustainable urban drainage systems. A site in RAF Quedgeley has been built out, and the brief for Clearwater Drive focuses on wetland creation as part of the drainage proposals. While other projects may present themselves remove from Strategy.
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6.5 Background biodiversity . The specific output of this project was to ensure that bedding displays used nectar rich cultivars. This has been put in place. However, more recently the Natural Environment and Rural Communities Act has come into force. This states that ‘Every public body must in exercising its function have regard so far as is consistent with the proper exercise of their functions, to the purpose of conserving biodiversity’. This general duty has far reaching implications and will need to be addressed in other aspects of council activity, in particular how open space is managed. A modified task will need to be incorporated into the strategy.
7.0 Adaptation
The accepted wisdom is that climate change is here and no matter how good we are at reducing emissions we will still have to deal with some of the consequences. This section attempted to ensure that tasks and projects were in place that meant that we were better equipped to deal with a changed climate.
7.1 Flooding policies in LDF : Policies concerning flooding are in the draft Local Development Framework and will be published in due course. This is on- going and will need to be carried forward.
7.2 Lobby EA on managed retreat: Managed retreat would look at River Severn Flooding in a more holistical manner and would allow certain low value areas to flood releasing pressure on built up areas. In evidence to the flood inquiry this was raised and in subsequent letters to the EA. Little appears to have happened however, and the specific issue regarding the role of agricultural defences and their relation to flooding in Gloucester has not been addressed. This will need to be carried forward.
7.3 Free Trees : Urban trees have a significant impact on moderating climate in urban areas. This popular scheme resulted in 1600 trees being planted in the City. It is intended to carry the programme forward in the coming year and do more to get trees planted. Carry forward and expand.
7.4 Green buildings : This recognized the benefit that plants can bring to moderating the climate within and around buildings. Green roofs especially can help keep a building cool in summer and warm in winter. While one significant green roof was negotiated through the planning process there is a need to do more. This should also be supported through LDF policy. Roll forward.
8.0 Delivery
This section looked at how the implementation of the strategy would be managed.
8.1 Set up a steering group: Done
8.2 Set up a stakeholder group : Done, though it is proposed to merge this with the existing Environment & Ecology Forum and the Gloucester Partnership’s Natural and Built Environment group. Roll forward in modified form.
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8.3 Update strategy on an annual basis . Done and continue to do so.
8.4 Communication programme : The need to influence behaviour is paramount and ongoing. Future work will focus around projects and events as they come on stream. Roll forward.
8.5 Climate care award : Taken forward as part of successful Civic Award Scheme. It is proposed this will be carried forward when the awards are run again in 2010.
8
Climate Change Work Programme/Progress Report 2007/08 Appendix 2
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Buildings New build to higher MB. Input from Policies within Include in Core Yes 50 EcoHome Train DC staff in eco-standard DC and GCH LDF. On-going strategy of LDF. V good being negotiating Code for negotiation March 2008 built. Sustainable Homes Train Building MB, Phil Intensive training Ongoing Yes Staffing issues. Control staff in Harbron needed Sustainable Homes and BREEAM Lighting Strategy to Matt Haslam Strategy to Yes encourage less cabinet briefing wastage Green Burials MB, Julienne Site identified. Site done. Leaflet Yes Chris Keeling. Sam 59 Kg CO2 saved per Reeves Service to publicise. End Linwood. Other work burial. Page 229 publicised 2007 being carried out 16.1Kg Carbon saved per regarding cremator burial. efficiency Publicise Energy SM Main buildings to April 2008 Yes On target though Gvt 181 Kg CO2 reduction Usage have energy guidance is not yet 2004-2007 usage publicised agreed. May need to set 49.4 Kg Carbon reduction aside funding for 2004-2007 accreditation Solar Hot water SM GCH. Sites need to be Ongoing 2 houses done Funding needs to be Systems on GCH Severn Wye identified and 10 to go sought from Low Carbon housing stock Energy grants obtained buildings programme Agency Combined Heat and Building Installed ongoing Done Yes None. Energy efficiency and power for GL1 design monitoring significant fuel savings. services Solar Hot water on MB Building Site feasibility April 2008 Initial site not Funding. Grant Council Building design studies needed looking applications. Feasibility services promising, need work to explore further sites
1
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Energy Champions SM Set up ongoing, Ongoing Yes Small scale funding recruitment training and motivation Heat Candid MB Identify sites. Jan 2008 Yes Heat Camera programme Camera Publicity to interpret results
Low Carbon Depot Peter Negotiation with April 2008 Yes Funding constraints may Goodland MB. provider, reduce specification. Streetcare Enterprise Need to ensure outside funding utilised. Reduce CO2 SM MB. Projects above 2010 Yes On going funding and emissions from, Energy plus continual management support
buildings by 20% Management improvement Page 230 group Transport Investigate the MB CBC Develop policy April 2008 Yes CBC & Airport Carbon Footprint of with CBC and Management Glos Airport Airport management. Focus on monitoring Removal of Bottled MB Building Done Done Yes water fountains from design Docks offices services Revision of Travel SM Travel plan New plan to be April 2008 Yes Green travel plan working Plan working party drafted and staff group support New Bus Station MT Property and markets, GUHRC Alternative Fuels for SM Enterprise Negotiate with Need to focus on Contactors fleet Enterprise efficiency rather than fuels
2
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Car Club SM Vision 21. Negotiate sec End 2010 Yes Staff resources to set up 106. Work with programme. Need to partner to provide ensure long-term service sustainability of proposal. Ensure partners and SM Need to bring in Partners may have other contractor adopt partners to priorities. Need to bring green travel plans process them into the process Waste Work with County MB/SM Liaise with On-going Yes Officer time Council on County Composting technologies Introduce alternative MB/SM Work with April 2008 Yes Officer time weekly collection of Enterprise Enterprise
residual waste Streetcare Page 231 Expand green waste MB/SM Work with April 2008 Yes Officer time collection Enterprise Enterprise Streetcare Biomass Boiler See renewable energy Climate Friendly MB/SM Peter MB/SM to sit on Done Yes Post currently vacant. Purchasing Roberts procurement boards. PR to attend Energy Man group Water Resources Water efficient MB LDF team Polices within Include in core Yes Officer time Planning Policies LDF on-going strategy of LDF negotiation Mar 2008 Water Harvesting on MB The Crem Crem done. April 2008 Yes Officer time. Council buildings Countryside Robinswood Unit Done
3
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Water butts for all MB/SM Severn Liaise with Begin by April Yes Severn Trent have had Trent Severn Trent and 2008 other priorities of late. agree funding Target 2010 package Renewable Energy Modify LDF policies MB LDF team Work with LDF Part of core Yes Officer time to encourage team to ensure strategy by Mar renwables polices included 2008 Train BC staff to MB Building BC staff to attend April 2008 No BC under Need to pursue when BC carry out energy control training staffed capacity available assessments Tidal barrage stance MB E&E Report to cabinet November 2008 Yes E&E done. Sec State Forum E&E meeting announced funding so no need for report Page 232 Alney Island Wind MB Alney 5kw proposal Nov 07 5kw 2010 5 kw slipped 2 225kw productive talks Turbine Contact Group commissioned 225kw months 225kw with Ecotricity they will 225kw talk to will need provider provide turbine, we energy providers on board provide land Wind turbines for MB SM Glos Work with End 2008 Yes Building mounted public buildings County Energy schools and other 5 schools turbines may not be man gp public bodies currently appropriate. Need to Schools expressed focus on small pole interest and have mounted on good sites. been assessed by providers Biomass Boiler MB. SWEA, Work with Depot End 2008 Yes Depot now supplying Enterprise, architects and wood chip though Streetcare other building architects may suggest designers ground source heat pump. Hydro Power at MB BW Glos Funding partners 2010 Yes Looking positive. New Llanthony county now signed up. owners of site are Consultants supportive. Funding next appointed more detailed engineering study.
4
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Biodiversity Protection of N S MB LDF team Include polices Nov 2007 Yes Done Corridor for species within emerging migration LDF Planting MB Justin Research and Nov 2007 Yes Done programmes for City Hobbs draw up climate Trees tolerant palate of trees Severnside regional MB Work with An ambitious No Project may be better Park Severnside partners and project which taken forward by GWT as project GWT seek funding may be eclipsed ‘Severn Vale Highway by similar GWT Project. Sevenside project funding vulnerable beyond April 2008. Need
to tie into green Page 233 infrastructure debate Water for Wetland MB LDF DC Write into briefs April 08 Yes Officer time. negotiate with developers Background MB LDF Work with Done Yes Done for Summer Biodiversity Streetcare Streetcare and bedding 2008 Enterprise Enterprise to ensure wildlife friendly bedding Adaptation Flooding policies in MB LDF Polices within Include in Core Yes Officer time LDF LDF strategy Mar 2008 Lobby EA on MB Streetcare Communicate Nov 07 Yes Officer time managed retreat Chief exec support of managed retreat to EA Free Trees MB JH tree Work up free tree Dec 07 Yes Funding for future years wardens scheme
5
Task Lead Officer/ Work needed Timetable On target Recourses/Problems Outcome Others Green buildings MB Energy Asses own April 2008 Private stock and Officer time. management building stock. LDF Yes. Own gp Property Insert LDF stock unsure services LDF policies Negotiate with developers Delivery Set up a Steering SM Done meets in Done group of officers tandem with asset management group Set up a twice SM Need to re- Nov 07 Yes Officer time yearly Stakeholder convene Group stakeholder Page 234 group Update strategy on MB SM On-going work to On going Yes Officer time an annual basis update strategy Communication MB SM Work with On going In part Officer time programme Marcus marketing team to come with ongoing programme Climate Care Award MB SM Build on April 08 No More work needs to be Marcus successful Civic done trust award
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Gloucester City Council
APPENDIX 3
July 2007 2008 to 2010
Gloucester City
Climate Change Strategy
Text with a line through it is proposed
for deletion Text in bold and italics is
proposed for addition
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CONTENTS
FOREWORD
INTRODUCTION
Section 1
1.0 What is Climate Change? 1.1 How do we Contribute to Climate Change? 1.2 Why Have a Strategy? 1.3 Gloucester City Council’s Commitment to Climate Change 1.4 Objectives
Section 2
2.0 What are we already doing and what else are we going to do? 2.1 Buildings 2.2 Transport 2.3 Waste 2.4 Water Resources 2.5 Renewable Energy 2.6 Biodiversity 2.7 Adaptation
Section 3
3.0 How will we deliver? 3.1 Funding 3.2 What is not measured cannot be controlled 3.3 Raising awareness 3.4 Conclusion
ACTION PLAN
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FOREWORD
By Leader of the Council - Councillor Paul James and Cabinet Member for Environment - Councillor Steve Morgan
Climate Change is a global problem, tackling it however begins closer to home. We all have a responsibility to do this whether it be switching off appliances, thinking about our purchasing choices or recycling our waste material. This document sets out how Gloucester City Council intends to act so we impact upon the climate less and start to adapt to a climate-changed world.
Aware that strategies are all to often a collection of words that gather dust, this strategy has a series of actions and detailed projects at its core. It also sets up processes and procedures that will make these happen.
I believe most of us are humbled by the challenge of climate change, however, that should not put us off action, as only by action at every level at home, at school, at work, at local, national and international level can we prevent the worst effects of Climate Change. We all have a duty to act and I hope this strategy shows how we intend to play our part and hopefully inspire others to play theirs.
This is the second iteration of the strategy. A lot has happened over the past 12 months, not least the weather events of last summer. This updated strategy will ensure we are equipped to adapt to a climate changed world and do our utmost to reduce climate damaging emissions
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INTRODUCTION
Gloucester City’s Climate Change Strategy will raise awareness of the causes and effects of climate change. It will also set out to explain how climate change will affect Gloucester City and identify a number of actions that can be taken to reduce the impacts of these changes that will occur over the coming years. There will be three main areas for action within the Strategy, these are how we 1) Manage our Own Estate , 2) how we act as a Service Provider and 3) how we act as a Community Leader . The strategy’s action plan will address how Gloucester City Council can act in each of these different roles in addressing climate change. There are two main types of action within the Strategy: Mitigation Actions that reduce the emissions that cause climate change and Adaptation Actions that are changes that will be needed to respond to the effects of climate change. Given the events of last summer and the realisation that the effects of climate change are impacting upon us now more emphasis has been placed on adaptation in the current iteration of the strategy Funding has been identified and more will be sought to develop a number of high profile projects to address both of these areas.
This The original strategy was adopted by the City Council’s Cabinet in July 2007, however it and will be reviewed annually (the first review was adopted in July 2008) so please send any comments and suggestions you may have to Policy Design and Conservation. Herbert Warehouse, The Docks, Gloucester. GL1 2EQ. Email [email protected] If you want an informal chat then speak to Meyrick Brentnall on 01452 396829 or Stephen McDonnell on 01452 396209. .
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Section 1
1.0 What is Climate Change?
Climate Change as addressed in this strategy is defined as the gradual increase in the world’s temperature that is caused by human activity. This warming of the planet is caused by the increase in the concentration of greenhouse gases. These gases when in the atmosphere let through visible light from the sun but trap outward radiating infrared, this results in temperature increase similar to the effects within a greenhouse. The main non-natural source of these gases is in combustion processes using fossil fuels such as coal, oil and gas.
Carbon dioxide is the predominant greenhouse gas others include:-
• Methane • Nitrous oxide • Hydrofluorocarbons • Perfluorocarbons • Sulphur hexafluoride
The international scientific establishment now accepts that the process of Climate Change is underway as global temperature graphs have been able to show a steady increase in the world’s temperature, since the 1920’s when measurements began.
Some Carbon dioxide emissions also occur naturally from respiration in animals and other natural processes, however, 95% of the worlds Carbon dioxide emissions arise from the consumption of energy through the burning of fossil fuels.
The most likely results of climate change in Gloucester over the next century will be:-
• Winters up to 30% wetter • Flooding up to five times more frequent • Droughts as often as once every three years • Worsening summer air pollution. • More storms and gales and the resulting damage to property. • Loss of wildlife habitats and species. • Social unrest through increased migration. • Higher average temperatures will create a greater need for cooling in offices and homes along with a higher probability of extreme temperatures that could threaten the health of many people. • Drier summers, that will put a greater strain on water resources and wildlife and put pressure on farmers to diversify crops. • Rising sea levels that will lead to more coastal erosion and a greater risk of flooding. • Increased heat stress to the elderly and infirm (the 2003 heat wave in France killed 14500 people). The weather conditions causing such events will become very frequent.
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Flash floods and increased storm water surges on the River Severn could make the rare flood events such as those experienced in 1947 and 2000 and 2007 more frequent. Strong winds and flash floods due to heavy downpours will lead to an increasing risk of damage. Long periods of drought can cause subsidence, damaging property for homeowners and other organisations. Loss of wild life habitats will occur and some species may not survive in the changing climate. There will also be effects on human health with higher summer temperatures.
1.1 How does Gloucester Contribute to climate change?
Most human activity involves the use of energy either directly in the form of vehicle fuel for travel, or indirectly in the consumption of goods, food and enjoying leisure pursuits. The combustion of energy to do all these activities produces the gases that are contributing to Climate Change. Carbon dioxide locked up in fossil fuels is released during the combustion process creating the increase in carbon dioxide in the atmosphere. This equates to 2.5 tonnes of Carbon dioxide per resident per year in Gloucester (Source defra 2006) If industrial and road transport emissions are included this figure rises to 5.9 tonnes per resident or a massive 653,000 tonnes per year for the city as a whole. This carbon dioxide adds to the greenhouse effect within the earth’s atmosphere that is the main cause of climate change. (This calculation does not include emissions from international air travel).
1.2 Why have a Strategy?
All main political parties are now in agreement that Climate Change is a serious problem that needs to be addressed. If action is not taken now future generations will experience severe consequences such as rising sea levels and extreme weather conditions. In 1997 the Government signed The Kyoto Protocol (and the subsequent Bali roadmap) which acknowledged the problem of Climate Change and committed the United Kingdom to reducing its carbon dioxide emissions by 12.5% by 2012. More recently the 2006 Stern Report gives added impetus to the issue as did the weather events of last summer . This economic assessment of climate change describes it as the greatest and widest ranging market failure ever seen and unequivocally makes a financial argument for action. At a regional level the South West Regional Planning Guidance commits local authorities, energy suppliers and other agencies to a 20% reduction of Carbon dioxide emissions by 2010 and production of at least 11% of electricity from renewable energy sources by 2010. A sub regional target has also been set to generate between 40-50MegaWatts of electricity from renewable resources compared with the current 9MegaWatts being generated.
In June 2001 Gloucester City Council signed the Nottingham declaration, this gives a commitment to address Climate Change at a local level. To achieve these ambitious targets we need a local Strategy to co-ordinate and promote activity within the Council and across the City as a whole.
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1.3 Gloucester City Council’s Commitment
Climate Change Policy Statement
Gloucester City Council will work in managing its estate, as a service provider and in a community leadership role to manage the activities within the city that contribute towards climate change. It will also prepare and put in place measures to reduce the harmful effects of climate change to enable a process of adaptation to occur over time.
1.4 Objectives
• To increase public awareness of Climate Change, and of what people and the organisations they represent can do to lessen their impacts upon the climate and how they can adapt to a changed climate.
• To maximize the reduction in greenhouse gas emissions over the strategy period and where possible exceed government and regional targets.
• To increase the amount of electricity that is generated in Gloucester from low carbon or renewable sources to a minimum of 11% by 2010 in line with Regional Planning Guidance for the South West.
• To enable Gloucester, its citizens and biodiversity to adapt to the changes brought about by climate change to ensure the maintenance of a high quality of life.
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Section 2
2.0 What are we already doing and what are we going to do?
This part of the strategy details what activities the City Council is already doing to address climate change and what it intends to do in the future. It also gives an indication as to what the general public can do to reduce their carbon footprint and adapt to a climate changed world. As well as policy changes it sets out specific projects that will either reduce emissions or help us adapt to a warmer world. It is recognized that these projects alone will not significantly change matters, however, we are hopeful they will provide inspiration and guidance for others to follow. In setting out this section we have categorised main areas of work under the following headings; Buildings, Transport, Waste, Water Resources, Renewable Energy, Biodiversity and Adaptation . Many of these issues are of course inter-related.
2.1 Buildings
2.1.1 Issues
The energy we use in our buildings accounts for almost half of all man made carbon dioxide emissions. A quarter of our emissions come from our homes, the rest are down to offices and factories. There are a number of polices and procedures in place at a national level that try to tackle this issue including Building Regulations, The Home Energy Conservation Act and planning policy. Although Carbon Dioxide emissions from homes, offices and factories are generally stable, or even falling due in part to the above policies, electricity consumption in UK homes has increased by 25% over the period from 1990-2005. So even though appliances are as a rule more energy efficient we are using more gadgets for longer and for activities like home computing that were very unusual five or ten years ago.
2.1.2 What are we already doing?
• We support a number of initiatives at the local level including the Gloucestershire Energy Efficiency Advice Centre, the Affordable Warmth Strategy for the County, the Warm and Well Scheme, Warm Front as well as other utility funded schemes.
• We work with Gloucester City Homes and other social housing providers to ensure that high standards of energy efficiency are included in repair refurbishment and the development of new homes.
• We have adopted an Energy Management Strategy that has set ambitious targets to reduce CO 2 emissions in Council buildings.
• We currently buy all our electricity from a provider who uses a combined heat and power that is considered environmentally friendly as it has CO2 emissions 30% lower than the national average and is climate change levy exempt.
• We use the Local Plan and Local Development Framework (LDF) to ensure that new developments are built to high standards of energy efficiency and where appropriate utilise renewable energy.
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• Building Control Officers actively encourage builders to exceed minimum standards and frequently achieve significant improvements especially where long term financial savings can be shown.
2.1.3 What are we going to do?
We will use our role as housing authority to ensure Social housing providers minimise emissions in their developments through natural solar gain and heat storage techniques.
We will also encourage more new build homes in Gloucester to be built to the EcoHomes standard. (The EcoHomes the Government’s code for Sustainable Homes standard ( this requires developers to build to a higher standard than minimum legal requirement). Similarly we will encourage more commercial developments to conform to the BREEAM standard (Building Research Establishment Environmental Assessment Method - the commercial equivalent of EcoHomes ). One of the main barriers to implementing EcoHomes The Code for Sustainable Homes and BREEAM is the lack of qualified assessors. We will therefore train our building control staff to become EcoHome accredited assessor s so they can advise developers and our development control staff.
We will ensure that LDF policies encourage the implementation of CHP and other low carbon generation technologies in new development
A significant amount of energy is wasted lighting commercial premises. Although we have no formal control over this issue, through the Lighting Strategy we will endeavour to work with building owners and tenants to reduce their night time energy needs
With regard to our own stock we will ensure that they are as efficient as practicably possible, and managed in a manner that reduces Carbon dioxide emissions.
Gloucester Crematorium is a particularly energy hungry facility. Although a very sensitive issue we will explore the potential for expanding our Green Burials service as an alternative to cremati on. As well as requiring little energy Green Burials are marked by the planting of a tree and therefore lead to carbon being ‘soaked up’ as it grows (see adaptation below) We have been encouraging more carbon friendly burials such as woodland burials, however, cremation will for the foreseeable future be the preferred choice for many. We will work therefore, to make this process as low carbon as possible .
We will also ensure that the energy usage of each building is publicised in a prominent place so the public can hold us to account.
2.1.4 Projects
2.1.4(i) Solar Hot Water for Social Housing
We will continue to work with social housing providers principally Gloucester City Homes, to install Solar Hot water systems on their housing stock. We will grant aid the installation of this technology and monitor the results. For large
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families especially, this can provide significant financial savings and reduce CO 2 emissions.
2.1.4(ii) Solar Hot water for all
The Governments grant scheme for solar hot water is the Low Carbon building Programme. In partnership with the County Council and the Severn and Wye Energy Agency we will further fund this scheme to make it more accessible to the general public.
2.1.4(ii) Combined Heat and Power for GL1
We will install a Combined Heat and Power plant at the leisure centre. This generates electricity by burning gas but uses the waste energy to provide the centres heating needs. This is an exceedingly efficient use of gas and will result in significant CO 2 savings.
2.1.4(iii) Solar Hot Water for a Council Building
We will look seriously at a Solar Hot Water system on a Council building. There are practical and planning issues that need to be overcome on some of our older buildings and on some there will be difficulty of accessing the roof. Whatever we will do our utmost to ensure this mature technology is thoroughly explored .
2.1.4(iv) Energy Champions
Energy Champions are employees who take responsibility for the energy used within a defined area of workspace. We have already piloted energy champions within the City Council. We intend to build on this work and extend the support given to the champions. We will also look to roll out the project to other large organizations in the City in partnership with the Severn Wye Energy Agency.
2.1.4(v) Heat Candid Camera
Our Building Control Service has access to a thermal imaging camera. This shows graphically the energy performance of buildings, and an exercise was carried out to monitor non compliance of new housing stock over the winter. to raise the profile of non -compliance of new buildings , Although only a handful of substandard properties were found, it proved very useful and we will use the camera to do more work this coming winter . we wi ll use the Camera on a number of new properties, and publish the results. If successful we will look into repeating the process .
2.1.4(vi) Low Carbon Depot
The commissioning of a new depot at Eastern Avenue provides the City Council with an ideal o pportunity to build an exemplar building. As well as reducing the buildings carbon footprint we will ensure that rainwater is harvested and other climate care issues are taken on board. We will invest significant extra
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funding in to this building and make it available for schools and other organizations to use as an educational resource to raise awareness of recycling and waste management . Planning consent has been awarded for a new depot at Eastern Avenue. Although a design and build contract we will ensure that some innovative measures are in place to ensure that it generates at least some of its energy on site though renewable or low carbon means. We shall also ensure that some of the rain water on site is collected for non-potable uses, and that surface water generally is managed properly on the site through a sustainable urban drainage system.
2.1.5 Targets
Be responsible for at least 10 new solar thermal collectors in the City by 2008.
By 2008 through the planning system be responsible for at least 50 houses built each year to the Code for Sustainable Homes level 3 EcoHomes standard ‘Very Good’ or better.
Through the planning system be responsible for at least 1 commercial building a year being built to BREEAM standard of ‘Very Good’ or better.
Reduce CO2 emissions from principal buildings owned by the City Council by 20% to the year 2010.
To increase the number of homes with improvements made to heating systems and improved thermal comfort. To increase measures installed through Gloucestershire warm and well scheme by 500 per year for next 3 years in line with Local Area Agreement Targets.
2.1.6 What you can do
For home owners the advice is insulate, insulate, insulate! It will save you money and reduce CO2 (you may be eligible for a grant see Gloucestershire Energy Efficiency Advice Centre). Similarly, buying energy efficient light bulbs will save you money over the lifetime of the appliance and reduce CO2. Switch off all appliances when not in use and always buy ‘A’ rated goods such as fridges and washing machines. They may cost more but they will pay you back in the long run. Choose your electricity generator/supplier carefully and ask if their green tariff supports new low carbon installations.. For more information on all of the above speak to Gloucestershire Energy Advice Centre on 0800 512012 – its free.
For business similar advice applies. For large organisations set up an energy champions network (Severn Wye Energy Agency 01594 545360) can provide advice) you may be able to save significant energy and money on any industrial processes you are involved with. See Severn Wye Energy Advice Agency for information or contact us here at the City Council.
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2.2 Transport
2.2.1 Issues
Transport accounts for almost a third of the total United Kingdom CO2 emissions. 93% of these are as a result of road transport. The simplest way of reducing the level of transport related emissions is by travelling less. If we need to travel then we should try and walk, cycle or use public transport. Other ideas such as car share and car clubs can also help to reduce car use.
Most journeys are actually quite short, indeed the Quedgeley Travel Smart Project 2001/02 found that 28% of all car trips were less than 3km in length and 7% were shorter than 1km. The most recent Travel Smart programme in Barton and Tredworth 2006 saw a reduction in car use of 13%. There is great potential therefore for changing a large number of shorter car journeys to walking, cycling or public transport. Gloucester City Council, colleges, schools, companies and other organisations can all help make this happen. The use of travel plans within organisations to encourage travel by walking, cycle and public transport has been shown to make a real difference.
As an organisation we need to show a lead on this issue and work harder with staff to tackle the problem of single car occupancy travel to work.
A third of all transport related greenhouse gas emissions are due to freight. As the real costs of transporting goods around the world has dropped we have been able to source even perishable goods from far- flung places of the globe. Farmers markets and local purchasing polices can cut this, and provide local economic benefits as well.
Air transport is one of the most rapidly expanding sources of greenhouse gases. Although this is something we generally have little control over as joint owners of Gloucestershire Airport with Cheltenham Borough we have a responsibility therefore to understand better the Carbon Dioxide emissions associated with its use.
In partnership with the County Council a number of transport projects are being developed that should assist in reducing transport borne emissions, for example, improving the reliability and quality of bus services and improving the interchanges such as Gloucester Bus station. At an international level the European Union and the United Kingdom government have requested that car manufacturers reduce Carbon dioxide emissions from new vehicles by 25% from 1995 levels by 2008. It also appears that tough mandatory targets will be set shortly. Other measures such as changes to car tax bands and changes to taxation of company cars are all aimed at encouraging cleaner vehicles.
In Gloucester car ownership is slightly less that the South West as a whole with 24% of Households having no vehicle at all.
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2.2.2 What are we doing?
• We are creating We are working with Gloucestershire Highways in order to create better cycle paths and reducing traffic speeds in the urban area with homes zones and other measures such as Safer City. • We promote the adoption of travel plans by schools, businesses and other organisations both as a voluntary measure and as a planning condition on new developments to encourage modal shift. We are also implementing our own travel plan. • Gloucester City Council adopted a Green Travel Plan in 2001 and has encouraged staff and the public to access all its sites by more sustainable modes of transport. • We helped set up and continue to support the Farmers’ Market in Gloucester.
2.2.3 What are we going to do?
We will continue to work with Gloucestershire Highways and the bus companies to develop the bus quality partnership along with Gloucestershire County Counci l to improve local services. We will support the building of a new Public Transport Interchange at Elmbridge that connects to the rest of the City through improved public transport links. We will also support new Park and Ride facilities on the west of the City.
We will use the development opportunities promoted by the Gloucester Heritage Urban Regeneration Company and the Gloucester Quays Project to develop better walking and cycling links in the City core.
We will seek, with other partner s, to develop a further Individualised Travel Marketing Programme to encourage the use of walking, cycling ,car sharing and public transport as an alternative to the car.
In partnership with Cheltenham Borough and the airport management we will look at the carbon footprint of Gloucestershire Airport. Once a baseline can be established we will work to set a carbon ceiling on the airports aviation operations and look at how this is to be reduced. The 2 councils will also work with the airport management to reduce the carbon footprint of the ground operations including travel to and from the facility to see if the site can be managed with fewer emissions and to ensure that if decisions are made on its long term future it’s carbon budget is a factor consider ed
We will remove the bottled water fountains from the Docks offices and have them replaced by mains water dispensers.
We will revise and update our travel plan, in doing so we will work with staff to ensure that plans and procedures are in place that allow for more ambitious targets to be set for reducing single occupancy car travel to work.
(Gloucestershire County Council is the highways authority with responsibility for Transport planning and infrastructure in Gloucester)
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2.2.4 Projects
2.2.4(i) New bus station
We will develop a new bus station to replace the existing one and make it into a more integrated transport exchange facility.
2.2.4(ii) Alternative fuels for City Council Contractors Fleet
We will encourage our partners a nd contractors to implement fuel management systems to save energy and where appropriate adopt the use of alternative fuels.
Electric Car We will purchase or lease a low carbon electric car to be used by Staff for site visits within the City
2.2.4(iii) Car Club
Car clubs allow residents the benefits of occasional car use without the cost and environmental problems associated with car ownership. Essentially you book a car and only use it when you need to.
We will work with Vision 21 (they run the Stroud Car Club) and/or other providers in an enabling role to set up a Car Club in Gloucester using contributions (Section 106 monies) from development. We will ensure that planning policies enable continued expansion of this facility.
2.2.5 Targets
To reduce the percentage of Central Severn Vale residents travelling to work by car (single occupancy) mode to less than 50% by 2011 (Gloucestershire Local Transport Plan 2006 Target).
To ensure all partners and contractors adopt green travel plans and fleet management programmes by the end of the strategy period 2010.
To set up a commercially viable car club by the year 2010.
To have an electric pool car operating in the city by the end of 2008
2.2.6 What can you do?
Walk, cycle or take public transport whenever possible. Encourage your employer to adopt climate friendly work practices and polices, for example, car sharing or home working. Don’t fly if you can take the train, short haul is often the most polluting per km flown. If you buy a car see how fuel efficient it is.
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2.3 Waste
2.3.1 Issues
When biodegradable waste breaks down in a landfill site it gives off gas, which consists of up to 65% methane and 35% carbon dioxide. Methane is a particularly powerful greenhouse gas, which means that waste and how it is disposed of is a serious climate care issue. Another important reason for recycling waste is to conserve energy. Using recycled material in the production of new goods is far more energy efficient compared to using raw materials. For example, recycling an aluminium can saves 95% of the energy that would have been required to make a can from virgin material.
In 2004 methane accounted for about 8% of the UK’s greenhouse gas emissions. Of which landfill was the predominant contributor.
Gloucester City Council and other ‘District’ Councils are the waste collection authorities; Gloucestershire County Council is the waste Disposal Authority. All are working together though the County Waste Management Partnership.
2.3.2 What are we doing?
• We have developed a citywide kerbside recycling scheme and green waste collections for 44,000 26,000 households. This is composted in a manner that does not emit methane. • We promote the ‘reduce, reuse and recycle’ message through schools and to the public. • We are increasing the quantity of materials collected for recycling by running a citywide area-marketing programme. • We recycle office paper from our office buildings • We have established a commercial glass re-cycling collection.
2.3.3 What are we going to do?
• In partnership with the County Council and other Districts in the County we will support the study of various composting technologies as a sustainable means of dealing with green and kitchen waste. Some processes such as anaerobic digestion produce methane, which can then be used as a substitute for fossil fuel. • We will introduce an alternate weekly collection of residual waste and thus increase the incentive to recycle. • We will expand the green waste collections to all homes with gardens . • We will look again at our procurement policies to ensure that where possible we buy products made from recycled goods.
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2.3.4 Projects
2.3.4(i) Biomass Boiler
Using waste arising from the parks contract for wood fuel (see renewable energ y).
2.3.4(ii) Climate Friendly Purchasing
We will take the opportunity to update our purchasing policies when the new Procurement Strategy is published in Spring 2007. 2008-2009 The policies will ensure that more recycled and climate friendly products are purchased. On large procurement decisions we will ensure that an officer with an understanding of climate change and sustainability sits on the Project Board and can therefore influence the tendering process.
2.3.4 (iii) Food waste disposal Units
Working with Severn Trent we will explore the viability of food waste disposal units in kitchen sinks for new developments of flats and homes with small gardens
2.3.4 (iv) Recycle at work
We will ensure that staff at the docks have facilities available to them to recycle cans, glass and other materials in the office.
2.3.5 Targets
To recover value from 45% of municipal waste by 2010.
To recycle or compost at least 50% of household waste by 2010.
2.3.6 What can you do?
Re-cycle at home but don’t forget work. Commercial waste accounts for the majority of waste that is landfilled.
Compost your garden and kitchen waste. Even if you have a garden waste collection, compost what you can.
Buy recycled goods. If there is no market for recycled material the loop is broken and more material goes to landfill. Check on the packaging to see if it is made from recycled material (look for the recycled logo)
2.4 Water Resources
2.4.1 Issues
It is predicted that rainfall in Gloucestershire will reduce by up to 13% by the year 2080. Worryingly it is thought that more of it will fall in winter causing flooding and less in summer leading to droughts. This will have significant consequences for water security and the sort of problems
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experienced on an almost annual basis in the South East of England will be common place in Gloucester.
Water is our most precious resource and its profligate use needs to be addressed. Although Gloucester City Council is not responsible for the provision of water supply, it supports the work of the Environment Agency and Severn Trent Water in their efforts to improve efficiency and reduce leakage. It also supports their work in encouraging careful water use by households , businesses and other organisations.
Rainwater can of course be harvested and be employed for non-potable uses such as watering the garden or flushing the loo. Grey water (waste water from washing) can similarly be harvested and used in the same manner.
2.4.2 What are we doing?
Through the promotion of Sustainable Urban Drainage Systems (see Adaptation) we require water butts to be fitted to new dwellings. As well as reducing surface water run-off they provide a water source for gardens instead of using mains water.
• We have promoted one-day sales of water butts to conserve water. • Installed water free urinals in council offices • Undertaken water audits of council buildings to target areas of waste.
2.4.3 What are we going to do?
We need to work harder with developers both for housing and commercial development to address water use. Retro fitting buildings is seldom economic, but implementing water saving and harvesting techniques such as grey water recycling in new build can pay for itself. We will adopt planning policies therefore, that encourage sensible use of water and, where appropriate, water harvesting and recycling. (See also low carbon depot 2.1.4 (vi).
2.4.4 Projects
2.4.4(i) Water harvesting on Council Buildings
We will have installed a rainwater harvesting systems at the Crematorium and Robinswood Farm. We will investigate other buildings where this simple technology can be applied. where rainwater from the roof areas will be collected into large tanks and used to replace mains potable water.
2.4.4(ii) Water butts for all
We will fund and develop a project with Severn Trent and the Environment Agency to enable householders in Gloucester to access cheap water butts.
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2.4.5 Targets
50% of new dwellings with gardens to be equipped with rainwater butts.
At least one exemplar more water harvesting system to be implemented in the City by 2010.
Reduce the water usage in principal Council Buildings by 5% by 2010 from a 2005 baseline.
Be responsible for at least 500 water butts being sold at reduced rates to members of the public in Gloucester by 2010.
2.4.6 What you can do
If you can, fit a water butt. If you are not on a water meter think about changing. If you are a small household you may actually save money, cost is a big incentive and you and future householders will inevitably use less water. Do not fit water-wasting devices such as power showers. Buy appliances that use less water (dishwashers vary significantly in the amount of water they use). If you have old fashioned cistern think about re-fitting or place devices like a ‘Hippo’ (See Severn Trent) in them. Wash the car with a bucket and sponge not a hose. Use bath water on the garden
At work fit water saving urinals and or water control methods. Consider harvesting water from roof spaces and any water intensive industrial processes. The Environment Agency can help see www.environment- agency.gov.uk . 08708 506506 See also Severn Trent www.stwater.co.uk 08007 834444 . Or talk to us.
2.5 Renewable Energy
2.5.1 Issues
Renewable energy is energy produced from sources that do not use up finite resources such as fossil fuels like coal, oil or gas. The most commonly understood forms of renewable energy are water, wind and solar. Less known are ground source heat (actually solar) geothermal, wave power, tidal power, biomass, biogas and landfill gas. Some of these are applicable to Gloucester, some like Wave power are obviously not. Of all UK renewable energy produced Hydro electric generation is highest with 29%, followed by Landfill gas 25%, and wind power 17% Solar photovoltaics contribute 0.03%. At present just 4.2% of total UK electrical generation is renewable. At a County level just over 9 megawatts is produced through renewable means (enough to power about 9000 houses), as it happens over half of this is produced in Gloucester (Hempsted Landfill gas, Severn Trent biogas and Oxstalls Campus photovoltaic roof). We have the potential to build on this and become the renewable powerhouse of the County – not only would we reduce our CO2 contribution, but provide local jobs and prevent significant leakage of money out of the local economy.
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Nuclear energy (Fission) is not considered renewable. As a plant will not get built within or near the administrative area of Gloucester it is not considered relevant for this strategy. It is recognized however, that it is a low carbon technology albeit with disposal problems and a significant employer within the City. British Energy is involved in the Wind farm proposal at Lewis recently turned down by the Scottish Government . also currently developing a major renewable energy project on the Island of Lewis, this will involve the construction of 181 wind turbines which will have a generating capacity of 651.6 megawatts of electricity.
2.5.2 What are we doing?
Gloucester City Council has committed itself to support the development of renewable energy installations within the city and purchases all its electricity from renewable sources. We have signed up to the Gloucestershire Renewable Energy Action Plan and through the ‘Community Renewables Initiative’ helped set up ‘Gloucestershire Wood Fuels’ a ‘not for profit’ company dedicated to supplying wood chip for biomass boilers. Wood waste from our streetcare partner is made in to fuel for biomass boilers .
Although we already have supportive planning policies this has not resulted in any plant being commissioned . The City Council has planning consent for a 15 kilowatt wind turbine on Alney Island but excessive grid connection costs has meant this project has to date not been implemented. A 5kw turbine has, however, been constructed and ‘plugged in’ to the lock cottages on Alney Island thus removing the need for an expensive grid connection.
2.5.3 What are we going to do?
The planning process has the potential to deliver a number of renewable energy projects. We need to look at how flexible the planning policies are so that developers are not put off investing in Gloucester. We also need to be aware that most buildings can generate a percentage of renewable energy on their roofs or as part of their developments generally. We will include policies within our forthcoming Local Development Framework that require developers to generate a percentage of their buildings energy needs from renewable sources or combined heat and power. Compliance with this policy is a big issue so we will therefore train our Building Control staff in energy assessment methodologies and purchase them the software that will allow them to carry out this important work.
A wider marketing and public awareness raising campaign will also be required to increase the take up of Solar Thermal water heaters and other low cost renewable energy installations. This has been done in other urban areas by running clubs, courses, seminars and exhibitions to show the public what is available. Working with other agencies and using Government grants such as the Low Carbon Buildings Programme that offers support to renewable installations, it is hoped that the number of installations in Gloucester City can be increased. See www.lowcarbonbuildings.org.uk for more details. There are also tough Local Area Agreement targets that if reached will enable the City Council and other agencies in the county to access reward grants allowing further installations to be funded.
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A tidal barrage across the Severn Estuary would produce and immense amount of renewable energy but would come with some significant environmental impacts. Tidal lagoons would be more benign but would not generate the amount of energy or mitigate flooding (a potential benefit of a barrage). Although well outside the administrative area of the City its impacts would be felt here. We intend therefore to seriously investigate the proposal and put forward a firm policy statement on this controversial issue. The Government has recently announced a 2 year feasibility study into the barrage and the City Council is a consultee on its work. We will play an active roll in this process and come to a formal position when the study reports.
2.5.4 Projects
2.5.4(i) Alney Island wind turbine.
Alney Island is the large, open, city council owned nature reserve to the west of the docks. Although not as windy as some upland areas it does have a good wind speed that could be considered commercial .We have installed will install a small scale (5 -15kw) 5 Kw wind turbine on the island, the energy will be sold to the national grid and used to pump more water on to the island .We will also look seriously at the prospect of a larger turbine on the island. This will have to be a commercial operation supported by an energy company. Consultation has shown an appetite for something around 30 metres in height but no more. Due to the current high demand for turbines this could not happen for at least 3 years. Discussions with suppliers have raised problems of locating large transformers in the flood plain. However we will still pursue this project as smaller 50kw models may (like the 5kw) be able to house transformers and other electrical equipment high up in the towe r.
2.5.4(ii) Wind turbines for Public Buildings School Grounds
We will develop a pro ject that offers small -scale wind turbines to schools and other public buildings as an educational resource and a functioning renewable energy generator. In particular we will work with the County Council to try and get a number installed in Schools so chi ldren can benefit from seeing this technology at first hand. Herbert Warehouse in the Docks is a good site as it is high and open. We will install a small 1 kw generator designed for domestic use, these are straightforward to install and will allow us to e valuate this sort of technology and its appropriateness for Gloucester. Listed building consent and planning permission will however be needed. The information gained from these small domestic sized turbines and larger (5 – 15 kw) models will be disseminat ed allowing residents, business and other organizations in the area to better understand the costs and benefits of wind power . Schools often have large open playing fields that make them ideal sites for wind turbines. Turbines are also seen by young people as iconic and provide a useful educational tool for the schools giving an insight into renewable energy, wind speed, direction etc. They can also provide a catalyst for further energy work around efficiency and
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insulation. We will work with schools therefore, providing expertise on grants, planning permission and other technical/bureaucratic aspects of installing a turbine. We hope to help at least 3 schools. The information gained from these small domestic sized turbines will be disseminated allowing residents and businesses to understand better the costs and benefits of wind power.
2.5.4(iii) Biomass Boiler
Gloucester City Council pays to have its tree prunings and other wood waste from its parks and streets taken away. This is a valuable carbon n eutral energy source that needs to be exploited. Biomass boilers are now sophisticated, fully automatic and well tested. We have already ensured that the new streetcare partner looks into this resource as part of their contract, Tree waste from, our partner is now used for biomass, though ideally we need to install a biomass boiler in one of our buildings or persuade someone else to do so. We will ensure therefore that before we commission new heating installations that biomass is thoroughly tested as a potential fuel, we will also work with partners to convince them as to the benefit of this sort of cheap carbon free energy.
2.5.4(iv) Hydro Power at Llanthony
There is a useful head of water at Llanthony Weir plus significant flow. Although this is los t in times of flood and high tides it still has the potential to generate useful amounts of carbon free energy. We will work with British Waterways and conduct a feasibility study into its potential. If proved positive we will work to implement such a sche me. We recently commissioned a feasibility study into the potential of Hydro power at Llanthony weir. The report was very positive, with potentially 1 mega watt of energy available. Although a complex project requiring both Llanthony and Maismore weir to be raised (temporarily with deflateable rubber extensions) we believe that given the energy available it is worth pursuing. Subject to no overriding objections from the Environment Agency we shall work with partners therefore, to investigate funding streams that can make this ambitious project a reality. This may include a requirement for developers to pay into to a fund as part of their on/near site renewable energy obligation.
2.5.4 (v) Photovoltaics (PV)
PV systems are expensive with long pay back times, as such they have been a low priority as money has been spent on more productive projects. The grant regime is however, looking better and there are some buildings where no other renewable technology can work. We will look again at this technology therefore and see if it is worth while on one of our buildings. As the leisure trust will be able to access more grant funding then one of their buildings could be a possibility.
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See also solar hot water for social housing
2.5.5 Targets
Installation of at least 3 small turbines by the end of 2008.
Install a turbine on Alney Island that has gained general acceptance by members of the public by 2010.
To be responsible for installation of at least one biomass boiler within the City by 2008.
To achieve 20 renewable energy installations per year on domestic, public sector and community buildings by 2010 in line with Local Area Agreement targets
2.5.6 What can I do?
Get involved in the consultation process on the Alney Island Turbine. Get involved in the planning process generally either through the Local Development Framework (that’s where the policies requiring on-site renewable energy appear) or in actual applications.
Solar hot water is probably the technology with the quickest pay back. It is also mature, reliable and tested. There are grants available which bring the price down and give pay back times of 5 years or so. (See www.lowcarbonbuildings.org.uk)
If you really want to go for it put up you own turbine (you may need planning permission so check first).
2.6 Biodiversity
2.6.1 Issues
The effects of climate change on the plants and animals in Gloucester and the surrounding countryside is there for all to see. Little Egrets (small white Herons), until recently a rare summer visitor from more southern climes, now breed close to the city. Anyone approaching middle age will all know from their own experiences that springs are earlier and autumns later. These effects are likely to become more apparent as climate change continues, with the expansion in the range of some species, local extinction of others, and habitat change becoming increasingly common.
Natural change has of course affected the world’s species for millions of years. However, the current rate of change is unprecedented and the ability of species to respond is compromised by man’s impact on the environment.
As the climate warms species will tend to drift north (or to higher altitudes), however, this ability is constrained by their mobility and availability of habitat. More importantly fragmented landscapes under intensive agriculture criss-crossed with roads and other impermeable man made barriers will make the northerly drift very difficult.
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Some habitats such as wetlands and beech woodlands will be particularly susceptible to changes in rainfall patterns, in particular drier, hotter summers as predicted for this part of the country.
Responses in the uncertain world of climate prediction are difficult, however, the past response to species loss of protecting a few cherished sites is clearly inappropriate. Larger areas need to be managed for nature conservation to allow adaptation to occur within them. More importantly landscape scale corridors need to be created especially with a north south orientation to ensure species can drift and spread to cooler areas as the temperature increases.
2.6.2 What are we doing?
The conservation of habitats and species in Gloucester, as elsewhere, is focussed around protected sites. These are often intensively managed often in order to protect a few important rare species. Some sites like Hucclecotte Hay meadows in Abbeymead (A Site of Special Scientific Interest) is surrounded by development, so any chance of species drift either in or out is limited. As well as managing these sites the City Council manages sites on behalf of, or in partnership with, other bodies. It also helps schools and community groups to understand wildlife and to create their own habitats in their neighbourhoods. On a landscape scale we have hosted the Severnside Countryside Management Project for the past 6 7 years. This has certainly had an impact on the wildlife value of the wetland and related habitats adjacent to the river Severn both in Gloucester City and in Stroud District. Planning Policy within Gloucester City restricts development in the corridor along the Severn specifically for the purpose of adapting to climate change.
2.6.3 What are we going to do?
We need to ensure that inappropriate management or development of habitat does not impair the north-south drift of species. The Severn corridor gives us a unique opportunity to exploit a natural north south corridor that is relatively free of development though often intensively farmed.
We need to look at management of certain habitats and pre-empt the changes resulting from climate change. For example, we will look at current wetlands to see if they can be artificially charged with water.
If biodiversity is to be more resilient and more capable of adapting to change, we have to ensure that species diversity is achieved across a wider area and not just at designated nature reserves. This will include making sure that the interconnectivity of habitats is taken into consideration.
The tree strategy identifies a schedule of trees appropriate to specific sites and areas within the city. We will thoroughly investigate the potential impact of climate change on urban trees in the Gloucester context and adopt a modified range of trees that will be more resilient to the effects of climate change. When discharging planning conditions for tree planting on new development, species appropriate to a climate-changed world will be specified.
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The Natural Environment and Rural Communities Act places a new duty on all public bodies to have regard (as far is consistent with proper exercise of their functions) to the purpose of conserving biodiversity. We will need to be aware of this duty as we discharge our duties across all levels of service.
Finally we will look at planting programme s especially for trees within Gloucester ensuring that species that can tolerate drier hotter summers predominate .
2.6.4 Projects
2.6.4(i) Severn side Regional Park . Severn Vale Biodiversity Project
A natural extension of the Severnside Countryside Management Project would be a regional park, similar to the successful River Nene Regional Park in Northamptonshire. This would focus around an area of the Severn floodplain broadly from Slimbridge to Tewkesbury. While this proved difficult to deliver, the wildlife trust has recently launched their Nature Map concept where habitat improvements are taken forward on a landscape scale. For the Sevenvale this has manifest itself in the Severnvale living landscape project. The 2 project officers work with landowners and other partners in a similar manner to the Severnside project but along the whole Severn Vale. The City council supports the Nature map and the living landscape project and will work with the project to achieve real landscape scale habitat improvements within the Vale .. The park would not have a statutory basis and would rely on marketing the concept to funders and existing stakeholders within the area. Funding would come from a myriad of sources including planning contributions and potentially landfill tax credits. Although access and landscape improvement would be a significant role of the Regional Park, biodiversity and wildlife management on a landscape scale would be paramount, in particular the maintenance of a strategic north south corrid or .
2.6.4(ii) Water for Wetland
It is predicted that wetlands will suffer from longer, drier, hotter summers. There are number of wetlands within the City. It is proposed that at least 2 are artificially charged with water. On Alney Island it is pro posed that water is pumped from the Severn onto the wetland reserve to keep it wetter for longer.
Run off from development can be treated through sustainable methods and used to artificially charge existing wetland. This will be achieved through negot iation with developers and will be related to a Sustainable Urban Drainage System (See section 8).
2.6.4(iii) Background Biodiversity
Urban areas are rich in wildlife and the City Council manages significant areas of land within the City. The new partnering arrangement with Enterprise and working practices at the
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Crematorium provides us with the ability to mange areas of public open space for biodiversity as well as amenity. We will work with Enterprise and the Crematorium to ensure that wildlife friendly mowing regimes are implemented in target areas. This will also help us discharge our duty with regard the NERC act . Accord provides a one -off opportunity to ensure that ground maintenance is in part carried out with biodiversity in mind. A specific output will be to ensure that bedding plants chosen for displays will be nectar rich and capable of supporting a wider range of species while ensuring the quality of the display is not diminished .
2.6.4(iv) Netheridge Traditional farm traditional habitats
The creation of the new market at Netheridge has provided a golden opportunity to manage some of the market site and the rest of the holding for wildlife. We will work with partners to ensure that a management plan is adopted and implemented over the coming years. This to include traditional farm habitats such as hay meadow and orchard and specific areas for wetland creation.
2.6.5 Targets
Set up a regional park in the area adjacent to the Severn by 2009. Have the maintenance and drift of wildli fe as a prime objective.
Implement a pumping system on Alney Island that ensures that sections of it are kept wetter even in dry hot summers.
Through negotiation with developers, ensure that runoff from development charges existing wetland systems on at least 1 site. Consent achieved 2010.
At least half of the bedding plants chosen for displays in Gloucester will be nectar rich (not F1 Hybrids or those renowned for poor nectar production) for the 2008 season.
Restore the Netheridge holding to traditional farm habitats and create new areas of wetland habitat.
Produce a new schedule of trees for the tree strategy and for use in Development Control by end 2007.
2.6.6 What can I do?
Garden with wildlife in mind. Compost your waste (a fantastic environment for slow worms and other fauna). Be a bit careful with chemicals, plant lots of nectar loving plants and don’t be so tidy.
Join the local wildlife trust. Visit a nature reserve, cherish it while it is still there.
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2.7 Adaptation
2.7.1 Issues
More dynamic, stormier weather conditions are expected to be a feature of Climate Change for Gloucester. This will lead to higher surge tides, increased fluvial flooding (belonging to rivers) and stronger wind speeds. When this is coupled with sea level rises flooding will inevitably become a more frequent event. This is especially true for Gloucester being at the head of the estuary and therefore susceptible to high tides and fluvial flooding
These are based on the predictions from the UK Climate Impacts programme 02 report. The updated UKCIP08 is to be published in November of this year, this may reflect the weather events of last summer although information to date suggests that similar scenarios will be predicted. Generally therefore we should expect hotter and drier summers with wetter winters. Flood events and storms will be more common.
Summers will become hotter and drier and this will have consequences for wildlife, water resources (see above) and our health. We need to plan ahead so we can cope, and ensure that by coping we do not make matters worse (air conditioning is very energy hungry ). New development therefore needs to be designed to incorporate measures currently used in Southern Europe such as Briese Soleils (shading over windows) and shutters to address extreme temperatures, it also needs to be out of the floodplain - not just the current area but what we expect it to be in the future.
Parks and open spaces should be in more demand in the future, we need to ensure therefore that there is enough to go round, and that they are landscaped and designed to cope with high temperatures and summer droughts. Management will also need to change to take account of temperature and rainfall changes. Shade will be crucial, not just for public open space but as part of schools, businesses and other development.
Following the storm events of last year it became clear that flooding was not just a River Severn event but could result from small scale brooks and ditches not being able to cope. There are areas that need more detailed management and some brooks and culverts need engineering improvement to ensure that they do not cause problems either locally or else where (there is no point in relieving one flood area for another to be come inundated ).
2.7.2 What are we doing?
We have put in place a new partnering agreement to cover our streetcare services. This will ensure that management of open spaces is done on need i.e. when the grass is growing as opposed to traditional schedules. The Highway authority plant a significant number of street trees a year, the City Council plant many more in parks and open spaces. Through our planning powers we currently expect development to be out of the existing flood plain plus 60 cm. We are working with the Environment Agency. The County Council and local residents to remove impediments to flood flow
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on Alney Island, as well as improving flood defences around Alney Terrace and its environs.
Following the events of last summer a number of changes have taken place with regard to watercourse management within Council ownership. Brooks are inspected every 2 weeks for blockages and a number of restrictions to flow have been removed. Flood fairs have been held where advice and guidance is given out and flood resilience seminars have taken place. A dedicated officer has been employed to help those who have been flooded. This post has also been responsible for looking at problem water courses and being a contact liaison point for the EA, ST and other stakeholders . Some engineering works have been carried out .
2.7.3 What are we going to do?
As part of the Local Development Framework we need to ensure that current flooding policies are carried through and enhanced. We also need to be proactive in removing further impediments to flood flow. As well as Alney Island we need to look beyond our administrative boundaries. For example, existing agricultural defences at Minsterworth and further down stream restrict flood flow and flood plain capacity. This was particularly relevant given the Severn Flooding and the impact on Alney Island and Walham substations. Although controversial we shall lobby the Environment Agency to pursue a ‘managed retreat’ policy in some of these areas whereby agricultural flood defences are not maintained or even removed. Not only will there be flooding benefits but biodiversity ones to.
Through the Local Development Framework we will encourage development that takes on board the needs of a climate changed world. We will be requiring developers to meet EcoHome a high Code for Sustainable Homes rating and BREEAM standards. This encourages water recycling, passive cooling and other climate sensitive features. Passive design features common in Southern Europe will need to be incorporated in new development
We will work with our Streetcare partner to ensure that planting schemes from bedding to trees take account of drought tolerance and other climatic variances. Similarly landscape schemes submitted, as part of new development will be required to plant climate sensitive schemes.
The Pitt report into the 2007 floods (Sir Michael Pitt was asked by the Government to carry out a review of flood related emergencies) has published its interim recommendations. The full report is due out later on this year. We will work with the County Council and other partners to ensure that recommendations are looked at, and where appropriate taken on board.
A capital programme of works has been costed and drawn up. Some of these are repairs following the floods, others are works to ensure that property or other assets are not put at risk. These will be implemented over the coming months and funded from a myriad of sources.
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2.7.4 Projects
2.7.4(i) Free Trees
Trees temper winter and summer climatic extremes and soak up carbon as well. They also provide a wildlife habitat and amenity value. We will give away 500 1000 trees a year to schools, community organizations and individuals to plant on land they are responsible for or in City Council ownership . We shall also with our Streetcare Partner increase the tree stock in the City.
2.7.4(ii) Green buildings
Buildings can be covered in plants. Not only does this look attractive, and provide a habitat, but it reduces the heat effect in urban areas as hard surfaces soak up solar radiation. Green roofs are a particularly useful way of reducing heat and we will work with developers to ensure that some buildings are constructed with a growing, living roof. We will look to our own building stock to see if we can grow plants on them.
2.7.4 (iii) Surface Water Management Plans
Surface water management planning draws on the experience and knowledge of statutory undertakers, the EA and others with understanding of watercourses and sewers. The outcome will be a map and strategy that identifies areas of concern and other surface water issues within a geographical area. A handful of pilots have been undertaken in the country so far – we will build on this experience and work with Severn Trent and the EA to draw up a SWMP for Gloucester .
2.7.4 (iv) Retro SUDS
Sustainable Urban Drainage Systems allow surface water to be managed in a more natural manner. Rather than collecting water from roofs and hard surfacing and putting it in a pipe for it to cause flooding elsewhere, water is stored and managed as much as possible on site. This means that water reaches brooks and streams in a more metered and natural manner. We will identify and implement a scheme on a public building.
2.7.4 (v) SUDS Manual
Although SUDS have the ability to control surface water in a more sustainable manner, their take up from the development industry has been mixed. Adoption of SUDS features is still a block to their implementation and although the City was one of the first to agree to adopt such structures, nervousness and lack of knowledge on behalf of the development industry still prevents many schemes coming forward. We will commission consultants therefore to draw up basic guidance as to what SUDS do, how they are to be constructed and what needs to be done
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to be have them adopted by the City Council for future management.
2.7.4(vi) Stream Wardens
Based on our successful ‘Friends of’ groups and Tree Wardens, we will set up at least one pilot stream warden scheme for a water course that has been subject to flooding. The wardens will be trained and will work with the City council ensuring that blockages are identified. We would also like to engage the wardens in the drawing up of management plans for the sites and enlist them in their implementation.
2.7.4(vii) Adapting to Climate Change
To ensure local authority preparedness to manage risks to individuals, communities and business from a changing climate the Government has proposed a new national indicator 188. Authorities are invited to report on their level of activity on a scale of 0 to 4. Zero is essentially no preparedness with 4 being well prepared with an action plan and processes in place for monitoring progress. We will commit the authority to achieving level 3 by the end of 2011.
2.7.5 Targets
1000 500 trees planted over the 2007/2008 2008/2009 planting season
At least one Green roof constructed in the City by 2010.
NI 188 level 3 by 2011
2.7.6 What can I do?
If you have room, plant a tree (we will give you one if you want). Persuade your employer to plant a tree. Try not to fit air conditioning – use other ways to keep cool. If you work in the office switch off computers and other equipment as they give off heat. Generally fit low energy appliances. You can volunteer as a stream warden, If you are in a vulnerable area you may wish to join a local flood group (contact Wayne Best on 396703).
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Section 3
3.0 How will we Deliver?
Strategies do not implement themselves, they need individuals to drive them forward and processes put in place to ensure that policies, programmes and projects are carried through. To ensure that the strategy is delivered we will set up two groups; a Steering Group made up of Council officers and a Stakeholder Group made up of external agencies, business, community groups and elected members. The stakeholder group will meet twice a year and act as a forum for discussion, to hold officers to account and as a means of consulting and engaging with the wider community . We have set up steering group of officers and Members, that meets Quarterly, a stakeholder group of external agencies, businesses, community groups and elected members was also set up. The latter group may be merged with the Environment and Ecology Forum and the Gloucester Environmental Partnership .
The steering group will meet monthly to ensure implementation does not lose momentum. This group will report to the stakeholder group and Cabinet . We recognise that Climate Change is a rapidly changing area of work, and that projects, policies and programmes that may appear ahead of the game today are the norm in a relatively short period of time. We intend therefore to continue to update the strategy on an annual basis. Not only will this allow us to take account of changing attitudes, national/ international policies and new technologies, but also give us an opportunity to formally review progress and targets on a regular basis. It is envisaged that the Stakeholder Group and the Environme nt and Ecology Forum will be key players in this annual review . Gloucester Environmental Partnership will be a key player in the annual review .
3.1 Funding
It will also be important to identify funding for the implementation of the strategy, initially for development and co-ordination, but over the long term in order to deliver some of the projects that are set out in the strategy action plan.
The priority for these should be based on a detailed evaluation whereby costs and benefits in CO2 reductions are used in order to obtain the greatest benefit towards achieving targets.
Some funding has been identified and has been linked to the existing energy management budget. Additional funds will be sought from both internal and external-funding streams such as the Low Carbon Buildings Programme and European Union funding sources when these can be found. Match funding bids where this will enable invest to save projects to be developed will be supported.
The Stern Report on climate change has indicated that carbon trading schemes may be a way forward for local authorities to offset the impacts of climate change, it is not yet clear what form this government scheme will take. It is however possible that Gloucester could participate in such a scheme in order to achieve carbon reduction targets.
Of course strategy implementation needs officer time. Human resources will be identified that will allow the policies, programmes and projects to be taken forward and developed.
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3.2 What is not measured cannot be controlled
The signatories to the Nottingham Declaration on Climate Change along with the Department of Trade and Industry, The Environment Agency, The Energy Saving Trust, The Carbon Trust, IDEA, UKCIP have agreed to endorse the South East Climate Change Pa rtnership Emissions Monitoring Group template for reporting and monitoring emissions that contribute towards climate change The Local Authority Carbon Management Programme has been established by the Carbon Trust to help local authorities realize carbon em issions savings. It is quite likely that the 2007 Climate Change Bill will include a requirement for local authorities to report on emission reductions annually. When this annual reporting requirement is made Gloucester will provide data each year and publ icise reductions accordingly .
There are a number of new national performance indicators that have been established during 2008. These require the City Council to report on progress towards its climate change objectives and will allow the council to be compared with other similar towns and cities across the country. National Indicator (NI) 186 looks at the percentage of CO2 emission reduction per capita in the local area. There are also NIs on waste, biodiversity and of particular relevance adaptation to climate change. We will attach a table showing these indicators and how we have preformed against them to any forthcoming annual report.
3.3 Raising Awareness of Climate Change
One of the most important areas of the strategy is how we get the message across and increase public understanding of climate change and its effects.
During 2007 a national climate change awareness raising campaign is being launched which will include television advertising and other marketing approaches to get across the message about what people can do in their day to day lives to reduce the effects of climate change. It will be important to link up to this programme.
In the first year of the strategy we produced and distributed a new leaflet on ‘how you can combat climate change in your own home’ . We also created display panels and web pages to explain the strategy. We will continue to promote the strategy
In order to do this a widespread public information and education programme needs to be carried out.
• By linking to national programmes. • By creating new updating web pages. • By targeting schools and young people. • By holding displays seminars and road shows • By printing leaflets posters and distributing information • Work with and link together existing community groups to help them focus on climate care initiatives
We will continue to develop a Communication Programme that will draw these issues together and allow us to market the strategy in a co-ordinated manner.
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To ensure the profile of Climate Change is raised on a regular basis we shall launch a Climate Care Award that recognises the contribution that an organisation and/or an individual has made towards combating climate change has been incorporated into the Gloucester Civic Awards and its effects over the previous y ear. This will need to be a high profile event should that capture the imagination of the public and provide inspiration for others to follow.
The slogan for the national campaign is ‘’Save Your 20%’’ for more information log on to the energy saving trust web site at www.saveyour20percent.co.uk . Or ring your local energy advice centre for a leaflet 0800 512012.
3.4 Conclusion
Gloucester City Council has an obligation as the local district council to act in a community leadership role in preparing the city and its people for the challenges and surprises that will result from the effects of Climate Change. It will also need to demonstrate good practice and stewardship through the way that it manages its own estate and assets and as a service provider.
By setting up the necessary framework for addressing these and unforeseen changes that may occur as a result of climate change. The implementation of the action plan work plan , the input of the stakeholder and Environmental partnership and establishment of a stakeholder and steering group will enable the city to protect and conserve a healthy and pleasant environment for its citizens and visitors despite the impacts of Climate Change. The strategy also outlines a number of practical projects, which will help Gloucester respond to climate change.
A more detailed Work Programme has replaced the Climate Change Action Plan. This will be updated on a regular basis and will be reported to Members of the Steering Group and the Gloucester Environmental Partnership
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The Climate Change Action Plan
Objective Action Responsibility Cost Timescale Rep/out 1. To increase To establish a publicity Environmental Requires Long term public awareness and edu cation Co -ordinator new funding of climate programme, to run at Steering Group £1000PA * change least one public campaign (Community each year, to also hold leadership role) exhibitions, conferences and stands in order to raise public awareness of climate change 2. T o reduce Link up to national energy Environmental Within Short term greenhouse gas saving trust campaign on Co -ordinator existing emissions across save 20%. Steering Group budge ts Gloucester by Gloucestershire 20% by energy advice 2010(community centre leadership role) 3. To increase All council buildings will Gloucester City Within Short term the amount of show annual energy use Council and existing electricity that is and CO2 emissions stakeholder budgets generated from Promote the energy rating group renewable of buildi ngs for both resources. domestic and commercial (Community premises leadership and managing own estate role) 4. To enable By establishing projects Steering Group, Within Long term Gloucester such as Severnside St akeholder existing citizens and regional park, water for Group, Tree budgets biodiversity to wetlands and free trees Officer, adopt to the and green buildings. Architects, changes brought Setting standards for Countryside about by Climate builders and developers Officers Change to and contractors. ensure the mainte nance of high quality of life to all.(service provider role) ADDITIONAL PROJECTS FOR CLIMATE CHANGE ACTION PLAN
Energy Energy Champions City council and £2000 PA Long term champions scheme to encourage all employers, for 3 years * Objective 1 employees to save SWEA. energy as roll out scheme Steering group to all city major and stakeholder employers. group. Combined Heat Combined Heat and Gloucester City Separate Sort term and power power for GL1 Council fundin g bid. Objective 2 Solar water for a Solar hot water for a Gloucester City £10000 * Medium council building council owned building Council term Objective 2 Solar hot water Solar hot water installed Gloucester City £12000 Short for social in Gloucester City Hom es Council. * Medium housing properties Gloucester City term Objective 2 Homes. SWEA New bus station New bus station to create Gloucester City Separate Long term Objective 2 an integrated transport Council, GHURC, funding exchange. Stagecoach. stream.
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Objective Action Responsibility Cost Timescale Rep/out Heat Candid Heat Candid Camera to Building Control £500*. Short term Camera spot energy wasting Steering Group Objective 1 buildings SWEA. Low Carbon Ensure that the new Project board, £100000 Medium Depot depot is built to be an Accord term exemplar climate friendly building Alternative fuels Alternative fuels for city Steering group Within Long term Objective 3 council fleet vehicles and partners. existing Accord. budgets. Car club Car Club to establish and Steering group, Section 106 Long term Objective 3 maintain through a car club funding. service level agreement . providers. Biomass boiler Biomass boiler to Developers, Would Long term Objective 3 establish one which will partners, steering require burn wet parks waste group and separate timber shredded SWEA. funding bid. Climate friendly To include climate change Steering Group, Within Short term purchasing and recycled material use Procurement existing Objective 2 in purchasing policy Officer budgets criteria. Water harvesting Water harvesting at the Steering group £500 * Short term Objective 1 Crematorium & crematorium Robinswood hill manager. I Elphick Water butts for Water butts for all to offer Steering group sponsorship Medium all low cost water butts to Severn Tr ent and from water term Objective 1 householders. the environment company agency. agreed. Wind turbine on To build a wind turbine on Gloucester City Self funding Long term Alney Island Alney Island to generate Council and comme rcial Objective 3 electricity stakeholder operation. group Mini Wind Mini turbines for schools Gloucester City £5000 pa*. Medium turbines for and public buildings Council term buildings project to offer free wind Gloucestershire Objective 3 turbines to schools County Council and stakeholder group Hydro power at Hydro power at Llanthony Steering group, Feasibility Medium to Llanthony weir weir British study £1500 Long term Objective 3. Waterways. * Free trees Free trees and green Gloucester City £1000*. Short term Objective 2 walls roofs initiatives Council and stakeholder group Severnside To create a wildlife Country side Subject to Long term regional park corridor to encourage management unit separate Objective 4 biodiversity and wildlife. steering group funding bids. partners. Water for To artificially charge Countryside unit Within Long term wetland wetlands with water to steering group existing Objective 4 provide wildlife habitats partners. development and conservation budgets Background To use wildlife friendly Steering group Within Short term Biodiversity plants within parks on partners, parks existing Objective 2 planting schemes officers. budgets.
Green buildings To use planting to cover Tree officer, From Long term Objective 2 buildings green roofs and steering group developer walls lan dscape contributions.
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Objective Action Responsibility Cost Timescale Rep/out architects. Wind turbine for To install a small wind Planning £2500.* Short term Herbert turbine on Herbert officer/energy Warehouse warehouse to generate steering group Objective 3 electricity. Increased EcoHome training for BC Steering group £2000 Short to number of Staff * medium EcoHomes term Objective 2 Climate Care To make annual award Ste ering group £1000* Short term Award that recognises the Environmental Objective 1 contribution that an Co -ordinator organisation or individual has made to City Council.
* subject to agreement by Energy Management group
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This page is intentionally left blank Scrutiny Information request / response form All requests requiring a response to be listed on this form. Form to be sent to each officer responsible for response. Completed forms returned to committee section for circulation to scrutiny and copied to report author.
Committee Date of Committee Date responses due (10 working days) OSM 3 June 2008 17 June 2008
Member Officer Response to query Query / request requesting responding
Cllr. Haigh Establishment of a Night-Time Tony Hughes To be considered by the Scrutiny Panel (tba) as part of examining Transport Task and Finish Group overall scrutiny programme.
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Agenda Item14
com mfold/comgen/scinforeq030608.doc Page 272
This page is intentionally left blank Page 273 Agenda Item 16 OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE 7 JULY 2008 CABINET DECISIONS TAKEN ON 5 JUNE 2008
SUBJECT DECISIONS TAKEN
POLICY FOR DEALING WITH 1. That the Officers from Environmental Health TRAVELLING PEOPLE IN involved in work on this policy be thanked. GLOUCESTER CITY (ES20807) 2. That the Head of Legal Services investigates the possibility of recovering costs where it is necessary for the City Council to provide sanitary facilities for the use of travellers on tolerated encampments.
3. That the policy for dealing with travelling people in Gloucester City be approved.
PARKING SERVICES PROCURE- 1. That the Parking Services Procurement Project MENT - PROJECT INITIATION Initiation Document be approved as framework for DOCUMENT (PT06058B) managing this important project.
2. That the Corporate Director Regeneration be tasked with and authorised to undertake the Executive responsibility and decision making associated with the project, subject to the final contract award being approved by Cabinet.
GATING ORDERS - A CRITERIA 1. That the criteria for Gating Orders in the Appendix FOR ADOPTION (ES20809) be adopted for application throughout the city.
2. That an annual budget of £15,000 for Gating Orders be allocated to cover the costs of placing public notices in the Citizen and purchasing, installing, maintaining and if necessary de-commissioning the Gates from April 2009.
3. That Delegated Authority be granted to: • the Environmental Health Manager to initiate the process for the making of Gating Orders; • the Environmental Health Manager in consultation with the Cabinet Member for Environment to authorise the making of Gating Orders where there are no written representations; Cabinet to make decisions regarding Gating Orders where written representations have been received except where regulations require the matter to be referred to a Public Inquiry. BUSINESS CONTINUITY That the Corporate Recovery Plan (Appendix 1) For MANAGEMENT: CORPORATE Gloucester City Council be approved under the RECOVERY PLAN (RCS08012) requirement set out in the Civil Contingency Act 2004 and the Contingency Planning Regulations 2005.
CABINET/CABGEN/OSMDEC080708.doc 1 Page 274 SUBJECT DECISIONS TAKEN
TREASURY MANAGEMENT That the City Council’s Treasury Management Activities ANNUAL REPORT - 2007-2008 report for 2007 – 2008 be noted. (RMD200807)
COUNTYWIDE PROCUREMENT 1. That Cabinet agreed to the joint procurement of the OF HOUSING AND COUNCIL Application form. TAX BENEFIT APPLICATION FORM (DRBEN001) 2. That Cabinet delegate authority to the Head of Benefits to enter into a joint procurement exercise for the purchase of Benefit Application forms for a period of five years with any other Local Authority / Authorities.
HISTORIC BUILDING GRANTS - 1. That Cabinet agree in principal to the allocation of LOWER EASTGATE STREET the Historic Areas Grant monies for 2009 – 2010 (PT06058A) for the operation of a Facelift Grant Scheme in Lower Eastgate Street and request that Officers prepare details of the scheme for approval.
2. That Cabinet agree to the existing Interim Grant Scheme being extended to three years (for the projects already identified to enable the Lower Eastgate Facelift Scheme to be commenced as soon as is practicable).
CABINET/CABGEN/OSMDEC080708.doc 2 OVERVIEW & SCRUTINY MANAGEMENT COMMITTEE WORK PROGRAMME 2008 (Functions : Co-ordination, Corporate Performance, General Scrutiny Issues, Corporate Governance (Scrutiny),Financial Monitoring, Manage Overall Scrutiny Work Plan and resolve resource issues, pre-scrutiny of executive decisions)
TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and OFFICER & finish group) SUPPORT Scrutiny Study into Regular To inform n/a AD (Legal, Report to OSM Sickness Management monitoring members of the Democratic & every 6 months Sickness Absence Personnel Further update due statistics Services) June 2008 Constitution Review Task and Finish To assist the AD Cllrs. Elaine Democratic Revision to Group (LDPS) in Emerton, Mary Services Constitution, carrying out the Smith, Declan Manager delegated powers,
(Annual Review of the Page 275 Annual Review of Wilson approved by Annual Council’s constitution) the Council’s Council Meeting 19 Constitution and May 2008. to recommend Further report to changes to Council meeting 24 th Annual Council. July 2008 on Need to identify revision to areas for review committee structure
and scrutiny Agenda Item17 functions
Review of Voluntary & Task and Finish TBA TBA CD (S & D) TBA Community Group Group Funding
TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and OFFICER & finish group) SUPPORT External Scrutiny Gloucester Heritage Task and Finish Ascertain how Cllrs. Phil Phil Staddon T & F attendance at Urban Regeneration Group URC impacts on McLellan, Kathy AD(Regenerat URC board meeting Company Corporate Williams, Mike ion) and visit URC offices Strategy. Lawlor Spring 2008. Gloucestershire Airport Task and Finish Examine Airport Cllrs. Chris Witts, AD (Legal, Reported to OSM Group business plan Kathy Williams, Democratic & January 08. Harjit Gill Personnel Further report March Services) 08. Page 276 Future items for Task and Finish Ascertain how Cllrs. Phil AD (Legal, Meeting to be External Scrutiny : Group Partnership McLellan, Kathy Democratic & arranged May/June • Local Strategic agencies impact Williams, Kate Personnel 2008 to scope studies Partnerships on Council’s Haigh/Harjit Gill Services) LSP/LAA further to Corporate (LSP/LAA) completion of
• Local Area Strategy. GHURC & Airport Agreements studies. Flood Recovery Task and Finish Monitor /make Cllrs. Debbie Chief Date of next meeting Group recommendations Llewellyn, Jan Executive 9 June 2008 at 6 pm. on the action Lugg, Susan AD(LDPS) plans arising from Jones the flood emergency 2007
commfold\scrutiny\osm\workprogrammes\july08update.doc 2 SCRUTINY COMMITTEE FOR THE BUILT ENVIRONMENT WORK PROGRAMME 2008 (Covering the following portfolios : Regeneration and Culture, Planning and the Environment, Housing, Health Scrutiny)
TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and OFFICER & finish group) SUPPORT Licensing Review Task and Examine whether Cllrs. Jonathan Gill Ragon Final meeting 8 Finish Group Licensing Act Whittaker, Mary Phil Lane April 2008 achieved statutory Smith, Norman Report to OSM licensing objectives Ravenhill Committee 3 and examine whether (excludes June 08. fees set by Govt are Licensing & Report to sufficient to carry out Enforcement Cabinet 5 June authority’s Committee 08 enforcement duty. members) Page 277 Buildings at Risk Update To monitor progress Conservation ongoing Register reports at each on Buildings at Risk and Design (Ongoing) meeting in the City Officer Gloucester City Provide To monitor the Homes Performance quarterly performance of Phil Lane ongoing update reports Gloucester City Homes Choice Based letting Regular To monitor progress Housing Presentation to system Update on implementation of Allocations Scrutiny Built Reports a Choice Based Team Environment 28 Letting System January 2008.
commfold\scrutiny\osm\workprogrammes\july08update.doc 3 TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and OFFICER & finish group) SUPPORT Use of the Council Report from Cllrs. Lise Head of ICT, Meeting to be website the ICT Noakes, Jeremy Tony Hughes held on 18 June working party Hilton, Mark 2008. Hobbs Homelessness Report Assess impact of N/A Phil Lane TBA Advice Post GLOFYSH closure GLOFYSH on homelessness Housing Green Update report Assess impact for Phil Lane Report back as Paper Gloucester appropriate Planning White Update report Assess impact for Phil Staddon Report back as Page 278 Paper Gloucester appropriate Demoted Tenancies Report Effectiveness of Report due to introducing demoted SCBE 1 tenancies 12 months October 2008 after implementation Bandstand Inquiry Report Outcome of N/A TBC Requested at bandstand inquiry Council detailing costs. September 2007 Late night transport TBA TBA TBA Tony Hughes TBA Review Marketing Alliance TBA TBA TBA TBA (reference Council 13/03/08) Supporting People Possible joint Scrutinise delivery TBC Amanda TBC Contract scrutiny with of the Supporting Wadsley/ County People Contract Tony Hughes commfold\scrutiny\osm\workprogrammes\july08update.doc 4 TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and OFFICER & finish group) SUPPORT Night-Time TBA TBA TBA TBC TBC TBC - to be discussed by Transport Scrutiny Panel (suggested at OSM Committee, 3 June 2008) Page 279
commfold\scrutiny\osm\workprogrammes\july08update.doc 5 SCRUTINY 2 WORK PROGRAMME 2008 (Covering the following portfolios : Heritage & Leisure, Streetcare)
TASK SCRUTINY AIMS MEMBERSHIP LEAD TIMESCALE RESOURCES (Status) METHOD (if task and finish OFFICER & group) SUPPORT Streetcare Performance To monitor Tony Hipkins Regular Update Partnership Monitoring performance Tree Management Task & Finish To assess the Cllrs Elaine Frances Mangan Scoping of project Policy Group effectiveness Emerton, Gordon Tony Hughes agreed by T & F of the Heath, Nick group 17 March (Item proposed at Council’s Tree Durrant 2008. Next Council 9/02/06) Strategy meeting to be Page 280 arranged in May/June 2008. Target for final report Cabinet 12 November 2008.
Throw Out Monitor Cabinet TBA TBA TBA Agreed to set up TBA Shopping Bags Member’s T&F Group at SC2 progress further October 2007. to Council Superseded by resolution Council Res. 29/11/07 29/11/07. SC2 agreed to re- examine the issue in May 2008.
commfold\scrutiny\osm\workprogrammes\july08update.doc 6 Issue Number Gloucester City Council
FORWARD PLAN - CABINET
(JULY - NOVEMBER 2008)
(Cabinet Meeting: 30 July, 3 September, 8 October and 12 November 2008)
Cabinet Members
Portfolio Name Contact Details Leader and Regeneration and Culture Councillor Paul James 4 Pitch View, 46 Kingsholm Road, Gloucester GL1 3AU Tel: 384051 e-mail: [email protected] Deputy Leader and Housing and Health Councillor Andrew Gravells 39 Drivemoor, Abbeydale, Gloucester GL4 5XP Page 281 Tel: 503974 e-mail: [email protected] Performance and Resources Councillor Debbie Llewellyn 10 Moorhen Court, Quedgeley, Gloucester GL2 4LE Tel: 722090 e-mail: [email protected] Environment Councillor Steve Morgan 92 Hempsted Lane, Gloucester GL2 5JS Tel: 520534 e-mail: [email protected] Communities and Neighbourhoods Councillor Kathy Williams 12 Woodcote, Longlevens, Gloucester GL2 9RX Tel: 307604 e-mail: [email protected] Heritage and Leisure Councillor Martyn White Coglan Lodge, Old Monmouth Road, Longhope, Gloucester GL17 0NZ Tel: 831618 e-mail: [email protected]
This Forward Plan contains details of all the key decisions that are planned over the next four months. It will be updated and published every month. The Forward Plan also includes Budget and Policy Framework items; these proposals are subject to a period of consultation and Overview and Scrutiny Committees have the opportunity to respond in relation to the consultation process.
Cabinet dates may change during the year and you are advised to contact Democratic Services - details below
1
A Key Decision is one that:
v involves significant expenditure or savings v has a significant effect on communities in two or more electoral divisions
KEY = Key Decision BPF = Budget and Policy Framework
CONTACT:
For further information on any of the items please contact the Officer shown.
To make your views known on any of the items please also contact the Officer shown or the portfolio holder (details overleaf).
Page 282 For information on attending meetings or asking questions, presenting petitions or making statements at Cabinet meetings and other meetings of the Council, please contact:
Tony Hughes on. (01452) 396167, Fax: (01452) 396140, e-mail: [email protected]
For a copy of the Forward Plan please call Lisa Evans on (01452) 396167 (Democratic Services ).
2
METHOD OF CABINET DECISION BACKGROUND CONSULTATION CORPORATE PLAN PLANNED CONTACT DOCUMENTS AND MAIN KEY AIM DATES OFFICER/COUNCILLOR CONSULTEES CABINET DATE: 30 JULY 2008
LEADER OF THE COUNCIL (CABINET MEMBER FOR REGENERATION AND CULTURE)
KEY Eastern Avenue Depot - None. Cabinet 30 Officer:Peter Goodland Award of Tender Jul 2008 Tel: (Tel: 01452 396845) Email: [email protected] CABINET DATE: 3 SEPTEMBER 2008
Page 283 LEADER OF THE COUNCIL (CABINET MEMBER FOR REGENERATION AND CULTURE)
KEY Sale of the Vaughan None. Council 18 Officer:Christopher Mallard Centre, Southgate Street Sep 2008 Tel: (Tel: 01452 396106) Email: [email protected] KEY Coach House, Land at St None. Cabinet 3 Officer:Michael Lyon James's Close, Quedgeley Sep 2008 Tel: (Tel: 01452 396145) Email: [email protected]. uk CABINET MEMBER FOR HOUSING AND HEALTH
KEY The Revised None. Cabinet 3 Officer:Mary Hopper Homelessness Strategy Sep 2008 Tel: (Tel: 01452 396537) and Action Plan Email: [email protected]
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METHOD OF CABINET DECISION BACKGROUND CONSULTATION CORPORATE PLAN PLANNED CONTACT DOCUMENTS AND MAIN KEY AIM DATES OFFICER/COUNCILLOR CONSULTEES CABINET MEMBER FOR PERFORMANCE AND RESOURCES
KEY Support Services Review None. Cabinet 3 Officer:Jacquie Douglas Sep 2008 Tel: (Tel: 01452 396607) Email: [email protected] KEY Use of S106 Interest None. Cabinet 3 Officer: Sep 2008 Tel: ()
Email: Page 284 KEY Review of Standing Orders None. Council 18 Officer:Amanda Wadsley Sep 2008 Tel: (Tel: 01452 396402) Cabinet Members, Email: Overview and Scrutiny [email protected] Management Committee, Group Leaders and the Constitutional task and Finish Group. BPF Review of the Committee None. Council 18 Officer:Amanda Wadsley Structure including the Sep 2008 Tel: (Tel: 01452 396402) Role of Members and the Email: Scrutiny Process [email protected]
CABINET MEMBER FOR HERITAGE AND LEISURE
KEY Management None. Cabinet 3 Officer:Julian Wain Arrangements for the Sep 2008 Tel: (Tel: 01452 396200) Leisure Trust Email: [email protected]
4
METHOD OF CABINET DECISION BACKGROUND CONSULTATION CORPORATE PLAN PLANNED CONTACT DOCUMENTS AND MAIN KEY AIM DATES OFFICER/COUNCILLOR CONSULTEES KEY Progress report for None. Cabinet 3 Officer:Phil Staddon wheeled sport and play Sep 2008 Tel: (Tel: (01452) 396701) facilities in the Barnwood, A meeting took place Email: Abbey and Hucclecote with local Councillors, [email protected] areas PCSOs, Skaters and Council Officers
Consultation exercises were carried out in February and June with leaflets being delivered Page 285 to 900 homes in Abbeymead which were closest to the proposed location. CABINET MEMBER FOR COMMUNITIES AND NEIGHBOURHOODS
KEY Community Engagement None. Cabinet 3 Officer:Amanda Wadsley Strategy Sep 2008 Tel: (Tel: 01452 396402) Email: [email protected] KEY Commissioning Advice None. Cabinet 3 Officer:Amanda Wadsley Services Sep 2008 Tel: (Tel: 01452 396402) Email: [email protected]
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METHOD OF CABINET DECISION BACKGROUND CONSULTATION CORPORATE PLAN PLANNED CONTACT DOCUMENTS AND MAIN KEY AIM DATES OFFICER/COUNCILLOR CONSULTEES CABINET DATE: 8 OCTOBER 2008
LEADER OF THE COUNCIL (CABINET MEMBER FOR REGENERATION AND CULTURE)
KEY Use of 106 Interest None. Cabinet 8 Officer:Phil Staddon Oct 2008 Tel: (Tel: (01452) 396701) Email: [email protected] CABINET MEMBER FOR HOUSING AND HEALTH Page 286
KEY Future Arrangements for None. Cabinet 8 Officer: Management of Council Oct 2008 Tel: () Housing Stock Email:
CABINET MEMBER FOR ENVIRONMENT
KEY Public Conveniences None. Cabinet 8 Officer:Trevor Light Oct 2008 Tel: (Tel: 01452 396326) Email: [email protected] CABINET DATE: 12 NOVEMBER 2008
CABINET MEMBER FOR HERITAGE AND LEISURE
KEY Museums Storage None. Cabinet 12 Officer:Phil Staddon Nov 2008 Tel: (Tel: (01452) 396701) Email: [email protected]
6 Page 287 By virtue of paragraph(s) 1 of Part 1 of Schedule 12A Agenda Item 19 of the Local Government Act 1972.
Document is Restricted Page 290
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