(Public Pack)Agenda Document for Cabinet, 24/06/2014 14:30

Public Document Pack

Legal and Regulatory Services / Gwasanaethau Cyfreithiol a Rheoleiddiol Direct line / Deialu uniongyrchol: 01656 643147 Ask for / Gofynnwch am: Andrew Rees

Our ref / Ein cyf: Your ref / Eich cyf:

Date / Dyddiad: Wednesday, 18 June 2014

Dear Councillor,

CABINET

A meeting of the Cabinet will be held in Civic Offices, Angel Street, Bridgend on Tuesday, 24 June 2014 at 2.30 pm .

AGENDA

1. Minutes of the Previous Meetings 5 - 30 To receive for approval, the minutes of the meeting of Cabinet of 29 April and 27 May 2014.

2. Apologies for Absence Apologies for absence (including non-attendance due to other Council business).

3. Declarations of Interest To receive declarations of personal and prejudicial interest (if any) from Members/Officers in accordance with the provisions of the Members’ Code of Conduct adopted by Council from 1st September 2008.

4. Wales Audit Office - Annual Improvement Report on Bridgend County Borough 31 - 60 Council May 2014 To introduce the report of the Wales Audit Office to Cabinet.

5. Reviewed Performance Management Framework 61 - 98 To present the Council’s reviewed Performance Management Framework for Cabinet to consider, approve and adopt.

6. Financial Performance 2013-14 99 - 118 st To provide Cabinet with information on the Council’s financial performance as at 31 March 2014.

7. Medium Term Financial Strategy 119 - 124 To update Cabinet on the implications for the Medium Term Financial Strategy (MTFS)

Tel/Ffôn: 01656 643643 Fax/Facs: 01656 668126 Email/Ebost: talkt [email protected] SMS Messaging/Negeseuon SMS: 07581 157014 Twitter@bridgendCBC Website/Gwefan: www.bridgend.gov.uk Text relay: Put 18001 before any of our phone numbers for the text relay service Cyfnewid testun: Rhowch 18001 o flaen unrhyw un o’n rhifau ffon ar gyfer y gwasanaeth trosglwyddo testun

following revision of funding assumptions for 2015-16 to 2017-18.

8. Capital Programme 2013-14 to 2023-24 125 - 134 To obtain approval from Cabinet to present a report to Council for a revised capital programme for 2013-14 to 2023-24.

9. Social Housing Allocations Policy 135 - 142 To seek Cabinet approval to end the ‘Transitional Arrangements’ attached to the Social Housing Allocation Policy and create a ‘Residual Group’.

10. Civil Parking Enforcement 143 - 146 To advise members of the current position post implementation of Civil Parking Enforcement in April 2013 and seek views on its further application within Bridgend CBC.

11. Review of Household Waste Recycling Centres (HWRC) and Closure of the 147 - 160 Site at Penllwyngwent, Ogmore Vale To set out for consideration by Cabinet the future provision for domestic household waste recycling centres (HWRC) across the County Borough, including the proposed closure of the site at Penllwyngwent, Ogmore Vale.

12. Provision for Pupils with Additional Learning Needs (ALN): Outcome of 161 - 182 Consultations on Proposal to Establish a Learning Resource Centre Provision at Maesteg Comprehensive School To inform Cabinet of the outcome of the consultation on the proposals to establish learning resource centre at Maesteg Comprehensive School and to present to Cabinet the findings of the consultation in a detailed Consultation Report .

13. South Wales Improvement Collaboration (SWIC) Fostering Project 183 - 188 To outline the steps taken towards achieving a more collaborative approach with other Local Authorities within SWIC in the delivery of in-house fostering services and to seek Cabinet approval to continue to adopt a “Best Practice Model In The Recruitment Of Foster Carers” and to cease the Council’s continuing involvement with the SWIC’s fostering project work steams which outline proposals to establish a regional marketing centre and a move towards a harmonised payment structure for foster carers across the SWIC region.

14. Cessation of Resolutions Fostering Service 189 - 192 To update Cabinet on the recent dissolution of the Resolutions Fostering Service.

15. Provision for Pupils with Additional Learning Needs (ALN): Outcome of the 193 - 200 statutory notice regarding proposed changes to Ysgol Bryn Castell (YBC) Special School, Llangewydd Junior School and Maes yr Haul Primary School To inform Cabinet of the outcome of the statutory notice period to transfer responsibility for the satellite base of Ysgol Bryn Castell Special School, for pupils with communication difficulties, from Maes yr Haul Primary School to the governing body of Llangewydd Junior School.

16. Bridgend Locality Health and Social Care Integration: Next Steps 201 - 208 To update Cabinet on the progress of integrating health and social care services for older and physically disabled people within the County Borough, and to seek approval to continue with the strategic direction set out in the report.

17. Amendment to the Scheme of Delegation of Functions 209 - 214

To seek Cabinet approval for the transfer of Cabinet functions with the Council’s Scheme of Delegation of Functions from the Corporate Director - Resources to the Chief Executive and to approve further amendments to the Scheme of Delegation of Functions.

18. Public Protection Service Plans 215 - 342 To seek Cabinet approval for the Food Law Enforcement Service Plan 2014-2015; Trading Standards Service Delivery Plan 2014-2015; Housing and Pollution Control Service Delivery Plan 2014-2015 and to seek Cabinet approval of a report to Council for the Health and Safety Service Plan 2014-2015.

19. Information Reports and Minutes for Noting 343 - 348 To inform Cabinet of the minutes of Joint Committees and information reports which have been published since its last scheduled meeting.

20. Urgent Item Any Other Business which by reason of special circumstances the Chairperson is of the opinion should be considered at the meeting as a matter of urgency.

21. Exclusion of the Public The reports and min utes relating to the followings items are not for publication as they contain exempt information as defined in Paragraphs 14 and 16 of Part 4 and Paragraph 21 of Part 5 Schedule 12A of the Local Government Act 1972 as amended by the Local Government (Access to Information)(Variation)(Wales) Order 2007.

If following the application of the public interest test Cabinet resolves pursuant to the Act to consider these items in private, the public will be excluded from the meeting during such consideration.

22. Exempt Minutes of the Previous Meetings 349 - 352 To receive for approval, the exempt minutes of the meeting of Cabinet of 29 April and 27 May 2014.

23. Exempt Report of the Corporate Director Children 353 - 358

24. Exempt Report of the Assistant Chief Executive Legal & Regulatory Services 359 - 362 and Monitoring Officer

Yours faithfully P A Jolley Assistant Chief Executive Legal and Regulatory Services

Distribution:

Councillors: Councillors Councillors LC Morgan H J David P J White D Sage M E J Nott OBE M Gregory

Pages

Agenda Item 1 CABINET - 29 APRIL 2014

MINUTES OF A MEETING OF CABINET HELD IN COMMITTEE ROOMS 1/2/3, CIVIC OFFICES, ANGEL STREET, BRIDGEND, ON TUESDAY, 29 APRIL 2014 AT 2.30PM

Present:

Councillor M E J Nott - Leader and Chairperson

Councillors:

D Sage - Deputy Leader H J David - Cabinet Member - Children and Young People M Gregory - Cabinet Member - Resources P J White - Cabinet Member - Communities

Officers:

D Mepham - Chief Executive S Cooper - Corporate Director - Wellbeing D McMillan - Corporate Director - Children M Shephard - Corporate Director - Communities P A Jolley - Assistant Chief Executive Legal & Regulatory Services and Monitoring Officer S Roberts - Group Manager - School Improvement A Rees - Senior Democratic Services Officer - Committees

413 APOLOGIES FOR ABSENCE

Apologies for absence were received from the following Member/Officer for the reasons so stated:-

Councillor L C Morgan - Cabinet Member Wellbeing - Unwell. N Young - Corporate Director Resources and Section 151 Officer - not stated.

414 DECLARATIONS OF INTEREST

None.

415 WAIVER UNDER CPR 3.2.3 FROM THE REQUIREMENT TO TENDER FOR MAINTENANCE AND SUPPORT OF YOUTH OFFENDING SYSTEM FOR THE WESTERN BAY AUTHORITIES

The Chief Executive reported that Cabinet gave approval on the 1 April 2014 to establish a Western Bay Youth Justice Management Board to replace the interim combined Western Bay Regional Youth Offending Team Management Board (NEWBO) and the three separate management boards that currently operate in each local authority area, with effect from 1 May 2014. He stated that each Western Bay Authority currently used the same computer system, “Childview” supplied by CACI, which hold the intellectual property rights in the system. The system currently installed was considered fit for purpose and there was no need to retender this requirement.

The Chief Executive reported that the three CACI Childview systems operated by the City and County of Swansea Council, Neath and Port Talbot County Borough Council and Bridgend County Borough Council were all relatively new having been implemented from legacy systems on October 2012, May 2013 and December 2013 respectively. The individual authorities had received training to be able to operate the Childview systems and had adapted internal processes to make full use of the systems functionality. The individual youth offending teams were now very experienced in the use of the system,

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having gone through the change of adapting to the new case management system and there was no doubt that the CACI Childview system was fit for purpose and gave the necessary level of functionality in order to provide the service. Changes would be necessary to existing contracts with CACI in order to combine the three systems and in order to implement a single working computer system for the Western Bay Youth Offending Service, the three existing CACI Childview systems must be amalgamated. In addition the three separate contracts for the software licence and maintenance aspect would need to be consolidated. As Bridgend Council’s contract was the most recent version, this contract should be expanded to cover all the Western Bay Authorities and the individual contracts currently in place between CACI and Neath Port Talbot County Borough Council and the City and County of Swansea Council would need to be terminated. He stated that the anticipated cost of the new proposed contract would be £20,376.36 which would be apportioned between the authorities using the current agreed apportionment methodology of population.

The Chief Executive reported that the current contract with CACI would normally trigger a requirement to seek tenders by way of open advertisement under Contract Procedure Rule 7.2.3, however the decision to continue with the current Childview system and the fact that CACI hold the intellectual property rights in this system it was considered that they were the only supplier capable of meeting this requirement. He stated that a waiver from the requirement to seek tenders under Contract Procedure Rule 3.2.3 was sought. It was therefore proposed to seek a single tender from CACI to enter into a new contract until 28 May 2018, in line with the expiry date of the existing agreement. In addition the Council would need to enter into an agreement with the other Western Bay Authorities, specifically in relation to the revised agreement with CACI, to protect the Council’s position as the lead Authority for the contract.

The Cabinet Member - Resources in commending the proposal stated that this was another example of the Council collaborating with its partners.

RESOLVED: That Cabinet:-

(1) Noted the work to be undertaken to amalgamate the Western Bay YOT computer systems, and

(2) Approved a waiver, under Contract Procedure Rule 3.2.3, from the requirement to obtain tenders by open competition for the license and maintenance support for the current Youth Offending system;

(3) Authorised the Council to enter into a contract with the provider of the current system, on behalf of the Western Bay authorities, and delegated to the Corporate Director - Resources the execution of the contract subject to the terms and conditions of the contract being agreed by the Corporate Director-Resources in consultation with the Assistant Chief Executive Legal and Regulatory Services;

(4) Authorised the Council to enter into an inter-authority agreement with the other Western Bay authorities in respect of the license and software maintenance agreement with CACI, and the Assistant Chief Executive Legal and Regulatory Services be authorised to execute the agreement in consultation with the Corporate Director - Resources subject to the terms and conditions of the agreement being acceptable to the Corporate Director - Resources.

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416 APPOINTMENT OF LOCAL AUTHORITY GOVERNORS

The Corporate Director - Children sought approval from the Cabinet for the appointment of Local Authority Governors to the school governing bodies listed in her report.

RESOLVED: That Cabinet approved the appointments of Local Authority (LA) Governors to the school governing bodies listed in her report.

417 WELSH IN EDUCATION STRATEGIC PARTNERSHIP

The Corporate Director - Children reported on the response to the consultation on the Welsh in Education Strategic Plan (WESP) and sought approval of the document following recommended revisions from Welsh Government and from the public consultation.

The Corporate Director - Children reported that the School Standards and Organisation (Wales) Act (2013) became law on the 4 March 2013 and placed a statutory requirement on local authorities to prepare and introduce a Welsh in Education Strategic Plan. She stated that the Council had submitted the draft WESP to the Department of Education and Skills on the 20 January 2014 and had completed the statutory eight week consultation with the prescribed stakeholders to allow them to contribute to the draft Plan. The Plan was considered and informal feedback was provided by the Welsh Government by the 28 February 2014 and the Plan must be published by the Council on its Website by the 1 June 2014 and copies made available at its offices and other suitable places.

The Cabinet Member - Children and Young People commented on the importance of the Welsh in Education Strategic Plan which is an ambitious plan and stated that the Council was committed to the Welsh language in that it was planning to relocate Ysgol Gynradd Cymraeg Cwm Garw to a new school building in Betws.

RESOLVED: That Cabinet:-

(1) Approved amendments to the WESP in line with Welsh Government feedback.

(2) Authorised the publication of the WESP (or revised plan) on the BCBC website from 1 June 2014. The final version will go back to Cabinet for noting once implemented.

418 LOCAL CODE OF CONDUCT FOR ISSUING PENALTY NOTICES IN RESPECT OF UNAUTHORISED ABSENCE FROM SCHOOL

The Corporate Director – Children reported that the Education (Penalty Notices) (Wales) Regulations 2013 set out the framework for the operation of fixed penalty notice schemes, which came into force in September 2013 and the Local Authority is required by law to have regard to the guidance supporting the use of these measures. She stated that penalty notices are intended as an additional option which can be used as part of interventions and support strategies to tackle circumstances of unauthorised absence from school. The Local Authority was required to consult and have a local Code of Conduct in respect of the issuing and administration of penalty notices in place at the end of the 2013/14 academic year and all schools are expected to update the relevant attendance related document and policies in terms of the fixed penalty notice process in readiness for the start of the Autumn Term 2014.

The Corporate Director - Children reported that the purpose of the Code of Conduct was to ensure that powers were applied consistently and that suitable arrangements were in place for the administration of the scheme. To ensure fair and equitable use of penalty

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notices across the County Borough, agreement on criteria for the authorisation of requests for holidays in term time as required and it was recommended that no request for absence for holiday during term time be authorised.

The Corporate Director - Children reported that whilst legislation gave authority for the Police and a Head teacher (or nominated deputy or assistant) to issue a penalty notice, to avoid the issuing of duplicate notices, the management and processing arrangement would be the sole responsibility of the Education Welfare Service on behalf of the local authority. She stated that the Police retained the right to issue penalty notices however it was understood that they would not do so but would refer to the Education and Welfare Service where appropriate.

The Corporate Director - Children reported that the Central South Consortium Strategic Network Group through its responsibility to develop a joint attendance strategy had discussed that, subject to the approval from the Cabinet if each local authority, to adopt the same draft Code of Conduct across the region, making a joint submission to the Welsh Government. A regional Code of Conduct would ensure that the powers to implement this legislation would be applied consistently and equitably across all five local authorities and that a standardised consultation framework would be used across the consortium.

The Corporate Director - Children reported that pupils were required by law to attend school of 190 days and it was expected that family holidays would take place during the 175 where there was no school.

The Corporate Director - Children reported that the Central South Consortium had produced evidence of the relationship between doing well at school and good attendance, in that at Key Stage 4 attendance below 92% showed a serious loss of learning to be likely to have a detrimental effect on achievement and life chances and/or attaining five A* to C GCSE including English/Welsh and Mathematics.

The Corporate Director - Children also reported that parents would be alerted to the change of procedures and the regulations surrounding penalty notices, with an amendment to the school prospectus relating to the Attendance Policy to include information about its provision to be agreed with schools. The Local Authority Constitution Policy and Attendance Strategy would also be amended to include the change of procedure on the regulations surrounding penalty notices.

The Corporate Director - Children reported that the Education Welfare Service would use penalty notices as a tool in early intervention work and for less entrenched absence issues, and highlighted the circumstances where it was appropriate to use them. Fixed penalty notices would not be used as an immediate action where pupils were found to be truanting. Penalties would range from £60 - £120 depending on payment within a prescribed period of time.

The Corporate Director - Children reported that in the first instance, costs for producing penalty notices would be met by the Central South Consortium, however penalty notices would be used as a tool to encourage parents to ensure that their children attend school and not as an initiative to raise funds.

The Cabinet Member - Children and Young People in commending the proposal to undertake consultation with stakeholders on the proposal to introduce penalty notices, did so on the clear relationship between attendance at school and attainment at Key Stage 4.

The Leader commented that there would be extenuating circumstances when the Policy for implementing penalties notices would not apply.

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RESOLVED: That Cabinet:-

(1) Authorised officers to undertake a consultation with stakeholders on the proposal to introduce the use of penalty notices for regular non- attendance at school and

(2) Authorised an authority-wide agreement that no request for holidays in term time be authorised.

(3) Receives a further report following the completion of the consultation.

419 WESTERN BAY HEALTH AND SOCIAL CARE PROGRAMME REGIONAL ADOPTION SERVICE

The Corporate Director - Children reported on an update on the progress being made on the establishment of the Western Bay Regional Adoption Service and sought approval in respect of a number of recommendations aimed at progressing the service.

The Corporate Director - Children reported that a new model for delivering adoption services throughout Wales had been introduced by the Welsh Government, which directed that all Council’s in Wales work collaboratively to establish regional adoption services within Health Board footprints. In the case of the City and County of Swansea, Bridgend County Borough Council and Neath Port Talbot County Borough Council this would be on the Western Bay footprint.

The Corporate Director - Children reported that the Welsh Government deadline for the implementation of the newly formed Regional Adoption Service for the 1 April 2014 had proved unrealistic in terms of completing the development of the Service within the original timeframe and consequently a revised implementation of the Service had been agreed with Welsh Government of the 1 September 2014. It had been agreed that the three Councils within the Western Bay footprint would collaborate and deliver one of the five Regional Adoption Services prescribed by the Welsh Government, however this could not be at the expense of deterioration in service standards nor have any negative outcomes for children.

The Corporate Director - Children reported that within the Regional Adoption Service individual Councils will retain fully their statutory duties for adoption, but would henceforth meet those duties through the regional collaboration involving three councils.

The Corporate Director - Children also reported that the establishment of the Western Bay Regional Adoption Services had only recently come into scope within the work programme of the Western Bay Collaboration Board, however a significant amount of work had been undertaken and much progress achieved. The Corporate Director - Children highlighted the projects sponsor, project lead and project management arrangements for the Project and highlighted the risks to all three Councils as a result of the proposed new National Model for Adoption and the steps being taken by Officers to address the issues which came under the direction of the Western Bay Programme Board.

The Corporate Director - Children reported that in order to address continuity of good performance, each Council was in the process of contributing to an agreed service specification which will set out the components of adoption services that would be required to be provided by the regional service. A service specification was necessary to ensure accountability for the delivery of the service and to ensure positive collaborative relationships be maintained between all three Councils on a contractual basis. Officers had given consideration to a proposed suitable model for delivering the regional service

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and in doing so consideration had been given to a number of learning points which had arisen out of other recently established Regional Adoption Services.

The Corporate Director - Children also reported that the Western Bay Programme Board had recommended that the City and County of Swansea be designated as the host authority for the Regional Adoption Service and to date officers from the three authorities had worked productively with both the Programme Board and Project Team in attempt to adopt the least complicated and most practical approach in order to deliver these arrangements. Logistical issues such as HR, Finance, Legal and ICT were being addressed through the establishment of cross authority working groups, which included matters concerning issues of the possible TUPE of all staff to a host authority and the harmonisation of pay and conditions.

The Corporate Director - Children reported that in order to influence and inform the development of the Regional Service, a strategic advisory board had been established which would be attended by Chief Officers from each Authority.

The Cabinet Member - Children and Young People commented that the Authority had received an excellent CSSIW inspection report on the adoption service, which was as a result of much improved working relationships between different practitioners in Children’s Services. He stated that the Adoption Service would continue to have a presence in the County Borough with access to a range of professionals, despite the collaboration.

RESOLVED: That Cabinet:-

(1) Agreed the approach suggested in the report that will ensure that each Council continues to meet its statutory duties in respect of Adoption and maintains its oversight of standards of performance.

(2) Agreed in principle to the development of a “Host Authority” approach as detailed in the report with the City and County of Swansea becoming the Host Council for Adoption Services within the Western Bay Collaboration.

(3) Agreed for relevant officers to progress the intended contractual relationships to Heads of Agreement.

(4) Agreed to receive a further, final report pre Contract for approval; and at that time to agree Governance and Scrutiny arrangements in the overall context of the Western Bay Collaboration.

420 SCHOOL MODERNISATION PROGRAMME: PROPOSAL TO AMALGAMATE BETWS PRIMARY SCHOOL AND TYNYRHEOL PRIMARY SCHOOL - DRAFT OBJECTIONS REPORT

The Corporate Director - Children reported on the statutory objections received by the Authority during the objections period in respect of the proposal to amalgamate Betws Primary School and Tynyrheol Primary School and sought a determination on the proposal and Cabinet approval to publish the draft “Objections Report” on the Council’s website.

The Corporate Director - Children reported that in order to amalgamate Betws Primary School and Tynyrheol Primary School, it was proposed to close Betws Primary School and Tynyrheol Primary School at the end of the summer term 2015 and open a single school on a split site basis in September 2015 by utilising the existing school building in anticipation of new premises being ready for occupation on the current Betws site in

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September 2016. She stated that in order to progress the proposal, consultation exercises were carried out between the 12 November 2013 and 24 December 2013 where staff, governors, parents pupils of both Betws Primary School and Tynyrheol Primary School and also the wider community, in accordance with the statutory School Organisation Code. A statutory notice outlining the proposals was published for a period of 28 days and formal written objections were invited during this time and since a significant number of objections were received at this Public Notice stage, an objections report must be published summarising the objections and the Authority’s response to the objections. She stated that Cabinet would need to consider the proposal in light of the objections and could accept, reject or modify the proposal.

The Corporate Director - Children summarised the statutory objections received during the consultation period, which amounted to 182 statutory objections and also summarised the Authority’s responses to these in relation to transport; the impact on the community; staffing; child welfare/attainment and other matters raised.

The Corporate Director - Children reported that an Equality Impact Assessment had been carried out as part of the consultation stage and had been further informed by responses to the consultation papers. The assessment had concluded that there was no negative impact anticipated on the duties of the Council toward protected groups. She stated that the new school building would be designed to meet Building Regulations in respect of the Disability Discrimination Act and there would be a positive impact in terms of disabled users as accessibility of provision would be significantly improved upon occupation of the new build school. The cost of the school would be met from the Welsh Government’s 21 st Century Schools Programme, which had been approved in principle and was included in the Council’s approved Capital Programme. The establishment of a single site school would result in a reduction in revenue costs which was estimated to be £60k per annum, linked to the Council’s Medium Term Financial Strategy.

The Cabinet Member - Children and Young People in commending the proposal to amalgamate Betws Primary School and Tynyrheol Primary School stated that both schools have good academic records and had provided good education to generations of children in the communities of Betws and Llangeinor and acknowledged the contribution of staff, head teachers and governing bodies. He recognised that the current school buildings were in poor condition and not designed for learning in the 21 st Century. He also commented on the lack of playing fields at Tynyrheol Primary School and the lack of access to facilities for disabled users. He also stated that the maintenance repairs at Tynyrheol Primary School which had been estimated at £393k would not result in better educational facilities for the pupils. The Cabinet Member - Children and Young People commented that the proposals for an amalgamated school would result in 21 st Century learning facilities being provided for the current and future generations of pupils in order to provide the best education.

The Cabinet Member - Communities in also commending the proposal commented that a similar amalgamation had been carried out in Caerau which had brought children from three old schools into one new modern 21 st century school successfully benefitting the wider community. He stated that escorted transport would be provided for pupils to convey Tynyrheol pupils to the Betws site and the free transport would continue to be provided due to lack of a safe walking route.

The Deputy Leader in commending the proposal stated that the facilities at Tynyrheol Primary School were now 100 years old and there was a need to provide equality of opportunity for disabled children to attend. He stated that facilities in other new schools in which the Council had developed had improved and there would be no negative impact anticipated on the duties of the Council towards protected groups as a result of the proposal and that it would provide a positive impact in terms of disabled users in accessing facilities at the new build school.

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The Leader commented that proposals to close schools was a painful process, however there was a need to look at the wider picture and that the communities of Betws and Llangeinor would be provided with a school fit for the twenty first century.

RESOLVED: That Cabinet:-

(1) Noted the statutory objections received as detailed in the draft objections report and appendices.

(2) Approved the draft objections report for publication; and

(3) Approved with modifications the proposal to amalgamate Betws Primary School and Tynyrheol Primary School - the opening date being modified to 1st September 2015 in order to allow time for the Head Teacher’s appointment (in effect, Betws and Tynyrheol Primary Schools would close on 31st August 2015 and a new school established on 1st September 2015 operating on a split site for one year prior to becoming a single site in September 2016).

421 SCHOOL MODERNISATION PROGRAMME: OUTCOME OF PUBLIC NOTICE ON PROPOSAL TO DISCONTINUE PONTYCYMER NURSERY AND ALTER FFALDAU PRIMARY SCHOOL

The Corporate Director - Children reported on the outcome of the public notice issued in February 2014 on the proposal to discontinue Pontycymer Nursery and alter Ffaldau Primary School by the addition of nursery provision.

The Corporate Director - Children reported that Cabinet approval was received to consult on the proposal to close Pontycymer Nursery School as a separate establishment and change the character of Ffaldau Primary School to a 3 - 11 school, which would include nursery provision. The Pontycymer Nursery would continue to operate on its current site until some time that the nursery provision could be accommodated on the same site as Ffladau Primary School. She stated that consultation exercises were carried out between the 4 November and the 16 December 2013 with staff, governors, parents and pupils of Ffaldau Primary and Pontycymer Nursery and also the wider community in accordance with the statutory School Organisation Code.

The Corporate Director - Children reported that a statutory public notice outlining the proposals was published for a period of 28 days ending on the 10 March 2014 inviting formal written objections she stated that no objections were received during the statutory public notice period and Cabinet could therefore determine the implementation of the proposal.

The Cabinet Member - Children and Young People in commending the proposal stated that it would complete the Council’s policy of creating all through primary provision for 3 to 11 year olds within the County Borough.

RESOLVED: That Cabinet approved the implementation of the proposal to discontinue Pontycymer Nursery School as at 31 August 2014 and to alter Ffaldau Primary School by the addition of nursery provision such that it becomes an age 3-11 school with effect from 1 September 2014.

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422 REGULATION OF INVESTIGATORY POWERS ACT 2000

The Monitoring Officer requested approval of the Authority’s reviewed policy relating to the Regulation of Investigatory Powers Act 2000. He stated that RIPA regulated and governed the use of investigatory powers such as covert surveillance activities carried out by the Authority to ensure compliance with legal requirements and the Policy required review and approval to ensure it remains fit for purpose.

RESOLVED: That Cabinet approved the Authority’s updated RIPA Policy.

423 INFORMATION REPORT AND MINUTES FOR NOTING

The Assistant Chief Executive Legal and Regulatory Services presented a report, the purpose of which was to inform Cabinet of the Information reports which had been published since the last meeting.

The Cabinet Member Children and Young People acknowledged the good performance of Cefn Cribwr Primary Schools recognised in its recent Estyn Inspection.

RESOLVED: That Cabinet acknowledged the publication of the documents listed in the report:-

Title Date Published

Changes to Bailiff Services 23 April 2014

Corporate Complaints Policy - Monitoring Report 23 April 2014

Estyn Inspection Outcomes for Cefn Cribwr 23 April 2014 Primary School

Delivering Integrated Health and Social Care for 23 April 2014 Older People With Complex Needs Across Western Bay: Statement of Intent

424 EXCLUSION OF THE PUBLIC

RESOLVED: That under Section 100A (4) of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) (Wales) Order 2007, the public be excluded from the meeting during consideration of the following item of business as it contained exempt information as defined in Paragraph 14 of Part 4 and/or Paragraph 21 of Part 5 of Schedule 12A of the Act:-

Following the application of the public interest test it was resolved that pursuant to the Act referred to above, to consider the under-mentioned item in private with the public being excluded from the meeting as it would involve the disclosure of exempt information by virtue of Paragraphs 14 and 21 as stated above:-

Minute No. Summary of Item:

425 Exempt report of the Corporate Director Resources.

351 Page 13 This page is intentionally left blank CABINET - 27 MAY 2014

MINUTES OF A MEETING OF CABINET HELD IN COMMITTEE ROOMS 1/2/3, CIVIC OFFICES, ANGEL STREET, BRIDGEND, ON TUESDAY, 27 MAY 2014 AT 2.30PM

Present:

Councillor M E J Nott - Leader and Chairperson

Councillors:

D Sage - Deputy Leader H J David - Cabinet Member - Children and Young People M Gregory - Cabinet Member - Resources L C Morgan - Cabinet Member - Wellbeing P J White - Cabinet Member - Communities

Officers:

D Mepham - Chief Executive S Cooper - Corporate Director - Wellbeing D McMillan - Corporate Director - Children M Shephard - Corporate Director - Communities P A Jolley - Assistant Chief Executive Legal & Regulatory Services and Monitoring Officer M A Galvin - Senior Democratic Services Officer - Committees

426 MINUTES OF PREVIOUS MEETING

RESOLVED: That the minutes of the meeting of Cabinet on 1 April 2014 be approved as a true and accurate record.

427 APOLOGIES FOR ABSENCE

Apologies for absence were received from the Corporate Director Resources and Section 151 Officer due to family commitments.

428 DECLARATIONS OF INTEREST

Councillor H J David declared a prejudicial interest in Agenda item 19, in that he is a Member of the Club Management Committee at the OCLP and left the meeting whilst this report was being considered.

The Assistant Chief Executive Legal and Regulatory Services and Monitoring Officer advised that other Members of the Cabinet had received special dispensation previously from the Standards Committee to consider, speak and if necessary vote on this item.

429 ANTI-FRAUD AND BRIBARY POLICY

The Chief Executive presented a report, the purpose of which, was to present Cabinet with the above Policy attached at Appendix A to the report.

He confirmed that this updated Policy had previously been considered by the Audit Committee, and in turn referred to Cabinet for approval.

The Chief Executive stated that the Council encouraged a culture of openness and fairness and in turn expected this from both Members and Officers, in order to achieve the highest standards of propriety of accountability.

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He proceeded to advise that the revised Policy recognised that the Council as a large organisation is at risk of loss due to fraud and corruption both from an internal and external perspective.

The provisions of the Policy would assist in dealing with any eventuality of the above taking place.

RESOLVED: That Cabinet approved the Anti-Fraud and Bribery Policy attached as Appendix A to the report.

430 REVIEW OF DISCRETIONARY RATE RELIEF POLICY

The Chief Executive presented a report on the above topic, and confirmed that local authorities should have a policy for determining applications for discretionary rate relief, and that the report before Cabinet set out proposed changes to the way that discretionary rate relief applications are determined.

By way of background information, he stated that the law relating to rate relief for charities and other bodies is set out in the Local Government Finance Act 1988, as amended by the Local Government Act 2003 which updated the list of organisations entitled to mandatory relief to include community amateur sporting clubs.

Though it was good practice to have a clear policy for determining applications for discretionary rate relief, the Council should not however adopt a blanket approach to applications and allow each case to be considered on its merits.

Under current arrangements, he confirmed that charities were entitled to mandatory rate relief of 80% when they occupy commercial premises and the premises are wholly or mainly used for charitable purposes. The Council can also award discretionary rate relief of up to 20% in addition to mandatory relief.

In terms of the reasons for change, the Chief Executive referred to paragraph 4.5 of the report adding that over the years there has been a large increase in the number of organisations receiving discretionary rate relief. The cost of discretionary rate relief to the Council in 2013-14 was £128,000, with the majority of this being spent as top-up relief to charities and similar bodies.

It was therefore reasonable for the Council to look at the cost of discretionary rate relief to ensure that it is targeted towards charities and other organisations that directly benefit the residents of the Borough.

The Chief Executive advised that national charities now tend to have multi-million pound budgets and raise significant amounts of their revenue through charity shops. The number of shops run by charities has increased over the years. Most charity shops now sell new items as well as donated goods, which has created tension with local businesses as there is a perception that they are not trading on equal terms.

There were currently 44 charity shops across the borough and of these the majority are occupied by national charities. The areas of the County Borough where these shops were located were shown in paragraph 4.8 of the report.

The Chief Executive then went through the main proposed changes affecting the Policy, which were:-

(1) Fixed Period Awards (2) Applications for Top-up Relief (3) Applications not entitled to Mandatory Relief

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(4) Criteria used to calculate the Rate of Relief Awarded

Further details in respect of the above were outlined in the report, and the main changes detailed within the Policy.

The Chief Executive referred Members to Appendix 1 of the report for examples of cost calculations arising from the changes to the Policy.

The Cabinet Member - Resources welcomed the report

RESOLVED: That Cabinet agreed with the proposals in the report to the way that discretionary rate relief is assessed from April 2014.

431 VIBRANT AND VIABLE PLACES PROJECT IMPLEMENTATION

The Corporate Director - Communities submitted a report, to advise Cabinet on the Vibrant & Viable Places (VVP) project in light of the award made by Welsh Government (WG) of £5.98 million for Bridgend town centre; to give an outline programme for delivery of the project and to make clear the associated risks and issues; to seek authorisation to continue to develop the programme following the submission to WG of the Delivery Plan under delegated powers; and to seek authorisation to accept the grant.

The Corporate Director - Communities gave some background information, in that the Council secured £5.98m funding from the Welsh Government to put towards further regenerating Bridgend town centre by the provision of housing, and other innovative proposals to help achieve further economic growth.

He added however that the above amount was only 40% of the £14.97m requested from the Welsh Government.

The Corporate Director - Communities confirmed that despite the reduced level of resources, VVP offers a huge opportunity to support the evolution of Bridgend Town centre. The town centre needed more people, living more closely together, to create vibrancy, innovation and economic growth. VVP provided an opportunity to modernise key infrastructure, diversify uses to the town centre, and capitalise on the opportunities presented by the town centre’s strategic location, at the intersection of two city-regions. A ministerial priority for VVP was to increase the number of people living in town centres in order to sustain and build the retail offer.

The funding could also provide a significant opportunity as match funding for the next round of Convergence.

The Corporate Director - Communities added that the approval of £5.98 million is significantly less than the bid submitted, and further work has been carried out to ascertain how best to reduce the scale of the programme, while still maintaining impact and achieving priorities. A shadow Project Board, with representation from Welsh Government, had been set up to undertake this work. The proposals for the scheme have been submitted and details of these were shown in paragraph 4.4 of the report.

In addition, there were some Council owned land holdings, within walking distance of the town centre, upon which the Council will seek, through disposal, to secure residential development during the VVP programme period, consolidating the town centre as a ‘living hub’.

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He stated that careful consideration has been given to ensure that the proposed programme will complement the on-going Townscape Heritage Initiative (THI) work and public realm improvements that are being finalised through the European Regional Development Fund.

In terms of the Projects risks, the Corporate Director - Communities explained that in view of the tight timescales of the project there had been insufficient time to fully assess the costs of each individual project and the spending profile across each financial year, and the outputs/outcomes which means there is a risk of cost overrun on some projects. There is no provision for carry-over of funding across the financial years, which means that the Council would only be able to draw down grant to match expenditure incurred in a particular financial year which may not match the expenditure profile of the project. Consequently, the Council would be unable to claim the required amounts from WG to cover these costs. In addition, failure to meet required WG outcomes/outputs could lead to financial claw back. While some of these risks can be managed through effective project management, they cannot be eliminated altogether.

There was a reliance on the external delivery partner to achieve key milestones and outputs as well as match funding. If these were not delivered, WG may withdraw any funding at any stage. To mitigate this risk, a Regeneration Collaboration Agreement will be drawn up with the delivery partner and funding will be passed over in stages, contingent upon delivery.

There will be further disruption in the town and this may be regarded negatively by traders and residents including the loss of car parking areas and car parking income which will put increased pressure on the MTFS.

It will be necessary to ensure that the construction of the car park is prioritised in the VVVP project plan and the Regeneration Collaboration Agreement reached with delivery partner to avoid prolonging the impact on the town centre and car park income losses.

An appropriate procurement route needed to be devised to ensure that there is both efficiency and compliance with EU and Council Contract Procedures Rules. If an inefficient procurement route is adopted, delivery timescales could be compromised and costs increased.

The Corporate Director - Communities emphasised the legal risks if the appropriate partnership / land transactions are not contractually entered into. To negate these there was a need to ensure that the most appropriate partnership arrangement and disposal of land is put in place between the Council and the RSL delivery partner in respect of the housing and car park development on Rhiw Hill. Appropriate on-going legal advice and input would need to be secured to ensure that an agreement for disposing of land and the partnership arrangement for the delivery of the housing and car park at Rhiw Hill, will not leave the Council at risk, or where risks cannot be totally removed will minimise those risks to a level which is acceptable to the Council. As indicated previously in the report initial legal advice has been obtained sufficient in order to make the submission to Welsh Government in respect of the Council’s proposal relating to funding for the Rhiw Hill redevelopment. The initial legal advice indicates that there will be a need for a suite of legal documents with the RSL delivery partner and also possibly any contractor engaged to undertake the construction works. The initial advice also indicated that given the particular circumstances and complexity of this proposed development there are a number of identified risks, and possibly yet unidentified risks which will need to be dealt with as this procurement process evolves.

The Corporate Director - Communities concluded his report by outlining the next steps, and elaborating upon the financial implications of the report.

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The Cabinet Member - Communities supported the Project emphasising the need for housing in close proximity to the town centre, and reiterating that the proposals of the report would open up employment avenues.

The Leader added that initial consultation on the proposals had been discussed with local Members and market/shop traders, particularly to discuss the disruption works would inevitably bring. These however would be more than offset by long term benefits of the project.

The Cabinet Member - Children and Young People asked if there was scope for consideration to be given to re-locating the toilet facilities below the indoor market to the new multi-storey car park where Bridgend Mobility would be located.

RESOLVED: That Cabinet:

(1) Approved the outline proposals for VVP in Bridgend Town Centre, as set out in paragraph 4.4 of the report and submitted to Welsh Government under delegated powers.

(2) Noted and accepted the risks and issues highlighted in paragraphs 4.7.1 to 4.7.6 of the report.

(3) Authorised the Corporate Director Communities to examine any alternative car parking provision during the construction phase of the Rhiw Car Park.

(4) Considered any reduction in car park income corporately in the further development of the Medium Term Financial Strategy.

(5) Authorised the Corporate Director Communities to accept the grant on behalf of the Authority.

(6) Authorised the Council to enter into an a procurement process with a partner RSL for the delivery of the housing project and car park on Rhiw Hill, including the sale of Council owned land on terms, subject to there being a further report to Cabinet seeking the approval of Cabinet to enter into a Regeneration Collaboration Agreement, land sale contractual agreement(s), with the partner organisation, and any ancillary documentation, including any agreements with the contractors undertaking the actual construction works.

432 REVIEW OF ARTS SERVICES

The Corporate Director - Communities presented a report in order to outline to Cabinet future service delivery options for the Arts Services and to seek approval to:

(a) Commence the process of establishing an alternative model for both arts venues and arts development services.

(b) Extend involvement in the Arts Connect collaborative by a further 12 months.

By way of background information he confirmed that the Arts Service was made up of three main functional strands, namely:-

a. the management of arts venues b. the provision of community arts participatory activity

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c. strategic development support delivered to support the arts and creative industries sector within the County Borough.

In 2011 the Council signed a Memorandum of Understanding (MoU) with Merthyr CBC, Rhondda Cynon Taf CBC and the Vale of Glamorgan CBC to agree to work collaboratively to develop and improve the range, quality and breadth of arts opportunities across the defined region. The partnership is known as ArtsConnect. The term of the MoU is from December 2011 to March 31 st 2014.

The Corporate Director - Communities in terms of the current situation, confirmed that Bridgend County Borough Council has a demonstrable track record in delivering arts services, and promoting an arts sector that is playing a tangible role in generating socio- economic benefits with better outcomes for individuals and communities.

ArtsConnect has provided another avenue by which to expand arts activity and sustain a level of capacity within the service.

He went on to state, that the success of the ArtsConnect collaborative has encouraged other local authorities to consider entering into the Memorandum of Understanding agreement for a proposed extended period to March 2015. Both Caerphilly and Torfaen County Borough Council will be offered the opportunity to engage with the partnership which will further develop its capacity to deliver benefits on a regional basis.

The financial climate within which public services are required to operate has required a re-evaluation of the investment options open to the Council for the delivery of its arts services. A combination of a reduced capital programme, and a requirement to deliver services at a reduced subsidy, resulted in the Council wishing to consider and fully understand the advantages and disadvantages of the varying service delivery models for its arts venues.

The Corporate Director - Communities added that the report commissioned in 2012 between Bridgend CBC and Rhondda Cynon Taf CBC on its arts venues concluded with a recommendation that further consideration be given to establishing a new NPDO for Bridgend with the option open in future years for it to be extended should a regional model become feasible.

While a full risk analysis will be necessary some of the headline benefits of establishing a new NPDO include:

• Access to external funding - a charitable organisation will have access to external grants which wouldn’t be available to the Council • Volunteering and sponsorship - there is more likelihood of people willing to volunteer or sponsor to support a charitable organisation (for example a friends of scheme) • The ability to have a single focus and deliver on increased participation and increase revenue • The freedom to operate more commercially • Local ownership

He further added that with the Council’s level of savings required over the medium term now fully understood, and the Council’s corporate priorities set for the period 2014-18, it is prudent to accelerate a full business case and plan for the above recommendation.

The Business Case will consider a whole service model assessment, to include the relationship with ArtsConnect and the wider collaborative agenda. It will also build upon, and reaffirm the findings of the 2012 Options Appraisal which will include options for Maesteg Town Hall and Blaengarw Workmen’s Hall.

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If, on the strength of the business case, Cabinet are minded to approve a recommended alternative service delivery model in autumn 2014, it is anticipated that this will allow sufficient time to establish the new arrangements to meet the planned savings target of £ 100,000 for 2016-17. A further report would therefore be presented to Cabinet in due course the Corporate Director - Committees added.

In terms of the financial impact of the report the Corporate Director - Communities stated it was estimated that the total cost of commercial, legal and business planning support will be £70,000. This will be met from the Bridgend Change Programme fund.

Under the proposed Memorandum of Understanding for ArtsConnect full budgetary responsibility for the Arts Service will remain with each participating local authority.

RESOLVED: That Cabinet:

(1) Approved the full and continued involvement of the Council in ArtsConnect through a new Memorandum of Understanding through to 30 th March 2015, which will if appropriate be extended to include Caerphilly County Borough Council and Torfaen County Borough Council. The approval of final terms and conditions of the Memorandum of Understanding to be delegated to the Corporate Director Communities in consultation with the Assistant Chief Executive Officer Legal & Regulatory Services. The Corporate Director Communities to arrange for the sealing of the Memorandum by the Assistant Chief Executive Officer Legal & Regulatory Services if applicable.

(2) Approved in principle the establishment of a new NPDO to manage a range of arts services in Bridgend.

(3) Approved the procurement of the necessary professional and specialist advice to produce a detailed business case for change and business plan for a proposed new NPDO.

(4) Approved that an engagement is carried out with staff, Trade Unions and key stakeholders on the proposal.

(5) Agreed to receive a further report in the autumn 2014 setting out the scope, preferred model, full financial implications and delivery method and identifying the key milestones to meet the planned savings in the Council’s Medium Term Financial Strategy.

433 BRYNGARW HOUSE AND PARK

The Corporate Director - Communities presented a report, the purpose of which was to inform Cabinet on the outcome of the procurement exercise to determine a partner organisation to manage and operate Bryngarw House and seek approval for subsequent measures to ensure the House has a sustainable future.

The Corporate Director - Communities by way of background information, explained that there had been a number of reviews of Bryngarw House (and Park) in recent years including looking to seek an external partner to run the property in-house, due to the profit it was losing because of the downturn in the economy, and the effect this was having on Council resources due to the current financial climate.

The Council’s MTFS included a savings proposal of £56,000 in 2015/16 to further reduce the current subsidy or remove it altogether. Within the most recent Cabinet Report of

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13th November 2013, a recommendation was approved to procure a partner organisation to manage and operate Bryngarw House based on an affordability level set at a minimum of zero subsidy and a specification to secure the Council’s social objectives.

The Corporate Director - Communities stated that in July 2011, Cabinet considered a report which set out the results of a marketing exercise that sought competitive bids for the disposal of the House on a freehold or leasehold basis. Bids received were considered below market value and a long term risk to a key heritage asset and the wider Park. Consequently, a sale was not progressed.

In terms of the present situation, the Corporate Director - Communities advised that the bid subsequently made for the management of Bryngarw, was not considered commercially viable, and therefore of all the options available, it had been agreed that a short-term option be preferred and pursued, namely to introduce a business model that sheds the House operation back to its core functions, i.e to operate and generate income through functions and events.

The new model would also seek a reduction in restaurant operation, which would unfortunately have an effect on the number of staff employed at Bryngarw House. A full staff restructure would therefore be undertaken.

Finally, the Corporate Director - Communities advised that a further review of the operation is undertaken by April 2016, to ensure the new model of delivery is effective and to determine the longer term future of the venue.

The Cabinet Member - Wellbeing advised that some hard decisions have been made and are yet still to be made to ensure Bryngarw House continues to be in operation.

Unfortunately, as a result of the Job Evaluation exercise, an extra £80k had been required to be found to supplement staff wages. He added that relocating Wood B there to join B Leaf, would hopefully assist in promoting and enhancing the facility.

The site was only a 20 minute drive from the capital city of Wales where there was a number of big sporting occasions throughout the year and, therefore the House would also be promoted for week-end special breaks etc.

The Cabinet Member - Communities added that the House needed to be an asset of the Authority rather than a drain on its financial resources. It was hoped that within a year, there was a possibility that if the proposals of the report proved successful, this could result in the House being operated as a Social Enterprise.

RESOLVED: That Cabinet approved:-

(1) That the bid received via the tendering exercise to secure a partner to manage Bryngarw House is rejected on the grounds of financial affordability and long term contract commitment.

(2) That Bryngarw House becomes exclusively a functions and events venue and that the necessary workforce and business re-structuring is undertaken to achieve this by the autumn of 2014.

(3) That options continue to be considered for the medium term future of Bryngarw House that will enable it to achieve its social objectives but within an appropriate commercial operating environment.

(4) That a further report is presented to Cabinet by April 2016 reviewing the proposed operating model set out in the report.

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434 ELECTED MEMBER CHAMPION FOR DIVERSITY

The Assistant Chief Executive - Legal and Regulatory Services submitted a report that sought to appoint an Elected Member as ‘Diversity Champion’ in order to assist the Council in the achievement of its equality objectives, enhance the opportunities for increasing public awareness of roles and potential entry routes into political life for underrepresented groups.

By way of background information, he confirmed that Councils in Wales undertook promotional and awareness raising activities in the lead up to the 2012 Local Government Elections. This was supported by the “Be a Councillor’ guide produced by the Welsh Local Government Association (WLGA) which was distributed to people considering standing as candidates.

The Local Government (Wales) Measure 2011 introduced the requirement for a survey of candidates to be undertaken. The survey was carried out by Local Authorities and the results were circulated to the Welsh Government for consideration by the Expert Group on Local Government Diversity.

The Assistant Chief Executive - Legal and Regulatory Services stated that the recommendations contained within the “On Balance: Diversifying Democracy in Local Government in Wales” report were summarised at Appendix 1 to the report.

Recommendation 17 of these identified that “Member Champions” in each council should be appointed to play an external role in encouraging greater participation in local government. To facilitate this recommendation it was necessary to identify and appoint a suitable Elected Member Champion for Diversity.

Based on the recommendations in Appendix 1 the role of the Diversity Champion will be as was outlined in Paragraph 4.3 of the report.

The Leader explained that in view of Councillor Hailey Townsend’s understanding and experience in the areas subject of the report, then she would be the ideal candidate to fulfil the functions of the Elected Member Champion post.

RESOLVED: That Cabinet appointed Councillor Hailey Townsend as Elected Member Champion for Diversity.

435 REPRESENTATION ON OUTSIDE BODIES AND JOINT COMMITTEES

The Assistant Chief Executive - Legal and Regulatory Services and Monitoring Officer submitted a report, the purpose of which was seek Cabinet’s approval for the appointment of Members to joint committees and the nomination of Members to outside bodies. A list of the joint committees and outside bodies concerned was appended to the report at Appendix 1.

He confirmed that it was proposed that Members be appointed for a term of one year except where earlier revocation of appointment is appropriate.

It was also proposed that where Cabinet nominates on the basis of a Member’s role within the Authority the appointment be attached to the role and not to the individual Member, e.g. Scrutiny Chair, Cabinet Member etc.

The Assistant Chief Executive - Legal and Regulatory Services and Monitoring Officer added that all appointments are made with the assumption that appointees represent Bridgend.

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County Borough Council. Should any appointee cease to be a Bridgend County Borough Councillor, they will cease to represent the Authority and are expected to relinquish their appointments as necessary.

A Member pointed out that number 33 of the attached Appendix 1, where reference was made to organisation Rest Bay Management Group, this outside body was now actually recognised as Rest bay Coastal Partnership.

RESOLVED: That Cabinet appointed the requisite number of Members to the Joint Committees and other Outside Bodies in accordance with Appendix 1 to the report.

436 CABINET, CORPORATE PARENTING CABINET COMMITTEE AND EQUALITIES CABINET COMMITTEE

The Assistant Chief Executive - Legal and Regulatory Services submitted a report, the purpose of which was to:-

a. Seek approval for the schedule of meetings for Cabinet, Corporate Parenting Cabinet Committee and the Equalities Cabinet Committee for the period May 2014 - May 2015.

b. Propose Children’s and Equalities Champions who will chair the Corporate Parenting and Equalities Cabinet Committees.

c. Confirm the process for nomination of Champions from each of the Overview and Scrutiny Committees to the Corporate Parenting Cabinet Committee.

d. Seek approval of the invitees to attend meetings of the Equalities Cabinet Committee as nominated by each of the political groups represented on Council.

The Cabinet Member - Communities in relation to nominations from political groups to serve as invitees on the Equalities Cabinet Committee, asked if this would be subject to change should Members of the Independent Rhyddid Group join the Independent/Alliance Group.

The Assistant Chief Executive - Legal and Regulatory Services advised that this may affect the current political balance of this Committee, and if this proved to be the case, a further report would be presented to Cabinet at its next or a future meeting.

RESOLVED: (1) That Cabinet approved the schedule of meeting dates for Cabinet, Corporate Parenting Cabinet Committee and the Equalities Cabinet Committee meetings for the period May 2014 – May 2015 as outlined in Paragraphs 4.1.2, 4.2.1 and 4.3.1 of the report.

(2) That Councillor Huw David be appointed as the Lead Member for Children and Young People, Children’s Champion and Chairperson of the Corporate Parenting Cabinet Committee.

(3) That the process for determining the invitees for the Corporate Parenting Cabinet Committee as outlined in paragraph 4.2.3 be approved.

(4) That Councillor David Sage be appointed as the Equalities Champion and as Chairperson of the Equalities Cabinet Committee.

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(5) That Cabinet approved the nominations of the invitees as listed in paragraph 4.3.3 to the Equalities Cabinet Committee.

437 INFORMATION REPORT AND MINUTES FOR NOTING

The Assistant Chief Executive Legal and Regulatory Services submitted a report that informed Cabinet of the Information report published since the last meeting.

The details regarding this Information report were outlined in paragraph 4.4 of the report.

RESOLVED: That Cabinet acknowledged the publication of the document listed in the report.

438 PROVISION FOR PUPILS WITH ADDITIONAL LEARNING NEEDS (ALN): OUTCOME OF THE PUBLIC NOTICE PERIOD ON CHANGES TO BLAENGARW PRIMARY SCHOOL

The Corporate Director - Children submitted a report informing Cabinet of the outcome of the statutory notice period to cease Moderate Learning Difficulties (MLD) provision at the Learning Resource Centre based at Blaengarw Primary School.

She advised that in December 2011, Cabinet received an update on the review of support and provision for the inclusion of children and young people with additional learning needs (ALN). A number of changes were proposed, some of which required a statutory process.

The Corporate Director - Children confirmed that in order to progress the Cabinet approved proposals for changes to the Learning Resource Centre at Blaengarw Primary School, certain necessary steps had to be taken as follows.

(i) From the 3 rd December 2013 to the 16 th January 2014 a period of consultation was entered into which invited the views and observations of stakeholders and the public on the proposal to close the Learning Resource Centre for 15 pupils with Moderate Learning Difficulty at Blaengarw Primary School. It was noted that responses to the consultation would not be counted as objections to the proposal and that objections could only be registered following publication of the Statutory Notice.

(ii) On the 17 th January 2014 a consultation report was prepared.

(iii) On the 4 th February 2014 a report was made to Cabinet on the outcome of the consultation and permission was sought to publish the Consultation Report on the BCBC website and to publish a Statutory Notice to effect the proposed changes.

(iv) On the 21 st February 2014 a Statutory Notice was published. This gave a period of 28 days (until 21 st March 2014) for any objections to the proposal to be submitted in writing. There were no objections to this proposal.

The proposed closure of the MLD class at the school will generate total full year savings of approximately £45,500 within the overall protected Primary Schools Delegated Budget. This would be re-allocated to fund the growth in Special Class provision in other areas of the County Borough. In terms of the provision of a class for children with autism in the Pyle and Porthcawl area, there was some difficulties being experienced presently to accommodate such a class, though work was ongoing with teachers to realise this. This was primarily due to the fact that an MLD class within a school has a negative effect on the performance indicators of a school in terms of its overall performance.

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The Leader was of the opinion that all schools should accommodate a MLD class, particularly in view of the comment made in the last sentence of the above paragraph.

The Cabinet Member - Children and Young People also agreed with this sentiment in order that pupils across the County Borough could have equal access to MLD in mainstream schools.

He added that the recommendations of the report were not about a cost cutting exercise or budget savings as money would be re-invested to open new LRC’s for children with communication difficulties in mainstream schools. In terms of the school subject of the report, the Cabinet Member - Children and Young People added that there were no representations to the proposals during the consultation period and that all but two pupils in the MLD class had progressed to secondary school, and these two young people will be given extra support to achieve the level required to progress to this next tier of level of education.

RESOLVED: That Cabinet:

(1) Noted the outcome of the statutory notice period as referred to in the report.

(2) Approved the closure of the Learning Resource Centre for 15 pupils with Moderate Learning Difficulties (MLD) class at Blaengarw Primary School

439 PROVISION FOR PUPILS WITH ADDITIONAL LEARNING NEEDS (ALN): OUTCOME OF THE PUBLIC NOTICE PERIOD ON CHANGES TO PLASNEWYDD PRIMARY SCHOOL

The Corporate Director - Children confirmed that in order to progress the Cabinet approved proposals for changes to the Learning Resource Centre at Plasnewydd Primary School, certain necessary steps had to be taken as follows.

(i) From the 3 rd December 2013 to the 16 th January 2014 a period of consultation was entered into which invited the views and observations of stakeholders and the public on the proposal to close the Learning Resource Centre for 15 pupils with Moderate Learning Difficulty at Plasnewydd Primary School. It was noted that responses to the consultation would not be counted as objections to the proposal and that objections could only be registered following publication of the Statutory Notice.

(ii) On the 17 th January 2014 a consultation report was prepared.

(iii) On the 4th February 2014 a report was made to Cabinet on the outcome of the consultation and permission was sought to publish the Consultation Report on the BCBC website and to publish a Statutory Notice to effect the proposed changes.

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He added similarly to the previous item that the recommendations of the report were not about a cost cutting exercise or budget savings as money would be reinvested to open new LRC’s for children with communication difficulties in mainstream schools. In terms of the school subject of the report, the Cabinet Member - Children and Young People added that there were no representations to the report’s proposals during the consultation period and that all pupils within MLD class progressed to secondary school, other than one pupil, who would receive extra support in order to achieve this goal.

RESOLVED: That Cabinet:

(1) Noted the outcome of the statutory notice period as referred to in the report.

(2) Approved the closure of the Learning Resource Centre for 15 pupils with Moderate Learning Difficulties (MLD) class at Plasnewydd Primary School

440 SCHOOL MODERNISATION PROGRAMME: OUTCOME OF CONSULTATIONS ON PROPOSAL TO MAKE A REGULATED ALTERATION TO YSGOL GYNRADD GYMRAEG CWM GARW BY RELOCATING THE SCHOOL - DRAFT OBJECTIONS REPORT

The Corporate Director - Children submitted a report, to inform Cabinet of the statutory objections received by the Authority during the statutory notice period in respect of the proposal to make a regulated alteration to Ysgol Gynradd Gymraeg (YGG) Cwm Garw by relocating the school, to request a determination on the proposal and to seek Cabinet’s approval to publish the draft ‘Objections Report’ on Bridgend County Borough Council’s website. (Appendix A to the report).

The Corporate Director - Children confirmed that in September 2006, the Council adopted a policy of providing continuity of education from ages 3-11 where possible, to achieve improved organisation and modernisation of County Borough Schools

The effect of the above proposals would be that in September 2017 YGG Cwm Garw would relocate to a new school on the site currently occupied by Betws Primary School, Heol Bradford, Betws, Bridgend, CF32 8TB. The new school would have 210 places for pupils aged 4-11 and there would be nursery provision for 45 full time equivalent pupils. YGG Cwm Garw would be co-located at the Heol Bradford site with the new English medium primary school serving the south of the Garw Valley, created by the amalgamation of Tynyrheol Primary School and Betws Primary School.

The Corporate Director - Children emphasised that this report outlined the statutory objections received during the statutory notice period.

In order to progress the proposal, consultation exercises were carried out between 19th November 2013 to 30th December 2013, with staff, governors, parents and also the wider community.

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The Corporate Director - Children stated that the consultation document invited views and opinions to be submitted in respect of the proposal. A summary of these views and opinions were then published in the form of a Consultation Report.

A statutory notice outlining the proposals was subsequently published for a period of 28 days and formal written objections were invited during this time.

The Corporate Director - Children proceeded by stating that since a single objection was received at this Public Notice stage, an objections report must now be published summarising the objections and the Authority’s response to the objections. Cabinet will need to consider the proposal in light of objections. Cabinet can then accept, reject or modify the proposal.

She added that one statutory objection to the proposal was received during the statutory notice period outlined in Appendix 1 in the attached draft objections report which also included the Authority’s responses/clarifications.

The Corporate Director - Children advised that the cost of the new school will be met from the Welsh Government’s 21 st Century Schools Programme, which has been approved in principle, and was included in the Capital Programme approved by Council on 19 February 2014.

A school bus service, with sufficient capacity to transport the required projected number of pupils to the Betws site would cost approximately £199k per academic year. There are currently three buses transporting pupils to YGG Cwm Garw (one from Nantymoel area one from the Blackmill area and one from Betws/Llangeinor area) costing £56k per academic year. The additional transport cost of the proposal would therefore be approximately £143k per academic year based on current pupil projections. It is anticipated that these transport costs would be offset by the revised formula allocation savings realised as a result of operating a single ‘site’.

The Corporate Director - Children confirmed that In order to allow for growth in demand for Welsh medium education and accommodate extra pupils coming from an enlarged catchment area, a further consultation exercise will be undertaken in due course to increase the capacity from 210 to 315 (4-11) plus an increase in nursery provision from 45 to 64 full time equivalent places. The current cost per pupil at YGG Cwm Garw is £3,829 p.a. The new costs per pupil would be circa £3,200 p.a based on 210 pupils or £3000 p.a. based on 315 pupils. These recurrent savings are approximate at this stage (given that the scheme is not at detailed design stage and certain factors will be influenced by design decisions and the extent of shared facilities).

The recurrent savings would meet the increased transport costs in the first instance.

The Cabinet Member Children and Young People advised that for the reasons outlined in the report it would be of some considerable benefit to relocate the school, particularly as the buildings at its present site were not currently fit for purpose.

It was also an opportunity to review the catchment areas for Welsh Medium Education in the Valleys Gateway area, as the relocated school would also be available for pupils in the locations of Sarn and Ynysawdre. The boundary change was also something that was considered as part of the consultation process the Cabinet Member - Children and Young People added.

He concluded by stating that with the re-located school occupying such a central location of the County Borough, it would be advantageous if a unit to provide for pupils with ALN could be accommodated at the school.

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RESOLVED: That Cabinet:

(1) Noted the statutory objection received as detailed in the attached draft objections report and appendices.

(2) Approved the draft objections report for publication.

(3) Approved the proposal to make a regulated alteration to YGG Cwm Garw by relocating the school to a new school on the site currently occupied by Betws Primary School, Heol Bradford, Betws, Bridgend, CF32 8TB. YGG Cwm Garw would be co-located at the Heol Bradford site with the new English medium primary school serving the south of the Garw Valley, created by the amalgamation of Tynyrheol Primary School and Betws Primary School.

441 EXCLUSION OF THE PUBLIC

RESOLVED: That under Section 100A (4) of the Local Government Act 1972 as amended by the Local Government (Access to Information) (Variation) (Wales) Order 2007, the public be excluded from the meeting during consideration of the following item 5 of business as they contained exempt information as defined in Paragraph 14 of Part 4 and/or Paragraph 21 of Part 5 of Schedule 12A of the Act:-

Following the application of the public interest test it was resolved that pursuant to the Act referred to above, to consider the under-mentioned items in private with the public being excluded from the meeting as it would involve the disclosure of exempt information by virtue of Paragraphs 14 and 21 as stated above:-

Minute No. Summary of Item:

442 To receive for approval, the exempt minutes of the meeting of Cabinet on the 1 April 2014.

443 Exempt Report of the Corporate Director - Resources.

444 Exempt Report of the Corporate Director Resources.

367 Page 29 This page is intentionally left blank Agenda Item 4

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Chief Officer Darren Mepham Cabinet Member Chairperson (Urgent only)

Legal Andrew Jolley Finance Janet Smith Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CHIEF EXECUTIVE

WALES AUDIT OFFICE – ANNUAL IMPROVEMENT REPORT (AIR) ON BRIDGEND COUNTY BOROUGH COUNCIL MAY 2014

1. Purpose of Report

1.1 To introduce the report of the Wales Audit Office (WAO) to Cabinet (attached as Appendix 1).

2. Connection to Corporate Improvement Objectives / Other Corporate Priority

2.1 Under the Local Government (Wales) Measure 2009, the Auditor General must report each year on how well Welsh councils plan to improve their services. The WAO report focuses on the Council’s delivery of its improvement objectives and evaluation of services in relation to 2012-13 and its planning of improvement for 2013-14.

3. Background

3.1 Each year, the WAO, on behalf of the Auditor General, carries out an improvement assessment for each improvement authority in Wales. The annual improvement assessment consists of two parts:

• a corporate assessment that reviews the council’s likelihood to comply with its duty to make arrangements to secure continuous improvement; and

• a performance assessment that reviews the previous financial year’s progress of planned improvements as set out in the council’s forward looking plan (in this case, the Council’s Corporate Plan 2010-13).

1 Page 31

The attached Annual Improvement Report is informed by the findings of these two assessments.

1 3.2 The report has also drawn on the CSSIW Annual Review Evaluation of Performance 2012-13; the findings of the Estyn inspection that was carried out in October 2012; and the Council’s self-assessment of performance (Annual Report 2012-13).

4. Current situation / proposal

4.1 The overall conclusion of the WAO report is positive, reflecting what the Council achieved and the improvement it made in 2012-13.

4.2 The report acknowledges that the Council:

• made good progress in delivering improvement in most of its priority areas and recognises the need to accelerate improvement in education.

• has established a culture of self-evaluation which resulted in a fair and balanced account of its performance in 2012-13.

• is ensuring it has sound plans for improvement, despite significant financial challenges.

4.3 The report recognises the Council has effective performance review arrangements in place, which it regards as “good practice”.

4.4 The report also recognises the Council’s approach to financial management as “positive practice”.

4.5 In June 2013, the WAO completed a review of the Council’s collaborative working arrangements with the third sector. The review made four proposals for improvement. In this report, the WAO acknowledges that the Council has continued its efforts to improve the arrangements with the third sector, and to put actions in place to implement the proposals.

4.6 Based on the findings, the report concludes that the Council is likely to make appropriate arrangements to secure continuous improvement for 2014-15.

4.7 The report has not made any statutory recommendations for the Council to consider, nor specific proposals for improvement.

5. Effect upon Policy Framework& Procedure Rules

5.1 There is no effect upon the Policy Framework and the Procedure Rules.

6. Equality Impact Assessment

No equality impact assessment has been undertaken as the Auditor General’s Annual Improvement Report is essentially a retrospective assessment of the Council’s performance.

1 CSSIW – the Care and Social Services Inspectorate for Wales. 2 Page 32

7. Financial Implications

There are no financial implications in this report.

8. Recommendation

8.1 That Cabinet notes the Annual Improvement Report produced by the WAO and that the Report will be presented to Council at its meeting on 17 July 2014.

Darren Mepham Chief Executive 12 June 2014

Contact Officer: Yuan Shen, Corporate Improvement Manager Telephone: (01656) 643224 E-mail: [email protected]

Postal Address Ravens Court, Bridgend, CF31 4AP

Background documents

None

3 Page 33 This page is intentionally left blank Annual Improvement Report

Bridgend County Borough Council

Issued: May 2014 Document reference: 246A2014

Page 35 About the Auditor General for Wales

The Auditor General is independent of government, and is appointed by Her Majesty the Queen. The Auditor General undertakes his work using staff and other resources provided by the Wales Audit Office, which is a statutory board established for that purpose and to monitor and advise the Auditor General. The Wales Audit Office is held to account by the National Assembly.

Together with appointed auditors, the Auditor General audits local government bodies in Wales, including unitary authorities, police, probation, fire and rescue authorities, national parks and community councils. He also conducts local government value for money studies and assesses compliance with the requirements of the Local Government (Wales) Measure 2009.

Beyond local government, the Auditor General is the external auditor of the Welsh Government and its sponsored and related public bodies, the Assembly Commission and National Health Service bodies in Wales.

The Auditor General and staff of the Wales Audit Office aim to provide public-focused and proportionate reporting on the stewardship of public resources and in the process provide insight and promote improvement.

This Annual Improvement Report has been prepared on behalf of the Auditor General for Wales by Steve Barry and Helen Keatley under the direction of Jane Holownia.

Page 36 2 Annual Improvement Report - Bridgend County Borough Council Contents

Summary report 4 Detailed report Introduction 6

The Council made good progress in delivering improvement in most of its priority areas and recognises the need to accelerate improvements in education 7

The Council has a culture of self-evaluation which resulted in a fair and balanced account of its performance in 2012-13 11

Despite significant financial challenges, the Council is ensuring it has sound plans for improvement 18

The Council is likely to make appropriate arrangements to secure continuous improvement for 2014-15 20

Appendices Appendix 1 Status of this report 21

Appendix 2 Useful information about the Bridgend area and the Council 22

Appendix 3 Annual Audit Letter 23

Appendix 4 Bridgend County Borough Council’s improvement objectives and self-assessment 25

Page 37 3 Annual Improvement Report - Bridgend County Borough Council Summary report

1 Each year, the Auditor General must report • the Care and Social Services on how well Welsh councils, fire and rescue Inspectorate Wales (CSSIW) considered authorities, and national park authorities that the Council continued to make are planning for improvement in delivering reasonable progress, despite significant their services. This report draws on the senior management changes and a long work of the relevant Welsh inspectorates, period of uncertainty; as well as work undertaken on the Auditor General’s behalf by the Wales Audit • the Welsh Language Commissioner Office. The report covers Bridgend County identified continued improvement in the Borough Council’s (the Council) delivery implementation of the Council’s Welsh and evaluation of services in relation to Language Scheme; and 2012-13 and its planning of improvement for • the Ombudsman for Wales noted that the 2013-14. By taking these into account, the number of complaints against the Council Auditor General can conclude whether the had decreased. Council will make arrangements to secure continuous improvement for 2014-15. 3 We also found that the Council has established a culture of self-evaluation which 2 We found that, in 2012-13, the Council made resulted in a fair and balanced account of good progress in delivering improvement its performance in 2012-13 information, in most of its priority areas and recognises although there are areas for improvement. the need to accelerate improvements in We arrived at this conclusion because: education and complaints handling. We came to this conclusion because: • the Council discharged its improvement reporting duties under the Local • the Council has filled corporate director Government (Wales) Measure 2009 (the vacancies and is streamlining the senior Measure) and acted in accordance with management structure; Welsh Government guidance; • the connection between medium-term • well-established performance review financial and service planning has been arrangements were further refined during strengthened; 2013; • performance management arrangements • the Council’s performance across a continue to be improved; range of services has improved since • the Council met the majority of its 2011-12, but there are inconsistencies objectives for 2012-13 and further refined in how well the Council collects its its arrangements for driving improvement performance information; from 2013 onwards;

Page 38 4 Annual Improvement Report - Bridgend County Borough Council • the Council is considered by the • the Council has a detailed Medium Appointed Auditor to have produced Term Financial Strategy 2013-2017 that satisfactory financial accounts; supports effective financial management during a period of significant financial • the Council’s performance in constraint. administering housing benefit had not improved in 2012-13 from the previous 5 Taking the above comments into account, year, but recent information shows we consider that the Council is likely to significant improvements in its processing make appropriate arrangements to secure times; continuous improvement for 2014-15.

• the CSSIW reported that the Council has improved the provision for young children and aftercare for post-16 year olds, but challenges remain regarding child poverty and provision for Looked After Children (LAC);

• the Council has been developing arrangements in education following an Estyn inspection in 2012 but remains below the Wales average in a number of national strategic indicators (NSIs); and

• the Council recognises that there are weaknesses in its collaboration and working arrangements with third sector partnerships.

4 Despite significant financial challenges, the Council is ensuring it has sound plans for improvement. We arrived at this conclusion by finding that:

• the Council’s Corporate Plan for 2013- 2017 incorporates the areas covered by the Welsh Government’s guidance; and

Page 39 5 Annual Improvement Report - Bridgend County Borough Council Detailed report

Introduction

6 Under the Measure, the Auditor General • make more formal recommendations must report each year on how well Welsh for improvement – if a formal councils plan to improve their services1. recommendation is made it is a more Including contributions from Welsh serious situation, and the Council inspectorates, Estyn (for education), must prepare a response to that the CSSIW, and the Welsh Language recommendation within 30 working days; Commissioner, this report focuses on what the Council is trying to achieve and how • for even more seriously fundamental it is going about it. It also includes the issues, he can conduct a special Council’s own self assessment on what inspection and publish a report with progress it considers it has made since the recommendations; and Auditor General published his last Annual • as a last recourse, to recommend to Improvement Report on the Council early in Ministers of the Welsh Government that 2013. they intervene in some way. 7 We gather our evidence from our reviews of 10 In 2013 we made proposals for improvement the Council’s performance which have taken to the ways in which the Council was place throughout the year, and by shared working with the third sector in support of knowledge with other Welsh inspectorates. a review the Council was undertaking of its We have not completed a full annual review arrangements; these are covered later in the of all the Council’s arrangements or services report. this year. 11 We want to find out if this report gives you 8 The report will finally conclude whether or the information you need and whether it is not the Auditor General believes that the easy to understand. You can let us know Council is likely to improve its arrangements your views by e-mailing us at and services for 2014-15. [email protected] or writing to us at 9 Given the wide range of services provided 24 Cathedral Road, Cardiff, CF11 9LJ. and the challenges facing the Council, it would be unusual if we did not find things that can be improved. The Auditor General is able to take action, depending on the seriousness of the problems:

• make proposals for improvement – if proposals are made to the Council, we would expect it to do something about them and we will follow up what happens within an agreed timetable;

1 Appendix 1 provides more information about the Auditor General’s powers and duties under the Measure.

Page 40 6 Annual Improvement Report - Bridgend County Borough Council The Council made good progress in delivering improvement in most of its priority areas and recognises the need to accelerate improvements in education

The Council has filled corporate director The connection between medium-term vacancies and is streamlining the senior financial and service planning has been management structure strengthened

12 In May 2013 we reported that the Council 14 The budget planning process that led to was making good progress in delivering the adoption of the Council’s Medium Term its improvement objectives and that it Financial Strategy in February 2014 included was refining its approach to evaluating detailed analysis of the funding associated performance. The 2013 report also identified with service delivery and related corporate the key challenges that the Council needed objectives. This has enabled members to manage, which included the need to to take more informed decisions about resolve vacancies at corporate director level priorities when settling a balanced budget for and, with the prospect of continuing financial 2014-15 and establishes a strong foundation challenges, strengthening the alignment for financial and service management for the between financial and service planning. future.

13 By November 2013 the Council had Performance management arrangements appointed its new senior management continue to be improved team ensuring clear accountability and responsibility at senior level. In February 15 Performance management arrangements 2014 the Council also agreed to delegate have continued to develop in the past year. authority to the Chief Executive to further The Council published its Performance review senior management arrangements Management Framework in December with the intention of establishing an interim 2013. This document explains Council structure by April 2014 that has sufficient processes and procedures and the roles regard to the challenges facing Bridgend, and responsibilities of managers within the costs less than the current structure, and process. takes account of potential local government reorganisation. 16 As well as providing a common point of reference for process and procedure, it includes expectations around the style and behaviour of managers to support the further evolution of a strong culture of self- assessment. Further reference will be made to our analysis of performance management in practice later in this report.

Page 41 7 Annual Improvement Report - Bridgend County Borough Council The Council met the majority of its 19 For example, for 2012-13 the Council objectives for 2012-13 and further refined reported that it had ‘fully met’ the measures adopted in relation to its objective ‘to help its arrangements for driving improvement, all children and young people achieve in areas like education, from 2013 higher attainment by improving learning onwards opportunities and making them more accessible’. One measure, data about 17 The Council set itself nine improvement educational attainment of pupils in schools2, objectives for 2012-13 and published its showed improvement compared to the assessment of its performance in October previous year (improving from 77.1 per 2013. When setting its objectives the cent to 80.6 per cent) and in overall terms Council also explained the measures it the assessment by the Council that its would use to judge its success. Using these planned outcome had been achieved measures as its reference point it reported was fair. However, when compared to the that it had: same results for the rest of Wales, whilst showing an improvement, attainment was • ‘fully’ met four of its improvement below the national average of 83.3 per objectives; cent and the Council’s ranking moved from • ‘mainly’ met four of its improvement 19th to 18th of the 22 councils in Wales. objectives; and The best performance in Wales for this indicator achieved 86.4 per cent that year. • ‘partially’ met one of its improvement The Council has recognised the need to objectives. address this and has strengthened the measures in its Corporate Plan for 2013- 18 Explaining the measures of success is an 2017, for example by aiming for a faster rate important factor – ensuring they are the of improvement and introducing associated appropriate measures and the evaluation measures that pay attention to progress at of how well they have been met is essential earlier stages of learning. when assessing local impact and driving improvement. Our review of the Council’s assessment of its performance largely agreed with its conclusions. Our review also identified some scope for improvement. Describing an objective as ‘fully met’ may be a fair assessment when looking at an individual measure but the wider context also needs to be considered. The Council has taken this into account when adopting its priorities and measures for 2013 onwards.

2 EDU/003 The percentage of pupils assessed at the end of key stage 2, in schools maintained by the authority, achieving the Core Subject Indicator as determined by teacher assessment.

Page 42 8 Annual Improvement Report - Bridgend County Borough Council The Care and Social Services these initiatives will be critical to the overall Inspectorate Wales considered that the improvement of service quality for children and young people in Bridgend. The Council Council continued to make reasonable has recognised this issue and has targeted it progress, despite significant senior as an area for improvement in 2014-15. management changes and a long period of uncertainty 23 With regard to the areas for development that had been identified in 2012 the CSSIW 20 The CSSIW publishes an annual review concluded that the Council had ‘made good and evaluation of Council social services progress in addressing last year’s areas which sets out key areas of progress in for development and built them into its own the previous year and areas for future improvement objectives. Children’s services improvement. The most recent report about have also responded positively to the the Council was published in October 2013 inspection of its arrangements for looked- and can be found at www.cssiw.org.uk/docs/ after children and young people and has cssiw/publications/131028bridgenden.pdf. clear action plans in place.’

21 The CSSIW considered that for adult The Welsh Language Commissioner services the work being completed by identified continued improvement in the the remodelling of the adult social care implementation of the Council’s Welsh programme board had enabled the Council to identify areas for development, assign Language Scheme tasks and monitor progress against a wide 24 The role of the Welsh Language range of service developments. This process Commissioner was created by the Welsh was ensuring service improvement across Language (Wales) Measure 2011. It is adult services. Strong commissioning expected that new powers to impose and contracting arrangements were in standards on organisations will come into place combined with a robust approach to force through subordinate legislation by safeguarding adults. The Council continued the end of 2014. Until that time, the Welsh to be a key driver in the Western Bay Language Commissioner will continue to regional collaboration. review Welsh language schemes by virtue of 22 For children’s services the CSSIW powers inherited under the Welsh Language summarised that performance had continued Act 1993. to improve despite a high and increasing 25 The Welsh Language Commissioner works number of LAC. There were a number of with all councils in Wales to inspect and projects in place to address the challenges advise on the implementation of language that this increase created including the schemes. It is the responsibility of councils reduction of the looked-after child population to provide services to the public in Welsh and increasing the volume and range of in accordance with the commitments in local placements available. The success of

Page 43 9 Annual Improvement Report - Bridgend County Borough Council their language schemes. Every council is The Ombudsman for Wales noted that the committed to providing an annual monitoring number of complaints against the Council report to the Welsh Language Commissioner had decreased outlining its performance in implementing the language scheme. The Welsh Language 27 The Ombudsman for Wales issues an Commissioner analyses every monitoring annual report which notes the type and report, provides a formal response and frequency of public complaints against public collects further information as required. sector organisations and notes how they are dealing with the complaints. 26 The development of the Council’s website is ongoing and following the introduction 28 Within the Council, the number of of a new content management system, complaints received and investigated by English language pages are withheld until the Ombudsman for Wales had decreased the corresponding Welsh pages are ready. compared with 2011-12 and at 24 remained Further to this development, the Council’s below the average (36) for Wales, the microsites, relating to attractions within majority of complaints during 2012-13 the Council, are completely bilingual. The relating to finance and taxation. Council acknowledges the need to attract Welsh speakers to apply for frontline posts. A scheme has been developed to appoint an apprentice to work in the Customer Services Centre. Further to that, the Council is considering visiting a Welsh- medium secondary school in the county to promote apprenticeships in the future. The Council is currently reviewing its third-party agreements in terms of social care for adults services. Providers are encouraged to use the Welsh language and to plan services in order to facilitate Welsh provision. Initial work has identified that there are staff who are willing to respond to service users in Welsh. The Council is carrying out a further audit for 2013-14 within adult social care, in order to better understand compliance against the Welsh Language Act for all commissioned services. This will build on the baseline audit carried out in 2012-13, which aims to continue to encourage the Welsh language and to plan services in order to facilitate Welsh provision.

Page 44 10 Annual Improvement Report - Bridgend County Borough Council The Council has a culture of self-evaluation which resulted in a fair and balanced account of its performance in 2012-13

29 The Council must publish a report of its Report is also available in hard copy upon 2012-13 performance by 31 October request and a bilingual summary has been 2013. The Council’s report is available produced which has been circulated among on its website at: www1.bridgend.gov.uk/ various council locations. media/181525/bridgend_cbc_annual_ report_2012_13.pdf. 33 We also concluded that the Report provides a fair and balanced account of the Council’s 30 The Welsh Government has passed performance in 2012-13 including details of legislation and published guidance that performance and comparisons as measured all councils must follow when publishing by the national statutory performance such information. The Auditor General is indicators. The Report includes details of required to assess whether the Council the ways in which the Council has sought has complied with the legislation and has to collaborate and used examples to met the guidance; he must also publish his illustrate the outcomes of some of these conclusions. collaborations.

31 To enable the Auditor General to reach Well-established performance review a final conclusion, we undertake an arrangements were further refined during assessment of the report published by the Council and test a sample of the statements 2013 made and the data used by the Council. 34 The Council has a long established This assessment determines whether the performance review process. At corporate report presents a fair and balanced picture level a Corporate Performance Assessment of the Council’s performance. In this section (CPA) is undertaken every three months. we report the conclusions arising from our The CPA is attended by cabinet members, assessment and provide a view of the way in the Chief Executive and corporate directors which the Council evaluates its performance. with support from the corporate performance improvement and finance teams. The Council discharged its improvement reporting duties under the Measure 35 Our observation of these meetings has and acted in accordance with Welsh confirmed that they take a holistic view of Government guidance performance across the Council; identify ‘cross-cutting’ opportunities between 32 The Council approved and published its services and directorates; adequately Annual Performance Report 2012-13 (the manage financial matters affecting more Report) before the statutory deadline of than one service area; and manage risks 31 October 2013. We found the Report to and resource implications. The CPA be fully accessible to the public and made also plays a key role in challenging poor available both in English and Welsh to performance and identifying improvement download from the Council’s website. The opportunities.

Page 45 11 Annual Improvement Report - Bridgend County Borough Council 36 There is also systematic service review Exhibit 1 - Good practice in performance at directorate and operational level. From evaluation September to October 2013 staff from the Wales Audit Office and KPMG observed Effective performance review was undertaken scheduled performance review meetings by the majority of management teams at directorate and service team level. The purpose of the observation was to assess Observation of routine performance review by current arrangements, and identify positive service management teams identified a range of practice and any potential for improvement. positive practice that was driving improvement and ensuring a focus on what mattered. Teams were 37 Observation identified positive practice observed: by the majority of management teams • Taking account of a range of relevant information (see Exhibit 1). Our conclusions and – covering overall performance in relation to key messages were presented to all corporate priorities; staffing matters including absence levels and tracking fulfilment of training/ managers in December 2013 at a workshop development needs; service user feedback and which launched the Council’s updated revenue/capital expenditure and forecasting. Performance Management Framework • Assessing current risks to performance document. The event also enabled outcomes and ‘horizon scanning’ in order to discussion about how positive practice could prepare for anticipated change. be more widely disseminated and systems • Taking solution-focused decisions and identifying further refined. where inter-service arrangements could be improved to support improved results. 38 The Performance Management Framework brought together a description of current practice and set out clear expectations both in terms of process and the roles and behaviour expected of those engaged in the process. This document provides a key reference point for those engaged in the performance review process. The document can be found on the Council’s website: www1.bridgend.gov.uk/media/188158/pmf- final-for-publication-dec-2013-.pdf.

Page 46 12 Annual Improvement Report - Bridgend County Borough Council The Council’s performance across a range 43 We examined how the Council collected of services has improved since 2011- the following NSIs: ‘the percentage of private sector dwellings vacant for more 12, but there are inconsistencies in how than six months and returned to occupation well the Council collects its performance during the year through direct action by information the local authority’; and the ‘percentage of Special Educational Needs (assessments) 39 The Council’s performance can be issued within 26 weeks’. Also, one Public compared with the other 21 Welsh local Accountability Measure (PAM) for the authorities through the use of 30 NSIs. In ‘percentage of statutory visits to LAC due comparison with last year, the Council’s in the year’. Finally, we examined three performance has generally improved across of the Council’s own local performance a number of services, with nearly 50 per measures, which monitored: ‘the amount of cent of its NSIs showing improvement. biodegradable waste sent to landfill’; ‘the However, 25 per cent have worsened. number of participants using improvement walking routes’; and ‘the number of written 40 Now 17 of the NSIs show that the Council enquiries received by the Customer Service is performing above the Welsh average, Centre and responded to within five working an improvement on nine in the previous days’. year. However, the same number of NSIs as last year, that is, 12, show the Council’s 44 We found that collection systems for two out performance is below the Welsh average. of the six performance measures/ indicators data systems were sometimes inaccurate. 41 The reliability of performance data is Therefore we concluded that: important as it enables the Council to measure its progress and provide sound • While the Council has well-established information and evidence on whether or not systems in place to collect, analyse and it is achieving its improvement objectives. report data, there are inconsistencies in how staff apply the systems. 42 The Wales Audit Office undertook a review of how the Council checks the reliability of • Some of the performance indicators its data, to assess whether it is selecting are inaccurate or do not comply the right measures and targets; looking at with definitions; this was because its methods of collecting, processing and inappropriate data was being collected analysing the data; and finally, whether the to validate an indicator or base data was reporting of the results is provided to the being lost which meant the Council could right people, in a helpful and constructive not measure whether any improvement way. had taken place.

Page 47 13 Annual Improvement Report - Bridgend County Borough Council • The Council did not have a formal 47 The Appointed Auditor also noted that the internal system in place to regularly Council had made progress in resolving the check samples of performance measures job evaluation project to enable the Council or indicators. The Council does have to effectively plan its future pay budget and plans in place to start up such a process demands on its resources into the medium in 2014. term.

45 We proposed that performance data staff 48 The Appointed Auditor’s letter appears in consider refresher training to ensure they Appendix 3 and provides more detail. are aware of the necessity to be more accurate and careful in maintaining the The Council’s performance in systems. The Council has considered administering housing benefit had not this proposal and has incorporated data improved in 2012-13 from the previous validation and quality assurance checks into the new Performance Management year, but recent information shows Framework and the new Performance significant improvements in its processing Management System. times

The Council is considered by the 49 We annually review the processes by which Appointed Auditor to have produced the Council administers housing benefit and last year reported that the Council needed satisfactory financial accounts to take action to improve its performance in 46 The auditor appointed by the Auditor key areas. That is, to increase the number General recently gave his opinion on the of new claims processed within 14 days; Council’s accounts and based on this the reduce the number of claims outstanding Appointed Auditor’s view is that the financial over 50 days; and reduced the time taken to statements were generally satisfactory. deal with applications needing revision. There were no concerns raised about 50 During our review, we found that the the qualitative aspects of the Council’s Council’s performance had not improved, accounting practices and financial reporting, but we have since noted that the Council no significant difficulties encountered has made improvements to its processes during the audit and no significant matters which has strengthened performance: discussed and corresponded upon with management which required reporting to the • The percentage of new claims decided Audit Committee. within 14 days had not improved in 2012-13 taking 23 days as opposed to 21 in the previous year. However, the Council can demonstrate an improvement during the period from April 2013 onwards, and current figures show an average of 16.5 days to process new claims.

Page 48 14 Annual Improvement Report - Bridgend County Borough Council • The percentage of new claims 53 Further, the CSSIW noted that performance outstanding over 50 days in Bridgend in children’s services had continued to had not improved: from six per cent improve; this was despite a high and in 2011-12 to 10 per cent in 2012-13. increasing number of LAC and that these Current performance figures are more increases have placed considerable encouraging and the Council hopes to workload pressures on teams. reduce the number of outstanding claims to less than five per cent. 54 The Council has initiated a number of projects to cope with this increase, but • The time taken to process housing recognises that much depends on its ability benefit applications with changes of to deliver these projects successfully in circumstances was nine days in 2011- order to maintain and even improve the 12, worsening to 13 days in 2012-13. quality of services for the increasing number The Council has since reported that it of LAC and young people in Bridgend. For is currently taking just over nine days to example, cases rose by 12 per cent from process these applications, but hopes to 345 in 2012, to 387 on 31 March 2013. The reduce this time even further by the end number of children on the child protection of March 2014. register also rose from 131 to 161 in the same period: a 23 per cent increase. 51 Our review next year will focus on how the Council achieved these improvements and 55 The Council also continues to extend the whether they are sustainable. range of some of its services for vulnerable children; such as the expansion of the The CSSIW reported that the Council has Flying Start programme for children aged improved the provision for young children 0 to 3 years – extending the reach of the and aftercare for post-16 year olds, but programme to include more children and the completion of new accommodation in challenges remain regarding child poverty Brackla, Plasnewydd and Cefn Glas primary and provision for looked-after children schools.

52 In its Annual Review and Evaluation of 56 The greatest challenge for the Council is to Performance 2012/2013, the CSSIW noted provide services for LAC. Performance has that the Council had responded positively to declined from last year, with an increase in the CSSIW’s inspection of its arrangements the children with three or more placements for LAC and young people in 2012, now and changes of school. The Council is having clear action plans in place to address opening new residential care units to the areas requiring improvement. ensure that children can be cared for within the county boundary, but it is yet to have an impact on the numbers who have to seek care outside the boundaries and the constituent extra costs.

Page 49 15 Annual Improvement Report - Bridgend County Borough Council The Council has been developing There were weaknesses in the arrangements in education following an collaboration and working arrangements Estyn inspection in 2012 but remains between the Council and its third sector below the Wales average in a number of partnerships national strategic indicators 59 In June 2013, the Wales Audit Office 57 Estyn, the office of Her Majesty’s Chief completed a review of the Council’s Inspector of Education and Training collaborative working arrangements with in Wales, last inspected the Council’s the third sector. We concluded that although education service in 2012 when it judged it could demonstrate it was receiving good the service to be ‘adequate’ with ‘adequate’ value from its work with the third sector, the capacity to improve. A copy of Estyn’s Council: Inspection Report can be found on its • does not have a clear strategy of how the website at www.estyn.gov.uk. Estyn made third sector will help it achieve Council a number of recommendations that the priorities; Council should address in order to secure improvements. The Council is subject to • has not yet fully evidenced the value Estyn monitoring visits that review progress of working with the third sector, and although the results of these visits are not performance monitoring is inconsistent routinely reported. which hinders the Council’s ability to gauge whether activities are meeting 58 The Council, whilst showing improvement expectations; and for some education NSIs, still remains below the Wales average in important areas such • has operational procedures and controls as the standards of pupil achievement, and for working with the third sector, which continues to be the poorest in Wales for although improving, are inconsistent and issuing final statements of special education not always sufficiently robust. needs within 26 weeks. 60 The review made four proposals for improvement:

Third sector strategy P1 The Council should clarify its stance on working with the third sector and promote that across the organisation and with the sector itself. It should build understanding with the sector about what the Council wants and needs and the potential future opportunities to help develop the market and build sustainability.

Page 50 16 Annual Improvement Report - Bridgend County Borough Council 61 Following the publication of our review in Performance monitoring August 2013, the Council has continued its P2 The Council should review each Service Level efforts to improve the arrangements with Agreement (SLA) with third sector organisations, the third sector, and to put actions in place in discussion with the organisation. Performance management and reporting arrangements should to implement the proposals. It had already be proportionate to the funding provided, but as developed a cross-Council project group a minimum, should ensure that: that included members from key voluntary • performance measures demonstrate the sector partners, as part of a wider review of contribution being made to the achievement third sector activities by the Council. This of corporate priorities; group has put in place actions to address • targets are robust, meaningful and mutually our proposals. Since the review the Council agreed; has collated detailed information for each • reporting arrangements suit the needs of of its third sector relationships. It now has both parties; and a clearer understanding of what activity • feedback on performance is two-way. and organisations the Council supports and how this support contributes to achieving Client relationship management corporate objectives. It has agreed a P3 The Council should identify which organisations common format for contracts it will use when it defines as receiving significant levels commissioning activity from the third sector of Council funding. Then for each of the and it is planning to undertake a review organisations defined as such, the Council should nominate a lead officer to: of each third sector partnership using a common review methodology. • manage the relationship with that organisation; • have an overview of the total funding provided to the organisation by the Council; • understand the contribution the organisation makes to achieving corporate priorities; and • act as a contact for officers to escalate concerns about provider performance.

Consistency of approach P4 The Council should identify areas of its dealings with the third sector that could be more consistent such as commissioning and performance management. It should seek to learn from colleagues, other councils, and the sector itself, about which approaches work well. The best approaches should then be applied across the Council.

Page 51 17 Annual Improvement Report - Bridgend County Borough Council Despite significant financial challenges, the Council is ensuring it has sound plans for improvement

The Council’s Corporate Plan for 2013- The Council has a detailed Medium 2017 incorporates the areas covered by Term Financial Strategy 2013-2017 that the Welsh Government’s guidance supports effective financial management during a period of significant financial 62 To comply with Welsh Government legislation, the Council published its constraint Corporate Plan 2013-2017 (the Plan) 65 The Council published its Medium Term which contained its improvement objectives Financial Strategy, for the period 2013-2017 (referred to as improvement priorities) in September 2013, based on the need to both in English and Welsh on the Council’s achieve reduced spend of £35 million over website by 30 April 2013. We undertook the next three years. an audit of the Plan and concluded that it incorporates the areas covered by the Welsh 66 Our national report published in January Government’s guidance as it contained 2014, entitled Meeting the Financial reasons for the selection of the objectives, Challenges Facing Local Government in details of the arrangements to help the Wales looked at how councils are managing Council achieve the priorities and what are their finances in challenging economic the expected outcomes. circumstances and against a backdrop of increasing demand for services. Cost 63 The Council has effectively consulted a wide pressures have to be managed alongside range of people and organisations about the substantial service demand pressures content of the Plan, including businesses, relating to, for example, LAC, supporting partners and the general public. The Council people most affected by economic recession published the consultation feedback, and welfare reform, and the effect on indicating the general points or themes, and services of the ageing population. Many what action it took to refine the priorities. of the services which councils provide are 64 Following the consultation, the Council currently mandatory/statutory, leaving limited has continued to engage the public by room for manoeuvre in budgets. suggesting actions citizens can take to 67 The report concluded that many councils help the Council achieve the improvement in Wales are experiencing difficulties in priorities. For example, shopping locally to managing cutbacks, as: support local retailers and so improve the local economy and asking that businesses • they do not have clear and realistic inform educational organisations about plans to deliver efficiency savings and what skills they will be seeking in the local improvements; workforce in the future. • councils in Wales are not routinely basing their strategic plans on sound and appropriate financial information;

Page 52 18 Annual Improvement Report - Bridgend County Borough Council • they have been able to meet their 69 The Council recognises that it continues financial challenges and deliver to face major financial challenges in the their overall plan, but more robust forthcoming year, notwithstanding the arrangements will be necessary as possibility of fundamental changes to its financial pressures increase; and very structure and areas of responsibility. Nevertheless, the Council has stated that it • not all councils are effectively monitoring will continue to provide all its services, but and evaluating progress in delivering seeking to deliver them more efficiently, and their strategic plans. to drive forward improvement in its priority areas. 68 Nevertheless, the Council displays a number of positive practices in its approach to 70 The Council needed to meet a shortfall of medium-term financial management. £24 million for the period 2013 to 2016, but following the Comprehensive Spending Exhibit 2 - Positive practice in medium-term Review in June 2013, this has been revised financial management to £31 million. It has amended its budget preparations to address this shortfall and The Council continues to refine its approach to is planning to make a £3.7 million saving in medium-term financial management by: 2013-14. The Council continues to consult • Developing a more robust approach to widely with members and key stakeholders forecasting. By considering various possible on its budget and priorities, and its scenarios over the coming three years, the structured system of corporate performance Council is preparing a number of forecasts and reporting is improving links between assumptions to better prepare its finances to address a variety of possible outcomes or risk corporate plans (including the Council’s areas. The Council has a good understanding of Medium Term Financial Plan), service the cost pressures it faces. delivery, performance targets and operating • Aligning financial and service planning. So that it finances. The Council regularly checks the can better align delivery of its corporate priorities progress of its financial plans. with the associated finances, and can better monitor and assess its financial performance in line with service delivery. • Having early discussions of where and how budgets should be spent. Members and stakeholders are involved and consulted at an early stage and are provided with regular opportunities to discuss issues and concerns in sufficient time to explore and consider the implications of cutbacks on service delivery.

Page 53 19 Annual Improvement Report - Bridgend County Borough Council The Council is likely to make appropriate arrangements to secure continuous improvement for 2014-15

71 Based on the conclusions outlined in the previous sections of this report, the Auditor General considers that the Council is likely to meet the requirements of the Measure for 2014-15. This is due to the Council’s efforts to continually try to develop its arrangements to secure continuous improvement.

Page 54 20 Annual Improvement Report - Bridgend County Borough Council Appendices

Appendix 1 Status of this report

The Local Government (Wales) Measure 2009 (the Measure) requires the Auditor General to undertake an annual improvement assessment, and to publish an annual improvement report, for each improvement authority in Wales. This requirement covers local councils, national parks, and fire and rescue authorities.

This report has been produced by staff of the Wales Audit Office on behalf of the Auditor General to discharge his duties under section 24 of the Measure. The report also discharges his duties under section 19 to issue a report certifying that he has carried out an improvement assessment under section 18 and stating whether, as a result of his improvement plan audit under section 17, he believes that the authority has discharged its improvement planning duties under section 15.

Improvement authorities are under a general duty to ‘make arrangements to secure continuous improvement in the exercise of [their] functions’. Improvement authorities are defined as local councils, national parks, and fire and rescue authorities.

The annual improvement assessment is the main piece of work that enables the Auditor General to fulfil his duties. The improvement assessment is a forward-looking assessment of an authority’s likelihood to comply with its duty to make arrangements to secure continuous improvement. It also includes a retrospective assessment of whether an authority has achieved its planned improvements in order to inform a view as to the authority’s track record of improvement. The Auditor General will summarise his audit and assessment work in a published Annual Improvement Report for each authority (under section 24).

The Auditor General may also in some circumstances carry out special inspections (under section 21), which will be reported to the authority and Ministers, and which he may publish (under section 22). An important ancillary activity for the Auditor General is the co-ordination of assessment and regulatory work (required by section 23), which takes into consideration the overall programme of work of all relevant regulators at an improvement authority. The Auditor General may also take account of information shared by relevant regulators (under section 33) in his assessments.

Page 55 21 Annual Improvement Report - Bridgend County Borough Council Appendix 2 Useful information about the Bridgend area and the Council

The Council

Bridgend County Borough Council spent approximately £316.4 million this year (2013-14). This equates to about £2,336.00 per resident. In the same year, the Council also spent £36.7 million on capital items.

The average band D council tax in 2012-13 for Bridgend was £1,296.16 per year. This has increased by 3.9 per cent to £1,346.83 per year for 2013-14; 79.4 per cent of Bridgend’s housing is in council tax bands A to D.

The Council is made up of 54 elected members who represent the community and make decisions about priorities and use of resources. The political make-up of the Council is as follows:

• 39 Labour

• 4 Independent Annibynwyr

• 1 Plaid Cymru

• 1 Conservatives

• 6 Independent

• 3 Welsh Liberal Democrats

The Council’s Chief Executive is Darren Mepham. Corporate Director, Resources is Ness Young; Corporate Director, Children is Deborah McMillan; Corporate Director, Communities is Mark Shephard; Corporate Director, Wellbeing is Susan Cooper; and Assistant Chief Executive, Legal & Regulatory Services is Andrew Jolley.

Other information

The Assembly Members for Bridgend are:

• Rt Hon. Carwyn Jones, Bridgend, Labour

• Janice Gregory, Ogmore, Labour

• Peter Black, Bethan Jenkins, Suzy Davies and Byron Davies, Regional Members

The Members of Parliament for Bridgend are:

• Mrs Madeleine Moon, Bridgend Constituency, Labour

• Mr. Huw Irranca-Davies, Ogmore Constituency, Labour

For more information, see the Council’s own website at www.Bridgend.gov.uk or contact the Council at the Civic Offices, Angel Street, Bridgend, CF31 4WB.

Page 56 22 Annual Improvement Report - Bridgend County Borough Council Appendices

Appendix 3xx Annual Audit Letter

Councillor Mel Nott The Leader Bridgend County Borough Council Civic Offices Angel Street Bridgend CF31 4WB

Dear Councillor Nott

Annual Audit Letter

This letter summarises the key messages arising from my statutory responsibilities under the Public Audit (Wales) Act 2004 as the Appointed Auditor and my reporting responsibilities under the Code of Audit Practice.

The Council complied with reporting requirements relating to its financial performance and use of resources

It is the Council’s responsibility to:

• put systems of internal control in place to ensure the regularity and lawfulness of transactions and to ensure that its assets are secure;

• maintain proper accounting records;

• prepare a Statement of Accounts in accordance with relevant requirements; and

• establish and keep under review appropriate arrangements to secure economy, efficiency and effectiveness in its use of resources.

The Public Audit (Wales) Act 2004 requires me to:

• provide an audit opinion on the accounting statements;

• review the Council’s arrangements to secure economy, efficiency and effectiveness in its use of resources; and

• issue a certificate confirming that I have completed the audit of the accounts.

Page 57 23 Annual Improvement Report - Bridgend County Borough Council Local authorities in Wales prepare their accounting statements in accordance with the requirements of the CIPFA/LASAAC Code of Practice on Local Authority Accounting in the United Kingdom. This Code is based on International Financial Reporting Standards. On 30 September 2013 I issued an unqualified audit opinion on the accounting statements confirming that they present a true and fair view of the Council’s financial position and transactions. My report is contained within the Statement ofAccounts. The key matters arising from the accounts audit were reported to members of the Audit Committee in my Audit of Financial Statements report on the 26 September 2013.

This report stated that we had no concerns about the qualitative aspects of your accounting practices and financial reporting, we did not encounter any significant difficulties during the audit and there were no significant matters discussed and corresponded upon with management which we needed to report.

My consideration of the Council’s arrangements to secure economy, efficiency and effectiveness has been based on the audit work undertaken on the accounts as well as placing reliance on the work completed as part of the Improvement Assessment under the Local Government (Wales) Measure 2009. Overall, I am satisfied that the Council has appropriate arrangements in place.The Auditor General will highlight areas where the effectiveness of these arrangements has yet to be demonstrated or where improvements could be made when he publishes his Annual Improvement Report.

In previous years, I have commented on importance of resolving the job evaluation project to enable the Council to effectively plan its future pay budget and have confidence about the demands on its resources into the medium term. I am pleased to report that this year the Council has continued to make substantial progress in this area, with the job evaluation project progressing towards resolution during our audit year (and being implemented during 2013-14).

I issued a certificate confirming that the audit of the accounts has been completed on 30 September 2013.

The financial audit fee for 2012-13 is £190,000, which is in line with the agreed fee set out in theAnnual Audit Outline.

Yours sincerely,

Darren Gilbert, KPMG LLP

For and on behalf of the Appointed Auditor 21 November 2013

Page 58 24 Annual Improvement Report - Bridgend County Borough Council Appendices

Appendix 4xx Bridgend County Borough Council’s improvement objectives and self-assessment

The Council’s improvement objectives

The Council is required by the Welsh Government to make plans to improve its functions and the services it provides. Each year it must publish these plans along with specific improvement objectives that set out the key things that the Council intends to do to improve. The Council must do this as soon as possible after 1 April each year. The Council published its improvement priorities in its corporate plan to cover the period 2013-2017, which can be found on the Council website at www.Bridgend.gov.uk. They are published here, along with the previous improvement objectives:

Key improvement objectives 2010-2013 Improvement priorities 2013-2017

• to build safe and inclusive communities • working together to develop the local economy; supported by an effective physical infrastructure; • working together to raise ambitions and drive up • to develop and support sustainable and educational achievement; affordable housing solutions for those who are • working with children and families to tackle homeless or in need; problems early; • to work in collaboration with partners to meet the • working together to help vulnerable people to different needs of all children and young people stay independent; and provide them with the best start in life; • working together to tackle health issues and • to help all children and young people achieve encourage healthy lifestyles; and higher attainment by improving learning • working together to make the best use of our opportunities and making them more accessible; resources. • to improve physical and emotional well-being by promoting and supporting active lifestyles, participation and learning; • to implement effective integrated health and social care services to support independence, health and well-being; • to support and invest in our communities to promote economic growth, physical renewal and sustainability; • to manage and promote our natural and historic environment; and • to improve the way we work to ensure effective and efficient use of our financial, technological, physical and human assets.

The Council’s self-assessment of performance

The Council’s self-assessment of its performance during 2012-13 can be found in the Annual Report 2012-13 which can be found on: www1.bridgend.gov.uk/media/181525/bridgend_cbc_annual_ report_2012_13.pdf.

Page 59 25 Annual Improvement Report - Bridgend County Borough Council Page 60 Agenda Item 5

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Chief Officer Darren Mepham Cabinet Member Chairperson (Urgent only)

Legal Andrew Jolley Finance Janet Smith Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CHIEF EXECUTIVE

REVIEWED PERFORMANCE MANAGEMENT FRAMEWORK

1. PURPOSE OF REPORT

1.1 The purpose of this report is to present the Council’s reviewed Performance Management Framework (attached) for Cabinet to consider, approve and adopt.

2. CONNECTION TO CORPORATE IMPROVEMENT OBJECTIVES / OTHER CORPORATE PRIORITIES

2.1 The reviewed Performance Management Framework is designed to provide guidance to everyone involved in delivering the outcomes the Council wants to achieve for local citizens, as set out in the Corporate Plan 2013-17.

3. BACKGROUND

3.1 Under section 2 of the Local Government (Wales) Measure 2009, the Council has a general duty to “make arrangements to secure continuous improvement in the exercise of its functions”.

3.2 In April 2013, the Council published its Corporate Plan 2013-17. The Plan redefined the Council’s vision and set out the Council’s six improvement priorities. The Council reviews its Corporate Plan each year to confirm the Council’s improvement priorities and to update its commitments and performance indicators.

3.3 The Council’s Medium Term Financial Strategy (MTFS) articulates how the Council plans to use its resources to support the achievement of its improvement priorities and statutory duties. The Corporate Plan is aligned to the MTFS, providing a link between the Council’s resources and priorities.

3.4 To help secure continuous improvement, the Council re-engineered its Performance Management Framework in 2013. The framework sets out principles, processes and procedures of performance management, linking service delivery to the Council’s vision and priorities. 1

Page 61

4. CURRENT SITUATION

4.1 The reviewed Performance Management Framework has been launched internally, by the Chief Executive. Since the launch in December 2013, the Framework has been used by officers as a key reference point in the Council’s performance management process.

4.2 The purpose of the Performance Management Framework is to:

• define what performance management is all about within the Council at a time of strategic change; • ensure everyone understands their accountabilities in delivering priorities for less; and • provide a guide to all those involved in the performance management process.

4.3 The framework defines the Council’s performance management cycle: plan-do-review- revise, and clearly identifies responsibility and accountability for each stage of this process.

4.4 The framework introduces the notion of the “golden thread”, which links the Council’s vision through to services delivered at the frontline of the Council, and identifies how external factors influence the Council’s vision and priorities.

4.5 The framework demonstrates the links between the elements of the integrated corporate, business and financial processes. It also provides a timetable, showing how the corporate planning process links with the partnership and financial planning processes, and shows who is responsible for each task.

4.6 There are specific sections included in the framework that provide guidance in respect of working with partners (commissioning and collaboration) and how the Council engages and works with its citizens, to ensure a citizen-centred and outcome-focused approach.

4.7 As well as providing a common point of reference for process and procedure, the Framework includes expectations around the style and behaviour of managers to support the further evolution of a strong culture of self-assessment.

4.8 Everyone within the Council (from Elected Members to frontline staff) has a role to play and is responsible for implementing and adopting the Performance Management Framework.

4.9 It is planned that the Performance Management Framework is reviewed every other year to ensure it is fit for purpose.

5. EFFECT UPON POLICY FRAMEWORK & PROCEDURE RULES

5.1 There is no direct effect upon policy framework and procedure rules.

6. EQUALITY IMPACT ASSESSMENT

6.1 There are no equalities implications in this report.

7. FINANCIAL IMPLICATIONS

7.1 There are no financial implications in this report.

8. RECOMMENDATION

Page 62 8.1 Cabinet considers this report, and approves and adopts the reviewed Performance Management Framework.

Darren Mepham Chief Executive 12 June 2014

Contact Officer: Yuan Shen, Corporate Improvement Manager Telephone: (01656) 643224 E-mail: [email protected]

Postal Address Ravens Court, Bridgend, CF31 4AP

Background documents

None

Page 63 This page is intentionally left blank

Performance Management Framework

December 2013

Page 65 Foreword

I am pleased to launch the council’s new Performance Management Framework.

Like all local authorities in the UK, Bridgend County Borough Council is facing unprecedented challenges. Over the next four years, we expect to make recurrent savings of around £36 million, including £13 million by 1 April 2014. At the same time we are committed to working together with partners and citizens to improve lives in the county borough, focusing on our six clear corporate priorities.

Realising our vision will depend on us all having a shared understanding of our corporate priorities and statutory obligations as well as our individual roles and responsibilities in their achievement. This performance management framework, designed for everyone involved in delivering the outcomes we want, sets out principles, processes and procedures of performance management, linking service delivery to our vision and priorities. It clearly identifies responsibility and accountability for each stage of the Council’s performance management process, from business planning, to service delivery, to performance review and to changes that may be necessary.

I commend this framework to you. It is designed to help us continually to plan, implement, review and revise our work so that we can successfully improve lives in the county borough, working together with others.

Darren Mepham

Chief Executive Bridgend Council Borough Council December 2013

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Page 66 Contents Purpose ...... 4 Scope ...... 4 Background ...... 4 Our vision ...... 4 Our values ...... 4 Applying best practice ...... 5 1. Defining performance management ...... 6 1.1 Definition ...... 6 1.2 Principle ...... 6 1.3 How does this principle work? ...... 7 2. Plan...... 8 2.1 Golden thread for planning ...... 8 2.2 How the ‘golden thread’ is applied ...... 9 2.3 Corporate and directorate business planning process ...... 10 2.4 Plan – roles and responsibilities matrix ...... 11 3. Do ...... 12 3.1 Implementing and monitoring our plans, priorities and actions ...... 12 3.2 Performance management processes, systems and information ...... 13 3.3 Do – roles and responsibilities matrix ...... 14 4. Review ...... 15 4.1 Corporate performance review ...... 15 4.2 Directorate performance review ...... 16 4.3 Service/group performance review ...... 16 4.4 Individual performance review ...... 16 4.5 Core characteristics of review ...... 17 4.6 Review – roles and responsibilities matrix ...... 18 5. Revise ...... 19 5.1 Analysis ...... 19 5.2 Making changes in moving forward ...... 20 5.3 Revise – roles and responsibilities matrix ...... 21 6. Collaboration and commissioning ...... 22 6.1 Working with our partners...... 22 6.2 Engaging and working with our citizens ...... 23 6.3 Commissioning ...... 24 7. Summary ...... 25 APPENDIX A – Roles and responsibilities ...... 26 APPENDIX B – Corporate and business planning timetable ...... 27 APPENDIX C – Key considerations during the planning process ...... 28 APPENDIX D – High performing behaviour – standards for managers ...... 31 Contact ...... 33

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Page 67 Purpose

The purpose of this Performance Management Framework is to:

 define what performance management is all about within the Council at a time of strategic change;  ensure everyone understands their accountabilities in delivering priorities for less; and  provide a guide to all those involved in the performance management process.

Scope

This framework applies to all those engaged in the delivery of the Council’s vision. It:

 sets out the principles of performance management;  defines accountabilities for performance management;  provides processes and procedures; and  provides standards for managers.

Background

In these times of reducing budgets and increasing demand for Council services, the need for effective performance management has never been greater, as this allows us to:

 prioritise our goals and allocate our diminishing resources effectively;  ensure that everyone is clear of their roles and responsibilities and is accountable for delivering the Council’s service and financial plans; and  help improve services and outcomes for our citizens.

Our vision

Our Vision as a Council is “to work together to improve lives”. This includes working closely with our citizens and partners in all sectors of the economy. Based on this vision, a clear set of improvement priorities have been identified, improvements we believe matter most to our citizens. This document sets out the means by which we transform our vision and priorities into improved services for our citizens, within the resources available.

Our values

Our values are our guiding principles that everyone, from Elected Members to frontline staff, must observe when we conduct our business. These values are:

Fair - taking into account everyone's needs and situation Ambitious - always trying to improve what we do and aiming for excellence Citizen-focused - remembering that we are here to serve our local communities Efficient - delivering services that are value for money

Our Performance Management Framework has been developed to help us to reinforce our values, with particular emphasis on providing value for money.

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Page 68 Applying best practice

To help us achieve our vision and goals we will strive to learn from best-practices in performance management. Our Performance Management Framework, therefore, is developed based on the following best practice:

Source: Adapted from HM Treasury and the Cabinet Office’s ‘Devolved Decision Making Review’

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Page 69 1. Defining performance management

1.1 Definition

Performance management is defined as ‘taking action in response to actual performances, to make outcomes for users and the public better than they would otherwise be’ (Source IDeA).

1.2 Principle

Performance management is important to everyone who wants to see our citizens better served by us as a Council. It allows us to:

 prioritise what needs to be done within the resources available;  ensure we provide value for money;  motivate and engage staff and assign accountability;  identify and rectify poor performance at an early stage;  learn from past performance and improve future performance; and  increase public satisfaction.

Effective performance management requires:

 assigning responsibility to ensure accountability;  deciding and communicating what needs to be done (aims, objectives, priorities and targets);  a plan for ensuring that it happens (improvement, action or service plans);  some means of assessing whether this has been achieved or not (measures/indicators); and  information reaching the right people at the right time (reporting) so decisions are made and actions taken.

We follow the industry-recognised performance management principle of ‘plan-do-review-revise’.

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Page 70 1.3 How does this principle work?

Effective performance management relies on the ‘Plan-Do-Review-Revise’ cycle taking place at all levels of the Council. This means that at every level we are continually working towards delivering our vision, to meet the ever-changing needs of our citizens within available budgets.

The timeframe for the cycle may be different depending on where we are in the organisation. Major reviews, such as the Council Vision, may happen only every few years. Conversely, at an informal level, managers may set tasks, deliver priorities, observe performance and give helpful feedback to staff on a day to day basis.

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Page 71 2. Plan

Each year, we must decide on our improvement priorities to ensure they:

 reflect local priorities;  complement national priorities;  are affordable; and  have in place the best arrangements for delivery.

This knowledge is used to prioritise what needs to be done, and from this plans and measures are developed that will lead to delivery and improvement.

2.1 Golden thread for planning

The diagram below demonstrates the ‘Golden Thread’ that links the Council’s vision through to services delivered at the frontline of the Council, and how external factors influence our vision.

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Page 72 2.2 How the ‘golden thread’ is applied

2.2.1 Single Integrated Partnership Plan (SIPP)

Our Local Service Board (LSB), which comprises partners within the borough, publishes its plan entitled ‘Bridgend County Together’ which sets out actions required to deliver four key outcomes which the LSB wants to achieve for the county borough – outcomes which are the same as those we have identified in our Corporate Plan.

2.2.2 Corporate Plan

Having our Corporate Plan aligned with the key outcomes of ‘Bridgend County Together’ will ensure that the Council is able to deliver on the commitments we have made alongside our partners, and enable a clear golden thread to be demonstrated within and across our partner organisations.

The Corporate Plan covers 4-years and sets out the Council’s vision, improvement priorities and high-level actions that are identified to achieve those priorities. The vision and priorities that are set out in the Corporate Plan have a direct relationship with directorate business plans and service delivery plans at all levels, to ensure we are unified in working towards delivering our vision.

2.2.3 Directorate Business Plans

Directorate business plans are the action plans to the Council’s Corporate Plan. Each plan outlines the contribution that the directorate will make to achieve the Council’s improvement priorities and presents the directorate’s priorities for the coming year. In addition, it describes the core services that the directorate provides and contains an assessment of their achievements in the past year.

The action plan sets out what actions will be taken, how success will be measured and who will benefit. Links are also made to corporate risks, the Council’s Medium Term Financial Strategy and the collaborative arrangements that will help us to deliver the Council’s improvement priorities.

2.2.4 Service & Group Delivery Plans

Service and group delivery plans are the cornerstone of effective performance management. They translate directorate plans’ objectives into service targets, aligning with finance, workforce development and risk issues. Team plans break service plans down to the lower, operational level.

2.2.5 Individual Plans (Staff Appraisals – ‘planning the next 12 months’)

Individual plans (staff appraisals) translate group delivery plan objectives into practical working measures and targets for all members of staff within the Council. They ensure employees understand their contribution and accountability towards meeting the Council vision and objectives.

A full staff appraisal for every member of staff must be completed on an annual basis, in accordance with the Council’s Staff Appraisal Policy.

In addition to this, a ‘6-month’ review must also take place (see ‘Review’).

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Page 73 2.3 Corporate and directorate business planning process

The diagram below demonstrates the links between the elements of the integrated corporate, business and financial processes.

The table below shows the key timescales in respect of the planning tasks:

APPENDIX B provides a full timetable, showing how the corporate planning process links with the partnership and financial planning processes, and shows who is responsible for each task.

APPENDIX C provides the key considerations during the planning process. 10 of 33

Page 74 2.4 Plan – roles and responsibilities matrix

Key: L = Lead role Elected members

S = Supporting role

Council Cabinet Scrutiny Management Corporate Board Management Directorate Team of Service Heads Managers Group & Improvement Corporate Finance Corporate Support Business Managers Managers staff All and partners Citizens

PLAN Corporate Plan Accountable for development L S L S L S S S S S S Scrutinise and make recommendations L Approver L Directorate Business Plans Accountable for development S L L L S S S S S Scrutinise and make recommendations L L Approver L2 L3 Service & Group Delivery Plans4 Accountable for development L L S S L S Approver L Individual Plans (staff appraisals) Individual objective (annual appraisal meeting) L L

1 Council is all elected members, together and individually. 2 Pertinent Cabinet Member. 3 Chief Executive. 4 Service and group plans, dependant on specific area – up to Head of Service to decide service-level. Should have group level plan(s) which individual plans are linked to. 11 of 33

Page 75 3. Do

The ‘do’ stage of performance management is about carrying out activities identified by corporate, directorate, service/group and individual plans to reach our desired outcomes. It is also about ensuring that there are proper systems and processes in place to support the achievement of our plans and ensuring that we use these systems and processes effectively.

On-going performance monitoring is vital to achieve our planned outcomes, as it allows for immediate responsive action(s) on a day-to-day basis at all levels of the Council.

3.1 Implementing and monitoring our plans, priorities and actions

3.1.1 Corporate

It is the responsibility of Cabinet and the Corporate Management Board (CMB) to lead the implementation and monitoring of the progress of our priorities and outcomes alongside the Medium Term Financial Strategy and Annual Budget. This is done on a regular (weekly) basis. This also includes examining strategic issues and corporate risks that might prevent the Council from achieving our planned outcomes.

3.1.2 Directorate

It is the responsibility of the Corporate Director and their Directorate Management Team (DMT) to monitor our progress in implementing the service actions. This is done in regular DMT meetings, where the on-going monitoring of budgets and risks also takes place. Where necessary, corrective action(s) are cascaded down to the relevant Group Manager, who will raise as these at their next team/one-to-one meeting.

3.1.3 Service/Group

It is the responsibility of the relevant Head of Service/Group Manager to deliver and monitor progress of our service or group plans. Any required actions that have cascaded down from the Corporate or Directorate level are assigned to relevant teams/officers who will take responsibility for it. Any significant performance breaches or risks identified during the monitoring process can also be filtered ‘up the chain’ to the Directorate level, for a corrective decision to be made.

3.1.4 Individual objectives

It is the responsibility of staff to undertake and monitor their own individual objectives, as agreed in the staff appraisals, on a day-to-day basis.

Regular one-to-one meetings between staff and managers should also take place throughout the year. This ensures that the frontline staff are doing exactly what needs to happen, and can adjust their work plan where needed based on the ‘corrective action’ cascaded down from corporate, directorate or service level.

Regular one-to-one meetings between frontline staff and managers ensure that feedback from citizens and issues encountered by staff can be fed back and reported in a timely manner. This can be used as part of the ‘Review’ phase to assess how we are performing, or corrective action taken.

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Page 76 3.2 Performance management processes, systems and information

‘Good performance management is crucial if authorities are to be able to evaluate their own performance effectively and deliver improvements to services. This needs the support of robust systems for identifying, collecting, producing, recording and monitoring performance information.’

– External Audit (KPMG).

3.2.1 Processes

We should have arrangements in place at each level of the Council where we are collecting, recording and monitoring performance information, including:

 evidence of clear accountability and responsibility;  formal co-ordination arrangements established and followed, to oversee the production of performance information;  national or corporate guidance utilised by all officers involved in the collection, monitoring and production of PIs;  national or corporate guidance utilised by all officers involved in the target-setting process;  a timetable to plan and monitor routine production of data; and  regular checking and verification of the accuracy of information.

3.2.2 Performance management systems and information

Timely and accurate data and information is essential for effective performance monitoring. It is the responsibility of Corporate Directors to have performance information systems (ideally a single version of the truth) in place and the duty of frontline staff to collect and record data accurately and in a timely manner.

3.2.3 Quality assurance

Information reported to councillors and senior managers influences the decisions they make. Reports are only as useful as the accuracy of the information in them. Reporting inconsistencies can lead to misunderstandings or other errors, which in turn can lead to flawed decision making.

Directorates (managers and business support) are responsible for undertaking their own quality assurance throughout the year, checking that systems and methods used to measure and report the data are robust and effective.

3.2.4 Coordination and analysis of information

The Corporate Improvement Team is responsible for the coordination and analysis of information to support Cabinet and CMB with their on-going monitoring of performance and corporate risks.

Services areas and the Corporate Improvement Team provide information and analysis for Scrutiny Committees to examine service performance.

It is the responsibility of business support teams to provide accurate and timely information for monitoring performance against the directorate and service plans.

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Page 77 3.3 Do – roles and responsibilities matrix

Key: L = Lead role Elected members

S = Supporting role

DO Advocate decisions and implementation L L L S S S S S S S S Implement Corporate Plan L L L S S S S S S S S Implement Directorate Business Plan L L S S S S S S S Implement Service & Group Delivery Plans L L S L S Implement Individual Plans S L Gathering and recording information L L Quality assurance of data L S L L S On-going monitoring L L L L L L S L S (performance/budget/risks/feedback)

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Page 78 4. Review

The review stage assesses whether or not we are on course to deliver our objectives and meet targets, so that corrective action can be taken where needed, and success can also be celebrated. This stage focuses on evaluating, or self-assessing, rather than monitoring.

4.1 Corporate performance review

4.1.1 Self-Assessment process

The diagram below captures the process at the corporate level, and how service performance monitoring feeds into the process:

4.1.2 Corporate Performance Assessment (CPA)

CPA is undertaken quarterly, and is attended by Cabinet Members, members of the Corporate Management Board, and Heads of Service, and is supported by the Corporate Improvement and Finance teams. The purpose of the CPA is to:

 obtain a holistic view of the Council’s performance;  identify and explore cross-cutting issues and overspends that affect more than one area;  critically challenge areas of poor performance; and  identify service improvement opportunities, risks to delivery, and resource implications.

4.1.3 Scrutiny by Overview and Scrutiny Committee(s)

Overview and Scrutiny Committees examine the Council’s performance at their regular meetings. The Committees are appointed by Council and the scope of their responsibilities is set out below:

Overview & Scrutiny Committee Scope Community Safety and Governance Legal & Regulatory Services and Community Safety Partnership Corporate Resources and Improvement Resources Directorate Health and Well-Being Wellbeing Directorate Children and Young People Children’s Directorate Community Renewal and Environment Communities Directorate (except Community Safety Partnership)

 The Corporate Improvement Team coordinates the submission of performance management information by the Corporate Directors and directorate business support teams, and presents the analysis for the Scrutiny Committees. 15 of 33

Page 79 4.2 Directorate performance review

Semi-structured management review is undertaken at directorate level in the form of Directorate Management Team (DMT) meetings. Performance is reported and scrutinised at regular meetings, chaired by the relevant Corporate Director and supported by the directorate business support teams.

It is the responsibility of the Corporate Director and Finance Managers to ensure effective review at the directorate level. The business support teams are responsible for providing accurate and timely information for the directorate review.

4.3 Service/group performance review

Non-structured management review is undertaken at the service and group level in the form of service or group meetings. Performance is reported and scrutinised at relevant meetings, which are chaired by Heads of Service/Group Managers. Meetings take place on a regularity agreed within the particular area.

It is the responsibility of the Head of Service and their managers for effective review at the service or group level. The business support teams are responsible for providing accurate and timely information.

4.4 Individual performance review

These are formal review meetings between individuals and their line managers. Managers and staff are jointly responsible in ensuring that staff appraisals and review meetings occur within the corporate timescales.

There are two main parts to the structured individual performance review (staff appraisal).

4.4.1 Looking back – how the individual has performed in meeting last year’s targets.

Where targets were met, success can be celebrated. Where targets have not been met, it is an opportunity to discuss and identify;

 Were the objectives and targets that were set realistic and SMART?  What could we have done differently to achieve the targets?

Finding solutions to these two fundamental questions will ensure we are in a better place moving forward and in a better position to meet the targets identified for the coming year.

4.4.2 Looking forward (after 6 months) - reviewing the planned objectives and targets that were agreed at the initial appraisal meeting.

Reviewing the ‘forward-looking’ aspect of the appraisal after 6 months is important, as it provides an opportunity for managers and employees to assess the employee’s current performance against this year’s objectives and targets.

Where current performance is below what is planned, or where the team’s objectives have altered, it is an opportunity for staff and managers to make adjustments to the individual’s appraisal and forward work-plan.

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Page 80 4.5 Core characteristics of review

The following characteristics apply when we conduct review, or self-assessment:

4.5.1 Leadership and corporate arrangements

1. Strong member and senior management ownership and advocacy of the process. 2. All services included. 3. Sit within a commonly-understood strategic planning and performance management framework. 4. Aligned/interacted with other internal evaluation processes, for example Annual Governance Statement/other business planning rather than duplicate.

4.5.2 Undertaking Self-Assessment

5. Comprehensive evidence base. 6. Underpinned by effective engagement with customers/service users, partners and external agencies, and staff/members. 7. Assessments of performance/improvement needs are honest and balanced, and based on outcomes or end results for customers. 8. Linked to strategic objectives/improvement objectives. 9. Self-assessment identifies service performance, improvement scope, service and corporate risks and highlight resource implications for improvement. 10. Self-assessment looks to consider more radical service delivery solutions, not just refining existing model.

4.5.3 Internal challenge

11. Outcomes from self-assessment are subject to some form of robust internal challenge.

4.5.4 Integrating Self-Assessment with other corporate planning and PMF arrangements

12. Self-assessment timed to feed strategic planning, Medium Term Financial Strategy/budget processes, improvement reporting, risk management planning and other corporate processes. 13. Self-assessment influences Human Resources strategy and training/development and leadership planning (golden thread). 14. Self-assessment is used to support an effective learning/sharing culture within the organisation.

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Page 81 4.6 Review – roles and responsibilities matrix

Key: L = Lead role Elected members

S = Supporting role

REVIEW Corporate Performance Assessment (CPA) L L L S S S Elected members review and challenge L L S S Corporate performance information and S L S analysis for CPA and review/challenge Directorate performance review L S S S Service and Group performance review L L S S S Directorate/service performance information L S S and analysis for review/challenge Six month review (staff appraisal) meeting L L Report Council performance to the public L L L S S S S S S S Provide feedback L

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Page 82 5. Revise

This is about learning from the information we have gained during the ‘Review’ stage and from various other sources, including findings of external inspections and audit. This stage is crucial to developing an organisational culture of performance. It is about gathering and understanding information about what has and has not worked.

5.1 Analysis

Knowledge and information is gathered and analysed from a number of sources, including:

 current performance – how are we performing against targets? Are objectives and targets still relevant and realistic?

 self-assessment – following evaluation from corporate through to service & team level, what have we learned about ourselves and how we are performing?

 resource availability – how are we performing financially? Are we constrained or are there new opportunities? Can we get funding/resource from new sources? Are we over-spending?

 risks – what are our main risks? How do we manage them?

 surveys – what do our citizens and/or staff think about particular themes & objectives? Have our citizens’ priorities changed?

 complaints/feedback – what are our citizens saying? What are we doing well/poorly?

 staff views – what are our staff saying? Are our staff motivated and engaged in delivering our vision? What do they feel we could be doing better?

 external audits and inspections – what are our regulators saying about us? How do they feel we are performing following inspection? Are changes needed, if so, how urgently?

 internal audits – what are the outcomes and findings of audits? Have any recommendations been made? Do we have the necessary controls in place?

 national priorities – have Welsh and/or UK priorities as a whole changed?

 SWOT analysis – what are our current strengths, weaknesses, opportunities and threats?

Based on our analysis, ‘revisions’ can be made at any level of the Council, from corporate priorities right through to individuals’ own personal objectives.

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Page 83 5.2 Making changes in moving forward

The ‘golden thread’ that was identified as working its way down through the organisation during the ‘plan’ phase is reintroduced here, this time showing knowledge and feedback working its way back up through the organisation, based on information gathered during ‘do’ and ‘review’.

As can be seen from the diagram above, information is received from numerous sources to help inform decision-making at all levels. This also demonstrates how the feedback received from citizens and staff at the frontline is fed back up the thread.

As a result of analysing all the information, informed decisions can be made and corrective action(s) taken where needed. This may include a redistribution of resources, revised plans and timescales, or even a revision to our objectives and priorities in the next round of planning.

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Page 84 5.3 Revise – roles and responsibilities matrix

Key: L = Lead role Elected members

S = Supporting role

REVISE Corporate information gathering, analysis and L L S recommendation Make informed decisions on required changes L L L L S S S S S and add anything new if necessary Communicate and implement – linked to L L L L L L L S S L S Planning process

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Page 85 6. Collaboration and commissioning

6.1 Working with our partners

In order to achieve the overall vision for the County Borough, we must work effectively with our partners. The following principles should be observed when we look for new opportunities to collaborate with partners:

 achieve efficiency savings  improve service quality  share expertise and capacity  enable access to more resources  result in more co-ordinated delivery of services

When considering partnership working, we must ensure that we apply the same high standards of performance management in order to achieve our shared outcomes.

The following chart demonstrates the way in which we work in partnership with a range of public , private and third sector organisations locally, regionally and nationally to meet our citizens’ needs:

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Page 86 6.2 Engaging and working with our citizens

To achieve our vision for the County Borough, we must engage and work together with our citizens. The input and involvement of our citizens is vital if we are to keep our focus on their needs.

Input and feedback is important at each stage of the ‘Plan-Do-Review-Revise’ cycle:

We can work alongside citizens and gain their input by various means, including:

 customer surveys;  focus groups;  feedback forms;  citizens’ panels;  consultation (online/postal/face-to-face);  meetings with ‘hard-to-reach’ groups; and  dealing with complaints.

Once the information has been gathered and analysed, it is important that it is reported and built into the decision-making process.

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Page 87 6.3 Commissioning

We have a responsibility to find more effective ways of making public money deliver better outcomes for our citizens. In the current financial environment this has never been more important, as we face the unprecedented challenge of balancing the ever increasing demands and expectations for services at a time when budgets are being significantly reduced.

Commissioning is the process for deciding how to use the total resources available to the Council in order to improve outcomes in the most efficient, effective, equitable and sustainable way. Getting commissioning right is important to ensure that we continue to deliver the right services to the people that need them most and deliver the expected outcomes. Commissioning should focus on outcomes, rather than inputs, and the balance between quality, sustainability and cost of service.

Where the Council enters into a commissioning activity, we should ensure that all parties involved are committed to the following principles and recognise that they remain at the core of the process:

 To deliver user-focused services that meet the needs of the individual and the locality at a price that all can afford.  To commission services that have the potential to provide benefits beyond the individual service provided.  Have clear performance management arrangements for commissioning plans so that all concerned parties have a firm understanding of what ‘outcomes’ we want to achieve.  To create significant and sustainable value for all parties that neither the Council as commissioner nor our commissioning provider could achieve on our own.

The diagram below sets out our process for joint Commissioning:

The Council’s Commissioning framework sets out the Council’s policies, approaches and responsibilities for joint commissioning.

When considering our commissioning partners, we must ensure that they share our same high standards of performance management to ensure our vision and the needs of our citizens are met.

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Page 88 7. Summary

Effective performance management is essential if we are to provide the best services we can to our citizens, as it allows us to:

 prioritise use of our limited resources and budgets, based on informed decisions;  identify roles, responsibilities and accountabilities at all levels;  engage our citizens in decisions that affect them and identify their priorities;  assess how we are performing and identify areas where we need to concentrate our efforts;  ensure the relevant decision-makers have meaningful and accurate information;  be open and transparent with our citizens on how we are performing; and  link risks, resources and citizens’ feedback to future planning activities and actions.

The diagram below shows how the ‘Plan-Do-Review-Revise’ process is a continuous cycle:

This ensures that our goals, plans and service delivery reflect Council priorities and any new risks, issues and feedback are factored into future planning.

Everyone has a part to play and is responsible for implementing this framework.

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Page 89 APPENDIX A – Roles and responsibilities

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Page 90 Page 91 Page APPENDIX B – Corporate and business planning timetable

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APPENDIX C – Key considerations during the planning process

Citizens’ feedback

Public participation enables the citizens and communities of Bridgend County Borough to contribute to the decision making process. In turn this contributes to the improvement of service delivery in line with the needs and priorities of the community.

Resource availability

Allocating resources and funding needs to be based on a clear set of priorities. There will always be a range of desired outcomes and limited amounts of resource to achieve them. Tough decisions therefore need to be made about how to prioritise these outcomes.

To prioritise successfully:

 evidence from citizens’ feedback is used to establish priorities;  councillors are involved in setting strategic aims and in ranking them;  aims and priorities, and their relative importance, are clear and underpin the Council vision;  funding and resources are linked to aims and priorities;  aims and priorities have been communicated internally and externally;  aims and priorities are cascaded down to individual actions and there are systems to support monitoring of this activity;  partners’ priorities and plans reflect council priorities and vice versa; and  priorities are reviewed at appropriate intervals, dependant on level, to reflect changing demands and current performance.

Current Performance

Understanding how we are currently performing is vitally important in how we plan and target future priorities and objectives. Through performance analysis, we are able to:

 see if we are on target – is actual performance better or worse than planned/forecast?  identify trends – are we getting better or worse?  make comparisons – how are we performing compared to other regional/Welsh Councils?

By analysing existing performance and trends we may be able to shift resource and/or budget to concentrate our efforts on high priority areas where performance needs to be improved.

National Priorities

The ‘Programme for Government’ is the overarching policy of the Welsh Government. It sets out national priorities and proposals for action, which local authorities will have an important role in delivering.

Risks

A risk in performance management is anything that could stop us from achieving our objectives. Risk management should be closely integrated into all performance management activities, in particular when developing and reviewing directorate, service or group business plans.

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Page 92 Performance Indicators (PIs)

Types of Performance Indicator

Against each plan, measures or performance indicators and actions need to be set. We can categorise the types of indicators we use into two main groups:

 National indicators

NSI (National Strategic Indicators) We have a legal duty to collect and report on these. This set of indicators is used to measure our performance against national priorities and is collected and published annually by Welsh Government.

PAM (Public Accountability Measures) A small set of ‘outcome focused’ indicators to which Leaders of the 22 local authorities have signed up. They reflect aspects of local authority work that are considered to be important in terms of public accountability.

SID (Service Improvement Data) These are benchmarking indicators which are agreed by services. They are reported nationally, but local authorities are not obliged to collect them.

We are responsible for setting targets (see below) against these indicators and for having systems in place to ensure the accurate collection and reporting of data against these PIs.

 Local indicators

We also have locally identified measures, such as outcome indicators, which are used to gauge long- term results of services for our citizens against the priorities defined in the Corporate Plan. It is our own responsibility to identify or develop these indicators and set targets against them.

Developing Performance Indicators

To ensure our performance indicators are meaningful and effective, the following criteria should be considered when developing individual indicators/measures:

 relevant to what the Council is aiming to achieve;  avoid perverse incentives – not encouraging unwanted or wasteful behaviour;  attributable – the measured activity is linked to the actions of the Council and is clear where accountability lies;  well defined – clear and unambiguous, so data will be collected consistently and the measure is easy to understand and use;  timely – producing information regularly enough to track progress and quick enough for all data still to be useful;  reliable – accurate enough for its intended use and responsive to change;  comparable – with either past periods or similar activity elsewhere; and  verifiable – documented so that the process of data collection can be validated and others can test and audit that this is an accurate measure of performance.

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Page 93 Outcomes and Outputs

Understanding the difference between outputs and outcomes is important.

 Outputs relate to ‘what we do’ and ‘who we reach’ – quantitative.  Outcomes refer to ’what difference has this made’ – qualitative.

In the past, measures and indicators have tended to focus on outputs. Now however, we need to ask the question: ‘What difference has this actually made?’ This is a question about outcomes.

Outcomes can rarely be measured in terms of a single measure so we often need to identify a group of PIs that collectively provides a ‘picture of performance’.

Targets

Understanding how to use a target will help design and plan for achievement.

Targets can:

 promote accountability. These targets are likely to focus on outputs that must be reported publicly – such as a specified level of better GCSE results within three years.  help manage a service. Targets can achieve this by focusing on particular outputs, such as increased visits to libraries or productivity measures, such as benefits claims decided more quickly.  stretch performance. Identifying a goal that is difficult to achieve in full but where all progress is beneficial, such as all school leavers in higher education, training or employment.  enable self-improvement. These may be personal performance or development goals that aren’t formally reported on.

All our objectives, actions and targets should be SMART:

Specific the need for a specific goal over a more general one, stating exactly what is expected Measurable if it is not measurable, how will we know how we are performing? Achievable goals and targets need to be challenging yet realistic, and not necessarily aspirational Relevant choosing goals that matter and have a strong link to the improvement priorities Time-bound helps us to focus our efforts, and quite often deadlines are externally set

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Page 94 APPENDIX D – High performing behaviour – standards for managers

Why are standards for managers important?

In order for the Council to achieve its vision and improve performance it needs to have effective management. The standards describing high performance behaviours have been developed to:

• help managers understand what is expected of them; • promote improvements in service delivery; • support the management development programme; • support performance management arrangements; and • help create and enhance a performance management culture across the Council.

How are they used?

The culture of the organisation is influenced by the style or behaviours managers at all levels adopt. These standards give a clear indication of the behaviours which are expected of managers and underpin our core values. They are useful because they:

• identify and describe the behaviour, attitudes and actions needed for work to be accomplished to the accepted/ agreed standard; • encourage managers to review, renew and extend their skills and knowledge, and enable better identification of individual training and development needs; • can help our people identify what represents effective and ineffective management; • can form a basis for individuals and teams to assess their present level of skills/ knowledge/ behaviours to inform both personal and team development plans; • provide objective judgement criteria and will promote consistency when undertaking appraisals; and • provide a basis for the development of realistic and consistent person specifications.

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Page 95 Our 10 ‘Manager Standards’

1. Leading and Inspiring

Effective managers communicate the organisational vision and purpose in a way that others can understand and are inspired by. They adopt an appropriate style and approach depending on the situation, and are able to motivate the whole team. They accept that they are accountable for outcomes of service delivery, and recognise the achievement and effort of others towards this.

2. Managing resources

Managers are accountable for handling the resources (finance, people, equipment, places, property) under their control efficiently and effectively whilst also understanding their responsibility for sustainability.

3. Delivering good results and managing performance

Effective managers plan, prioritise, take action, monitor and evaluate progress towards objectives and targets to ensure an efficient, effective and high standard of service delivery. They understand the components of good performance management, for example programme management, project management, risk management, human resource management and finance management.

4. Focus on customers and delivery

Managers need to be aware of who their customers are, and include all relevant stakeholders in their thinking. They must consider the needs of all of their customers when planning and providing service delivery.

5. Building teams and partnership working

To be effective, managers need to work with their team, across the organisation and with external bodies and other stakeholders to achieve our planned objectives. They will build trust to enable service delivery partners to identify shared goals and common ground.

6. Communicating well and sharing information

Effective communication and information sharing is central to a range of managerial activities. Managers communicate and share information with a variety of people, and in a variety of ways; effective managers will make sure that the way they communicate meets the needs of the people they are communicating with.

7. Managing in a political environment

Managers should demonstrate that they understand and are sensitive to the political dimension in which they work. They seek to build appropriate and positive relationships with Elected Members.

8. Equality and diversity

Effective managers embrace and promote fairness, integrity, respect, sustainability and accountability. Their managerial style is inclusive and ethical, and they will always challenge discrimination and discriminatory attitudes, language and behaviours. They recognise the impact of their decisions.

9. Developing our staff and ourselves

Good managers provide an environment where learning and development is valued. They support their teams to identify their learning needs, and help provide opportunities to address these needs. Team members are encouraged to learn from each other and take opportunities to improve their own learning. Effective managers are open to learning about new ways of working and promote good practice in service delivery.

10. Promoting safety and well being

All managers need to understand how to manage a healthy and safe working environment. They will be aware of what can assist their staff to give their best, and will understand how to consistently apply policies designed to promote the well-being of staff, service users and other people.

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Page 96 Contact

Address: Corporate Improvement Team Finance and Performance, Resources Bridgend County Borough Council Ravens Court | Brewery Lane | Bridgend | CF31 4AP

Phone/Ffôn: (01656) 643224 | Text phone/ Ffôn testun: 18001 01656 643224

Email/E-bost: [email protected]

Website/Gwefan: www.bridgend.gov.uk

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Page 97 This page is intentionally left blank Agenda Item 6

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

CORPORATE DIRECTOR - RESOURCES

FINANCIAL PERFORMANCE 2013-14

1. Purpose of this report

1.1 The purpose of this report is to provide Cabinet with information on the Council’s financial performance as at 31 st March 2014.

2. Connections to Corporate Improvement Objectives and Other Corporate Priorities

2.1 The financial performance of the Council budget determines the extent to which the corporate improvement priorities can be delivered.

3. Background

3.1 On 27th February 2013, Council approved a net revenue budget of £255.868 million for 2013-14. It also approved the Capital Programme of £39.183 million, which was subsequently revised by Council on 24th July 2013 to £44.692 million. As part of the Performance Management Framework, budget projections are reviewed regularly and reported to Cabinet on a quarterly basis. The achievement, or otherwise, of savings anticipated when setting the revenue budget is also kept under review and reported to Cabinet as part of this process.

4.0 Current Situation / Proposal

4.1 Summary financial position of Revenue Budget at 31 st March 2014.

4.1.1 The Directorate outturn at 31 st March 2014 shows a net underspend of £1.658m, which is approximately 0.74% of Directorate net budgeted expenditure for the year. This is an improvement on the position at Quarter 3 due to maximisation of grant and other income sources, and additional savings from strict vacancy management.

4.1.2 Directors have applied the staff related vacancy freeze strictly during the year, resulting in a number of unfilled posts across the Council. This has partly been in anticipation of significant budget savings proposals included in the Medium Term Financial Strategy and has reduced the number of potential redundancies required. However, this may sometimes result in work programmes being slowed down or curtailed. This level of saving on vacancy management is unlikely to be repeated in future years.

4.1.3 The underspend masks underlying budget pressures in some service budgets which were reported during the year and still persist. The main financial pressures are in the service areas of Looked After Children, and Adult Social Care. It should be noted that these budget areas can be volatile and small

1 Page 99 changes in demand can result in relatively high costs being incurred. As patterns of provision change within directorates, service budgets are reviewed and realigned accordingly.

4.14 The budget approved for 2013-14 included saving proposals of £3.7 million (1.7% of net service budgets). While £175,000 of these original proposals have not been achieved, Directors have offset these through a combination of in-year saving measures, tight vacancy control, the use of specific agreed earmarked reserves, for example for Adult Social Care, and the maximisation of grant income from the Welsh Government’s Regional Collaboration Fund and other grants such as Families First Grant. Despite there being an underspend of £1.658 million for 2013- 14 this masks a range of recurrent overspends which will continue to put pressure on the Council’s budget in future years if they are not addressed. In particular budget savings proposals agreed but not delivered in previous years need to be progressed in 2014-15 or alternatives found. These are identified in the table below:

Directorate Proposal 2013 -14

Wellbeing Bryngarw House 25 Learning Disabilities Day Services 150 Total 175

4.1.5 The Council’s net revenue budget and actual outturn for 2013-14 is shown in the table below.

Table 1- Comparison of budget against outturn at 31 st March 2014

Directorate/Divisions Revised Actual Outturn Actual Over / Projected Budget (Under) Spend Over / (Under) Spend 2013 -14 2013 -14 2013 -14 Qtr 3 2013 -14 £'000 £'0 00 £'000 £'000 Directorate

Children 127,426 127,351 (75) 130 Wellbeing 47,950 47,616 (334) 3 Communities 24,333 24,328 (5) 77 Resources 16,864 15,898 (966) (212) Legal & Regulatory Services 5,862 5,584 (278) (231) Total Directorate Budgets 222,435 220,777 (1,658) (233) Council Wide Budgets 33,433 30,820 (2,613) (200) Accrued Council Tax Income 2013- 14 (1544) (1,544) Less Contributions to: Earmarked Reserves 5,740 5,740 Transfer to Council Fund 75 75 Tot al 255,868 255,868 0 (433)

4.1.6 Council Wide budgets include the transfer of £5.7 million to Earmarked Reserves to meet the cost of future service reconfigurations, including potential redundancy costs in schools due to falling rolls and the restructuring of the Joint Education Service, costs for demolition of non-saleable surplus properties and health and

2 Page 100 safety related works. A reserve has also been established as a revenue contribution to the capital programme to enable schemes to be progressed more quickly which will alleviate pressure on the revenue budget and accelerate the realisation of capital receipts. The remaining underspend of £75,000 will be transferred to the Council Fund.

4.1.7 CMB have discussed the application of the principle that Directorate overspends and underspends will be carried forward and agreed that a distinction needed to be made between fortuitous and recurrent variances in planned expenditure.

4.1.8 A summary of the financial position for each main service area is attached as Appendix 1 to this report and comments on the most significant variations and issues are provided in section 4.2 below.

4.2 Commentary on the financial position as at 31 st March 2014.

4.2.1 Children’s Directorate

The net budget for the Directorate for 2013-14 was £127.426 million and the actual outturn was £127.351 million, resulting in an underspend of £75,000. An overspend of over £691,000 on Looked After Children has been offset by underspends across other services in the directorate.

The most significant variances are detailed below:

Variance Net Outturn Over/(under) % BRIDGEND C.B.C Budget £’000 budget Variance £’000 £'000 CHILDREN’S DIRECTORATE Schools Additional Learning Needs Services 2,778 2,574 (204) -7.3% Inter-Authority Recoupment / Out of County (48) 492 540 -1125.0% School Improvement 855 742 (113) -13.2% School Delegated Budgets 85,863 85,863 0 0.00% Prudential Borrowing for Schools 584 133 (451) -77.2% Business Strategy and Support 896 682 (214) -23.9% Home to School / College Transport 5,298 5,537 239 4.5% Catering Services 977 547 (430) -44.0% Looked After Children 10,985 11,676 691 6.3% Family Support Services 1,290 1,126 (164) -12.7% Youth Justice 573 791 218 38.0% Commissioning and Social Work 4,292 4,434 142 3.3%

Learning

Schools Additional Learning Needs Services • The underspend of £204,000 relates to senior management vacancies in respect of services for pupils with additional learning needs, both in centrally provided services and resource bases.

3 Page 101 Out of County Placements • There is a total overspend of £540,000 in relation to inter-authority recoupment and out of county education expenditure. An overspend of £346,000 arose on the education budget for Out of County Placements, which is used to fund placements for Bridgend children in independent or mainstream schools in other local authorities. For some places the cost of the place is part-funded by ABMU health board, but for others the local authority meets the full cost. The overspend arose due to the need for additional placements in-year, with 40 children occupying out of county placements during the year.

There was also a reduction in income from other local authorities of £194,000 as a result of a reduction in the number of children from other authorities occupying places at Bridgend special schools, falling to 30 places from the 33 places that were budgeted for.

School Improvement • The underspend of £114,000 relates to vacancies held in the service, along with general efficiencies made on miscellaneous materials and resources following the transfer of staff to the Joint Education Service.

Strategic Partnerships and Commissioning

Prudential Code Repayments • Savings from school amalgamations are used to fund prudential borrowing to support the School Modernisation Programme, in particular the new Coleg Cymunedol y Dderwen. Due to adjustments to funding requirements for 2013-14, and slippage in the capital programme into 2014-15 there was an underspend of £450,000, which is being used to offset overspends in other parts of the budget.

Business Strategy / Strategic Management • There is an underspend of £214,000 due to the delay in filling some posts in the Business Strategy and Support service, and short term vacancies in relation to strategic management.

Home to School / College Transport • An overspend has arisen on the home to school and college transport budgets of £239,000 due to increased transport requirements for pupils with additional learning needs and looked after children. The overspend is also partly attributable to rising transport costs.

Catering Service • The underspend on the catering service was £430,000 A substantial amount of this was due to the higher number of trading days for the service, arising from the lack of inclement weather and its usual impact on school opening days. This resulted in 1,186,951 primary meals being served in 2013-14 compared to 1,155,488 in 2012-13, although income from secondary schools was lower than in the previous year. Investment in kitchens to enable the Council to meet the Appetite for Life agenda was delayed due to problems fitting in works with school holidays, resulting in an underspend on this budget. Works will be progressed in the new financial year.

4 Page 102

School Delegated Budgets • School balances reduced from £3.737 million at the end of 2012-13 to £2.467 million at the end of March 2014, representing 2.7% of the funding available. Schools were required to draw down £1.27 million from their carried forward balances in order to balance their 2013-14 budget.

There are 11 schools (1 nursery, 9 primary, 1 secondary) with deficit budgets and 17 schools (9 primary, 6 secondary, 2 special) with balances in excess of the statutory limits (£50,000 primary, £100,000 secondary and special schools) in line with the School Funding (Wales) Regulations 2010.

Safeguarding and Family Support

Looked After Children (LAC) • An overspend of £691,000 has arisen on the budget for Looked After Children (LAC). This is a continuous pressure and although additional funding was allocated in the Medium Term Financial Strategy (MTFS), the increase in the placement numbers continues to exceed the budget in the current financial year. As at the end of March the Council had 412 looked after children, an increase of 25 since March 2013. Additional funding has been provided in the Council’s MTFS 2014-15 to 2016-17.

Family Support Services • The underspend of £164,000 has arisen through a combination of events – clawbacks of direct payments (£33,000), reduced residence orders (£40,000) maximisation of grant income (£28,000) and efficiency savings on volunteer drivers (£37,000).

Youth Justice • There is an overspend of £284,000 on the Resolutions fostering service as a result of reduced take up by partner authorities. This has been partially offset by an underspend on the Youth Offending Service of £65,000 due to tight vacancy management. The Resolutions service is set to be disbanded in March 2015 when foster carers within the Resolutions service will transfer to Bridgend.

Commissioning and Social Work • The overspend of £142,000 is mainly due to the high costs associated with the temporary backfilling of social work posts through employment agencies to cover vacancies.

4.2.2 Wellbeing Directorate

The Directorate’s net budget for 2013-14 was £47.950 million and the actual outturn, after the application of earmarked reserves, was £47.616 million resulting in an underspend of £334,000. This is made up of an underspend of £253,000 on Adult Social Care and an underspend of £81,000 on Healthy Living services. The Adult Social Care overspend has reduced by approximately £337,000 compared to the projection at quarter 3 reflecting maximisation of Western Bay grant and other funding, and increased income from residential establishments. There were specific

5 Page 103 earmarked reserves set aside to offset some of the costs associated with integrating health and social care, and this is reflected in the outturn position.

The most significant variances are detailed below:

Variance Net Outturn Over/(under) % BRIDGEND C.B.C Budget £’000 budget Variance £’000 £'000 WELLBEING DIRECTORATE Older People Residential Care 8,279 7,889 (389) -4.7% Older People Home Care 7,814 8,264 450 5.8% Learning Disabilities Supported Accommodation 509 389 (120) -23.6% Learning Disabilities Direct Payments 1,435 1,321 (114) -7.9% Learning Disabilities Day Opportunities 3,593 3,798 205 5.7% Mental Health Homecare 21 155 134 638.1% Adult Social Care Support Services & Management 2,771 2,5,69 (203) -7.3% Bryngarw House 97 212 115 118.6%

Older People Residential Care • During the year the number of residential care placements has reduced, with more people staying in their own homes for longer, thereby increasing pressure on domiciliary care services. The numbers of residential placements has reduced over the year from 497 at the start of the year to 478 by the end of the year, resulting in a net expenditure reduction of £328,000. The balance of savings (£61,000) has been achieved across the internally provided homes through careful cost control and energy efficiency savings.

Older People Home Care • The overspend of £450,000 on home care services for Older People reflects the increasing demand for the provision of domiciliary care services, which in part offsets the reductions on residential care numbers, but is also indicative of the continued rise in the older population.

Learning Disabilities Supported Accommodation • The budget for the Shared Lives Service was underspent by £120,000. The scheme has held a number of staff vacancies during the year and has also had 4 placement vacancies during the year, in addition to lower than anticipated demand for respite care.

Learning Disabilities Direct Payments • The underspend of £114,000 relates to reimbursements received from service users who had not fully utilised the monies allocated to them.

Learning Disabilities Day Opportunities • The budget for Day Opportunities included MTFS savings of £178,000, which have proved challenging to achieve during this financial year. These will be progressed in 2014-15.

6 Page 104 Mental Health Homecare • The overspend of £134,000 has arisen as a result of increasing demand on the service, in particular the higher incidence of dementia cases.

Support Services and Management • There is an underspend of £81,000 on the Social Care Workforce Development training budget as a result of staff vacancies. There are also underspends on service specific training budgets (£53,000) and staff advertising budgets (£30,000). Further savings have been generated in relation to premises costs and management costs, giving a total underspend across these services of £39,000.

Bryngarw House • The continued pressure on income levels is the primary reason for the overspend of £115,000. The service has restructured in recent months and changed its operational model, including opening hours, to try and reduce the cost of future service provision.

4.2.3 Communities Directorate

The net budget for the Directorate for 2013-14 was £24.333 million and the actual outturn is £24.328 million resulting in an underspend of £5,000. The outturn report below highlights the most significant variances and outlines any action taken to address these variances in 2014-15.

The most significant variances are detailed below:

Variance Net Outturn Over/(under) % BRIDGEND C.B.C Budget £’000 budget Variance £’000 £'000 COMMUNITIES DIRECTORATE Development Control/Planning and Building Control 455 669 214 47% Housing and Community Regeneration 1,566 1,224 (342) -21.9% Regeneration 2,171 2,061 (110) -5.1% Waste Collection and Disposal 7,060 6,820 (240) -3.4% Car Parking (798) (537) 261 -32.7% Highways and Fleet 6,894 7,122 228 3.3%

Development Control and Building Control • There is a combined overspend of £268,000 on the Development Control and Building Control budgets primarily due to a shortfall in recovery of income. This has been offset by savings on staffing and other budget heads within Development Planning (£54,000). The shortfall has improved since 2012-13, but a permanent budget re-alignment of £200,000 has been made in 2014-15 to reflect a more realistic fee income target.

Housing and Community Regeneration • There is an underspend of £342,000 on the Housing & Community Regeneration service. This comprises an underspend of £220,000 on temporary accommodation, resulting from a more proactive response to homelessness, with the balance from staff vacancy management. . 7 Page 105

Regeneration • There is an underspend of £110,000 on the Regeneration budget. This is primarily due to staff vacancy management. Staff vacancies have been held to meet savings targets within the MTFS for 2014-15.

Waste Collection and Disposal • The underspend of £240,000 on waste collection and disposal has been achieved partly through staff vacancies and partly as a result of one-off savings from procurement delays in regional projects e.g. anaerobic digestion. There will be a further reduction to the Sustainable Waste Management Grant in 2014- 15 and the budget will be realigned in 2014-15 to reflect this.

Car Parking • There is an overspend of £261,000 on the car parking budget. This is mainly due to an under-recovery of income following delays in implementing previous years’ budget saving proposals. Budgets have been re-aligned in 2014-15 to reflect a realistic fee income budget going forward.

Highways and Fleet • There is an overspend of £228,000 attributable primarily to an overspend on the Waterton depot running costs (£100,000), and vehicle leasing costs (£140,000). The depot rationalisation project should result in reduced running costs in the longer term, as the service will be operating from a newer facility. In addition, Fleet management are identifying alternative methods of financing vehicles with cheaper options being sourced where possible – e.g spot hire, prudential borrowing.

4.2.4 Resources

The net budget for the Directorate for 2013-14 was £16.864 million and the actual outturn was £15.898 million resulting in an underspend of £966,000. The most significant variances are detailed below:

Financial Services • There is an underspend of £254,000 on Financial Services arising from a combination of staff vacancies and reduced bank and audit fees (£79,000), coupled with an underspend on insurance provision (£122,000) as a result of lower claims being made against the Council than anticipated. Staff vacancies have been held pending restructures in 2014-15.

Human Resources & Organisational Development • The underspend of £76,000 in this service is as a result of vacancies held pending restructures to meet MTFS savings in 2014-15.

ICT and Customer Care • There is an underspend of £281,000 of which £115,000 relates to efficiencies generated in relation to software, hardware and telephone costs. These reductions contribute to the 2014-15 MTFS savings. In addition unanticipated grant income, e.g. from Communities First grant, has been used to offset core staffing costs with savings also accruing from staff vacancies which have been held to meet MTFS savings planned for 2014-15. 8 Page 106

Property and Building Services • There is an overall underspend on Property and Building Services of £277,000, of which £226,000 relates to income generated by the Built Environment Service, with the balance attributable to staff vacancies, which have been held to meet MTFS savings planned for 2014-15.

4.2.5 Legal and Regulatory Services

There is an overall underspend on this service of £277,000 mainly as a result of vacant posts held to meet the vacancy freeze and planned budget savings proposals for 2014-15, along with additional income raised by the registrars and regulatory services. This overall position masks an underlying projected budget pressure of around £200,000 on childcare legal costs and court fees which has been addressed in the 2014-15 budget.

4.2.6 Council wide budgets

Council Wide budgets include an underspend of £351,000 on the capital financing budgets which was due to a combination of reduced financing costs because of timing differences between borrowing and repayments and enhanced investment income. There were also underspends on the central contingency, building maintenance and pump priming budgets because of delays in building works and the call on contingency being less than in previous years, partly because of the relatively mild winter weather. In addition, council tax income accrued in the year amounted to £1.544m. These underspends have been allocated as outlined in paragraph 4.1.6

4.2.7 Capital programme outturn

This section of the report provides the outturn position on the Council’s capital programme for 2013-14. The original budget approved by Council on 27th February 2013, and subsequently revised in July 2013, has been amended to incorporate budgets carried forward from 2012-13, schemes delayed until 2014-15 and any new grant approvals. The capital programme for 2013-14 totalled £39.133 million.

Appendix 2 provides a breakdown of the schemes within the capital programme, showing the budget available compared to the actual expenditure in the year. Commentary is provided explaining reasons for any major variations in expenditure against budget. The Quarter 3 monitoring report presented to Cabinet on 4th February 2014 identified a number of schemes which had variances compared to budget and an updated position statement is provided below for some of these variations.

Porthcawl Marina Development The original approved budget for the project was £3.350 million, comprising £1.076 million from Visit Wales Grant and £2.274 million from Council resources. Grant funding reduced by £52,000 to £1.024 million, and the directorate has utilised £250,000 of unallocated SRF funding to part meet the shortfall, along with a £24,000 revenue contribution towards flood damage works. It is proposed to use £300,000 from capital receipts from the sale of the Jennings building to meet the balance. This results in a revised budget of £3.872 million. The current

9 Page 107 projected spend is £3.867 million, however negotiations with the contractor are on-going and it is not possible to provide a definitive outturn figure at this point.

The Internal Audit section is currently reviewing this project and will provide a report to Audit Committee when complete.

Maesteg Town Centre Regeneration The regeneration of Maesteg Town Centre commenced in 2003-04 and comprises 4 phases, some of which ran concurrently over the period. The total budget for all four phases is £7.611 million and total spend estimated at £7.387 million. Expenditure on Phases 1-3 resulted in an underspend of £97,000 which was transferred to Phase 4 of the project. In addition, further SRF funding was transferred to the project as a contingent provision against potential project overspends.

Phase 4 started in 2010-11 and is near completion. The project cost for Phase 4 is projected to be £2.812 million, resulting in a balance carried forward of £127,000 which will be carried forward to meet future match funding arrangements for regeneration projects. Budget provision was made for these costs to be funded from Council resources at the outset of the project. Phase 4 is anticipated to be within budget and will be completed in 2014-15.

Slippage The total expenditure at 31 st March 2014 is £36.739 million, resulting in an underspend of £178,000 on BCBC resources, once requests for slippage into 2014-15 of £2.215 million have been taken into account. Some of the schemes for which funding has slipped into 2014-15 include Pen y fai Primary School, Flying Start provision in Lewistown and provision of highways infrastructure, following procurement delays.

5.0 Effect upon policy framework & procedural rules

5.1 As required by section 3 (budgetary control) of the Financial Procedure Rules; Chief Officers in consultation with the appropriate Cabinet Member are expected to manage their services within the approved cash limited budget and to provide the Chief Finance Officer with such information as is required to facilitate and monitor budgetary control.

6.0 Equality Impact Assessment

6.1 There are no implications in this report.

7.0 Financial implications

7.1 These are reflected in the body of the report.

8.0 Recommendations

Cabinet is requested to

• Note the final revenue and capital outturn position for 2013-14.

10 Page 108 • Note the impact of the underlying budget pressures on the Medium Term Financial Strategy and in particular the revenue budget for 2014-15.

Ness Young Corporate Director – Resources June 2014

Contact Officer Janet Smith Head of Finance and Performance e-mail: [email protected]

Background Papers

Individual Directorate Monitoring Reports

11 Page 109 This page is intentionally left blank Revenue Budget Monitoring to 31st March 2014 Appendix 1

Projected Outturn Net Variance Outturn Over/(under) % BRIDGEND C.B.C Budget as at £'000 budget Variance £'000 February £'000 £'000

CHILDREN'S DIRECTORATE Learning 8,931 9,006 75 0.8% 197 Strategic Partnerships & Comm 99,034 97,999 (1,035) -1.0% (1,110) Safeguarding & Family Support 19,395 20,288 894 4.6% 843 Contingent Provision 67 58 (9) -13.0% (13)

TOTAL CHILDREN'S DIRECTORATE 127,426 127,351 (75) -0.1% (83)

WELLBEING DIRECTORATE Adult Social Care 41,096 40,843 (253) -0.6% (2) Healthy Living 6,854 6,773 (81) -1.2% (0)

TOTAL WELLBEING DIRECTORATE 47,950 47,616 (334) -0.7% (2)

COMMUNITIES DIRECTORATE Regeneration & Development 4,192 3,954 (238) -5.7% (14) Street Scene 19,336 19,618 282 1.5% 110 Directorate Support/Contingent Provision 805 756 (49) -6.1% (49)

TOTAL COMMUNITIES DIRECTORATE 24,333 24,328 (5) 0.0% 48

RESOURCES Chief Executive 487 447 (41) -8.4% (30) Elections 171 134 (38) -22.1% - Financial Services 4,575 4,321 (254) -5.5% (124) Human Resources 2,800 2,724 (76) -2.7% (98) ICT & Property 8,830 8,273 (557) -6.3% 40

TOTAL RESOURCES 16,864 15,898 (966) -5.7% (211)

LEGAL & REGULATORY SERV. Legal & Regulatory Services 5,862 5,584 (278) -4.7% (269)

TOTAL LEGAL & REGULATORY SERV. 5,862 5,584 (278) -4.7% (269)

TOTAL DIRECTORATE BUDGETS 222,435 220,777 (1,658) -0.7% (517)

Council Wide Budgets 33,433 35,016 1,583 4.7% (400)

Transfer of underspend to Council Fund 75 75

NET BRIDGEND CBC 255,868 255,868 (0) (917)

Page 111 This page is intentionally left blank Capital Outturn 2013-14 Appendix 2

Whole Total Total Over / Slippage Impact on Scheme Budget Expd (Under) Requested BCBC Page 113 Page Budget 2013-14 2013-14 Spend 2013-14 Resources Main Scheme £'000 £'000 £'000 £'000 £'000 £'000 Comments Wellbeing Directorate Adult Services Adult Social Services Minor 37 37 32 (5) 0 (5) Schemes

Scheme completed in 2011-12. Little progress Bridgend Day Centre 8,309 136 0 (136) 136 0 on the arbitration process with the contractor since the previous year's Capital Outturn report. Capital scheme has been physically completed Pyle & Sunnyside Hub 406 149 148 (1) 0 (1) apart from some minor revenue expenditure to be incurred in 2014-15. Healthy Living Bridgend Recreation and Library Contract due to be physically completed in first 3,329 1,527 1,528 1 0 1 Refurbishment quarter of 2014-15. Heronsbridge All Weather Pitch 57 57 57 0 0 0 Bryngarw House - Remaining works will be finalised and 649 136 115 (21) 22 1 Refurbishment. completed in new financial year. The purchase of Celtic Court was completed in Celtic Court Purchase & 2013-14 and the refurbishment is planned to be 2,261 650 651 1 0 1 Refurbishments carried out over the next two financial years as stated in the capital programme. Healthy Living Minor Schemes 57 56 52 (4) 0 (4) Pyle Life Centre 168 155 153 (2) 2 0 Scheme has been completed. Wellbeing Directorate Total 15,273 2,903 2,736 (167) 160 (7) ICT & Property Various external funding opportunities are currently being progressed before the details of Bridgend Market 600 50 29 (21) 21 0 the works can be agreed and commenced. Consultation is also on-going with traders. Main works will be commenced in 2014-15. Whole Total Total Over / Slippage Impact on Scheme Budget Expd (Under) Requested BCBC Budget 2013-14 2013-14 Spend 2013-14 Resources Main Scheme £'000 £'000 £'000 £'000 £'000 £'000 Comments Page 114 Page Design commenced earlier than previously planned and budget brought forward from Bryncethin Depot Facilities 1,690 33 60 27 -27 0 2014/15 to fund expenditure incurred in this financial year. Disability Discrimination Act (DDA) Works on Buildings and 370 150 145 (5) 5 0 Playgrounds Fire Precautions 100 100 100 0 0 0 Budget retained for funding internal fees incurred on previous years' completed capital Internal Design & Supervision 200 135 0 (135) 0 (135) schemes. Only £65k of original £200k budget required to fund these internal fees, resulting in an underspend of £135k. Information Technology Rolling 692 692 692 0 0 0 Programme Learning In Digital Wales 633 633 633 0 0 0 Works originally budgeted for in future years Investment in Information 46 0 21 21 -21 0 has been brought forward into this financial Technology year. Coity By Pass Land All compensation payments have been funded 335 335 335 0 0 0 Compensation by Welsh Government.

Budget has been carried forward into 2014-15 Property Minor Schemes 75 75 38 (37) 41 4 to complete schemes of minor works that have not been completed in this financial year. Budget has been carried forward into 2014-15. Town & Community Fund 364 70 40 (30) 30 0 Cabinet has agreed allocation of funding for 2014-15 financial year. ICT & Property Total 5,105 2,273 2,093 (180) 49 (131) Children's Directorate Learning Scheme design commenced in 2012-13 and Additional Learning Needs 4,040 390 433 43 -43 0 continued into 2013-14. Construction (former Ogmore School) expenditure will be incurred in 2014-15. Blackmill New Provision 526 495 494 (1) 1 0 Scheme completed. Whole Total Total Over / Slippage Impact on Scheme Budget Expd (Under) Requested BCBC Budget 2013-14 2013-14 Spend 2013-14 Resources Main Scheme £'000 £'000 £'000 £'000 £'000 £'000 Comments Page 115 Page Remaining budget will contribute towards the Bryncethin Amalgamation 1,388 1,105 994 (111) 111 0 School Modernisation Programme. Children Minor Schemes & School Modernisation budget has been carried 1,406 568 543 (25) 25 0 Retention forward into 2014-15. Scheme is currently in design phase. Coety / Parc Derwen Primary Construction received planning permission in 8,100 367 365 (2) 2 0 School May 2014 and is due to commence August/September 2014.

Phase 1 (school building) was completed in July 2013 and phase 2 (car park and outdoor sports Coleg Cymunedol y Dderwen 39,486 11,400 11,405 5 -5 0 areas) was completed in April 2014. From May 2014 the only works remaining will be the installation of fencing on the boundaries. Coychurch Primary Mobile 300 300 266 (34) 34 0 Installation complete. Gateway to Valleys Primary Drainage work completed in 2013-14; the main 8,846 146 17 (129) 129 0 School Development design will commence in 2014-15. Welsh Government has agreed to carry over Lewistown New Provision 486 305 87 (218) 218 0 the Flying Start grant funding into 2014-15. Litchard Primary Amalgamation 3,119 130 0 (130) 130 0 Main building was operational in November Pen-y-fai Primary 6,249 3,083 2,495 (588) 588 0 2013, with playing fields due to be completed in Spring 2014. Sarn Flying Start Provision 394 394 392 (2) 2 0 Scheme completed. Tremains Primary 124 63 54 (9) 9 0 Amalgamation Ysgol Yr Ferch O'r Sger & Bro Scheme budget has been carried forward into 600 425 459 34 -34 0 Ogwr Welsh Medium Primary 2014-15. Children's Directorate Total 75,064 19,171 18,004 (1,167) 1,167 0 Communities Directorate Regeneration Bridgend & Maesteg Townscape Revised financial profile requires budget to be 2,445 212 114 (98) 98 0 Heritage carried forward into 2014-15. Whole Total Total Over / Slippage Impact on Scheme Budget Expd (Under) Requested BCBC Budget 2013-14 2013-14 Spend 2013-14 Resources Main Scheme £'000 £'000 £'000 £'000 £'000 £'000 Comments Page 116 Page Nolton St and Elder St was completed March Bridgend Town Centre 8,558 3,988 3,941 (47) 47 0 2014 and May 2014 respectively, and overall Convergence scheme is to be completed within budget. Bridgend Town and Commercial 95 95 38 (57) 57 0 Improvement Grants Budget has been carried forward into 2014-15. Community Economic 663 205 149 (56) 56 0 Development Grants Budget has been carried forward into 2014-15. Budget has been carried forward into 2014-15 Disabled Facility Grants & 2,250 1,987 2,125 138 -138 0 to match increased demand expected in 2014- Private Sector Housing 15.

Private Sector Housing 535 187 71 (116) 116 0 The Welsh Government (WG) has agreed that the budget can be carried forward into 2014-15 . Environment Programme 54 24 4 (20) 20 0 Budget has been carried forward into 2014-15. EU Convergence 118 28 0 (28) 25 (3) Budget has been carried forward into 2014-15. Green Shoots 213 180 180 0 0 0 Local Investment Fund 1,861 347 347 0 0 0

Maesteg Regeneration Phase 4 2,812 1,428 1,354 (74) 74 0 The scheme will be completed in 2014-15.

Porthcawl Marina Development 3,848 1,545 1,455 (90) 90 0 See main report for comments. The commencement of the Porthcawl Infrastructure scheme is currently on hold due Porthcawl Infrastructure 5,700 123 171 48 -48 0 to the withdrawal of Morrison's supermarket from the scheme. Regeneration Minor schemes 11 11 14 3 0 3 A revised financial profile has been agreed with Rural Development Plan 1,055 295 278 (17) 17 0 the external funding provider. Street Scene Bridgend Car Parks 100 3 5 2 -2 0 Carriage Reconstruction & 6,860 2,174 2,106 (68) 68 0 Street Lighting Budget has been carried forward into 2014-15. Whole Total Total Over / Slippage Impact on Scheme Budget Expd (Under) Requested BCBC Budget 2013-14 2013-14 Spend 2013-14 Resources Main Scheme £'000 £'000 £'000 £'000 £'000 £'000 Comments Page 117 Page Civic Amenity Vehicle & Equip 713 242 219 (23) 0 (23) Fleet Vehicles 203 203 203 0 0 0 Highways Maintenance 450 450 466 16 0 16 Options for delivering the sustainable provision for sports pavilions are currently being reviewed Parks Pavilions 1,000 0 13 13 -13 0 by the Corporate Director - Communities. The capital scheme only incurred design costs in this financial year. Porthcawl Town Sea Defence 222 48 54 6 0 6 Road Safety Schemes 336 336 308 (28) 0 (28) The procurement contract for the purchase of LED Lantern has been delayed. The tender Highways Street Infrastructure 2,000 300 0 (300) 300 0 process is close to completion and once total awarded this scheme will commence towards the end of 2014. Street Scene Minor schemes 188 188 149 (39) 28 (11) Transport Grant Schemes 187 187 138 (49) 50 1 Communities Directorate 42,477 14,786 13,902 (884) 845 (39) Total

Grand Total 137,919 39,133 36,735 (2,398) 2,221 (177) This page is intentionally left blank Agenda Item 7

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE SECTION 151 OFFICER

MEDIUM TERM FINANCIAL STRATEGY 2014-15 TO 2017-18

1. Purpose of this report

The purpose of this report is to update Cabinet on the implications for the Medium Term Financial Strategy (MTFS) following revision of funding assumptions for 2015- 16 to 2017-18.

2. Connections to the Corporate Plan

2.1 The development of the Corporate Plan and Medium Term Financial Strategy (MTFS) identifies the Council’s service and resource priorities for the next four financial years, with particular focus on 2014-15.

3. Background

Corporate Plan - Policy Context

3.1 The Council reviewed its Corporate Plan and improvement priorities for 2014-15 in line with the integrated business and budget planning process introduced last year. In the autumn the Corporate Plan will be rolled forward one year to cover the period 2015 -2019. It is important that actions identified in business plans to deliver outcomes are commensurate with the resources identified in the MTFS.

The Financial Context

3.2 The Council’s MTFS is set within the context of UK economic and public expenditure plans, Welsh Government priorities influencing settlements and legislation which defines the scope the Council has to raise income from council tax and to borrow for capital expenditure.

3.3 The Council’s MTFS includes all elements of the Council’s financial strategy for the next four years, with emphasis on planned budget savings and development of the Bridgend Change Programme. It also encompasses the Capital Strategy which is designed to ensure that capital investment proposals are prioritised and evaluated in accordance with asset management principles and contribute towards the Council achieving its strategic and service priorities.

3.4 The MTFS funding projections for 2014-15 to 2017-18, reported to Council in February 2014, were based on information available at that time, including potential percentage changes in Aggregate External Finance (AEF) as shown in the table below. The worst case scenario was that an estimated £44 million would be required to fund the budget gap, while the best required £36 million over this period. The MTFS was predicated on the Most Likely Scenario. 1

Page 119

Table 1 - Impact of % change in AEF on Net Budget Requirement

201 4-15 201 5-16 201 6-17 201 7-18 Budget Gap

% Change % Change % Change % £m Change Best -1.3% -2.0% 0% (23) Scenario Most Likely -2.7% -3.0% -4.0% -2.0% (36 ) Scenario Worst -4.0% -4.0% -4.0% (44) Scenario

National economic outlook and public expenditure plans

3.5 Following the Comprehensive Spending Review (CSR) 2013 the Welsh Government revenue budget was reduced by -0.1% in 2014-15 and -0.4% in 2015- 16. Welsh Ministers subsequently announced their intention to protect funding for the National Health Service (NHS), schools and universal benefits. As a consequence Welsh councils were told to expect English style reductions to their settlements in 2014-15 and 2015-16.

3.6 The Final Local Government Settlement was agreed by WG on 14 January 2014 and although this provided indicative AEF allocations for 2015-16 of -1.5%, the Council’s MTFS assumption was based on a reduction of -3.0% because the Minster stated that these figures were indicative and subject to change as a result of further UK budget revisions. No figures were given for 2016-17 and 2017-18 and in view of the macro-economic and fiscal projections and in the absence of other information, the MTFS assumed reductions in AEF of -4% for 2016-17 and -2% for 2017-18.

3.7 No further funding announcements have been received but early indications are that the reduction in AEF for 2015-16 will be far greater than the -1.55% previously indicated and UK Government fiscal projections are likely to result in further cuts in public expenditure.

3.7 Although Welsh Ministers have not yet made any funding announcements and the provisional settlement is unlikely to be announced until the middle of October it would be prudent for this Council to plan its budget for 2015-16 to mitigate the impact of a -4% settlement from 1 April 2015. As a result, this Council is currently anticipating a budget shortfall of £11.7million in 2015-16 and will need to find recurrent savings of £34 million over the period 2015-16 to 2017-18. This excludes the impact of as yet unknown, but likely cuts to specific grants, the known impact of protection for schools budgets and the impact on services of new legislation e.g. the Social services and Wellbeing Act.

Page 120 4. Current Situation

2014-15 – Budget Update 4.1 Cabinet has agreed that the Council will enter into negotiations on the proposed pay award for 2014-15 for NJC employees. The cost of the proposed pay award adds a recurrent amount of £1.170 million to the base budget. The agreed budget included £ 70,000 to meet a 1% pay award for those employees on Grade 1 and Grade 2 of the Pay and Grading structure for 2014-15 and approximately £300,000 falls within delegated schools budgets. The balance of £800,000 will be funded from within corporate budgets and accelerating, where feasible, future years staff related savings proposals. In addition, the Council will no longer be able to provide the staff self-referral counselling service.

4.2 These changes will impact on savings requirements for future years which will need to be increased to compensate for this switch in budget within the overall approved budget for 2014-15.This means that whilst the Council will still try and limit job losses these will inevitably be greater in number than previously anticipated.

4.3 The agreed budget included one savings proposal (COM1, MREC of £780,000) which was RED and identified that this amount would be held centrally within the inflation provision to mitigate the risk of the saving not being achieved. Discussions with Neath Port Talbot Council are on-going, but due to changes in the timescale for the procurement this saving will not be achieved in 2014-15 and the value of savings for future years also needs to be re-profiled. Consequently, as agreed previously, the Directorate is in the process of developing alternative achievable savings proposals which will be reported to Cabinet in September.

4.4 The budget savings proposal to transfer homecare hours to the independent sector (ASC1) amounting to £192,000 is still achievable in full in 2014-15, but will reduce in 2015-16 and 2016-17 and the Directorate will identify, as part of the general budget savings review, alternative savings proposals to meet any shortfall..

MTFS Resource Envelope

4.5 The table below shows the funding assumptions and budget savings required in the MTFS approved by Council in February 2014 compared to the revised funding projections. It also shows the revised forecast budget shortfall for the Council.

Table 2 - MTFS Funding Assumptions and Savings Proposals 2015/16 2016/17 2017/18 £000 £000 £000 Original Assumptions as per Report to Council 19th Feb 2014 Reduction in AEF -3.0% 4.0% -2.0% Original MTFS total forecast budget shortfall -10,456 -10,040 -4,000

Revised Assumptions Reduction in AEF -4.0% -4.0% -4.0% Revised MTFS total forecast budget shortfall -11,770 -11,040 -11,421

Page 121 4.6 For each of the future years up to 2017-18 it has been assumed that the commitment by Welsh Government to increase schools expenditure could be by as much as 0.6% per annum based on the change in the Welsh Government (WG) budget, but as yet this has not been quantified or confirmed because it is impossible to predict the WG budget beyond the current CSR. On this basis it has been assumed that schools will absorb all pay related and price inflation relating to delegated schools budgets. Consequently, the budget savings required could be higher than those shown in Table 2.

4.7 The impact of demographic and other unavoidable pressures have been reviewed but any allocation for service pressures will be limited and cannot be considered until achievable budget savings proposals have been identified.

4.8 The table below shows the value of budget savings identified to date and the current budget shortfall based on the revised assumptions above. This means that, assuming that all budget savings proposals identified are achievable, there is a current forecast budget shortfall of £12.4 million, with £8.6 million relating to 2017-18.

Table3 - Forecast Budget Shortfall

2015/16 2016/17 2017/18 £000 £000 £000

Savings Requirement 11,770 11,040 11,421

Savings Identified to date 9,918 9,099 2,765

Current forecast budget shortfall 1,852 1,941 8,656

4.9 The Council’s net budget is currently forecast to reduce by £34 million over the next three years. For planning purposes, it has been assumed at this stage that the 2018-19 budget will be a standstill budget.

4.10 Given the time scales the immediate focus must be on delivering the identified budget savings proposals (including substitute proposals in the 2014-15 budget) and developing proposals to meet the savings shortfall to achieve a balanced budget for 2015-16. Once achievable budget savings proposals for 2015-16 have been identified attention will return to developing further budget savings proposals to meet the budget shortfalls for 2016-17 and 2017-18. For 2015-16 the Council needs to identify recurrent budget savings of £11.7m.

411 Cabinet and CMB have agreed that for 2015-16 every directorate must bring forward saving proposals that total approximately 9% of 2014-15 controllable Directorate budgets as shown in the table below.

Page 122 Table 4 – Directorate Budget Savings Requirement

Revised To be Directorate 2015-16 Identified identified £000 £000 £000 Childrens 3,319 2,985 334 ASC 3,306 2,556 750 Healthy Living-Wellbeing 255 247 8 Communities 2,446 1,843 603 Resources 1,284 1,192 92 LRS 511 445 66 Corporate 650 650 0 Total 11,770 9,918 1,852

Conclusion

4.12 The financial position the Council is faced with is extremely challenging. The immediate concern is the impact that the continued national fiscal tightening will have on services in the longer term as the level of savings required will impact on the type and level of services the Council can provide. The tight timescales to reshape some of the savings proposals already identified for 2015-16 is also of concern. This will require Members and officers to work together over the coming months to deliver the MTFS. In reality, there is no alternative but to deliver the budget savings proposals as setting a balanced budget is a legal requirement and the use of reserves to fund recurring expenditure is unsustainable.

5. Effect on Policy Framework and Procedure Rules 5.1 The budget setting process is outlined within the Council’s Constitution and Financial Procedure Rules.

6. Equality Impact Assessment

6.1 The final budget proposals will cover a wide range of services and it is inevitable that the necessary budget reductions in developing these proposals will impact on the local population in different ways. The Equality Impact Assessment will be carried out and included with the final budget and reported to Council in February 2015.

7. Financial Implications

7.1 The Council will be required to identify £11.7million of budget savings to achieve a balanced budget for 2015-16 and £34million over the next three years. It is imperative that a balanced budget is achieved and essential that revenue service expenditure and capital expenditure is contained within the identified budgets for the current year.

7.3 The alternative would have serious implications for the Council. In addition to the statutory requirement to set a balanced budget, under the 2003 Local Government Act the Council’s Chief Financial Officer (i.e. S151 Officer) must report on the robustness of the budget and the adequacy of proposed financial reserves and this must form part of the Council’s budget consideration and decision making. This will include identifying the risks associated with identified savings, the implications and contingency plans if savings are not delivered as planned. As such it is essential 5

Page 123 that the savings put forward are deliverable or where they are at risk contingency plans are produced.

8. RECOMMENDATIONS

8.1 Cabinet is asked to:-

• to note the impact of the proposed pay award for 2014-15 as outlined in paragraphs 4.1 and 4.2 • to note the actions being taken in relation to the MREC and Homecare budget savings proposals for 2014-15. • to note the requirement to ensure £11.7 million of recurrent savings are delivered by 1 April 2015 and the need for services to develop longer term plans to deliver future years’ savings.

Janet Smith CPFA Interim S151 Officer June 2014

Contact Officer : Janet Smith,CPFA Head of Finance and Performance Ext.3302. E_mail: [email protected].

Background Documents : 19 February 2014 Council Report – Medium Term Financial Strategy 2014-15 to 2017-18

Page 124 Agenda Item 8

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR – RESOURCES

CAPITAL PROGRAMME 2013-14 TO 2023-24

1. Purpose of the report

1.1 The purpose of this report is to obtain approval from Cabinet to present a report to Council for a revised capital programme for 2013-14 to 2023-24.

2. Connection to Corporate Improvement Objectives/Other Corporate Priorities

2.1 Capital investment in our assets is a key factor in meeting the Improvement Objectives set out in the Council’s Corporate Plan.

3. Background

3.1 On 19th February 2014, Council approved a capital programme for the years 2013- 14 to 2023-24. This report proposes amendments to that programme to reflect changes that have occurred since the programme was approved.

4. Current situation / proposal

4.1 Since the capital programme was approved by Council in February 2014 there have been a number of changes which require Council to approve a revised capital programme for the period 2013-14 to 2023-24.

Changes are required to:

• reflect additional funding required to support some projects.

• re-profile spend across financial years following slippage in 2013-14.

• reflect changes to funding profiles for various schemes. For example, the Welsh Government has now confirmed the element of funding for the 21 st Century Schools Programme which will be met from the Local Government Borrowing Initiative and that which will be met from capital grant.

• reflect re-allocations of Special Regeneration Funding (SRF) to/from specific projects, within the overall annual SRF allocation.

• Recognise new schemes in the programme such as Vibrant and Viable places.

1 Page 125 4.2 Special Regeneration Funding

The capital programme includes an SRF annual allocation of £540,000, up to and including 2016-17. This provides flexibility in the capital programme to enable the Council to take advantage of and maximise external funding opportunities; mitigate funding shortfalls which can occur between grant bid and offers stages and provide some contingency for additional spending pressures on regeneration projects.

4.3 Capital Programme 2013-14

The Quarter 3 monitoring report presented to Cabinet on 4 th February 2014 identified a number of schemes which had variances compared to budget. Since then the position has been revised to provide an updated position.

In summary, total expenditure on capital in 2013-14 was £36.912 million, £2.398 million less than budget. Of this, £2.221 million is proposed to be carried forward into 2014-15, resulting in an underspend of £177,000. The majority of the underspend relates to funding retained for potential outstanding internal fees on completed capital schemes. Only £65,000 was required, resulting in an underspend of £135,000.

Two of the projects included in the quarter 3 monitoring report were in relation to Porthcawl Harbour and Maesteg Town Centre Regeneration. The current position is as follows:

Porthcawl Harbour Development The original budget approved for the project was £3.350 million, comprising £1.076 million from Visit Wales Grant and £2.274 million from Council resources. The current projected spend is £3.867 million, as a result of additional costs of early warning notices issued by the contractor, and other unforeseen works. Negotiations with the contractor are on-going and it is not possible to provide a definitive outturn figure at this point. Since approval, grant funding reduced by £52,000 to £1.024 million, and the directorate has utilised £250,000 of unallocated SRF funding to part meet the shortfall, along with a £24,000 revenue contribution towards flood damage works. It is proposed to use £300,000 from capital receipts from the sale of the Jennings building to meet the balance. This results in a revised budget of £3.872 million.

The Internal Audit section is currently reviewing this project and will provide a report to Audit Committee when complete.

Maesteg Town Centre Regeneration The regeneration of Maesteg Town Centre commenced in 2003-04 and comprises 4 phases, some of which ran concurrently over the period. The total budget for all 4 phases is £7.611 million and estimated expenditure is £7.387 million. Expenditure on Phases 1-3 resulted in an underspend of £97,000 which was transferred to Phase 4 of the project. In addition, further SRF funding was transferred to the project as a contingent provision against potential project overspends.

Phase 4 started in 2010-11 and is near completion. The project cost for Phase 4 is projected to be £2.812 million, resulting in an underspend of £127,000 which

2 Page 126 will be carried forward in the capital programme to meet future match funding arrangements for regeneration projects.

4.4 Capital Programme 2014-15 onwards

The capital programme for 2014-15 onwards has been amended to take into account:

21 st Century Schools

Welsh Government has confirmed that it will use the Local Government Borrowing Initiative (LGBI) to fund 25% of the Welsh Government’s share of its £22,475,000 match funding of the 21 st Century Schools Programme. For Bridgend this equates to £5,562,627. Funding to meet the cost of borrowing will be paid to the Council in 2014-15 as a specific grant and will equate to £115,064, which should enable the Council to borrow £1,980,065 at current PWLB interest rates. Subsequent allocations will be transferred into the Revenue Support Grant settlement will equate to £147,940 (to borrow £2,545,798) for 2015-16, and £65,751 (to borrow £1,131,466) in 2016-17.

New and Revised Schemes

There are some new schemes that have been included within the programme following approval of external funding, in particular:

• A Welsh Government grant of £0.335 million for the payment of land compensation payments. • Welsh Government has recently approved funding of £5.98m from the Vibrant and Viable Places regeneration scheme to enhance Bridgend town centre.

Non Operational Assets

In order that the Council can act swiftly when property investment opportunities present themselves, it is proposed that £1 million is allocated within the capital programme for 2014-15 for this purpose, which will be subject to annual review, to maximise income generating opportunities with the aim of alleviating pressure on the revenue budget. Any acquisitions will be subject to business cases showing an appropriate income yield and independent property valuations being carried out. Any capital receipts generated from the sale of redundant non- operational capital assets will be accounted for as general funding within the capital programme. This is linked to the non-operational property strategy 2013-14 to 2016-17 that was approved by Cabinet in July 2013.

Maximising Space and Technology

In the capital programme approved by Council in February, funding was included of £500,000 in respect of improvements to office accommodation to progress the Maximising Space and Technology Programme. This included significant works to the Civic Offices to enable the introduction of agile working and the digital office, through increases to the number of desks and occupants in the building. Work is due to commence on the building works, but additional funding of £300,000 is

3 Page 127 required to enable works to be advanced on the fourth floor and on the first floor in order to escalate the programme, including aiding partnership working on the ground floor. It will also enable Sunnyside to be vacated to generate a capital receipt.

4.5 Slippage from 2013-14

Some of the projects have been re-profiled across financial years, which has enabled some allocations for 2013-14 to be slipped into 2014-15. The most significant of these are:-:

• Coleg Cymunedol y Dderwen - £619,000 budget re-profiled to 2014-15. • Pen-y-fai Primary School - £588,000 budget re-profiled to 2014-15. • School Modernisation Programme - £313,000 budget, including previous allocations in respect of Litchard Primary and Bryncethin Amalgamation, re- profiled to 2014-15. • Lewistown Flying Start Provision - £218,000 budget re-profiled to 2014-15 following agreement with Welsh Government. • Gateway to Valleys Primary provision Development - £129,000 budget re- profiled to 2014-15. • Bridgend Day Centre - £136,000 carried into 2014-15 due to on-going arbitration process with contractor. • Celtic Court - £100,000 budgeted spend re-profiled to 2015-16. • Highways Street Infrastructure - £300,000 slippage due to delays in procuring street lighting units. • Rhiw Rock Face Stability Works - £98,000 budget re-profiled to 2014-15. • Porthcawl Development Programme - £88,000 budget re-profiled to 2014-15. • Housing Renewal Area Scheme - £116,000 of the grant has been re-profiled to 2014-15, following agreement with WG. • Housing Renewal / Disabled Facilities Grant - £138,000 reduction in previous £350,000 projected under spend for 2013-14 previously reported due to advancement of additional applications in-year.

4.6 A revised capital programme allowing for the proposed changes along with anticipated slippage from 2013-14, additional external funding approvals and changes to expenditure profiles is attached as Appendix 1 to this report.

5. Effect upon Policy Framework and Procedure Rules

5.1 Paragraph 3 of the Financial Procedure Rules requires that any variations to the capital programme shall require the approval of the Council.

6. Equality Impact Assessment

6.1 Projects within the capital programme will be subject to the preparation of equality impact assessments before proceeding.

7. Financial Implications

7.1 These are reflected in the body of the report.

4 Page 128 8. Recommendations

Cabinet is requested to recommend to Council the approval of the revised Capital Programme as set out in Appendix 1 of this report.

Ness Young Corporate Director - Resources

June 2014

Contact Officer Deborah Exton – Group Manager – Financial Planning and Management ext 3604 e-mail: [email protected]

Background Papers Report to Council 19 th February 2014

5 Page 129 This page is intentionally left blank CAPITAL PROGRAMME 2013-2024 Appendix H Slippage Page 131 Page Per Budget Outturn Revised Indicative Total to 2013/14 2013/14 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2023/24 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Children's Pen Y Fai Primary School 3,083 588 2,495 907 105 ------3,507

Llangynwyd Welsh Medium Comprehensive School 31 31 ------31 Litchard Primary Amalgamation 130 130 ------Tremains Primary Amalgamation 63 63 ------63 Mynydd Cynffig Primary School Extension - - 2 2 398 - 600 2,600 1,300 - - - - - 4,900 Bryncethin Primary School 1,105 111 994 ------994 Y Dderwen Comprehensive School 11,400 - 5 11,405 1,633 ------13,038 Coety/Parc Derwen Primary School 367 2 365 5,434 2,080 220 ------8,099 Tondu Primary School Temporary Accomodation 20 - 10 30 670 ------700 Additional Learning Needs 390 - 43 433 3,568 ------4,001 Garw Valley South Primary Provision - - 800 5,400 3,600 200 ------10,000 Pencoed Primary School - - - 750 5,200 2,150 150 - - - - - 8,250 Gateway to the Valleys Primary Provision 146 129 17 529 1,340 5,220 1,740 ------8,846 Flying Start Provision 1,194 220 974 367 ------1,341 Ysgol Y Ferch O'r Sger 75 - 110 185 65 ------250 Ysgol Bro Ogwr 350 76 274 76 ------350 Heronsbridge Special School - - - - - 1,000 500 - - - - - 1,500 Schools Modernisation Retentions 37 37 - 477 ------477 Coychurch Primary Mobile 300 34 266 ------266 Children's Directorate Minor Works 480 10 470 ------470 Total Children's 19,171 1,167 18,004 14,924 9,675 14,840 7,690 1,950 - - - - - 67,083 Wellbeing Healthy Living Bridgend Library 289 289 ------289 Bryngarw House 131 22 109 47 ------156 Heronsbridge All Weather Pitch 57 57 ------57 Healthy Living Minor Works 31 31 ------31 Berwyn Centre - - 200 ------200 Pyle Life Centre Library Book Store 155 2 153 2 ------155 Pontycymmer Library Relocation 30 30 ------30 Refurbishment Requirements HLPP 1,238 1,238 ------1,238 Adult Social Care Celtic Court Purchase and Refurbishment 650 650 826 785 ------2,261 Bridgend LDD Core Centre 136 136 - 136 ------136 Pyle Life Centre Hub 100 100 ------100 Adult Social Care Minor Works 37 37 ------37 Care Standards Act - - 105 ------105 Glan yr Afon Resource Centre - - 123 ------123 Total Wellbeing 2,854 160 2,694 1,439 785 ------4,918 Communities Street Scene Highways Maintenance(Capitalised Repairs) 200 200 200 200 200 200 200 200 200 200 200 200 2,200 Slippage Per Page 132 Page Budget Outturn Revised Indicative Total to 2013/14 2013/14 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2023/24 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Transportation Minor Works(Capitalised Repairs) 250 250 250 250 250 250 250 250 250 250 250 250 2,750 Local Govt Borrowing Initiative (Highways Infrastructure) 2,074 260 1,814 2,603 ------4,417 Local Govt Borrowing Initiative (Street Lighting) 100 - 192 292 208 ------500 Road Safety Grant 260 260 ------260 Fleet Vehicles 197 197 ------197 Bridge Renewal - - 63 ------63 Parks Pavilions - - 13 13 987 ------1,000 Highways Street Infrastructure 300 300 - 1,200 800 ------2,000 Rhiw Rock Face Stability Works - - 2 2 98 ------100 Public Rights of Way Signage 35 35 ------35 Residents Parking Bridgend Town Centre - - 152 ------152 Street Scene Minor Works 154 154 77 ------231 S106 Minor Schemes 63 28 35 28 ------63 Transport Grant Schemes 167 50 117 22 ------139 Llynfi Valleys Cycle Network 20 20 ------20 Waste Management Initiative 242 242 ------242 Regeneration & Development Bridgend Digital - - 70 ------70 Special Regeneration Funding - - 86 540 540 ------1,166 Bridgend Sustainable Industrial Estates 11 11 ------11 Bridgend Townscape Heritage Initiative 62 30 32 335 ------367 Maesteg Townscape Heritage Initiative 150 68 82 68 ------150 Porthcawl Townscape Heritage Initiative - - 50 ------50 Bridgend Town Centre 3,988 47 3,941 873 ------4,814 Maesteg Town Centre Regeneration Phase 4 1,428 74 1,354 74 ------1,428 South East Wales Local Inv Fund 347 347 100 ------447 Porthcawl Harbour Development 1,545 90 1,455 88 ------1,543 Porthcawl infrastructure 123 - 48 171 5,508 ------5,679 Porthcawl Coastal Defence 48 48 169 5 ------222 Vibrant and Viable Places 634 4,267 1,057 Commercial Improvement Areas 95 57 38 167 ------205 Environment Programme 24 20 4 50 ------54 Rural Development Plan 295 17 278 271 ------549 Green Shoots 180 180 20 ------200 Community Economic Development 205 56 149 316 36 ------501 Western Valleys SRA 28 25 3 25 ------28 Regeneration Minor Works 15 15 ------15 Housing Renewal Area 87 16 71 364 ------435 Housing Renewal Schemes 100 100 - 200 100 100 100 100 100 100 100 100 100 1,100 Housing Renewal/Disabled Facilities Grants 1,987 - 138 2,125 2,700 2,350 2,350 2,350 2,350 2,350 2,350 2,350 2,350 2,350 25,975 Total Communities 14,780 845 13,935 18,056 8,548 4,497 2,900 2,900 2,900 2,900 2,900 2,900 2,900 65,336 ICT & Property Minor Works 331 21 310 1,646 1,600 1,100 1,100 1,100 1,100 1,100 1,100 1,100 1,100 12,356 Sunnyside Hub 49 49 ------49 Slippage Per Page 133 Page Budget Outturn Revised Indicative Total to 2013/14 2013/14 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2023/24 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Maximising Space and Technology - - 800 ------800 Bridgend Change Programme - - 200 ------200 Relocation of Depot Facilities 33 - 27 60 1,630 ------1,690 Bridgend Market 50 21 29 571 ------600 Non-operational assets 1,000 1,000 Investment in ICT 692 4 688 254 46 ------988 Learning in Digital Wales 633 633 ------633 Community Projects 70 30 40 115 50 50 50 50 50 50 50 50 50 605 Design and Supervision - Old Schemes 135 135 100 ------235 Land Compensation 335 335 ------335 Total ICT & Property 2,328 49 2,279 6,316 1,696 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 19,491 Unallocated ------324 2,274 2,274 2,274 2,274 2,274 11,694 Total Expenditure 39,133 2,221 36,912 40,735 20,704 20,487 11,740 6,324 6,324 6,324 6,324 6,324 6,324 168,522 Expected Capital Resources General Capital Funding General Capital Funding - Supported Borrowing 3,946 3,946 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 3,932 43,266 General Capital Funding - General Capital Grant 2,408 2,408 2,392 2,392 2,392 2,392 2,392 2,392 2,392 2,392 2,392 2,392 26,328 Capital Receipts 4,255 1,697 2,558 16,954 2,002 3,913 2,726 ------28,153 Unsupported Borrowing 12,584 287 12,297 2,750 1,300 ------16,347 Local Govt Borrowing Initiative (Highways Infrastructure) 2,174 68 2,106 2,811 ------4,917 Local Govt Borrowing Initiative (21st Century Schools) - - 1,947 2,503 1,113 ------5,563 Revenue Contribution 1,048 2 1,046 302 ------1,348 Sub-Total General Capital Funding 26,415 2,054 24,361 31,088 12,129 11,350 9,050 6,324 6,324 6,324 6,324 6,324 6,324 125,922 External Funding Approvals SBIG Tranche 1 ------SBIG Tranche 2 ------SBIG Transitional Funding 2,317 2,317 ------2,317 Heritage Lottery Fund (HLF) 102 9 93 162 ------255 CADW ------WG - Western Valleys Strategic Regeneration Area (WVSRA) ------WG - Flying Start 1,185 222 963 367 ------1,330 WG - Other 5,559 54 5,505 2,050 5,052 1,057 ------13,664 WG - 21st Century Schools 390 390 3,315 2,657 7,860 2,690 ------16,912 Regional Transport Plan (RTP) 296 296 ------296 Transport Grant 41 29 12 22 ------34 SUSTRANS ------EU 1,773 - 188 1,961 869 36 ------2,866 S106 925 19 906 2,862 830 220 ------4,818 Other Contributions 130 22 108 ------108 Sub-Total External Funding Approvals 12,718 167 12,551 9,647 8,575 9,137 2,690 ------42,600 Total Funding Available 39,133 2,221 36,912 40,735 20,704 20,487 11,740 6,324 6,324 6,324 6,324 6,324 6,324 168,522 Funding Shortfall/Surplus ------Slippage Per Page 134 Page Budget Outturn Revised Indicative Total to 2013/14 2013/14 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2023/24 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Glossary of terms SBIG - School Building Improvement Grant WG - Welsh Government SEN - Special Educational Needs TG - Transport Grant SUSTRANS - Org. focused on making smarter travel choices EU - European Union WVSRA - Western Valleys Special Regeneration Area HLPP - Healthy Living Partnership Programme S106 - Section 106 of the Town and Country Planning Act 1990 Agenda Item 9

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR COMMUNITIES

SOCIAL HOUSING ALLOCATIONS POLICY (SHAP)

1.0 Purpose of Report

1.1 The purpose of this report is to seek Cabinet approval to end the ‘Transitional Arrangements’ attached to the Social Housing Allocation Policy (SHAP) and create a ‘Residual Group’.

2.0 Connection to Corporate Improvement Plan / Other Corporate Priority

2.1 The policy will help to deliver the Corporate Improvement Priorities of ‘Working together to help vulnerable people to stay independent’ and ‘working together to make the best use of resources’. It will help to manage demand for social housing and deliver elements of the Local Housing Strategy 2009 -2014 approved by Council on 4 th March 2009.

3.0 Background

3.1 There is a statutory requirement for every housing authority to have a Housing Allocation Scheme for determining priorities and a procedure to be followed in allocating housing accommodation. The Council’s current Social Housing Allocation Policy (SHAP) was approved by Cabinet on 28 th May 2013.

3.2 This now needs to be reviewed in recognition of the impact of Welfare Reform and in particular the effect the ‘Bedroom Tax’ has had on under-occupation of properties.

3.4 The 4 RSLs in Bridgend who are party to the Common Housing Register are:

• Valleys to Coast (V2C) • Linc Cymru • Hafod • Wales and West Housing Association

4.0 Current situation / proposal

4.1 As required under Welsh Assembly Guidance, the SHAP is based on local evidence of need and aligns with wider local and national strategic objectives. The four RSLs have been actively involved in developing the SHAP and their compliance is vital to the success of this and, indeed, the Welsh Code of Guidance on Allocations refers to the fact that “9. housing authorities, together with their RSL partners, are encouraged to operate common housing lists to improve access to social housing”.

1 Page 135

4.2 Following approval of the SHAP, there were residual applications under the previous allocations policy placed in ‘Transitional Arrangements’ as set out in Appendix 1. These applicants were placed in a transitional group as they were not deemed to be in Housing Need based on the information they provided the Council, and had been registered for more than 12 months. Applicants were notified that they were not in Housing Need, however their details would be retained for 12 months and they may be considered for properties ‘hard to let’.

4.3 No new applications have been accepted into this transitional group. Following a joint review of the nominations process by the Council and the RSLs it has become apparent that nominations from this transitional group are proving to be essential in order to drive down void times and costs for RSLs and is a way of making available ‘hard to let’ properties to applicants who have registered under a previous allocation policy.

4.4 The transitional group have recently been subject to an annual re-registration process, applicants have fallen into 3 categories and the proposal is as set out in Appendix 2:

i. Applicants that have re-registered and whose circumstances deteriorate to such a degree that promotion to a Band is warranted will become eligible to join a band set out in section 3.17 of the Policy, in this case the date on which they are promoted to a Band becomes the new effective date and applicants notified of this; ii. Applicants who have failed to re-register following being contacted by the Council on a number of attempts, their applications will be withdrawn and they will be notified of this; and iii. Applicants who have re-registered and their situation remains unchanged i.e. not in Housing Need it is proposed that their details are retained in a ‘Residual Group’.

4.5 Where there is no suitable applicant from the SHAP Bands (Priority, A and B) ‘hard to let’ housing will normally be offered to applicants in the ‘Residual Group’. No new applicants are eligible to join this Residual Group.

4.6 Applicants in the ‘Residual Group’ will be required to re-register their housing application once a year in order to confirm that they still want to be considered for housing. Applicants will be notified in writing of the arrangements for completing this renewal. Failure to complete the renewal within the time period specified will result in the applicant being removed from the ‘Residual Group’. Applicants whose circumstances deteriorate to such a degree that promotion to a Band is warranted will become eligible to join a band set out in section 3.17 of the Policy; in this case the date on which they are promoted to a Band becomes the new effective date.

4.7 The change proposed will enable the Council and the Partner Registered Social Landlords (RSLs) to improve the nomination process for properties where there is no suitable match from applicants on the Housing Register and reduce void times and costs for RSLs.

2 Page 136

5.0 Effect upon Policy Framework& Procedure Rules

5.1 None.

6.0 Equality Impact Assessment

6.1 An Equality Impact Assessment has been carried out on the SHAP to assess its relevance to the Authority’s public equality duties and potential impact on protected equality characteristics. This SHAP has been assessed as relevant to the Authority’s general and specific duties to promote equality and eliminate discrimination with regard to gender, disability, race, religion and belief and age. The policy has also been assessed as relevant to the Authority’s duty to promote and protect human rights (specifically protection of property and right to respect for private and family life).

6.2 The SHAP has been widely consulted upon in order to give service users, stakeholders and the citizens of Bridgend an opportunity to influence and improve it.

7.0 Financial Implications

7.1 In seeking to make better use of the existing stock of social housing, SHAP intends to help reduce the impact of other upward cost pressures associated with homelessness.

7.2 RSLs pay an annual fee for them to use/access and maintain the IT system.

7.3 Budget savings in Temporary Accommodation/Bed & Breakfast of £50K included for 2013/14 in the MTFS were met. The reduction in the total number of people on the register is designed to support the effective management of the homelessness function so this level of savings can be maintained in the future.

8.0 Recommendation

8.1 Cabinet is recommended to:

i) Approve the end of the Transitional Arrangements as set out in Appendix 1 to the Social Housing Allocation Policy (SHAP) to take effect on 30 th June 2014; and ii) Approve the ‘Residual Group’ arrangements as set out in Appendix 2 to take effect from 1 st July 2014.

MARK SHEPHARD Corporate Director Communities

05 June 2014

Contact Officer: Angie Bowen Group Manager Housing and Community Regeneration

Telephone: (01656) 643501

3 Page 137

E-mail: [email protected]

Postal Address Civic Offices, Angel Street, Bridgend, CF31 4WB

4 Page 138 Appendix 1 SHAP Transitional Arrangements

Application Action

Applicant(s) on Existing Council Register Applications transferred from points to with Housing Need points. new bands applicants notified in writing of CHR Band.

Applicant(s) on Existing Council Register Applicants notified they are not in from 2 nd July 2012 (i.e. less than 12 Housing Need and their application is months) and not in Housing Need. cancelled. They are advised of a right of review through the Housing Enquiry process which may result in a Housing Solutions Interview.

Applicant(s) on Existing Council Register Applicants will remain on the Register from 2 nd July 2012 (i.e. less than 12 only until such time as the RSL makes a months) and not in Housing Need who decision on the nomination. If the have been nominated to an RSL prior to nomination is unsuccessful or the 1st July 2013 where the RSL have not applicant refuses the offer the applicant notified BCBC of their decision. will be notified they are not in Housing Need and their application is cancelled. They are advised of a right of review through the Housing Enquiry process which may result in a Housing Solutions Interview. If the nomination is successful the applicant will be offered a tenancy by the RSL and removed from the Register.

Applicant(s) on Existing Council Register Applicants notified they are not in with time accrued points only (i.e. over Housing Need, however their details will 12 months). be retained for 12 months and they may be considered for properties ‘difficult to let’. Housing Solutions Interview offered.

Applicant(s) on Existing RSL Partner Applications transferred from RSL to new Register(s) in Housing Need. bands applicants notified in writing of CHR Band.

Applicant(s) on Existing RSL Partner Applicants notified they are not in Register(s) from 2 nd July 2012 (i.e. less Housing Need and their application is than 12 months) and not in Housing cancelled. They are advised of a right of Need. review through the Housing Enquiry

Page 139 process which may result in a Housing Solutions Interview.

Applicant(s) on Existing RSL Partner Applicants notified they are not in Register(s) prior to 2 nd July 2012 (i.e. Housing Need, however their details will over 12 months) and not in Housing be retained for 12 months and they may Need. be considered for properties ‘difficult to let’. Housing Solutions Interview offered.

Applicant(s) on Existing RSL Partner Applicants advised they may join the Register(s) requesting internal transfer. CHR subject to a Housing Solutions Interview or remain with RSL for internal transfer.

Page 140 Page 141 Page Appendix 2

SHAP ‘Residual Group’ Arrangements

Application Action Outcome

Applicant(s) whose details have been Applicants that have re-registered and Applications will be transferred to an retained under the existing ‘Transitional whose circumstances deteriorate to eligible band in the CHR and applicants Arrangements’ not in Housing Need. such a degree that promotion to a Band notified of this; in this case the date on Applicants are required to re-register is warranted will become eligible to join which they are promoted to a Band their housing application once a year in a band set out in section 3.17 of the becomes the new effective date. order to confirm that they still want to be Policy. considered for housing.

Applicants who have failed to re-register Applications withdrawn and applicants following being contacted by the Council notified of this. on a number of attempts.

Applicants who have re-registered and Applicants in the ‘Residual Group’ will be their situation remains unchanged i.e. required to re-register their housing not in Housing Need their details are application once a year in order to retained in the ‘Residual Group’, subject confirm that they still want to be to an annual review and re-registration considered for housing. Failure to process this group is held in perpetuity complete the renewal within the time and applicants are eligible for period specified will result in the nomination to ‘hard to let’ properties. applicant being removed from the ‘Residual Group’. No new applicants are eligible to join the Residual Group.

This page is intentionally left blank Agenda Item 10

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT OF THE CORPORATE DIRECTOR - COMMUNITIES

CABINET

24 th June 2014

CIVIL PARKING ENFORCEMENT

1. Purpose of Report

The purpose of this report is to advise members of the current position post implementation of Civil Parking Enforcement (CPE) in April 2013 and seek views on its further application within Bridgend CBC.

2. Connection to Corporate Improvement Plan / Other Corporate Priority

2.1 The issue of illegal and obstructive parking cross-cuts a number of aims in the Corporate Plan. Road safety helps all children and young people to be safe and also forms part of the aims of the Community Strategy to have Strong Communities where there is a reduction in crime and people feel safer in their communities.

3. Background

3.1 Civil Parking Enforcement has been implemented in accordance with national requirements as detailed in the relevant statutory instruments and associated guidance documentation. Revenue raised through penalty charge notices is first used to off-set the cost of providing the enforcement provision with any surplus having to be used in accordance with the legislative requirements.

3.2 A Designation Order was made by Welsh Government which decriminalised parking enforcement across the whole of the County Borough and made it a Civil Enforcement Area/Special Enforcement Area (CEA/SEA) (to include enforcement powers in respect of double parking and obstruction of pedestrian dropped kerb crossings). However, moving traffic offences such as obstruction in turning heads, and locations such as footways other than marked waiting restrictions remain solely enforceable by South Wales Police

3.3 The application of civil parking enforcement is strictly defined in legislation and therefore there is no ability to deviate from this. However, cabinet members may wish to make recommendation as to how the council should shape its future enforcement priorities and protocols to ensure the continued contribution to the delivery of the council’s statutory network management duty.

3.4 A collaborative approach to the delivery of CPE has been undertaken with the Vale of Glamorgan for a combined service delivery with a proportion of the staffing being allocated to the Vale of Glamorgan. 19 Staff have been recruited to oversee the operational delivery of civil parking enforcement with appointees undertaking an intensive week long training course and examination to qualify to undertake the duties of Civil Enforcement.

1 Page 143

3.5 The service for both authorities is delivered by an establishment of a Parking Manager, 1 administrative support officer, two operational Supervisors, and 15 Civil Enforcement Officers (CEO’s). Several of the staff are employed under temporary contracts to provide the ability to make appropriate adjustments in staffing levels.

3.6 A penalty band of either £50 or £70 depending upon the offence has been set for on-street and off-street parking infringements with these bands derived from the legislative guidance and in line with neighbouring Authorities who are currently undertaking CPE. Such charges are reduced by 50% if paid within 14 days.

3.7 For persons wishing to appeal against an issued Penalty Charge Notices they can do so through the Wales Penalty Processing Partnership who processes payments and appeals on behalf of Bridgend CBC, and is a part of Denbighshire County Council, working on behalf of 9 Welsh authorities to support the enforcement operation by dealing with challenges, payments and processing of all penalty charge notices that are issued.

3.8 In addition to the Authority’s shared appeals service, if an applicant is not satisfied with the outcome from this process they are able to take their appeal to the independent Traffic Penalty Tribunal (TPT) which is a judicial process.

3.9 The cabinet member for Communities, Councillor Philip White, was appointed to the TPT joint committee which meets on an ad hoc basis being at least annually and is a requirement of the CPE that a Council elected member is nominated to participate

3.10 In instances where the challenge is unsuccessful or no challenge made, if the PCN remains unpaid WPPP will then progress the debt to be registered with the Traffic Enforcement Centre which is part of the County Court based in Northampton which will then pass to the Authorities debt collection agents (bailiff).

4. Current Situation/Proposal

4.1 During its first year of operation the initial priority has been the deployment of staff at key town centres such as Porthcawl, Maesteg and Bridgend as well as other high traffic generating areas such as school gate parking. In addition to these significant areas a mobile patrol is in use to address the needs of the wider borough.

4.2 In delivering the above service CPE seeks to encourage parking compliance in order to reduce traffic congestion and maintain road safety. Often this has to be to the detriment of individual parking preferences, but is aimed at a positive impact on the business community by generating a turn-over in parking as well as enforcing infringements of parking regulation.

4.3 In addressing School gate parking infringements, CEO’s have been present at school opening and closing times and their presence has been welcomed as a deterrent to inappropriate parking, but generally does not result in the issuing of a Penalty Charge Notice (PCN).

4.4 In terms of service delivery between the 1 st April 2013 and 31 March 2014, 13,120 tickets for both On and Off street violations had been issued within Bridgend CBC, the revenue associated with the ticket issue for the same period was £328,085.

2 Page 144 Additional budgetary support is provided by the council of £175,000 reflecting the predicted operational costs of the service.

4.5 The business case for the combined service to be self-financing estimated that approximately 14,000 PCN’s would need to be issued per year, and the level of infringements both on and off the highway are just short of this level although there has been a higher payment rate of PCN’s than that predicted.

4.6 In order to deliver the service the personnel are on a rota system which provides between 5 and 8 CEO’s to carry out enforcement duties (excluding sickness and holidays) around the county borough on a daily basis with these staff coming on duty throughout the day not only to enforce restrictions as described earlier in the report but also to carry out other wider functions which include:

• Opening and closing of car parks • Health and safety issues at car parks • Insurance claims for car parks • Collecting cash from pay and display machines • Auditing of cash handling • Servicing pay and display machines • Attendance at car parks in relation to antisocial behaviour

4.7 The car parking duties alone are estimated to utilise 10 working days per month, and with commitments for schools and key settlements any additional duties may impact on the service meeting objectives in terms of ensuring parking compliance.

4.8 Unfortunately, it has been reported that every CEO has received some form of verbal abuse by drivers, who have been in receipt of a PCN. In such instances they are normally able to deal with such confrontations in a professional manner but some instances have required Police involvement.

4.9 Consideration for scheme expansion

4.10 Overall the scheme has been well received and therefore it is envisaged that opportunity would be sought to expand the scheme, however the business case for any expansion needs to be self-sustaining and increasing either staff or length of rota through overtime has an impact on such sustainability.

4.11 The success to date of the management of parking enforcement means that the authority may be in a position to advance some of the long awaited residential parking schemes in circumstances whereby neighbourhoods which are located near attractions such as town centres or beaches can be affected by significant visitor parking resulting in significant inconvenience for residents. Within 2014/15 it is intended to advance the introduction of further residential parking schemes which if progressed, may require additional administrative support.

3 Page 145 5. Effect upon Policy Framework & Procedure Rules

5.1 There is no effect from the introduction of CPE upon Policy Framework and Procedural Rules 6. Equalities Impact Assessment

6.1 The Council’s Equalities Impact Assessment Toolkit has been utilised which indicates that the proposal to introduce CPE would have no impact on specific equality groups and disability duties, however it would benefit all sections of the community by improving highway safety and reducing congestion.

7. Financial Implications

7.1 The first year of operation included set up costs for the scheme with an overall intention that any such scheme should be self-financing.

The budgeted cost of operating CPE for Bridgend County Borough was estimated to be around £486,000 for 2013/14.

Actual costs for 2013/14 totalled £454,000 and, as indicated previously, the recovery of fines amounted to £328,085, which betters the predicted outturn position.

8. Recommendation

8.1 That cabinet note the success of the first year of operation of the CPE scheme.

8.2 That cabinet approves that officers investigate the effect that the introduction of residents permit parking will have on the Civil Parking Enforcement service in relation to staffing and financial implications and report its outcome.

Mark Shephard CORPORATE DIRECTOR – COMMUNITIES June 2014

Contact Officer: Kevin Mulcahy, Group Manager – Highway Services Telephone: (01656) 642535 E-mail: [email protected]

4 Page 146 Agenda Item 11

Report Approval Name Date

Chief Officer Mark Shephard

Cabinet Member Councillor Phil White 11/06/14

Chairperson (Urgent only)

Legal Robert Hughes 11/06/14

Finance Janet Smith 11/06/14

Sent to Cabinet_Committee 12/06/14

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT OF THE CORPORATE DIRECTOR - COMMUNITIES

CABINET

24 th June 2014

REVIEW OF HOUSEHOLD WASTE RECYCLING CENTRES (HWRC) AND CLOSURE OF THE SITE AT PENLLWYNGWENT, OGMORE VALE

1. Purpose of Report

1.1 The purpose of the report is to set out for consideration by Cabinet the future provision for domestic household waste recycling centres (HWRC) across the County Borough, including the proposed closure of the site at Penllwyngwent, Ogmore Vale. 2. Connection to Corporate Improvement Objectives

This review is in accordance with the improvement priorities detailed in the corporate plan under Priority 6 – (Working Together to Make Best Use of Our Resources).

3. Background

3.1 The Council currently provides HWRC’s at four locations within the County Borough, at which members of the public can deposit household waste free of charge. The locations of these sites are detailed below: -.

• Tythegston Household Recycling Centre , Lodge Wood, Tythegston Lane, Stormy Down, CF32 0NE • Heol Ty Gwyn Household Recycling Centre, Heol Ty Gwyn Industrial Estate, Maesteg CF34 0BQ

Page 147 • Brynmenyn Household Recycling Centre, Anueurin Bevan Avenue , Brynmenyn Industrial Estate, Brynmenyn CF31 4TJ • Penllwyngwent Household Recycling Centre, Penllwyngwent Industrial Estate, Ogmore Vale CF32 7AX

(See Appendix 1 for a list of materials accepted at the HRWC).

3.2 Figures presented at Appendix 2 and 3 detail the current levels of recycling achieved at the 4 sites and the tonnages of materials deposited by members of the public. On reviewing these figures it can be seen that the recycling rates at Penllwyngwent fall short of recycling being achieved at the other 3 locations. It can also be seen that the total quantity or tonnage of materials being presented at the site by the public is considerably less than is being delivered to the Councils other sites. Appendix 4 provides figures on the numbers of vehicles entering Penllwyngwent during January this year in comparison to Brynmenyn. From these figures it can be seen that Penllwyngwent received a total of 516 vehicles while Brynmenyn was visited by 4616 vehicles.

3.3 The Penllwyngwent Household Recycling Centre is located between Ogmore Vale and Nantymoel, in the Ogmore Valley to the north east of the County. Results of the 2011 census show that Ogmore Vale has a population of 3,117 accounting for 2.2% of the Borough’s residents, whereas, Nantymoel has a population of 2,344 accounting for 1.7% of the Borough’s residents. Appendix 5 details the location of Penllwyngwent HWRC.

3.4 The Penllwyngwent site is open for 4 days a week. The opening times are -

1 April - 30 September: 8.30am - 8pm (Fri and Mon) and 8.30am - 6pm (Sat and Sun) 1 October - 31 March: 8.30am - 4.30pm (Fri, Sat, Sun, Mon) Site is closed 25, 26 December and 1 January

3.5 Kier employs two members of staff to operate the site, one HWRC team leader and one HWRC attendant. At present there is no full time HWRC team leader and the post is being covered by team leaders from other sites. For the Brynmenyn and Maesteg sites Kier employ one HWRC team leader and two HWRC attendants and for Tythegston, Kier employ one HWRC team leader and three HWRC attendants.

Page 148 4. Current Situation / Proposal

4.1 Penllwyngwent HWRC has the lowest overall performance of the four sites as identified in the supporting information in the appendices. Based on these figures and other detail provided in this report, Cabinet may wish to consider if the continuation of household recycling services from this site represents the best use of resources.

4.2 Should Penllwyngwent HWRC close then it is anticipated that usage at Brynmenyn HWRC would increase to meet the demand left by the closure. The Brynmenyn HWRC is the closest site for users from the Ogmore Vale and Nantymoel areas. Appendix 6 details the location of Brynmenyn HWRC. Appendix 7 indicates the increase in tonnages likely to occur at Brymenyn should Penllwyngwent close.

4.3 The site at Penllwyngwent is operated under the terms of the contract with the Council waste services partner Kier. In order to close the site, the Council would need to issue a variation order and provide the contractor with one month’s notice of its intentions. Under the current payment terms of the contract, closing the site would net a reduction in charges of £180k per annum.

4.4 Cabinet will recall that proposals are currently being developed in partnership with the Waste Resources Action Partnership (WRAP) and the Welsh Government to replace the HWRC site at Tythegston with the new site to be located on the Village Farm Industrial Site in Pyle. While this proposal is subject of a detailed funding bid to Welsh Government, when constructed it will provide a strategic HWRC, built to current best practice guidelines, with significantly improved facilities for recycling and the public. This facility along with the Councils sites at Brynmenyn and Maesteg will be capable of taking up any increase in demand that may result from the closure of Penllwyngwent.

5. Effect upon Policy Framework and Procedure Rules

5.1 There is no effect from the introduction of this proposal on Policy Framework and Procedural Rules. 6. Equality Impact Assessment 6.1 The Council’s Equalities Impact Assessment Toolkit has been utilised which indicates that the proposal would have no impact on specific equality groups. 7. Financial Implications 7.1 As indicated in the report, the full years running cost of the Penllwyngwent HWRC is £180K. A part year saving would be made in 2014/15 if the decision is taken to close the site, with the full year effect being achieved in 2015/16. This would contribute to the Communities Directorate savings targets for both these financial years. 8. Recommendation

8.1 Cabinet is asked to consider the closure of Penllwyngwent HWRC

Page 149

Mark Shephard CORPORATE DIRECTOR - COMMUNITIES November 2013

Contact Officer : Andrew Hobbs Group Manager Street Works Telephone 01656 643416 E-mail: [email protected]

Background Documents : Equalities Impact Assessment Toolkit

Page 150 Appendix 1 Materials accepted at the Household Recycling Centres

All sites take general mixed household waste and there are also separate containers for the following materials to be recycled or composted:

• Batteries (car / household) • Motor oil • Bikes • Paper • Cans (aluminium and steel) • Small amounts of rubble • Cardboard • Household batteries • Cooking oil • Hard plastics • Fluorescent tubes • Scrap metal • Fridges and freezers • Textiles • Gas cylinders • Waste electrical and electronic • Glass bottles and jars items • Green waste (incl. all garden waste) • Wood and furniture • Mattresses • Plasterboard

Page 151 Appendix 2

HWRC Performance

The table below compares the recycling rates % of all sites for the last 2 years, showing that Ogmore Vale has the lowest overall performance of the four sites.

Site 2012/13 2013/14 Tythegston 70.82 74.68 Maesteg 65.10 62.26 Brynmenyn 69.81 68.47 Ogmore Vale 53.57 57.39

Total 68.38 68.90

Page 152 Appendix 3 - Comparison of tonnage data for each material

TOTAL TONNES 2013/14 Tythegston Maesteg Br ynmenyn Penllwyngwent LANDFILL: HOUSEHOLD 736.18 686.42 1299.08 243.8 HOUSEHOLD (MREC) 1310.92 1002.18 1121.48 267.8 ASBESTOS 7.16 9.18 BULKY WASTE 1260.50 512.28 7.04 STREET CLEANING 564.12 3314.76 2765.00 2436.78 511.60 TOTAL RECYCLING: BATTERIES - car 0.80 BATTERIES - house 6.50 0.70 0.13 BIKES 0.27 0.50 0.52 BOOKS 1.33 2.03 BRIC A BRAC 6.99 0.9 2.55 0.96 ALUMINIUM CANS 3.06 0.64 0.46 0 STEEL CANS CARDBOARD 247.59 124.01 192.18 43.76 COOKING OIL 3.40 1.25 2.05 FERROUS METAL 256.98 143.54 238.7 29.38 GAS BOTTLES 26.93 11.90 21.07 2.91 GLASS 42.38 29.52 27.02 11.90 GREEN WASTE 2007.96 435.84 1422.75 84.90 MATTRESSES 82.80 43.84 85.64 14.74 PAPER 39.42 12.56 55.85 7.02 PLASTIC 256.10 109.50 248.45 33.1 TEXTILES 37.59 17.55 31.57 4.20 OIL 4.20 3.80 7.90 WEEE A - LDA 47.44 37.18 28.76 8.20 WEEE B - FRIDGES 111.97 46.59 28.55 8.13 WEEE C - CRT 104.67 50.38 82.63 13.59 WEEE D - LAMPS 1.57 0.16 0.62 WEEE E - SDA 189.90 70.12 166.75 23.43 WOOD 1401.07 872.07 1440.18 186.54 PAINT 1.57 PLASTERBOARD 176.22 189.30 222.12 40.13 RUBBLE 1007.42 585.20 965.70 175.96 TOTAL RECYCLING 6059.48 2785.90 5275.55 688.98 TOTAL CA WASTE 9374.24 5550.9 7712.33 1200.58 Less street cleaning 0 564.12 0 0 Less bulky waste 1260.5 512.28 7.04 0 Total 1260.5 1076.4 7.04 0 New CA Waste 7790.29 4474.5 7705.29 1200.58 %DIVERSION 74.68 62.26 68.47 57.39

Page 153 Appendix 4

Projection of vehicle usage at Brynmenyn using data from ANPR vehicle log at both sites, sample from January 2014

Site Penllwyngwent Brynmenyn Possible monthly projection for Brynmenyn

Number of vehicles 516 4616 5132

Page 154 Appendix 5

Map showing location of Penllwyngwent Household Recycling Centre

Location of Penllwyngwent Household Recycling centre

Page 155 Appendix 6

Location of Brynmenyn HWRC

Position of Brynmenyn Household Recycling Centre on the Brynmenyn Industrial Estate

Page 156 Appendix 7 - Possible increases in tonnages at Brynmenyn HWRC

MATERIAL Penllwyngwent Brynmenyn Possible projection TOTAL TONNES for Brynmenyn LANDFILL: HOUSEHOLD 243.8 1299.08 1542.88 HOUSEHOLD (MREC) 267.8 1121.48 1389.28 ASBESTOS 9.18 9.18 BULKY WASTE 7.04 7.04 STREET CLEANING TOTAL 511.60 2436.78 2948.38 RECYCLING: BATTERIES - car 0.80 0.80 BATTERIES - house 0.13 0.70 0.83 BIKES 0.52 0.52 BOOKS 2.03 2.03 BRIC A BRAC 0.96 2.55 3.51 ALUMINIUM CANS 0.46 0.46 STEEL CANS CARDBOARD 43.76 192.18 235.94 COOKING OIL 2.05 2.05 FERROUS METAL 29.38 238.7 268.08 GAS BOTTLES 2.91 21.07 23.98 GLASS 11.90 27.02 38.92 GREEN WASTE 84.9 1422.75 1507.65 MATTRESSES 14.74 85.64 100.38 PAPER 7.02 55.85 62.87 PLASTIC 33.10 248.45 281.55 TEXTILES 4.20 31.57 35.77 OIL 7.90 7.90 WEEE A - LDA 8.20 28.76 36.96 WEEE B - FRIDGES 8.13 28.55 36.68 WEEE C - CRT 13.59 82.63 96.22 WEEE D - LAMPS 0.62 0.62 WEEE E - SDA 23.43 166.75 190.18 WOOD 186.54 1440.18 1626.72 PAINT PLASTERBOARD 40.13 222.12 262.25 RUBBLE 175.96 965.70 1141.66 TOTAL RECYCLING 688.98 5275.55 5964.53 TOTAL CA WASTE 1200.58 7712.33 8912.91

Less street cleaning Less bulky waste 7.04 7.04 Total 7.04 7.04 New CA Waste 1200.58 7705.29 8905.87 %DIVERSION 57.39 68.47 66.97

Page 157 Appendix 8

Equality Assessment Screening questions

1. Is this policy an important or ‘large scale’ function, and/or is it likely the policy will impact upon a large number of staff, residents and/or contractors?

Yes X No Unknown

2. Is it possible that any aspect of the policy will impact on people from different groups in different ways? (See guidance for list of ‘protected characteristics’ to consider )

Characteristic Yes No Unknown Explanation of impact Age X

Disability X

Gender X reassignment

Pregnancy X and maternity

Race X

Religion/belief X

Sex X

Sexual X orientation

Civil X Partnerships and Marriage

../AppData/Local/Microsoft/Windows/Temporary Internet Files/Content.Outlook/3RZC2U2C/Equality impact initial screening guidance notes April 2012 v1.docx

Page 158

3. What is the risk that any aspect of the policy could in fact lead to discrimination or adverse effects against any group of people? (See guidance for list of protected characteristics? none

What action has been taken to mitigate this risk?

Alternative sites available for residents within borough.

4. Could any aspect of the policy help BCBC to meet the main public sector duties? Bear in mind that the duty covers 9 protected characteristics . Guidance

Duty YES NO Unknown Eliminate discrimination, harassment, victimisation and any other X conduct that is prohibited by the Act Advance equality of opportunity between persons who a relevant X protected characteristic and persons who do not share it Foster good relations between persons who share a relevant X protected characteristic and persons who do not share it

Please set out fully your reasoning for the answers given to question 4 including an awareness of how your decisions are justified.

By removing this transfer site, there will still be access to facilities at another location.

5. Could any aspect of the policy help BCBC to further its commitments set out in the council’s Welsh Language Scheme? no

6. Are you aware of any evidence that different groups have different needs, experiences, issues and/or priorities in relation to this policy? Yes No X Unknown

7. Is this policy likely to impact on Community Cohesion? no

Page 159

Conclusions

8. What level of EIA priority would you give to this policy? Screen out 9. HIGH - full EIA within 6 months, or before approval of policy

MEDIUM - full EIA within one year of screening LOW - full EIA within three years of screening SCREEN OUT - no further EIA required at this time

Please explain fully the reasons for this judgement including an awareness of how your decisions are justified.

Access to the existing site is restricted to vehicles only. The nearest alternative site is located in Brynmenyn, which is located approx. 4 miles further down the valley. There

is no discrimination against protectied charecteristeics. .

Alternative provision exists for kerbside collection of recycling materials, bulky waste and household waste. Assisted household waste collection is available upon request.

7. Will the timescale for EIA be affected by any other influence e.g. Committee deadline, external deadline, part of a wider review process?

10. Who will carry out the full EIA? N/A

EIA screening completed by: Sian Hooper st Date: 21 May 2014

When complete, this initial screening form and, if appropriate, the full EIA form must be sent to Rhiannon Crocombe or Paul Williams

Page 160 Agenda Item 12

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Version Approved Chief Officer Deborah McMillan 12.6.14 Cabinet Member Cllr Huw David 11.6.14 Chairperson (Urgent only)

Name Date Legal Alex Fletcher 3.6.14 V2af Finance Deborah Exton 10.6.14 Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

CABINET REPORT

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR - CHILDREN

PROVISION FOR PUPILS WITH ADDITIONAL LEARNING NEEDS (ALN): OUTCOME OF CONSULTATIONS ON PROPOSAL TO ESTABLISH A LEARNING RESOURCE CENTRE PROVISION AT MAESTEG COMPREHENSIVE SCHOOL

1 Purpose of Report

1.1 This report is to inform Cabinet of the outcome of the consultation on the proposals to establish a learning resource centre at Maesteg Comprehensive School and to present to Cabinet the findings of the consultation in a detailed Consultation Report in Appendix 1.

2 Connection to Corporate Plan / Other Corporate Priorities

2.1 These proposals are related both to the Education Inclusion Programme and the School Modernisation Programme. Both programmes support many of the corporate priorities.

2.2 In September 2006, the Authority adopted a policy document which set out 5 key principles to inform the organisation and modernisation of our schools:

1. Commitment to high standards and excellence in provision; 2. Equality of opportunity, so that all pupils can access quality learning opportunities, regardless of which school they attend; 3. Inclusive schools, which cater for the learning needs of all their pupils; 4. Community focused schools, where the school actively engages with its local community; 5. Value for money.

1 Page 161

The proposals relate, in particular, to points two and three. The Education Inclusion Strategy was agreed by Cabinet in March 2009.

3 Background

3.1 In December 2011, Cabinet received an update on the review of support and provision for the inclusion of children and young people with additional learning needs (ALN).

3.2 In January 2014, Cabinet received a report seeking approval to consult formally with parents, staff and the governing body of Maesteg Comprehensive School and other interested parties to open a learning resource centre provision for pupils with a diagnosis of Autistic Spectrum Disorder. The consultation paper outlines the proposal to realign services in order to meet the demand of the increasing number of pupils being diagnosed with autistic spectrum disorders.

3.3 The initial consultation was redone having received advice from Welsh Government and Estyn.

3.4 The council supports the principles that, when possible, children should be educated within a mainstream school environment and as near to their home as possible. The proposal to establish a learning resource centre at Maesteg Comprehensive School would afford those children with Autistic Spectrum Disorders, living in the North locality of the Bridgend County Borough to be educated locally. The Primary feeder school for the Maesteg Learning Resource Centre would be Llangynwyd Primary School where the Key Stage 2 Learning Resource Centre for Autistic Spectrum Disorders is located. This learning resource centre is for eight pupils.

3.5 Another principle adopted by the council is that decisions should be made more quickly by people who are closer to the project rather than ‘arm’s length’ arrangements. This way performance management is likely to be more effective.

4 Current situation

4.1 In order to progress the proposal to establish a learning resource centre at Maesteg Comprehensive School, consultation exercises were carried out between 10 February to 24 March 2014 with staff, governors, parents and pupils of Maesteg Comprehensive School and also the wider community in accordance with the Statutory School Organisation Code.

A copy of the consultation document was also made available during this time on the Council’s website:

http://www1.bridgend.gov.uk/media/201766/proposal-to-establish-a-learning- resource-centre-provision-at-maesteg-comprehensive-school.docx

http://www1.bridgend.gov.uk/media/201767/cynnig-i-sefydlu-darpariaeth-canolfan- adnoddau-dysgu-yn-ysgol-gyfun-maesteg.doc

2 Page 162

4.2 The consultation document invited views and opinions to be submitted in respect of the proposal.

4.3 A copy of the second consultation document was made available between 10 April 2014 to 21 May 2014 on the Council’s website:

http://www1.bridgend.gov.uk/services/consultation/hub/proposal-to-establish-a- learning-resource-centre-provision-at-maesteg-comprehensive-school.aspx

http://www1.bridgend.gov.uk/cy/gwasanaethau/ymgynghori/hub/cynnig-i-sefydlu- darpariaeth-canolfan-adnoddau-dysgu-yn-ysgol-gyfun-maesteg.aspx

4.4 Under the Statutory Code referred to above the Authority is required to publish a Consultation Report summarising any issues raised by consultees and the Authority’s response and setting out Estyn’s view of the overall merit of the proposals. The Authority’s Consultation Report is at Appendix 1.

4.5 If approved by Cabinet, the next stage of the process is to publish a statutory notice outlining the proposals which would need to be published for a period of 28 days and any formal written objections would be invited during this time.

4.6 If there are no objections during the Public Notice period then the proposal can be implemented with Cabinet’s approval.

4.7 If there are objections at this Public Notice stage, an objections report will be published summarising the objections and the authority’s response to those objections. Cabinet will need to consider the proposal in light of objections. Cabinet could then accept, reject or modify the proposal.

5 Summary Responses to consultation

5.1 The attached Consultation Report sets out in detail a summary of the issues raised by consultees and the Authority’s responses to these.

6 The view of Estyn, her Majesty’s Inspectors of Education and Training in Wales

6.1 Estyn has considered the educational aspects of the proposal (see Appendix 1 v).

6.2 It is Estyn’s view that this proposal will present these pupils with provision which is at least equivalent to what is currently available.

7 Effect upon Policy Framework and Procedure Rules

7.1 There is no effect upon the policy framework or procedure rules.

8 Equality Impact Assessment

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8.1 An Equality Impact Assessment will be carried out following the formal consultation stage which will give stakeholders the opportunity to comment on any equality issues.

9 Financial Implications

9.1 The funding for the learning resource centre would be met from the mainstream school’s delegated budget, funded via the school’s formula allocation. Funding levels would be derived from notional current staffing needs. If pupil numbers remain constant, then the cost of the provision would be largely unchanged. The number of places would be reviewed every three years, to enable staffing stability and to assist in school planning. The school would be given at least six months’ notice of changes. These proposed funding arrangements are in line with those implemented for secondary schools in 2013-2014 following consultation with governing bodies and the school budget forum. The funding for the initial set up costs of £10,000, will be funded from Childrens Directorate - Schools’ contingency budget. 9.2 Since the proposals are largely related to governance, management and financial issues, it is proposed to implement them from 1 December 2014.

10 Recommendations

10.1 Cabinet is recommended to:-

• Note the outcome of the consultation with interested parties as detailed in the attached Consultation Report and appendices; • approve the attached Consultation Report for publication; • authorise the publication of a Statutory Public Notice on the proposal; and • approve the implementation of the proposal to establish a learning resource centre at Maesteg Comprehensive School should there be no objections at the end of the public notice period.

Deborah McMillan Corporate Director, Children

Contact Officer: Deborah McMillan Corporate Director, Children

Telephone: (01656) 642610

E-mail: [email protected]

Postal Address Civic Offices Angel Street Bridgend CF31 4NB

Background documents

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Learning Communities – “Schools of the future” – Strategy, Principles, Policy and Planning framework (report to Council; September 2006)

Learning Communities: Including all our learners – Educational Inclusion Strategy (report to Cabinet; March 2009)

Education Inclusion Programme: Reviewing and developing support and provision for the inclusion of children and young people with additional learning needs (ALN) (report to Cabinet; December 2011)

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APPENDIX 1

BRIDGEND COUNTY BOROUGH COUNCIL

CONSULTATION REPORT

REPORT OF THE CORPORATE DIRECTOR - CHILDREN

PROVISION FOR PUPILS WITH ADDITIONAL LEARNING NEEDS (ALN): OUTCOME OF CONSULTATIONS ON PROPOSAL TO ESTABLISH A LEARNING RESOURCE CENTRE PROVISION AT MAESTEG COMPREHENSIVE SCHOOL

1. Purpose of report

1.1 This report is to inform the outcome of the consultation on the proposals to establish a learning resource centre at Maesteg Comprehensive School.

2. Connection to Corporate Plan / Other Corporate Priorities

2.1 These proposals are related both to the Education Inclusion Programme and the School Modernisation Programme. Both programmes support many of the corporate priorities.

2.2 In September 2006, the Authority adopted a policy document which set out 5 key principles to inform the organisation and modernisation of our schools:

1. Commitment to high standards and excellence in provision 2. Equality of opportunity, so that all pupils can access quality learning opportunities, regardless of which school they attend 3. Inclusive schools, which cater for the learning needs of all their pupils 4. Community focused schools, where the school actively engages with its local community 5. Value for money

The proposals relate, in particular, to points two and three. The Education Inclusion Strategy was agreed by Cabinet in March 2009.

3. Background

3.1 In December 2011, Cabinet received an update on the review of support and provision for the inclusion of children and young people with additional learning needs (ALN).

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3.3 The initial consultation was redone having received advice from Welsh Government and Estyn.

4. Current situation

A copy of the consultation document was also made available during this time on the Council’s website:

http://www1.bridgend.gov.uk/media/201766/proposal-to-establish-a-learning- resource-centre-provision-at-maesteg-comprehensive-school.docx

http://www1.bridgend.gov.uk/media/201767/cynnig-i-sefydlu-darpariaeth-canolfan- adnoddau-dysgu-yn-ysgol-gyfun-maesteg.doc

4.2 The consultation document invited views and opinions to be submitted in respect of the proposal.

4.3 A copy of the second consultation document was made available between 10 April to 21 May 2014 on the Council’s website:

http://www1.bridgend.gov.uk/services/consultation/hub/proposal-to-establish-a- learning-resource-centre-provision-at-maesteg-comprehensive-school.aspx

http://www1.bridgend.gov.uk/cy/gwasanaethau/ymgynghori/hub/cynnig-i-sefydlu- darpariaeth-canolfan-adnoddau-dysgu-yn-ysgol-gyfun-maesteg.aspx

4.4 Under the Statutory Code referred to above the Authority is required to publish a consultation report summarising any issues raised by consultees and the Authority’s response and setting out Estyn’s view of the overall merit of the proposals.

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4.6 If there are no objections during the Public Notice period then the proposal can be implemented with Cabinet’s approval.

5. Summary of responses to consultation

5.1 Key points from the consultation exercises were as follows, with full details appended at the end of this report.

Pupil Consultation

5.2 Maesteg School Council met with BCBC representatives on 11 March 2014 to discuss the proposal. (Full details can be found in Appendix i)

5.3 The School Council thought it was a good idea to have the learning resource centre at Maesteg School and wanted the children very much to become part of their school.

5.4 Examples of questions raised included “Will the pupils be Year 7?”; “How will it be decided to place the children?” and “How much time will the children spend in mainstream lessons?” The School Council were reassured that the children starting at Maesteg school would be Year 7, and that the allocated place would be based upon the child’s needs and that they would be included in mainstream classes, as much as possible, at the discretion of the school.

5.5 It was emphasised during the meeting that the children themselves would have a say in what subjects they are withdrawn from and that transition arrangements would be very important for these children. Also, that parents would be able to see the provision.

Parent Consultation

5.6 A consultation meeting was held for parents and interested parties to discuss the proposal with BCBC representatives at Maesteg School on 11 March 2014. (Full details can be found in Appendix ii)

5.7 A parent raised the question of who decides on which pupils will go into the learning resource centre. It was explained that a panel will decide based upon the child’s need. However, it was emphasised that there will be opportunity for all children to be able to access the learning resource centre, when required.

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School Staff Consultation

5.8 A consultation meeting was held with Maesteg school staff on 11 March 2014. (Full details can be found in Appendix iii)

5.9 Staff were very positive about keeping local pupils as near to their local school as possible.

5.10 The levels of the severity of autism of the pupils were questioned. It was explained that Maesteg School would not be expected to take pupils of greater need and that pupils must be capable of accessing mainstream.

Governing Body Consultation

5.11 A consultation meeting was held with Maesteg governing body on 11 March 2014. (Full details can be found in Appendix iv)

5.12 It was explained to the governing body how the provision for children with Autistic Spectrum Disorders works in other schools and that training will be provided by the Inclusion Service.

5.13 Questions were raised by governors regarding which children would access the provision and if the learning resource centre replaced anything else. It was explained that the provision will be available to all appropriate pupils as an additional resource.

Summary of Written Presentations

5.14 No items of direct correspondence were received during the consultation period.

6. The view of Estyn, her Majesty’s Inspectors of Education and Training in Wales

6.1 Estyn has considered the educational aspects of the proposals. (See Appendix v)

6.2 Estyn’s response to the proposal to establish a learning resource centre for pupils with Autistic Spectrum Disorders. It is Estyn’s view that this proposal will present these pupils with provision which is at least equivalent with what is currently available.

7 Equality Impact Assessment.

7.1 An Equality Impact Assessment will be carried out following the formal consultation stage which will give stakeholders the opportunity to comment on any equality issues.

8 Financial Implications

8.1 The funding for the learning resource centre would be funded through the mainstream school’s delegated budget, via the school’s formula allocation, and

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using a combination of the age-weighted pupil unit (AWPU) element, plus a per place factor.

Funding levels would be derived from notional current staffing needs. If pupil numbers remain constant, then the cost of the provision would be largely unchanged. The number of places would be reviewed every three years, to enable staffing stability and to assist in school planning. The school would be given at least six months’ notice of changes. These proposed funding arrangements are similar to those implemented for secondary schools in 2013-2014, that were part of the annual consultation with governing bodies and the school budget forum on changes to the schools’ funding formulae. The funding for the set up costs would be £10,000, which will be coming from this year’s savings.

8.2 Since the proposals are largely related to governance, management and financial issues, it is proposed to implement them from 1 December 2014.

9 Statutory Process in Determining Proposals

9.1 Provisional Timetable:

24 June 2014 Report to Cabinet on the outcomes of the consultation.

7 July 2014 Publish Consultation Report on BCBC website, hard copies of the report will be available on request.

3 September 2014 If agreed by the Cabinet of Bridgend County Borough Council, a Public Notice will be published and there will be a period of 28 days in which to submit any objections to the proposal in writing.

30 September 2014 End of Public Notice period. If there are no objections, Cabinet can immediately decide whether to proceed or not. If there are any objections, an objections report will be forwarded to Cabinet for their consideration and determination on 11 November 2014 and subsequently published.

Hard copies of this report are available on request.

Contact Officer: Anne Whittome

Telephone No: 01656 815253

E-mail: [email protected]

Postal Address: Inclusion Service Bridgend County Borough Council Tŷ Morfa Hafan Deg Aberkenfig Bridgend CF32 9AW

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11 Page 171

APPENDIX (i)

Consultation Meeting with School Council Re. Proposal to establish a learning resource centre provision at Maesteg Comprehensive

School

11 March 2014 – 2.30pm

At Maesteg Comprehensive

Present: Michelle Hatcher, Interim Group Manager, Inclusion Service Jane Jones, Inclusion Service Deputy Headteacher (Lee Jarvis), Maesteg Comprehensive School SENCo (Andrew Mackay), Maesteg Comprehensive School Members of the School Council

Michelle Hatcher introduced the consultation session and set out the purpose of the meeting, nature and process of the consultation and outlined the proposal.

Questions/Issues Answer/Comments

Good idea – you wouldn’t know who these Yes, because we want them to be able to blend people are. in easily. Great to help these people. Are they going to be in Year 7?

How are they placed? Looking at child’s needs and making sure we can include as many as possible in mainstream schools. How much time will they spend in mainstream? Depending on the school and the needs of the pupils.

SENCo – he sees them as mainstream pupils and they will be included as much as possible. It is planned that there will be social groups. There are other ASD pupils in school who will benefit from this provision. Will the pupils have a say in what subjects they are withdrawn from? SENCo – Yes, and the parents choose as well.

ASD pupils will need to come out at certain times. Helping Hands works well. Will they have extra transition? Yes, that will be very important.

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SENCo – we are very pleased to have provision and this represents the ‘missing link’ of special needs provision in Maesteg Comprehensive.

Issue raised - the selection of pupils for form groups and maybe generally this needs looking at.

Issue raised - the various other difficulties The Inclusion Service does have specialist pupils have, eg. OCD. services and can advise the school.

Is extra funding made for this? Yes, £10,000 set up and fully costed.

Will parents be able to see the provision? Yes, everyone will be able to see it. It will be centrally placed in the library.

Transition issue – Yr 6 to Yr 7? Use of SENCo – in the Borough, there is someone Helping Hands. who is starting to work with Year 5 pupils. Very pleased that locality pupils will be kept in the locality.

The new room in the library will be permanently manned.

13 Page 173 APPENDIX (ii)

Consultation Meeting with Parents/Interested Parties Re. Proposal to establish a learning resource centre provision at Maesteg Comprehensive School 11 March 2014 – 5.30pm At Maesteg Comprehensive

Present: Michelle Hatcher, Interim Group Manager, Inclusion Service Deputy Headteacher (Lee Jarvis), Maesteg Comprehensive School SENCo (Andrew Mackay), Maesteg Comprehensive School Parents

Michelle Hatcher introduced the consultation session and set out the purpose of the meeting, nature and process of the consultation and outlined the proposal.

Questions/Issues Answer/Comments

Who decides which pupils? A Panel will decide – with evidence on an individual basis.

Other pupils with ASD will be involved from within the school.

The school would like the opportunity for all children to be able to access, when required. A new child must have the resource but other children need to have access to the resource also.

It will be a good resource for everybody.

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APPENDIX (iii)

Consultation Meeting with School Staff Re. Proposal to establish a learning resource centre provision at Maesteg Comprehensive School 11 March 2014 – 3.30pm At Maesteg Comprehensive

Present: Michelle Hatcher, Interim Group Manager, Inclusion Service Jane Jones, Inclusion Service Alison Gwyther, HR Deputy Headteacher (Lee Jarvis), Maesteg Comprehensive School SENCo (Andrew Mackay), Maesteg Comprehensive School Members of school staff

Michelle Hatcher introduced the consultation session and set out the purpose of the meeting, nature and process of the consultation and outlined the proposal.

The background to the process was given.

From September, there will be a gradual intake of pupils. Maesteg Comprehensive was identified as an area for development for this provision for ASD pupils. The idea is to keep pupils within their locality and be integrated into the mainstream. The three localities were explained namely North, East and West.

There are ASD pupils already in the school and they will benefit from this provision.

The recent inspection highlighted that Maesteg is an inclusive school.

The finance was explained. Based on formula funding and fully funded by the local authority. There is a £10,000 set up cost.

The consultation proposal document contains the details of the statutory dates. It is published on the BCBC website and a pro-forma is contained within it which can be filled in by 24 th March 2014 if comments need to be submitted. By 16th May 2014, the whole process will be decided. This is a consultation process.

Questions/Issues Answer/Comments

If everyone linked to the school agrees but Cabinet would decide and it depends on who someone does object, how is this dealt objects and what the objection is. The delay with? would only last until 6 th June 2014.

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Levels of severity of autism of the pupils? The school would not be expected to take the pupils of greater need. The pupils must be capable of accessing mainstream.

The staff were very positive about keeping local pupils in a local school.

How local is local? Within the North locality – Maesteg, Caerau and as far as Y Dderwen.

Are these all the ASD pupils in the No, these are the diagnosed pupils whose locality? parents wish them to be placed in Maesteg.

There will be a phased intake. The learning resource centre isn’t going to be filled immediately. It will start with two pupils this September.

SENCo – this is the final part, this is the resource that is missing at Maesteg School.

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APPENDIX (iv)

Consultation Meeting with School Governors Re. Proposal to establish a learning resource centre provision at Maesteg Comprehensive School 11 March 2014 – 4.30pm At Maesteg Comprehensive

Michelle Hatcher introduced the consultation session and set out the purpose of the meeting, nature and process of the consultation and outlined the proposal.

This meeting is part of the consultation process to establish a learning resource centre for ASD pupils in a phased implementation. Two pupils have been identified for September – one from Llangynwyd and one from Tondu.

Maesteg Comprehensive had a good inspection report – notably a highly inclusive school, good pupil/teacher relationships. Many advantages for the ASD Base in Maesteg. Access to mainstream is very important. The money is devolved to the school and it is up to the school as to how the money is used. The local authority will be providing support, eg. ASD specialist funding - £10,000 for set up costs and full pupil funding.

The consultation period is from 10 th February to 24 th March 2014. There will be further opportunities to submit any written comments – also use of email. On 1 st April 2014 the consultation goes to Cabinet. The end of the public consultation is 16 th May 2014. Any objections will be dealt with by 6 th June 2014.

Questions/Issues Answer/Comments

How does it work in Bryntirion? It works very well. Pupils are fully included as far as possible.

The school SENCo has visited Bryntirion and the only issue is the age of the Bryntirion building. He has visited various locations eg. Specialist unit in Cardiff and a Carmarthen school. Links have been forged and materials are already being sent to him.

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The SENCo sees the learning resource centre as being placed centrally in the school. He sees that upgrading the specialist knowledge will benefit the other undiagnosed ASD pupils.

What training issues are there for staff? SENCo – there is already a high level of understanding of the pupils. Training is given from the Inclusion Service.

The Inclusion Service and Maesteg will work in partnership and there will be regular contact between us.

If this expands, what is maximum 12 places – but this is going to be phased in. capacity? SENCo – very pleased to become a centre known as being good for dealing with ASD.

Locality placement of pupils is very important so that pupils are not been taxied across the county and out of locality.

The learning resource centre will provide Giving the support and attention that the pupil the attention the pupils will need to be needs in the classroom will allow the teachers successful. to get on and teach the other pupils.

It is important that with support the pupils should be allowed to socialise. This will happen. They need life skills as well as academic qualifications.

Undiagnosed ASD – can these pupils also Yes, the provision will be available to all access this? appropriate pupils.

The new room being created on the mezzanine level will be available to all. The pupils will not need a diagnosis to be included in this facility.

Does this provision replace anything? No, the LRC is in addition.

All the staff were very positive in their meeting.

Pupils were also very positive and very concerned that the pupils should be included.

Any variation needed to the school day? It is based on individual need and current pupils already have some variations to allow them to cope.

Historically, there has been success with ASD pupils and this will enhance what can be done.

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Very important to bring in parents to talk and pass on the necessary information.

Who pays for the taxi? The Local Authority.

How long have pupils been in their Many years and they will have friends in the schools? school.

Pupils were very concerned that strong transition arrangements were in place.

Is there a personal plan for each child? Yes, every child will be treated as an individual and the SENCo will be linking to the Inclusion Service and other necessary partnerships.

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APPENDIX (v)

Estyn response to the proposal to establish a learning resource centre provision at Maesteg Comprehensive School.

This report has been prepared by Her Majesty’s Inspectors of Education and Training in Wales.

Under the terms of the School Standards and Organisation (Wales) Act 2013 and its associated Code, proposers are required to send consultation documents to Estyn. However, Estyn is not a body which is required to act in accordance with the Code and the Act places no statutory requirements on Estyn in respect of school organisation matters. Therefore as a body being consulted, Estyn will provide their opinion only on the overall merits of school organisation proposals.

Estyn has considered the educational aspects of the proposal and has produced the following response to the information provided by the proposer and other additional information such as data from Welsh Government and the views of the Regional Consortia, which deliver school improvement services to the schools within the proposal.

Introduction

This consultation proposal is from Bridgend County Borough Council.

The proposal is to:

• establish a learning resource centre for pupils with Autistic Spectrum Disorders at Maesteg Comprehensive School from September 2014.

Are the proposals likely to maintain or improve the standard of education provision in the area?

The proposal is for the resource centre to be an integrated part of the mainstream comprehensive school. The intention is for pupils at the centre to receive access to the mainstream curriculum in addition to the specialist teaching provided within the centre. In addition, the expertise of staff in the specialist facility will be used to support teachers of pupils with autistic spectrum disorders within the existing mainstream classes. This would appear to be beneficial to pupils and is likely to provide appropriate provision for this group of learners.

The proposal to establish a Learning resource Centre at Maesteg Comprehensive School would enable those children with particular needs living in the North locality of the Bridgend County Borough to be educated locally. The feeder primary school would be Llangynwyd Primary school where a Foundation Phase and key stage 2 Resource Centre for Autistic Spectrum Disorder is already located. This would support the principle that where possible, children should be educated within a mainstream environment as near to their home as possible.

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The proposal lacks detail about the current provision and outcomes for the group of learners who would be educated at the centre. However, overall it appears that there is sufficient evidence to affirm that the proposal will present these pupils with provision which is at least equivalent to what is currently available and the standards of education provision in the area are likely to be maintained should the resource base be established.

What effect do the proposals have on other schools and educational institutions in the area?

There is currently a key stage 2 learning resource centre for eight pupils with autistic spectrum disorders at Llangynwyd Primary School. The intention is for these pupils to transfer to the proposed resource centre at Maesteg Comprehensive School at the end of key stage 2. At present, the proposal says that there is no facility in the north locality of the Bridgend County Borough for these pupils to be educated locally when they transfer from key stage 2 to key stage 3. The proposal states that pupils diagnosed with ASD currently either access local mainstream secondary school, where there is unlikely to be any dedicated specialist staff, or attend the Learning Resource Provision at Bryntirion Comprehensive School. This serves the needs of pupils with ASD in the East of the Borough. Estyn agrees that the proposal would reduce journey times of pupils living in the North locality who currently have to travel to Bryntirion Comprehensive School for specialist provision.

Description and benefits

Has the proposer:

• Given a clear rationale of the expected benefits of the proposals and disadvantages when compared with the status quo as outlined in the report?

The local authority has given a clear rationale of the expected benefits for pupils who will attend the centre. However, it is not clear from the proposal if these pupils only will move to the centre at the end of key stage 2 or if learners in key stage 3 or 4, currently educated elsewhere will also move to the centre. The proposal says only that there will be a graduated intake of pupils with Autistic Spectrum Disorders from September 2014 but is not clear about where these pupils are educated currently.

• Managed any risks associated with the proposals?

The local authority has considered the risks adequately and affirms that there will be no significant negative impact on the community. The proposal states that an initial impact assessment will be undertaken in parallel with the consultation process.

• Considered suitable alternatives and given good reasons as to why these have been discounted?

The local authority considers that the alternative to the proposal is for the pupils to access their mainstream secondary school where there is unlikely to be any dedicated specialist staff. The local authority has provided valid reasons why this option has been discounted.

• Considered the impact of the changes on learner travel arrangements and on accessibility of provision.

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The local authority has considered appropriately the impact of the changes on learner travel and accessibility of provision. They state that the proposal is in line with their policy of educating pupils with ASD within a mainstream school environment and as near to home as possible.

• Effectively show how surplus places will be affected? If surplus places will be increased, does the proposer give adequate reasons for this?

As the resource base is for specialist provision for up to 12 pupils only, it is unlikely to affect surplus school places significantly.

• Where relevant, taken sufficient account of the impact of the proposals on Welsh medium provision within the local authority?

The proposal does not consider Welsh medium provision as part of the proposal.

Educational aspects of the proposal

• Considered the impact of the proposals on the quality of the outcomes, provision and leadership and management?

• How well has the proposer considered the likely impact of the proposals to ensure delivery of the full curriculum at the foundation phase and at each key stage?

The proposer states that the current categorisation of Maesteg Comprehensive School is a category B within Central South Consortium’s categorisation of school effectiveness. It provides extracts from the findings on outcomes, provision and leadership and the summary judgements on current performance and prospects for improvement from the 2012 Estyn inspection report. The proposer does not provide a detailed analysis of school data. However from the information provided it appears that the school’s performance is at least adequate.

How well has the proposer considered the impact of the proposals on vulnerable groups, including children with Special Educational Needs?

The proposal does consider the impact of the proposal on children with Autistic Spectrum Disorders who are likely to be educated at the resource base adequately. In addition to being educated nearer to home, the local authority feels pupils at the centre will benefit socially from being in a school with their peer group. These pupils will also have access to the mainstream curriculum and have a wider range of options for working as individuals, in small groups and within whole classes. The local authority feels that pupils in mainstream classes would also benefit from the expertise offered by the specialist teachers who will work within the centre.

Where proposals involve the transfer of learners to alternative provision, how well has the proposer provided evidence that the alternative would deliver outcomes and offer provision at least equivalent to that which is currently available to those learners (including learners with SEN)?

Although the proposal lacks detail about the current outcomes and provision of the pupils to be educated at the centre, overall it seems that the proposal will present these pupils with provision which is at least equivalent to what is currently available.

22 Page 182 Agenda Item 13

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Version Approved Chief Officer Deborah McMillan 12.6.14 Cabinet Member Cllr Huw David 11.6.14 Chairperson (Urgent only)

Name Date Legal Alex Fletcher 4.6.14 Finance Deborah Exton 4.6.14 Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR – CHILDREN

South Wales Improvement Collaboration (SWIC) Fostering Project

1. Purpose of Report

1.1 To outline the steps taken towards achieving a more collaborative approach with other Local Authorities within SWIC in the delivery of in-house fostering services. This report also seeks Cabinets approval to continue to adopt a “Best Practice Model In The Recruitment Of Foster Carers” and to cease the Councils continuing involvement with the SWIC’s fostering project work steams which outline proposals to establish a regional marketing centre and a move towards a harmonised payment structure for foster carers across the SWIC region.

2. Connection to Corporate Improvement Plan / Other Corporate Priority

2.1 This report links to the following Community strategy priorities:

• Working together to raise ambitions and drive up educational achievement.

• Working with children and families to tackle problems early.

• Working together to help vulnerable people to stay independent.

• Working together to tackle health issues and encourage healthy lifestyles.

1 Version 3 Page 183 3. Background

3.1 In January 2012 the SWIC Board of Directors commissioned a bespoke Fostering Project with an initial brief to explore whether a business case could be established to deliver some in-house fostering services on a more collaborative basis.

3.2 A report was subsequently presented to the Board in May 2012. This demonstrated that the local authorities supported, reviewed and trained their foster carers to a good standard and that foster carers, once approved, were remaining as carers with the authority. The marketing and recruitment of foster carers was reported to be presenting far greater challenges for some authorities within the SWIC region, with particular difficulties in finding carers for adolescent children and sibling groups. A business case was therefore made for exploring how marketing and the recruitment of foster carers could be delivered on a collaborative basis.

3.3 Subsequently, a number of projects have been established, centring around three main work streams:

a. The Best Practice Model in the Recruitment of Foster Carers. b. Establishing a Regional Marketing Centre. c. Moving towards a Harmonised Payment Structure for Foster Carers.

3.4 This work on the above projects to date was presented to Heads of Children’s Services and the SWIC Board in January 2014, where it was agreed that Corporate and Political support is needed, in principle, for the overall direction of change and, specifically, for the proposals to move towards establishing a regional marketing centre and the harmonisation of foster carer payments and allowances across the SWIC region. The Board has asked for Cabinet’s decision on whether to proceed with the above work streams, in principal, by the Board’s next meeting in July 2014.

4. Current situation / proposal

4.1 Best Practice Model

A “Best Practice Model” for recruiting and assessing foster carers has been developed by SWIC based on the model that has been in operation in Bridgend for many years. It has eleven practice standards, from initial enquiry through to approval at Panel. The overall aim of the Best Practice Model is to improve the conversion rate between the numbers of enquiries received and the number of prospective foster carers actually approved. A strong customer focus permeates the whole process.

Year No of enquiries No of approvals Placements approved 1.4.12 - 31.3.13 94 7 11 1.4.13 - 31.3.14 181 17 28 1.4.14 - 1.6.14 24 6 9 projected to NA 17 32 9.14

2 Version 3 Page 184 The dip in approvals in 2012-13 is attributed to the introduction and implementation of the Public Law Outline emphasising the court direction for relative assessments to be carried out on family members. This led to such an overwhelming initial demand, with up to 4 different sets of carers being assessed for one child/sibling group that general assessments were unable to be prioritised or completed in a timely fashion; this was mirrored in all Local Authorities across Wales.

The sharp increase in enquiries in 2013 – 2014 was largely due to a number of unsuitable applicants approaching the Local Authority as directed by the local Job Centre. People were informed that if they applied to become a foster carer this would count towards a job application being made in order to receive income support or job seekers allowance.

The number of approvals is steadily rising, which is a combination of implementation of the Best Practice Model, strong advertising and promotion and IFA transfers. It should be noted there is a skew due to the transfer of Resolutions foster carers into Bridgend Foster Care.

4.2 Training in the new approach has been provided to Team Managers and Family Placement staff from across the Region. Bridgend has developed its own implementation plan. This plan is monitored by the Head of Service and Group Managers. Peer group challenge also takes place at Team Managers Meetings. There are many strengths to this model, hence why Chief Officers in Bridgend are advising Cabinet to agree that the Council should continue to adopt the Best Practice Model for the foreseeable future.

4.3 Establishing a Regional Marketing Centre

Marketing Officers from Bridgend, Caerphilly, Newport and Rhondda Cynon Taff have for some time been seconded for one day a week to develop a proposal to establish a regional marketing strategy. All have been working on marketing strategies within their own authorities and have expertise in both fostering and marketing, making them well placed to provide specialist advice on the best way forward.

4.4 Heads of Service and Directors were provided with an outline Regional Marketing Strategy in January 2014. The key principle was that it would provide every authority with greater marketing activity than they have currently. The strategy includes some elements which would be delivered on a regional basis e.g. one brand/logo/image, one website, same promotional materials, while other elements of the strategy would build on local initiatives that have demonstrably worked. It is anticipated that a centralised marketing team would be a way of making savings and increasing enquiries. However, research indicates that enquiries may initially go down due to public confusion. Also it will take time to raise awareness/profile of the new brand.

4.5 In Bridgend, unlike many other authorities within the SWIC regional, there is an excellent recruitment record for foster carers and there is never a shortage of applicants. At present, most other Local Authorities’ do not have a specific recruitment and marketing budget or posts. Should cabinet agree in principal that Bridgend should be part of this ongoing initiative, it is likely that our Corporate

3 Version 3 Page 185 Marketing Officer and Bridgend Foster Care’s current Recruitment Officer will be expected to work within the national centre.

4.6 At present it is estimated that the regional marketing centre will cost £167,000 per year with an additional £11,700 required in the first year as set up costs. It is proposed that the costs of the service are split equally amongst SWIC authority members. The minimum contribution that Bridgend would be required to make would be £37,000 per year.

4.7 If Bridgend did agree to participate in this initiative, it would not be possible for Bridgend to maintain its current high profile local campaigns resulting in Bridgend losing out on local promotions and partnerships, such as with Bridge FM advertising.

4.8 The marketing action plan associated with this proposal has been established in phases rather than years. However, depending on the length of each phase this is likely to affect the associated costs.

4.9 Members will be aware that Bridgend Foster Care has a well-established brand logo in the form of the BFC ‘Hand logo’. In addition, Bridgend has recently invested considerably in refreshing its marketing materials and campaigns, some of which are about to be launched. These include Supported Lodgings and the further promotion of ‘Alice’s Family’.

4.10 Neath/Port Talbot and Swansea authorities, our neighbouring authorities to the West, have never been part of the SWIC, but also have successful fostering logos, brands and established campaigns.

4.11 Members will be aware that Bridgend is currently forging positive collaborative working relations within the Western Bay Health Board footprint. These currently include the Regional Adoption Service, Regional Youth Offending Service, IFSS and the Western Bay Regional Safeguarding Board. Consequently, when considering future collaborations, it is likely that Bridgend will further seek to benefit from collaborations within the Western Bay footprint, rather than extending collaboration east. Chief Officers are consequently advising Cabinet not to agree to Bridgend continuing its involvement with the SWIC’s work stream that is proposing to establish a regional marketing centre. In short, the potential negatives of this proposal outweigh the positives.

4.12 Moving Towards a Harmonised Payment Structure for Foster Carers. Members will be aware that the introduction of National Minimum Allowances for foster carers (NMA) by Welsh Government now require all fostering agencies to publicise the fees and allowances paid to foster carers.

4.13 Work has been undertaken to map out the current payment structures in each SWIC member authority. This has highlighted that there is considerable variation across the region on allowances, fees and any additional allowances paid to carers. A detailed financial analysis was presented to Heads of Children’s Services and the SWIC Board in January 2014.

4.14 All authorities within the SWIC region pay the NMA. Six authorities pay more than the NMA which costs an additional £1 million per annum. Bridgend Foster Care

4 Version 3 Page 186 pay above the NMA to all carers providing placements to children over the age of five years. Five authorities pay additional birthday, holiday and festival allowances. Bridgend has recently stopped paying holiday and festival allowances in order to meet the MTFS with all carers accepting and understanding the reason why.

4.15 All authorities pay fees to their carers but the fees vary substantially. Most authorities have three levels of carers, including Bridgend, with level three carers in Bridgend being assessed as having additional skills, experience and recognised qualifications. However, the percentage of carers categorised in each of the three levels varies considerably and again the financial impact is significant.

4.16 A proposed new payment structure has been developed within SWIC which reflects both the skill of the carer and the age of the child. Carers looking after older children would receive a higher fee. Work was carried out with finance colleagues in each authority to identify the cost increases/savings for the new model. Making relatively minor adjustments within the proposed new payment structure produces some costs/savings for some authorities, but not all. However for Bridgend, based on a cohort of 85 in-house foster carers, the impact of the proposed changes would result in Bridgend having to invest a further £171.650 per year. By July 2014, Bridgend cohort of in-house foster carers will have increased to 112, resulting in Bridgend having to invest a total of £221.000 per year should Cabinet agree that Bridgend should continue to be part of the SWIC’s proposal to establish harmonisation of payments across the SWIC region.

4.17 Members will be aware that Swansea and NPT are our closest competitors and neither are members of the SWIC, so would not be part of this proposed payment structure. At present, both authorities pay very similar fees to their foster carers as Bridgend.

4.18 Officers within Bridgend do not believe there would be a risk of Bridgend’s foster carers transferring to other authorities purely for financial gain. Bridgend Foster Care is currently seen as a flagship in Wales, by both foster carers and professionals. Members will be aware that as a result of Bridgend Foster Care’s reputation, there have been a number of foster carers transferring to Bridgend from Independent Fostering Agencies, even though this has resulted in a reduction of fees and allowances they receive.

5. Effect upon Policy Framework and Procedure Rules

5.1 NA

6. Equality Impact Assessment

6.1 NA

7. Financial Implications

7.1 If Cabinet agree to the recommendation to cease the Councils continuing involvement with the SWIC’s fostering project work steams the Council will avoid 5 Version 3 Page 187 the need to invest an estimated additional £37,000 in the Regional Marketing Centre and a further £221,000 per year in fees and allowance for Bridgend foster carers. Should Cabinet wish to agree in principal to be part of the current proposal to establish a regional marketing centre across the SWIC region, with the outcome of it subsequently becoming operational, the impact would mean that Bridgend County Borough Council would have to invest an estimated additional £37,000 per year, plus a further contribution to the set up costs of the Centre.

7.2 Should Cabinet give its agreement “in principal” to proceed with and be part of the SWIC Board’s current work stream that is seeking to introduce a harmonised payment structure for all foster carers within the SWIC region, the outcome is likely to result in Bridgend having to invest a further £221,000 per year in fees and allowance for Bridgend foster carers. This would require the directorate to submit a business case for budget growth to the value of £221,000 as part of the Medium Term Financial Strategy process, which would require approval by Council. Failure to secure approval would result in the directorate bearing the cost.

8. Recommendation

8.1 Cabinet is asked to note the content of this report and specifically agree that;

A) Bridgend County Borough Council should continue to implement the established “Best Practice Model” for recruiting prospective foster carers.

B) Bridgend County Borough Council should withdraw its involvement in the SWIC fostering projects work streams that are seeking to develop a regional marketing centre and move towards the harmonisation of fostering payments and allowances across the SWIC region.

Directorate Chief Officer’s Name: Deborah McMillan

Directorate Chief Officer’s Job Title: Corporate Director – Children

Date:

Contact Officer: Colin Turner

Telephone: (01656) 642314 e-mail: [email protected]

Postal Address Children’s Directorate, Sunnyside, Bridgend CF31 4AR

6 Version 3 Page 188 Agenda Item 14

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Version Approved Chief Officer Deborah McMillan 13.6.14 Cabinet Member Cllr Huw David 11.6.14 Chairperson (Urgent only) Name Date Legal Alex Fletcher 4.6.14 V.5 Finance Eilish Thomas 29.5.14 Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR - CHILDREN

Cessation of Resolutions Fostering Service

1. Purpose of Report

1.1 To update Cabinet on the recent dissolution of the Resolutions Fostering Service.

2. Connection to Corporate Improvement Plan / Other Corporate Priorities

2.1 This report links to the following Community strategy priorities:

• Working together to raise ambitions and drive up educational achievement.

• Working with children and families to tackle problems early.

• Working together to help vulnerable people to stay independent.

• Working together to tackle health issues and encourage healthy lifestyles.

3. Background

3.1 In 1993, Mid Glamorgan County Council established a Remand Fostering Scheme which, following Local Government reorganisation in 1996 was retained by Bridgend, Caerphilly, Merthyr Tydfil and Vale of Glamorgan

1 v.5

Page 189 Councils.

3.2 As the scheme was physically based in Bridgend, Bridgend County Borough Council agreed to host and manage the service.

3.3 During 2001-02 the demand for remand placements fell whilst at the same time the demand for child care placements for young people with complex and challenging behaviours rose. In response, in November 2002 the scheme was re-named Resolutions Adolescent Fostering Service.

3.4 The service has been managed through a Board consisting of the Heads of Service of the four partner Local Authorities, a representative of the Youth Offending Service on behalf of the partner authorities, the Accountant for Bridgend and the Team Manager of Resolutions.

3.5 In June 2013, the Resolutions Management Board agreed to commission an independent Service Review of the Resolutions Fostering Project. This decision was made as a result of the following:

• The resignation of the Team Manager, who had been in post for the last ten years; • The service not increasing the numbers of carers approved as projected; and • The developments across the South East Wales Improvement Consortium (SEWIC) regarding the delivery of in-house fostering services and those externally commissioned.

3.6 The independent service review was completed with a recommendation that the Resolutions Service was to cease. Formal staff and carer consultation followed.

4. Current Situation

4.1 A comprehensive period of formal consultation has taken place with all Resolutions foster carers. All carers have been invited to transfer their fostering approvals to one of the four partner local authorities with the agreement that their current terms and conditions would be protected until April 2015.

4.2 It is extremely pleasing to report, that the majority of Resolutions foster carers (16 foster carers out of a total of 18 foster carers) have opted to transfer to Bridgend Foster Care. One set of carers opted to transfer to the Vale of Glamorgan and one set of carers opted to transfer to Action For Children. All of these transfers will have taken place by the end of July 2014.

4.3 All staff employed within the Resolutions fostering service have either been successfully redeployed within Bridgend’s safeguarding services, or have left the Authority to take up new positions outside of the Authority. One full time business support staff member will be made redundant in June 2014 with the costs associated with this being split between the four partner authorities.

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Page 190 4.4 Any children and young people in placement with any Resolutions carer will have their placements protected until such time as they cease to be needed or the placement comes to a natural end.

4.5 All referrals from other partner Local Authorities to the Resolutions service ceased to be accepted from the 31st March 2014 with the agreement of the Resolutions Management Board.

4.6 Care and Social Services Inspectorate Wales (CSSIW) will be formally notified in writing of the cessation of the Resolutions Fostering Service. This is required under the Fostering Service Regulations (Wales) 2003. This notification can only be submitted one month prior to the cessation of the service and also necessitates the removal of the Resolutions Fostering Service from the BCBC Fostering Services Statement of Purpose.

5. Effect upon Policy Framework and Procedure Rules

5.1 None

6. Equality Impact Assessment

6.1 Not necessary

7. Financial Implications

7.1 All carers who transfer to Bridgend Foster Care will have protected terms and conditions for the period up until the 31 st March 2015 as agreed by the Resolutions management board. After this period they will be paid at the Bridgend Foster Care rates. This will result in a saving of approximately £20k. Summary of current costs for placements and proposed costs is shown below;

Bridgend CBC Estimated Protected Estimated Allowance Allowance Cost Cost 2015/16 2014/15 £ £ Based on Number of 650 630 placements - 30

*15/16 costs based on payments to level 3 carers and the age ranges for current placements. * Assumes placements are full 52 weeks of year.

7.2 The Resolutions Fostering Service management costs will cease to be recharged from 1 st July 2014, however it will still be necessary to recharge for any placements still in existence from other authorities. This will be done based on the allowances paid and the current recharging policy, as agreed by the management board.

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8. Recommendations

8.1 That Cabinet note the information provided within the report.

8.2 That Cabinet approve the amended statement of purpose for Bridgend Foster care, removing the Resolutions Fostering Service as per Fostering Service Regulations (Wales) 2003. (This can be found at Appendix 1)

Deborah McMillan Corporate Director – Children 29th May 2014

Contact Officer Colin Turner Head of Safeguarding and Family Support

Telephone: (01656) 642314

E-mail: [email protected]

Postal Address : Sunnyside, Bridgend, CF31 4AR

Background Documents

Revised Statement of Purpose for BCBC Fostering Services

4 v.5

Page 192 Agenda Item 15

This part of the report to be completed during the approval process but deleted prior to printing or publication on the web

Report Approval Name Date Version Approved Chief Officer Nicola Echanis on 16.6.14 behalf of Deborah McMillan Cabinet Member Cllr Huw David 13.6.14 Chairperson (Urgent only)

Name Date Legal Alex Fletcher 3.6.14 V2 Finance Deborah Exton 10.6.14 Sent to Cabinet_Committee

BRIDGEND COUNTY BOROUGH COUNCIL

CABINET REPORT

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR - CHILDREN

PROVISION FOR PUPILS WITH ADDITIONAL LEARNING NEEDS (ALN): OUTCOME OF THE STATUTORY NOTICE REGARDING PROPOSED CHANGES TO YSGOL BRYN CASTELL (YBC) SPECIAL SCHOOL, LLANGEWYDD JUNIOR SCHOOL AND MAES YR HAUL PRIMARY SCHOOL

1 Purpose of Report

This report is to inform Cabinet of the outcome of the statutory notice period to transfer responsibility for the satellite base of Ysgol Bryn Castell Special School, for pupils with communication difficulties, from Maes yr Haul Primary School to the governing body of Llangewydd Junior School.

2 Connection to Corporate Plan / Other Corporate Priorities

2.1 These proposals are related both to the Education Inclusion Programme and the School Modernisation Programme. Both programmes support many of the corporate priorities.

2.2 In September 2006, the Authority adopted a policy document which set out 5 key principles to inform the organisation and modernisation of our schools:-

1. Commitment to high standards and excellence in provision .

1 $2obodpuh.docx Page 193 2. Equality of opportunity, so that all pupils can access quality learning opportun ities, regardless of which school they attend . 3. Inclusive schools, which cater for the learning needs of all their pupils . 4. Community focused schools, where the school actively engages with its local community . 5. Value for money .

The proposals in this report relate, in particular, to points 2 and 3. The Education Inclusion Strategy was agreed by Cabinet in March 2009.

3 Background

3.1 In December 2011, Cabinet received an update on the review of support and provision for the inclusion of children and young people with additional learning needs (ALN). A number of changes were proposed some of which required statutory processes. Members agreed that officers would undertake consultation on the range of proposals set out in that report. Due to the number and complexity of the changes, it was decided to focus in the first instance on changes relating to the Ysgol Bryn Castell satellite bases located in mainstream secondary schools. These changes have been the subject of discussion for some time.

3.2 In order to progress the Cabinet approved proposals to transfer responsibility for the satellite base of Ysgol Bryn Castell Special School from Maes yr Haul Primary School to the governing body of Llangewydd Junior School, the following steps have been taken thus far:

(i) From 3 December 2013 to 16 January 2014 a period of consultation was undertaken which invited the views and observations of all stakeholders including the general public on the proposal to transfer responsibility for the satellite base of Ysgol Bryn Castell from Maes yr Haul Primary School to the governing body of Llangewydd Junior School. It was noted that responses to the consultation would not be counted as objections to the proposal and that objections could only be registered following publication of the Statutory Notice.

(ii) On the 17 January 2014 a consultation report was prepared.

(ii) On the 4 February 2014 a report was made to Cabinet on the outcome of the consultation and permission was sought to publish the Consultation Report on the BCBC website and to publish a Statutory Notice to effect the proposed changes.

(iv) On the 21 February 2014 a Statutory Notice was published. This gave a period of 28 days (until 21 March 2014) for any objections to the proposal to be submitted in writing. There was one item or direct correspondence received expressing concerns.

2 $2obodpuh.docx Page 194 (v) A second Statutory Notice was published. Advice was given by Welsh Government to issue a second Statutory Notice due to the incorrect age range in the first Statutory Notice. This gave a period of 28 days (until the 27 May 2014) for any objections to the proposal to be submitted. There were no objections received to this proposal during this period of time.

4 Current situation

4.1 In order to progress the proposal to transfer responsibility for the satellite base of Ysgol Bryn Castell from Maes yr Haul Primary School to the governing body of Llangewydd Junior School, a statutory notice outlining the proposals was published for a period of 28 days (until 27 May 2014) and any formal written objections were invited during this time (Appendix A).

4.2 There was one item of direct correspondence received during the first Public Notice period from the governing body of Ysgol Bryn Castell Special School expressing their concerns. The summary of concerns are listed below – the Authority’s response/clarifications are italicised beneath each concern raised.

• Inaccuracy of recording of pupil views within consultation documents; pupils highlighted that they thought that YBC was better-equipped to offer bespoke provision for pupils with ALNs • The minutes were taken by a note-taker at the time. Pupils joined the meeting at different times as noted in the minutes on 13 January 2014.

• Advertisement of teaching role internally – the GB would like recognition that this is a specialist teaching role • The advertisement for the teaching role within the Learning Resource Centre at Llangewydd Junior will be a specialist role in order to meet the needs of the pupils.

• Segregation from mainstream pupils within current physical context at Llangewydd Junior School • The pupils transitioned to Llangewydd Junior School in September 2013 and as noted in the meeting with Llangewydd Junior School on 14 January 2014 the pupils are very involved with mainstream pupils and have made positive friendships.

• Clarity regarding equity for staff across all LRCs within BCBC: YBC’s understanding is that Special School allowance has not been offered to other LRC support staff, but that other variations within their terms and conditions have occurred to match their salary upon transfer to the mainstream school. It appears that the situation within Llangewydd may well go against this and make the situation inequitable. • The Special School allowance is no long payable following the implementation of the new pay and grading system. In order to account for these roles two job families were developed in order that the distinction is recognised. The

3 $2obodpuh.docx Page 195 roles of those employees who are relocated, but who are undertaking equivalent responsibilities, will be evaluated in the appropriate job family ensuring that the remuneration of employees employed in schools will be fair and equitable.

• A recent situation has developed whereby the placement of a number of pupils has been reviewed; whilst YBC would fully support that any placement needs to be meeting the individualised needs of the pupil, an additional transition for a pupil should not be supported in order to facilitate the rationalisation of resources. • The individual needs of the pupil and meeting those needs is of paramount importance.

• Flexibility and speed of response within a mainstream school setting to incidents/challenges which require an immediate response. Special Schools have the breadth of resources to offer this support. • The Inclusion Service has provided timely support for these pupils in the Learning Resource Centre at Llangewydd Junior School since September 2013. The Inclusion Service welcomes continuing to work in partnership with Ysgol Bryn Castell.

• Timeline concerns; the public consultation document and Cabinet Report refer to both 01/04/2014 and 31/08/2014 • In the report to Cabinet on 4 February 2014, under financial implications it states that the proposed implementation date will be subject to the outcome of the formal consultation and outcome of any statutory proposals.

5 Effect upon Policy Framework and Procedure Rules

5.1 There is no effect upon the policy framework or procedure rules.

6 Equality Impact Assessment

6.1 An Equality Impact Assessment was carried out following the formal consultation stage which indicated no negative impact on any minority group.

7 Financial Implications

7.1 At present, funding for the Maes yr Haul satellite provision is included in the delegated school budget for Ysgol Bryn Castell. If transferred, the new Learning Resource Centre would be funded through the mainstream school’s (Llangewydd Junior School) delegated budget, funded via the school’s formula allocation. Funding levels would be derived from notional current staffing needs, and be at a similar level to the amounts that the authority currently provides to Ysgol Bryn Castell. If pupil numbers remain constant, then the cost of the provision would be largely unchanged. The number of places would be set annually for the first two years (due to transitional changes) and

4 $2obodpuh.docx Page 196 then reviewed every three years, to enable staffing stability and to assist in school planning. The school would be given at least 6 months’ notice of changes. These proposed funding arrangements are in line with those implemented for secondary schools in 2013-2014 following consultation with governing bodies and the school budget forum. The proposed change in funding for this Learning Resource Centre will necessitate a transfer of funds from the Special Schools ISB to the Primary Schools ISB.

8 Recommendations

8.1 Cabinet is recommended to:-

• note the outcome of the statutory notice period; • approve to transfer responsibility for the satellite base of Ysgol Bryn Castell Special School from Maes yr Haul Primary School to the governing body of Llangewydd Junior School.

Deborah McMillan Corporate Director, Children

Contact Officer: Deborah McMillan Corporate Director, Children

Telephone: (01656) 642610

E-mail: [email protected]

Postal Address Civic Offices Angel Street Bridgend, CF31 4NB

Background documents

Learning Communities – “Schools of the future” – Strategy, Principles, Policy and Planning framework (report to Council; September 2006)

Learning Communities: Including all our learners – Educational Inclusion Strategy (report to Cabinet; March 2009)

Education Inclusion Programme: Reviewing and developing support and provision for the inclusion of children and young people with additional learning needs (ALN) (report to Cabinet; December 2011)

Provision for pupils with Additional Learning Needs (ALN) – The Outcome of Consultations on Proposed Changes to Ysgol Bryn Castell (YBC) Special School, Cynfig Comprehensive School, Pencoed Comprehensive School and Bryntirion Comprehensive School (report to Cabinet, September 2012)

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APPENDIX A Bridgend County Borough Council

Notice is given in accordance with section 42 of the Schools Standards and Organisation Act 2013 and the School Organisation Code, that Bridgend County Borough Council, having consulted such persons as required, proposes to formally cease the Ysgol Bryn Castell Special School satellite provision based at Maes yr Haul Primary School. The school is currently maintained by Bridgend County Borough Council.

Bridgend County Borough Council undertook a period of consultation before deciding to publish this proposal. A consultation report containing a summary of the issues raised by the consultees, the proposer’s responses and the views of Estyn is available on http://www1.bridgend.gov.uk/media/203011/ybc-maes-yr-haul-llangewydd-blaengarw- plasnewydd-english.doc

It is proposed to formally cease the Ysgol Bryn Castell Special School satellite provision based at Maes yr Haul Primary School for up to eight pupils at Key Stage 2 with communication difficulties and to re-locate the provision into the learning resource centre at Llangewydd Junior School.

The re-location of the learning resource centre has already taken place.

The arrangements for transport of pupils to the school are in accordance with the Bridgend County Borough Council’s current School Transport Policy.

The pupils located in the learning resource centre on the site of Maes yr Haul Primary School are on roll at Ysgol Bryn Castell Special School but will transfer to the roll of Llangewydd Junior School on 1 st September 2014. Therefore this proposal will not affect the number of pupils on roll at Maes yr Haul Primary School.

The current number of pupils at Maes yr Haul Primary School is 498 , the pupil capacity is 480 (for pupils aged 4-11). Following implementation of the proposals, the capacity in respect of pupils aged 4-11 will remained unchanged.

6 $2obodpuh.docx Page 198 The admission number for the age group 4-5 at Maes yr Haul Primary School is 69.

The current number of pupils at Ysgol Bryn Castell Special School is 117.

Within a period of 28 days after the date of publication of these proposals, that is to say by 27 May 2014 any person may object to the proposals.

Objections must be made in writing to: Deborah McMillan

Corporate Director – Children C/o Ellen Franks Children’s Directorate Bridgend County Borough Council Sunnyside Bridgend CF31 4AR

Or sent via e-mail to: [email protected]

Bridgend County Borough Council will publish a summary of any such objections made (and not subsequently withdrawn in writing) within the objection period, together with their observations thereon, within the period of 28 days after the end of the objection period.

SignedIIIIIIIIIIIIIII.. Deborah McMillan Corporate Director – Children 29 April 2014

7 $2obodpuh.docx Page 199 Explanatory Note

The effect of the above proposals would be that pupils currently in the learning resource centre on the roll of Ysgol Bryn Castell Special School would transfer to the roll of Llangewydd Junior School on 1 st September 2014. The physical re-location of the pupils has already taken place. Admissions would normally take place each September for the start of Year 3, however, there may be occasions when pupils would be admitted at other times, subject to places being available.

The published admission number for Maes yr Haul Primary School is 69. The published admission number for a school is the minimum number of pupils aged 4-5 that the school would be required to admit on demand. More children than this number can be admitted to the school (subject to the provisions of the Authority’s admissions policy) if the Authority considers that there is sufficient accommodation available at the particular time, and provided that to do so would not prejudice the efficient use of education resources.

8 $2obodpuh.docx Page 200 Agenda Item 16

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE CORPORATE DIRECTOR, WELLBEING

BRIDGEND LOCALITY HEALTH AND SOCIAL CARE INTEGRATION: NEXT STEPS

1. Purpose of Report 1.1 The purpose of this report is to update Cabinet on the progress of integrating health and social care services for older and physically disabled people within the County Borough, and to seek approval to continue with the strategic direction as set out in the report.

2. Connection to Corporate Improvement Plan / Other Corporate Priority

2.1 The report links to the following improvement priorities in the corporate plan: • Working together to help vulnerable people to stay independent • Working together to tackle health issues and encourage healthy lifestyles • Working together to make the best use of our resources

3. Background

3.1 National policy is strongly encouraging of further integration of health and social care; the main policy drivers which have shaped the delivery of integrated care in Bridgend County Borough are as follows: • NHS Wales 2010 Setting the Direction – Primary and Community Services Delivery Programme • Welsh Assembly Government 2011, Together for Health A 5-year vision for the NHS in Wales • Welsh Assembly Government and ADSS Cymru 2011 Sustainable Social Services for Wales – A Framework for Action • Welsh Government 2013 Consultation Document ‘A Framework for Delivering Integrated Health and Social Care for Older People with Complex Needs’ • Welsh Government 2013 Guidance on Integrated Assessment For Older People • Bevan Commission - Improving Primary and Community Health Care in Wales 2013 • Welsh Government 2014 Social Services and Wellbeing (Wales) Act

3.2 In addition the implementation of the Social Services and Wellbeing (Wales) Act 2014 will require local authorities to do the following: • They must make arrangements to promote co-operation to improve wellbeing, the quality of care and support, support for carers and protection of adults experiencing or at risk of abuse/neglect. • Partners, including the NHS, will have a duty to co-operate.

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• The local authority and its partners may deploy staff and other resources; pool budgets; and share information to these ends. • The Local Authority must exercise its social services functions with a view to ensuring the integration of care and support provision with health provision and health-related provision where it considers that this would promote wellbeing; contribute to the prevention or delay of the development of needs for care and support; or improve the quality of care and support.

3.3 In the Framework for Delivering Integrated Health and Social Care for Older People with Complex Needs, Welsh Government required Local Authorities and Health Boards to publish a joint statement of intent on integrated care which would clearly set out that they would do the following: • build an appropriate workforce across all partners as an early opportunity to enhance the citizen’s experience; • ensure a relentless focus on delivering locality based citizen centred, co- produced services, focusing upon the pivotal role of primary care services in delivering person centred care; • maintain robust local partnership arrangements that reflect a willingness to delegate responsibilities; • provide leadership and commitment at all levels and across all sectors, with explicit governance and accountability arrangements; • develop a single commissioning plan to operate across partners, moving over time to a consistent approach across Wales; • develop collaborative resource management to be managed through options such as a financial governance framework; joint commissioning plans and intentions; pooled and/or integrated budgets; • and how pooled budget arrangements will be extended, stating first what these currently are.’

3.4 A joint statement of intent across Western Bay, specifically on older and disabled people, as well as the Bridgend County Borough document, Integration - Our Strategic Intentions, Statement of Intent on Integrated Care, were submitted to Welsh Government in January 2014; and the final agreed and approved joint statements of intent were presented to Cabinet, along with the Western Bay Intermediate Care Business Case on 1st April 2014.

3.5 The partnership locally, which includes the local authority, health board, the third and independent sectors, has been working together for a number of years to secure more integrated care in Bridgend and in 2010 we agreed a vision and set of principles for integration which we believe remains relevant for the next 3 years. The following is an extract from joint statement of intent 2014:

Vision • To deliver the best possible local health and social care to people living in Bridgend in order to enable them to live as independently as possible and to ensure that they are protected from harm. • To improve outcomes for people, as well as the quality and timeliness of services, by working across traditional boundaries and in different ways. • For our citizens to experience a well-coordinated and planned approach to community health and social care services, with 2

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emphasis on out of hospital support. Principles • Services will share the values and outcome aspirations for the people who use the service. • One access point into an integrated service. • The shared resources will be maximised in order to work in a person centred way enabling people to maximise their potential. • Services that can will be delivered in a way that ensures there is no duplication and that gaps in services are recognised and addressed.

3.6 The Western Bay statement of intent confirms the intention of the three Local Authorities to integrate their social care services for older people with complex needs with ABMU HB on a Locality / Local Authority footprint, working to the following model: “Delivering transformation through integration of health, social care and mental health services for a common access point, intermediate tier and ongoing community support using local pooled budget arrangement for transformation funding and on-going business.”

3.7 To support the delivery of these approaches, both the ABMU HB Bridgend Locality Integrated Medium Term Financial Plan (IMTP) and the Councils Medium Term Financial Strategy (MTFS) are clearly focused on delivering integrated, preventative, proportionate interventions and services to maximise independence and well-being.

4. Current situation / proposal.

4.1 The Bridgend Care Partnership is now well established, and is well placed to deliver governance, policy development and resource allocation for the integrated services in the Bridgend Locality. The Care Partnership, provides senior leadership to the integration of health and social care across Bridgend County Borough and is chaired by the Leader of the Council. The development of integrated services for older and disabled people is overseen by the Health and Social Care Board, this board reports to the Care Partnership; similarly a Children’s Partnership Board has recently been established to take forward the integration of Children Services and this will also report into the Bridgend Care Partnership.

4.2 Significant progress in integrating our services over the last few years can be demonstrated, examples of which include: • establishing an Integrated Referral Management Centre • developing a Community Resource Team comprised of health, social care and third sector partners • developing Integrated Community Networks Teams • collaborative working on Long Term Care quality assurance and safeguarding • pooled fund arrangements for Integrated Community Equipment and our Assisted Recovery in the Community (ARC) for Mental Health service users • work together on improving the hospital and community services interface • joined up approaches to consultation and citizen engagement

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• developing governance, performance and management arrangements to share our agendas and resolve development problems together.

4.3 In the joint statement of intent we have agreed the following definition as the basis for understanding what integration actually involves in practice:

‘..an organising principle for care delivery with the aim of achieving improved user and patient care through better coordination of services provided. Integration is the combined set of methods, processes and models that seek 1 to bring about this improved coordination of care’.

4.4 Review and evaluation of integrated services to date, demonstrate that they offer better outcomes for people, through effective service delivery; more efficient use of resources by avoiding duplication and ensuring people receive the right care in the right place at the right time; and improved access, experience of and satisfaction with local community health and social care services.

4.5 As a result of the changing policy environment, and the challenging demographic and financial environment with which Bridgend CBC and ABMU HB are now dealing, we have updated our strategic intentions; the following is a further extract from the joint statement of intent:

Joint Strategic Intentions • To work together across the local authority, NHS, independent and voluntary sectors to respond to the needs of people in Bridgend • Provide best quality support with the resources we have available • Provide good information and advice, and timely, responsive and proportionate interventions to prevent avoidable crisis and inappropriate admissions to hospital or long-term care, by delivering health and social care interventions at home where appropriate. • To strengthen the focus and attention devoted to carers in service planning and delivery, ensuring carers have equivalent rights to the people they care for, and can access the range of services required to prevent, delay or reduce needs for care and support . • To develop alternative pathways of intervention and support for people affected by frailty or chronic complex long-term conditions, including people with dementia that promotes and support their independence and wellbeing in the most appropriate place of care. • To give people the best possible information and advice to inform their use of services. • To work in partnership with citizens carers and service users to design and deliver support which promotes choice and control over their lives, ensures they are treated with dignity and respect and their wishes and preferences are listened to. • To further strengthen our primary and community services to develop clinically led operational management units within our networks with an integrated approach focussing on preventing illness and co-producing health as well as generalist and specialist care.

1 Sara Shaw, Rebecca Rosen and Benedict Rumbold (June 2011) What is integrated care? An overview of integrated care in the NHS Research Report, Nuffield Trust 4

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• That the care of people in hospital settings will be for those experiencing acute illness or in need all of medical or other interventions that can only be provided in hospitals. • To ensure a clear and consistent approach to developing, monitoring and benchmarking of services across the Bridgend health and social care community. • To ensure that all staff are well trained and working in the right job to make best use of their skills and experience.

4.5 In the next three years it is the intention of the directorate to move forward in three strategic directions by:

• Improving our integrated services, pathways, teams and community networks We will consolidate arrangements for existing community services including management arrangements We will establish new arrangements for integrated assessment and care planning We will work together to build integrated information and advice and patient/service user data sharing arrangements We will develop new arrangements for managing the interface between hospital and the community We will reprioritise prevention, well-being and early intervention services by focussing and investing more heavily in these services.

• Developing our joint governance arrangements We will complete the redesign of governance arrangements by agreeing the governance and planning and commissioning roles for community based, clinically led networks across Bridgend We will develop robust joint financial management and audit arrangements We will widen out the membership and remit of the Partnership Board We will create a joint service brand so that partners and public understand and recognise what the service as a whole is for.

• Integrating our planning and commissioning We will establish a joint planning, performance and commissioning function across BCBC and ABMU to undertake needs and service analysis, strategic planning and commissioning, management of service developments and procurement activities Market engagement, we will work with partners voluntary and private sector organisations who deliver health and social care support to our citizens.

4.6 In addition we are actively committed to the wider collaboration and integration of services and systems being developed by ABMU HB and Bridgend, Swansea and Neath Port Talbot Councils under the Western Bay Programme. For the Wellbeing Directorate, in addition to the Community Services Project looking at intermediate care services for older and disabled people, there are projects looking at learning disabilities, mental health, adoption and safeguarding services, as well as streamlining commissioning arrangements across the Western Bay area. It is the directorate’s intention that the development of this collaborative approach should

Page 205

complement local arrangements and ensure new arrangements, made through the collaboration, inform and link with Bridgend’s priorities.

5. Effect upon Policy Framework and Procedure Rules.

5.1 There is no impact on the Policy Framework and Procedure rules.

6. Equality Impact Assessment.

6.1 An Equality Impact Assessment was completed in May 2011 as part of this programme of change and assessed the relevance of this work to the Authority’s public equality duties and potential impact on protected equality characteristics. This impact assessment will need to be updated in the light of the Welsh Government 2014 Social Services and Wellbeing (Wales) Act, this is in progress.

6.2 The Equality Impact Assessment in 2011 considered the following: • The process will be inclusive. There will be consultation with members of the public, service users and staff; • The integration of services supports independent living and minimising risks to independence

7. Financial Implications.

7.1 The integration of health and social care services are predicated on utilising existing adult social care and locality Health Board resources; and in that context there are no additional financial implications associated with the programme. However the successful application to the Welsh Government Intermediate Care Fund to deliver the Western Bay developed business case on intermediate care, has required a commitment by both organisations to a three year funding where there are some known risks in terms of realising savings identified within the three year business case. These risks were identified in the paper presented to Cabinet on 1st April 2014.

7.2 The continued aim of the integration programme is to achieve optimum value for money across the health and social care community, through the rebalancing of care, the stream-lining of processes and the avoidance of duplication .

7.3 The declared intention by the partnership locally, and across Western Bay, to establish section 33 arrangements and potentially pooled budgets for the integrated services, as well as associated governance arrangements are currently being developed through the Western Bay partnership. The intention remains that services will be met within existing and potentially pooled budgets to deliver effective use of resources, particularly in the light of the current financial climate.

8. Recommendation.

8.1 That Cabinet:

• note this update on the progress of the programme of integrating community health and social care services for older and physically disabled people within the County Borough;

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• note the revised joint strategic intentions of the joint statement of intent and the wider collaboration and integrated approaches being developed through the Western Bay programme; and • approve the continuation of the strategic direction as set out in the report.

Susan Cooper Corporate Director, Wellbeing June 2014

9. Contact Officers: Carmel Donovan Telephone: 01656 642236

Email: [email protected]

10 Background documents:

None

Page 207 This page is intentionally left blank Agenda Item 17

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE MONITORING OFFICER

AMENDMENT TO THE SCHEME OF DELEGATION OF FUNCTIONS

1. Purpose of Report

1.1 The purpose of the report is to seek Cabinet approval for the transfer of Cabinet functions with the Council’s Scheme of Delegation of Functions from the Corporate Director - Resources to the Chief Executive and to approve further amendments to the Scheme of Delegation of Functions.

2. Connection to Corporate Improvement Plan / Other Corporate Priority

2.1 The Scheme of Delegation of Functions provides the authority for Cabinet Members and Officers to undertake their respective duties. The Scheme therefore directly affects the ability of the Authority to process the Corporate Improvement Plan and all Corporate Priorities.

3. Background

3.1 The Corporate Director - Resources is temporarily unavailable to undertake her role in in respect of the Council’s Schemes of Delegation. The planned changes to the structure and personnel within the Resources Directorate require changes to be made to the decision making processes which can currently only be authorised by the Corporate Director - Resources.

3.2 A review of the Scheme has also been undertaken in order to ensure fitness for purpose.

4. Current situation / proposal

4.1 Resources

4.1.1 In order to maintain the effective decision making processes within the Resources Directorate it is proposed that all Cabinet Functions in Schemes B1 and B2 of the Scheme of Delegation allocated to the Corporate Director - Resources be temporarily re-allocated to the Chief Executive.

4.1.2 If approved, the Chief Executive will have overall responsibility for the Resources Directorate functions which will enable him to manage and amend the decision making processes within the Directorate. It will allow him to sub- delegate to appropriate officers and facilitate effective decision making as the revised structure of the Directorate is implemented.

Page 209 4.1.3 It is anticipated that with the transfer of these functions the Assistant Chief Executive – Legal and Regulatory Services would be authorised in the absence of the Chief Executive to undertake those functions.

4.1.4 From an operational perspective the Resources Directorate would maintain their existing procedures for the use of delegated powers i.e. continue to use the RES designation for the decision referencing system.

4.2 Chief Officers

4.2.1 The following further amendment to the Scheme is proposed at Scheme B2 as a function allocated to each Chief Officer:

1.7 To take any steps necessary to assist the Council in complying with the obligations imposed under the Data Protection Act 1998 in consultation with the Assistant Chief Executive Legal and Regulatory Services.

4.3 Property

4.3.1 It is proposed that at Scheme B1 the following paragraphs be amended as set out below using italics and tracked changes:

4.2 To authorise, and agree terms for, the disposal of land and buildings, whether by way of a freehold sale or the grant of a lease, in consideration of the payment of a premium at best consideration having an estimated value not exceeding £300,000 £500,000 .

4.3 To authorise, and approve the terms of, any lease to be granted to or by the Council in consideration of the payment of a rent, including any rent in excess of £50,000 £100,000 per annum payable: (a) by the Council; or (b) to the Council

4.4 To authorise and agree the release of restrictive covenants in favour of or binding the Council for the sums exceeding £50,000 £100,000 .

4.7 To authorise, and agree terms for, the disposal of land and buildings having an estimated value not exceeding £300,000, at an undervalue where it is considered that: The disposal is in the interests of the economic, social or environmental well being of the whole or any part of the Authority’s area, or any or all persons resident or present in the Authority’s area; and the disposal is in accordance with the General Consent (Wales) 2003; the Authority’s approved Disposal Strategy and Community Asset Transfer Guidance; and the disposal is at an undervalue of £300,000 or less provided that the disposal is not in breach of any State Aid requirements .

4.3.2 It is proposed that at Scheme B2 the following paragraphs be amended as set out below using italics and tracked changes:

Page 210

3.10 To authorise and agree terms for the letting of all properties by or to the Council (including the rent payable) at a rent not exceeding £50,000 £100,000 per annum.

3.13 To authorise, and agree terms for, the disposal of land and buildings whether by way of a freehold sale or the grant of a lease in consideration of the payment of a premium at best consideration having an estimated value not exceeding £150,000 £300,000 .

3.14 To authorise, and agree the terms for, the disposal of land and buildings having an estimated value not exceeding £150,000, at an undervalue where it is considered that: The disposal is in the interests of the economic, social or environmental well being of the whole or any part of the Authority’s area, or any or all persons resident or present in the Authority’s area; and the disposal is in accordance with the General Disposal Consent (Wales) 2003, the Authority’s approved Disposal Strategy and Community Asset Transfer Guidance; and the disposal is at an undervalue of £50,000 or less provided that the disposal is not in breach of any State Aid requirements .

3.15 To authorise, and agree terms for, the acquisition of land or buildings in connection with scheme which appears in the Council’s approved capital estimates a particular category of scheme which appears in the Council’s approved capital estimates, provided that the acquisition will not exceed the aggregate capital estimate for the category of scheme . The content of this paragraph to be transferred to Scheme B1 Paragraph 4.8 and in consultation with the Cabinet Member for Resources. This paragraph will be marked as “Intentionally Blank”

3.30 To authorise and agree the release of restrictive covenants in favour of or binding the Council for sums up to a limit of £50,000 £100,000 .

3.33 To authorise and agree terms for the acquisition of land or buildings having an estimated capital or annual value not exceeding £50,000 £100,000.

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4.3.3 The following paragraph is to be moved from Scheme B2 Paragraph 3.15 and added to Scheme B1 Paragraph 4.8 as follows:

Para Delegation Function Consultation 4.8 To authorise, and agree terms for, Cabinet Member for the acquisition of land or buildings Resources in connection with scheme which appears in the Council’s approved capital estimates a particular category of scheme which appears in the Council’s approved capital estimates, provided that the acquisition will not exceed the aggregate capital estimate for the category of scheme.

4.4 Healthy Living

4.4.1 On 13 August 2013 the management of the Healthy Living service was transferred to the Communities Directorate. The Scheme of Delegation was updated accordingly to reflect the change of responsibilities.

4.4.2 The sport and recreation elements of the Healthy living function will be returned to the Wellbeing Directorate with effect 01 July 2014. To facilitate the effective management of the services the scheme of Delegation of Functions is to be amended as follows:

4.4.3 Paragraph 7.19 of Scheme B1 for the Corporate Director Communities to be returned to the Corporate Director for Wellbeing as Paragraph 6.2

7.19 To exercise any of the Council’s powers in respect of Cabinet 6.2 Porthcawl Harbour contained in Part V of the Mid Member – Glamorgan County Council Act 1987. Wellbeing

4.4.4 Paragraph 7.20 of Scheme B1 for the Corporate Director Communities is to be amended as follows:

7.20 To issue and serve public notice of proposals to open Cabinet and to close leisure and community facilities and to Member – consult the public on such proposals. Wellbeing Communities

4.4.5 Paragraph 6.4 of Scheme B1 for the Corporate Director Wellbeing be returned as amended below

Temporarily transferred from Wellbeing Directorate 7.20 (paragraph 6.4) Cabinet 6.4 Member – 4

Page 212 To issue and serve public notice of proposals to open Wellbeing and to close leisure and community facilities and to consult the public on such proposals.

4.4.6 Paragraph 6.56 of Scheme B2 for the Corporate Director Communities is to be amended as follows:

6.56 To authorise temporary closures or variations in the opening hours of libraries and recreation centres .

4.4.7 Paragraph 5.6 of Scheme B2 is to be returned to the Corporate Director Wellbeing with the following amendment:

5.6 To authorise temporary closures or variations in the opening hours of libraries and recreation centres.

4.4.8 All changes in paragraphs 4.4.3 – 4.4.7 will be effective from 01 July 2014

5. Effect upon Policy Framework & Procedure Rules

5.1 The provisions and recommendations of the report accord with the Council’s Constitution.

6. Equality Impact Assessment

6.1 There are no equality implications attached to this report.

7. Financial Implications

7.1 There are no financial implications

8. Recommendations

8.1 Cabinet is recommended to:

• Approve the transfer of Cabinet functions within the Council’s Scheme of Delegation of Functions from the Corporate Director – Resources to the Chief Executive as set out in paragraph 4.1.2;

• Approval be given for the Assistant Chief Executive – Legal and Regulatory Services to be authorised in the absence of the Chief Executive to undertake those functions as stated in paragraph 4.1.3;

• Approve the amendment to the Scheme of Delegation of Functions in respect of Chief Officers as set out in paragraph 4.2.1;

• Approve the amendments to the Scheme of Delegation of Functions in respect of Property Services as set out in paragraphs 4.3.1 – 4.3.2;

Page 213 • Approve the amendments to the Scheme of Delegation Functions in respect of the Healthy Living function as set out in paragraphs 4.4.3 – 4.4.8;

• Note that a report was presented to Council on 11 June 2014 proposing a similar change to the Scheme of Delegations for Council functions within Scheme B1 and B2 for the Resources Directorate.

P A Jolley Assistant Chief Executive Legal and Regulatory Services & Monitoring Officer 28 May 2014

Contact Officer: G P Jones Head of Democratic Services

Telephone: (01656) 643148

E-mail: [email protected]

Postal Address Bridgend County Borough Council, Civic Offices, Angel Street, Bridgend. CF31 4WB

Background documents : None

Page 214 Agenda Item 18 BRIDGEND COUNTY BOROUGH COUNCIL

MEETING OF THE CABINET

TH TUESDAY 24 JUNE 2014

REPORT OF THE ASSISTANT CHIEF EXECUTIVE LEGAL AND REGULATORY SERVICES

PUBLIC PROTECTION SERVICE PLANS

1. Purpose of Report

1.1 To seek Cabinet approval for the following Service Plans:

(i) Food Law Enforcement Service Plan 2014-2015 (Appendix A). (ii) Trading Standards Service Delivery Plan 2014-2015 (Appendix B). (iii) Housing and Pollution Control Service Delivery Plan 2014-2015 (Appendix C).

1.2 To seek Cabinet approval of a report to Council for the following Service Plan:

(i) Health and Safety Service Plan 2014-2015 (Appendix D).

2. Connection to Corporate Plan

2.1 The Service Plan outlines the connection between the services provided and the following corporate themes:

Food Law Enforcement Service Plan 2014-2015

• People in Bridgend County Borough are healthier; • People in Bridgend County Borough benefit from a stronger and more prosperous economy; • Bridgend County Borough is a great place to live, work and visit.

Trading Standards Service Delivery Plan 2014-2015

• People in Bridgend County Borough are healthier; • People in Bridgend County Borough benefit from a stronger and more prosperous economy; • People in Bridgend County Borough are engaged and empowered to achieve their own potential; • Bridgend County Borough is a great place to live, work and visit.

Housing and Pollution Control Service Delivery Plan 2014-2015

- 1 - Page 215 Health and Safety Service Plan 2014-2015

3. Background

3.1 The Public Protection Section is delegated to enforce food legislation, health and safety legislation, animal health and welfare legislation and consumer protection legislation within the County Borough.

3.2 Agreements are in place with the Food Standards Agency (FSA), the Health and Safety Executive (HSE) and the Department for Business, Innovation and Skills (BIS) that Local Authorities will prepare annual service plans that explain how they carry out their enforcement duties within their area.

3.3 The plans are subject to Member approval.

3.4 Members are asked to note that these plans are prepared in addition to the Council's Corporate Plans with regard to service delivery and are required to evidence the Council's practices in relation to such matters as the provision of advice and education, enforcement (including inspection), investigation of complaints, service requests and non-compliance with statutory requirements.

4. Current Situation/Proposal

4.1 The service plans are currently unapproved and require Member approval.

5. Effect upon Policy Framework and Procedure Rules

5.1 The Service Plans are not included in the Council's Policy Framework and therefore there is no link at present to the Policy Framework and Procedure Rules.

6. Equality Impact Assessment

6.1 An Equality Impact Screening Assessment has been undertaken and the Service Plans are applicable to all people within the Borough, including people from any of the specific equality groups. The plans do not have a differential impact on people in these groups as they will be applied in a consistent manner.

6.2 The Public Protection Service aims to treat all users fairly and equally with exceptions being made solely to make an extra effort for groups or individuals who may be regarded as vulnerable, or in some way deserving of greater attention.

6.3 Where necessary further impact screening will be conducted by each of the service areas and the impact of the plans will be monitored throughout the

- 2 - Page 216 year, with more detailed impact assessments being conducted where necessary or requested, particularly the areas which will impact on young people and older persons such as underage sales.

7. Financial Implications

7.1 The Service Plans detail how the service will be provided within the budget set for 2014-2015.

8. Recommendations

8.1 That Cabinet approves the following Public Protection Service Plans:

(i) Food Law Enforcement Service Plan 2014-2015. (ii) Trading Standards Service Delivery Plan 2014-2015. (iii) Housing and Pollution Control Service Delivery Plan 2014-2015.

8.2 That Cabinet approve the report to Council for the following Public Protection Service Plan:

(i) Health and Safety Service Plan 2014-2015.

P. A. JOLLEY ASSISTANT CHIEF EXECUTIVE LEGAL & REGULATORY SERVICES

June 2014

Contact Officer

Mr L Jones, Group Manager Public Protection Telephone: 01656 643259 E-mail: [email protected]

Background Papers

• FSA Framework Agreement on Local Authority Food Law Enforcement. • Department of Trade & Industry National Performance Framework for Trading Standards Services. • HSE National Local Authority Enforcement Code

- 3 - Page 217 This page is intentionally left blank Page 219 Page

Food Law Enforcement Service Plan

2014-15

Safeguarding the health, safety, social and economic wellbeing of those living, visiting or working in the Bridgend County Borough

APPENDIX A Bridgend County Borough Council Food Law Service Plan Page 220 Page Introduction

This Service Delivery Plan provides the link between the work of the Environmental Health Service’s Food Safety Team, and Bridgend County Borough Council’s corporate improvement objectives as stated in the Bridgend County Borough Council Corporate Plan 2013 – 2017. It aims to:

• Fulfil Bridgend County Borough Council’s obligation under the Framework Agreement on Official Feed and Food Controls by Local Authorities (April 2010) to produce a service plan detailing the planning and delivery arrangements of food law.

• Show how the service contributes to the Authority’s Key Outcomes and Improvement Objectives as detailed in Bridgend County Borough Council’s Corporate Plan 2013-2017.

• Provide an overview of the Service’s performance during the past year and summarise the challenges it faces in the year ahead.

• Identify priorities for service delivery.

• Provide an agreed context for the preparation and implementation of operational plans and staff appraisals.

Lee Jones, Group Manager Public Protection

May 2014

- 1 - Bridgend County Borough Council Food Law Service Plan Page 221 Page Contents

Section 1: Service Aims and Objectives 3

Section 2: Background 6

Section 3: Service Delivery 10

Section 4: Resources 22

Section 5: Quality Assessment 26

Section 6: Review 27

Section 7: Performance Indicators 30

- 2 - Bridgend County Borough Council Food Law Service Plan Page 222 Page

Section 1: Service Aims and Objectives

1.1 Service Aims and Objectives

1.1.1 Public Protection comprises Environmental Health, Trading Standards and Licensing. The overall aim is to provide demonstrably high quality professional services within an environment of support, respect and performance management.

1.1.2 The Public Protection team has sole responsibility for food law and food and feed enforcement within the County Borough, with specialist officers responsible for food hygiene, food standards and feed enforcement.

1.1.3 Public Protection’s aims and objectives are to:

• Safeguard the health, welfare and safety of those living, visiting or working in the County Borough; • Provide health protection and promotion, through enforcement, advice, persuasion and assistance; and • Further promote and ensure a fair, safe and equitable trading environment by encouraging good business practice and protecting consumers.

1.1.4 The second aim encompasses production of food from farm to fork, including involvement in animal feeding stuff legislation. This aim will be met by a programme of work, consisting of:

• Risk based inspections; • Food and animal feed sampling and analysis; • Advice and education of both businesses and consumers; • Investigation of food borne infectious diseases; • Investigation of complaints regarding food and animal feeds; and • Training and development of staff.

- 3 - Bridgend County Borough Council Food Law Service Plan Page 223 Page

1.2 Links to Corporate and Community Objectives

1.2.1 The Corporate Plan 2013-2017 for Bridgend County Borough Council sets out the corporate agenda detailing Key Outcomes and it’s Improvement Objectives for 2013 to 2017.

1.2.2 The Plan was developed following the introduction of the Bridgend Local Service Board in 2009, created to strengthen the way that public services work together. This body places more emphasis on key public and voluntary organisations working together, to meet joint objectives agreed by the partner agencies and the Welsh Assembly Government.

1.2.3 Bridgend County Borough Council has identified the following key outcomes:

• People in Bridgend County Borough are healthier .

• People in Bridgend County Borough benefit from a stronger and more prosperous economy.

• People in Bridgend County Borough are engaged and empowered to achieve their own potential.

• Bridgend County Borough is a great place to live, work and visit

1.2.4 People in Bridgend County Borough are healthier.

1.2.4.1 Amongst other factors impacting on health, the quality of the food we eat, the standards to which it is produced and the environment in which it is prepared, are central to a person's health.

1.2.4.2 Food hygiene and food standards enforcement strives to ensure that food and drink is accurately described and labelled, meets the required food standards and is prepared in a safe environment. Food hygiene controls and inspections seek to minimise the risk to consumers of food borne infection.

1.2.4.3 Good nutrition and safe food are essential to everyone’s short and long term health and wellbeing.

- 4 - Bridgend County Borough Council Food Law Service Plan Page 224 Page

1.2.5 People in Bridgend County Borough benefit from a stronger and more prosperous economy

1.2.5.1 The provision of timely advice and guidance on food safety and food standards legislation can benefit the economic viability of businesses. Failure of a food producer to correctly label foods can, for example, lead to costly re-labelling of inaccurately described foods and it is essential for producers to be fully acquainted with the legislation that applies to their products and the hygiene standards they need to comply with, when producing the food. It is the policy of the service to provide help, assistance and guidance to both new and established food businesses in the County Borough. The equitable enforcement of regulations helps to maintain a level playing field, allowing business to compete on equal terms.

1.3 National and Local Performance Indicators

The service measures its performance against the following national and local performance indicators:

PPN-001 The percentage of high risk businesses that were liable to a programmed inspection that were inspected. PPN-008 The percentage of new businesses identified during the year which a) were subject to a risk assessment visit; b) submitted self assessment questionnaire. PPN-009 The percentage of food establishments which are ‘broadly compliant’ with food hygiene standards. PPLPI-03 The percentage of food complaints responded to within service standard. PPLPI-05 Initial responses to service requests.

- 5 - Bridgend County Borough Council Food Law Service Plan Page 225 Page Section 2: Background 2.1 Profile of the Authority

2.1.1 Bridgend County Borough Council is a Welsh Unitary Authority. It is situated on the south coast straddling the M4 corridor. It comprises an area of 28,500 hectares and a population of just over 130,000 residents. Several of the County Borough’s wards score highly on the Welsh index of deprivation. To the north of the M4, the Authority consists of mainly ex-coal mining valley communities with Maesteg as the main centre of population. To the south of the M4, the ex-market town of Bridgend is the largest town in the County Borough, the hub of the economy and its employment base. To the south west of the County Borough on the coast lies Porthcawl, a traditional seaside resort with a high proportion of elderly residents, which is subject to a major influx of tourists during the summer period.

2.2 Organisational Structure

2.2.1 Bridgend County Borough Council consists of 54 elected members and operates a Cabinet style of Local Government. The Cabinet consists of the Leader of the Council, the Deputy Leader, who is appointed by the Leader from the Cabinet Members and Cabinet Members who are each responsible for a specific subject area or portfolio. At the time of writing the final corporate structure has yet to be determined.

2.2.2 Analytical arrangements - Bridgend County Borough Council has appointed Minton Treharne & Davies Ltd, Unit 5, Llwyn-yr-Eos, Cross Hands, Llanelli, SA14 6RA, as both Public Analyst and Agricultural Analyst.

2.2.3 Food samples for bacterial examination are sent to Public Health Wales, Llandough Hospital, Penylan Road, Penarth, CF64 2XX. Any faecal samples required for the investigation of potential food poisoning organisms are sent to the Public Health Wales Laboratory at the Princess of Wales Hospital, Coity Road, Bridgend.

2.2.4 A chart showing the structure of the food service is shown in Appendix A at the end of this document.

- 6 - Bridgend County Borough Council Food Law Service Plan Page 226 Page 2.3 Scope of the Feed and Food Service

2.3.1 The feed and food service is operated from the Civic Offices, Angel Street, Bridgend and is provided during normal office hours from Monday to Friday, but officers in the service do work evenings and weekends where the need arises. An out of hours emergency service is operated via the Council’s emergency 24 hour contact number. This includes cover for food safety and infectious disease control.

2.3.2 The Environmental Health Officers and Technical Officers based in the Food Safety and Health & Safety team are responsible for food hygiene interventions, investigation of food complaints, food poisoning investigations, microbiological food sampling, management of food hazard warnings, promotion of food hygiene and the implementation of the Food Hygiene Rating Scheme. The team is also responsible for health and safety enforcement, which is primarily delivered by three specialist officers.

2.3.3 The Trading Standards team is responsible for food standards and feeding stuffs inspections and complaints, sampling for composition and checking labelling requirements. Any food hazard notifications received are investigated by either the Trading Standards or Food Safety Team depending on the nature of the hazard. In addition to the food standards work, the section delivers the full spectrum of Trading Standards legislation, including weights and measures, fair trading, pricing, trade description, product safety inspection and animal health and welfare.

2.3.4 On 1 April 2007, the Smoke Free Premises etc. (Wales) Regulations 2007 were implemented. All officers are responsible for enforcing the provisions of the new regulations at any food establishment visited.

2.4 Demands on the Feed and Food Service

2.4.1 There are currently 1307 food establishments within Bridgend County Borough. The following tables provide a profile of the food establishments by Food Standards Agency category.

Food Premises Type Number of Premises A Primary Producers (this figure only relates to primary producers which require food 13 hygiene/standards inspections) B Manufacturers / Packers 28 C Importers / Exporters 0

- 7 - Bridgend County Borough Council Food Law Service Plan Page 227 Page D Distributors / Transporters 13 E Supermarket / Hypermarket 42 F Small Retailers 230 G Retailer / Other 39 H Restaurant / Café / Canteen 193 I Hotel Guest House 30 J Pub / Club 212 K Takeaway 119 L Caring Premises 149 M School / College 69 N Mobile Food Unit 57 O Restaurants and Caterers Other 113 Y Not yet ascertained 0 Unspecified 0 TOTAL 1307

2.4.2 Public Protection is based at the:

Civic Offices, Angel Street, Bridgend, CF31 4WB Tel: 01656 643643 Fax: 01656 643285 E-Mail: [email protected]

Normal office hours: 8.30am to 5.00pm (Monday to Thursday) / 8.30am to 4.30pm (Friday)

Out of office hours emergency operator Tel: 01656 643643 .

2.5 Regulation Policy

2.5.1 Bridgend County Borough Council has signed up to the Enforcement Concordat. This has now been replaced by the Statutory Regulator’s Code issued under section 22(1) of the Legislative and Regulatory Reform Act 2006. The principles contained in the Concordat and the Code of Practice for the Crown Prosecution Service have been combined to produce the Public Protection Compliance and Enforcement Policy. The policy will be subject to

- 8 - Bridgend County Borough Council Food Law Service Plan Page 228 Page consultation with the public, local businesses and Members before being subjected to council for formal adoption. The annexes of the Policy contain a specific Food Safety Enforcement Policy which was formally adopted by Council in 2009.

2.5.2 The purpose of the policies is to secure efficient compliance with legislation whilst minimising the burden to the Council, individuals and businesses.

2.5.3 Any enforcement action taken will be based primarily upon an assessment of risk to public health or the seriousness of the offence. Recipients of any enforcement action can expect to receive fair and equal treatment regardless of race, ethnicity, gender or disability.

- 9 - Bridgend County Borough Council Food Law Service Plan Page 229 Page Section 3: Service Delivery

3.1 Interventions

3.1.1 Food and Feeding Stuffs Premises Inspection

3.1.2 It is the policy of Bridgend County Borough Council to complete interventions of food establishments within the County Borough, in accordance with the Food Law Code of Practice (Wales), made under Section 40 of the Food Safety Act 1990, Regulation 24 of the Food Hygiene (Wales) Regulations 2006 and Regulation 6 of the Official Feed and Food Controls (Wales) Regulations 2007.

3.1.3 Food Hygiene Inspections

3.1.4 Food hygiene interventions will be conducted in accordance with the risk rating scheme defined in the Food Law Code of Practice (Wales) 2014. The code specifies the frequency of intervention based on the risk score of the food business. The table below gives a breakdown of the food premises by risk for food hygiene. The service will prioritise interventions on high risk establishments in categories A, B and C. When an intervention is completed on an establishment a risk assessment will be made based on the officer’s findings This will result in some movement of food establishments between risk categories. Food establishments with improved performance will move to lower risk categories and under-performing establishments will move to higher risk categories and receive more frequent interventions.

The following table gives a breakdown of the food establishment by risk factor. Premises Du e for Total Category Intervention in Premises 2014-15 A High Risk 13 13 B High Risk 127 127 C High Risk 565 345 D Low Risk 173 130 *E Low Risk 389 90

- 10 - Bridgend County Borough Council Food Law Service Plan Page 230 Page Unclassified 40 40

* All A-D rated premises will be subject to an inspection as the type of intervention used to comply with the requirement of the Food Law Code of Practice (Wales).

3.1.5 E rated premises may be subject to an alternative enforcement strategy. No new risk rating is permitted from this type of intervention. A questionnaire will be used to assess whether there has been changes to the food business that would increase the risk posed to the consumer. Any increase in risk will result in the business being programmed for inspection in a time frame relevant to the increased risk.

3.1.6 The minimum intervention frequency required by the Food Law Code of Practice is:

A Every 6 months B Every 12 months C Every 18 months D Every 24 months E Every 36 months

3.1.7 The Code of Practice also requires the inspection of all new food establishments within 28 days of their opening.

3.1.8 Specific food businesses that are engaged in the production and processing of high risk food products are subject to specific regulations and controls under EC Regulation 853/2004. These food establishments are required to gain approval from the Local Authority in order to conduct their business and comprise producers of meat products, meat preparations, dairy products and fish products. Bridgend County Borough currently has four approved premises, three for meat products and/or meat preparations and one for dairy products.

3.1.9 In 2013/2014, the section received 264 complaints in relation to food hygiene.

3.1.10 There is one local feature that has a significant impact on service delivery. Porthcawl is home to the largest caravan park in Europe, which attracts a large influx of tourists during the summer months. This results in a number of food premises which operate on a seasonal basis, both at the caravan site, the funfair and within the town. Inspections and other enforcement activity at these premises take place during the seasonal trading period.

- 11 - Bridgend County Borough Council Food Law Service Plan Page 231 Page

3.1.11 Since 1 October 2010, Bridgend County Borough Council has participated in the Food Standards Agency National Food Hygiene Rating Scheme which awards a score to food establishments covered by the scheme when inspected. The scores are available to the public on the Food Standards Agency website enabling them to make choices when eating out or purchasing food. This voluntary scheme was replaced in Wales by a compulsory scheme on November 28 th 2013 under the provisions of the Food Hygiene Rating (Wales) Act 2013.

3.1.12 The Legislation requires food businesses to be rated on their food hygiene standards and to display this rating where it can be easily seen by customers, such as at the entrance to their premises. During the transition period of 28 th November 2013 to the 28 th May 2015 the two schemes will be operated in tandem.

3.1.13 The Local Authority is required to ensure that all businesses currently rated under the voluntary scheme are transferred to the compulsory scheme by the end of the transition period. This creates additional work for the food safety team as D and E rated businesses not due for intervention until 2 or 3 years’ time are required to be subject to an intervention sooner. Indeed it has been identified that an additional 148interventions are required this year. This may be offset in part by a successful funding bid to the FSA but the additional burden must be recognised.. . The scheme is detailed in 3.4 below.

3.1.14 The tiers for the Food Hygiene Rating Scheme are as below :

Rating 0 1 2 3 4 5

Descriptor Urgent Major Improvement Generally Good Very improvement improvement necessary satisfactory Good necessary necessary

3.1.15 At the beginning of April 2014 there were 1022 premises ratings published on the FHRS site, ratings awarded as follows:

- 12 - Bridgend County Borough Council Food Law Service Plan Page 232 Page Rating No of Premises 5 354 4 329 3 190 2 76 1 59 0 14

Further information on the Food Hygiene Rating Scheme is available on the website http://www.bridgend.gov.uk/web/groups/public/documents/services/022187.hcsp

3.1.6 758 Interventions of establishments will be completed during the period 2014/2015 based on the premises risk score and the need to ensure all businesses currently rated under the voluntary rating scheme are reassessed under the compulsory scheme. In addition, all new food businesses opening during the year, or those food businesses having a change to the food business operator will receive an inspection. In 2013/2014, this resulted in 140 new businesses being inspected.

3.1.7 It is anticipated that the inspection programme will generate the need to carry out approximately 300 revisits necessary to ensure that corrective action, identified by inspections, has been carried out by the food business involved.

3.1.8 There have been significant improvements in the food premises inspection process since the E.coli 0157 outbreak in 2005, with particular emphasis on prevention of cross contamination and ensuring suitable procedures and monitoring records are in place. In addition, an action plan has been implemented to address all of the recommendations made by Professor Hugh Pennington that apply to Local Authority food safety regulations. The action plan has been reviewed annually since the publication of the report on the Public Inquiry in May 2009 and is recently the subject of audit by the Food Standards Agency Wales.

3.1.9 Officers from the Food Safety Team participate and are active members of the South West Wales Food Safety Task Group, South West Wales Communicable Disease Task Group and the Welsh Microbiological Food Forum.

- 13 - Bridgend County Borough Council Food Law Service Plan Page 233 Page 3.1.10 Food Standards Inspections

3.1.11 The Trading Standards (Home Authority Inspection/Animal Health/Dog Warden) Section has responsibility for food standards enforcement. The section has suffered in the past from an inability to retain and recruit suitably qualified officers, however, successes in recruiting suitably qualified officers in recent years has improved the situation and there has since been a continual improvement in service delivery.

3.1.12 Food standards inspections are targeted using the Local Authority Co-ordinators of Regulatory Services (LACORS) risk assessment model. Premises are risk factored into high, medium, low and no inspectable risk categories. Inspection is targeted at high and medium risk premises.

3.1.13 The analysis of premises liable for food standards inspection at 1 April 2014 has identified the following number of inspections for 2014/2015:

Total Premises Due for Inspection in Premises 2014/2015 High (A) 15 15 Medium (B) 342 288 Low (C) 676 200 Total 1033 503

3.1.14 It is estimated that the inspection programme will generate approximately 100 revisits to food premises during the year.

3.1.15 Feeding Stuff Inspections

3.1.16 Due to the mainly urban nature of the County Borough, the inspection process for feeding stuffs relates primarily to low risk retail premises selling pet foods and similar items. There are no feeding stuff producers based in the County Borough.

3.1.17 Since 2006, officers involved in animal health and welfare enforcement have included examination of the practices at farms in the County Borough to establish if any farms are mixing or producing their own feeding stuffs. Premises that are involved in the production or supply of animal feeding stuffs have to be registered with the section under EC Feed

- 14 - Bridgend County Borough Council Food Law Service Plan Page 234 Page Hygiene Regulation 185/2005. Currently within the County Borough, there are farms registered as on farm mixers and three businesses registered as intermediaries under the regulations. premises are due for inspection during the year and, where appropriate, samples of feeding stuffs will be taken for submission to the Agricultural Analyst.

3.1.18 In addition, officers will be enforcing food hygiene legislation at primary producers for the 393 farms and agricultural premises in the County Borough.

3.2 Food Hygiene and Feeding Stuff Complaints

3.2.1 It is the policy of Bridgend County Borough Council to investigate every complaint relating to a food establishment, food or feeding stuff brought to its attention and to determine the most appropriate course of action to be taken. The following table contains details of the number of food complaints received by the service over the last ten years.

Year Food Hygiene Food Standards

2004/2005 234 25 2005/2006 175 19 2006/2007 182 22 2007/2008 150 64 2008/2009 107 22 2009/2010 192 53 2010/2011 197 27 2011/2012 201 34 2012/2013 149 35 2013/2014 264 24

3.2.2 From these figures, it is estimated that for the period 2014/2015 there will be 185 food hygiene complaints and 33 food standards complaints.

3.2.3 Food complaints can vary from the straightforward to the complex. The time necessary to investigate them varies considerably and will quite often require the complaint sample to be sent to the Public Analyst for a detailed report on

- 15 - Bridgend County Borough Council Food Law Service Plan Page 235 Page the nature and possible origin of the cause for concern. The complaints received vary from foreign bodies, to mould, to compositional standards or to the perception that the food is off.

3.2.4 During this period of economic decline, the number of potential water disconnections notified to the service by Welsh Water is increasing. The provision of water is a fundamental requirement for ensuring appropriate hygiene practices are used. In 2013/2014, 100 potential water disconnections were responded to by the Food Safety and Health & Safety Section.

3.3 Primary Authority and Home Authority

3.3.1 The Better Regulation Delivery Office (BRDO), formerly the Local Better Regulation Office (LBRO), is promoting the Primary Authority Scheme in Wales as an alternative to the Home Authority Principle. Primary Authority was launched on 6 th April 2009 and gives businesses the right to form a statutory partnership with a single local authority, which then provides advice for other councils to take into account when carrying out inspections or dealing with non- compliance Following an application for a Primary Authority nomination for partnership with Just Perfect Catering Limited of Unit 17, Enterprise Centre, Bryn Road, Aberkenfig, Bridgend CF32 9BS, BRDO confirmed that the partnership was active from the 3/10/2013.

3.3.2 In addition to the BRDO partnership under the Home Authority Scheme, Bridgend County Borough Council will act as a central point of contact for the business, providing advice and guidance on legal compliance and act as a reference point for other Authorities who may have complaints or enquiries concerning the business.

3.3.3 Bridgend County Borough Council’s Trading Standards service currently has nine food businesses for which it acts as Home Authority.

3.4 Advice to Business

3.4.1 The Public Protection team provides a free advice service to local businesses on all aspects of food legislation. Advice may be provided following a specific request from a business or may be proactively issued to update business on changes of legislation. During 2013/2014, the food safety service responded to 568 requests for advice from businesses.

- 16 - Bridgend County Borough Council Food Law Service Plan Page 236 Page 3.4.2 Following a successful grant application to the Food Standards Agency (Wales), funding was secured during 2013/2014 for Food Safety Management System projects. The department secured the services of third party contractors to carry out one to one coaching sessions on the implementation of the food safety management system, “Safer Food Better Business” with 43 local businesses including 7 facilitated in the Chinese language. A similar grant is being made available this year and is hoped to be secured to improve business compliance.

From the 28 th November 2014 business to business food premises will fall within the provisions of the Food Hygiene Rating (Wales) Act 2013. It is intended to run workshops to ensure that such prominent businesses are fully equipped to enable a successful rating.

3.5 Food and Feeding Stuff Sampling

3.5.1 Food Standards and Feeding Stuffs

3.5.2 The Food Standards and Feeding Stuffs programme is planned at the start of the year and delivered locally on a monthly basis by Trading Standards staff.

3.5.3 The sampling programme concentrates on local food producers and their products and is produced in consultation with the Public Analyst. In order to increase the effectiveness of the sampling programme, the section works in partnership with the Public Analyst and the user group consisting of other Authorities who use the same Public Analyst. This enables a number of joint projects to be undertaken achieving significant cost savings on analysis and collation of test results, which allow more meaningful conclusions to be drawn from the increased number of samples taken.

3.5.4 The partnership working is further extended by participation in joint food sampling programmes on a regional and national basis.

3.5.5 Food Hygiene Sampling

3.5.6 The Food Safety and Health & Safety team has a written Sampling Programme for each year. This encompasses various national and local initiatives.

- 17 - Bridgend County Borough Council Food Law Service Plan Page 237 Page 3.5.7 In addition, samples are obtained from manufacturing premises within the County Borough and submitted for microbiological examination to the Public Health Wales laboratory at Llandough Hospital. When appropriate, the Authority will participate in national sampling initiatives proposed by the FSA. Samples are also obtained as a result of complaints about a particular product.

3.5.8 The following list contains a breakdown of the number of samples sent to Public Health Wales for microbiological examination in the previous years as an indicator for the number likely to arise in 2014/15:

2003-2004 331 2004-2005 285 2005-2006 1136 2006-2007 555 2007-2008 252 2008-2009 130 2009-2010 452 2010-2011 304 2011-2012 148 2012-2013 194 2013-2014 229

3.5.9 In addition, with the assistance of funding from CIEH Wales, a study was completed to look at the potential risk of listeria in vac packed cooked ham with a shelf life of more than 10 days.

3.5.10 The British Retail Consortium and the Chilled Foods Association published guidance on the shelf life of ready to eat foods in relation to Listeria Monocytogenes (2010) provides guidance on the implementation of Regulation (EC) NO 2073/2005. This regulation requires L.monocytogenes must be absent in ready to eat food intended for consumption by infants and for special medical purposes and that a limit of 100cfu/g must not be exceeded in any other ready to eat foods.

3.5.11 Four samples of vac packed cooked ham were taken from four butchers on two occasions, On each occasion three were tested for L.monocytogenes at Day 1, Day 5, and Day 10 of the shelf life. The remaining sample was tested by the Public Analyst to identify the salt content, the pH level and the water activity of the cooked ham.

- 18 - Bridgend County Borough Council Food Law Service Plan Page 238 Page 3.5.12 No Listeria was detected in any of the samples taken and the product characteristics such as pH, water activity and salt concentration were not prohibitive to listeria growth. It is hoped that a further study may be undertaken using challenge testing to establish whether a shelf life of 10 days for vac packed cooked ham is suitable.

3.6 Control and Investigation of Outbreaks and Food Related Infectious Diseases

3.6.1 The Food Safety and Health and Safety team conducts food related infectious disease investigations in accordance with internal policies and procedures with the aim of controlling spread of infection and trying to identify the source of infection. The Consultant in Communicable Disease Control of Public Health Wales is appointed as a Proper Officer for this Local Authority to provide expert advice on investigation and the control of spread where required. The All Wales Outbreak Control Plan is adopted by the Authority and utilised in the instance of an outbreak.

3.6.2 Historical data shows that for the periods listed below, the section received the following notifications for possible food related infectious diseases.

Year Notifications

2003-2004 129 2004-2005 88 2005-2006 200 2006-2007 138 2007-2008 119 2008-2009 238 2009-2010 208 2010-2011 66 2011-2012 175 2012-2013 112 2013-2014 124

3.6.3 Based on the average over the last eleven years, it is estimated the section could receive 145 notifications of possible food related infectious diseases for 2014/2015. There is no discernable long term trend.

- 19 - Bridgend County Borough Council Food Law Service Plan Page 239 Page 3.6.4 During 2013/2014, there were no infectious disease outbreaks declared within Bridgend County Borough Council. However, there were several non-foodborne viral outbreaks linked to schools and care homes which required significant resources to provide advice and ensure suitable infection control measures were in place.

3.7 Food/Feed Safety Incidents

3.7.1 Food Safety incidents may be raised in the form of a food alert notification from the Food Standards Agency or when encountered by a food officer.

3.7.2 Food officers will respond, as appropriate, on receipt of any food alert notification. Any action taken will be in accordance with the Food Safety Enforcement Policy and Food Incident Procedure and the Food Law Code of Practice. Emergency cover is provided as set out in paragraph 2.3.1 of this Service Plan.

3.7.3 Where the Authority identifies that food is a non-localised food hazard, the service will notify the Food Standards Agency Wales with a view to issuing a food alert notification. In 2013/2014, eight food alert notifications requiring action were received from the Food Standards Agency.

3.8 Liaison

3.8.1 The Authority is committed to ensuring the enforcement approach it takes is consistent with other local authorities. To ensure enforcement is consistent, the service participates in a range of local food enforcement forums.

3.8.2 Food Standards and Feeding Stuffs

3.8.3 The Food and Agriculture Panel acts as a forum for Welsh Authorities to discuss issues relating to food standards and feeding stuffs enforcement.

3.8.4 The Food and Agriculture Group representatives of Bridgend, Cardiff, Swansea, Rhondda Cynon Taff, Neath and Port Talbot, the Vale of Glamorgan and Merthyr Tydfil County Borough Council’s Trading Standards Services, has a food enforcement sub-group. The group produces a programme of joint sampling and enforcement activity.

- 20 - Bridgend County Borough Council Food Law Service Plan Page 240 Page 3.8.5 A subgroup of the Glamorgan Group focuses on feeding stuff and food/feed hygiene at farms and primary producers. The group produces a programme of joint sampling and enforcement activity, in line with the all Wales regional delivery model recently adopted by the Directors of Public Protection in Wales.

3.8.6 Food Safety

3.8.6.1 To ensure consistent enforcement action and improve service provision by partnership working, the Food Safety team is represented on the following groups:

South West Wales Food Safety Task Group South West Wales Communicable Disease Task Group Welsh Food Microbiological Forum Wales Food Hygiene Rating Scheme Implementation Group Better Regulation Delivery Office (BRDO)

3.8.6.2 In addition, the team liaises closely with the following organisations:

Food Standards Agency (Wales) The Chartered Institute of Environmental Health Public Health Wales Care Standards Inspectorate for Wales

3.9 Food and Feeding Stuff Safety Standards Promotion for 2014/2015

3.9.1 The service will seek to participate in various promotional activities during 2014/2015. Projects under consideration include:

• National Food Safety Week. • Supporting the FSA Food Hygiene Campaign. • Participation in FSA Food Hygiene Rating Scheme. • Regular press releases.

- 21 - Bridgend County Borough Council Food Law Service Plan Page 241 Page Section 4: Resources

4.1 Financial Allocation

4.1.1 The cost of the service in 2013/14 was £520,383 on salaries and £25,182 on non-pay related costs, a total of £545,565. The budget of providing the service for 2014/15 is £597,434 in total incorporating £554,164 for employee salaries and £43,270 on non-employee costs (a detailed breakdown of costs is recorded in a separate report).

4.2 Staffing Allocation

4.2.1 Food safety enforcement is provided by the Environmental Health Officers within the Food Safety and Health & Safety team. Food standards enforcement is provided by the Trading Standards Officers and Fair Trading Officers in the Trading Standards team. The following table lists the number of officers engaged in food enforcement, together with their qualifications.

4.2.2 Trading Standards Staff

DTS or Equivalent DCA Paper IV Lead Auditor Trading Standards Officer √ √ Trading Standards Officer √ √ Fair Trading Officer √ √ Trading Standards Officer √ √ Trading Standards Officer √ √ Trading Standards Officer √

4.2.3 Environmental Health Staff

Environmental Health Officers 9 (8.2 FTE) Technical Officers 1

- 22 - Bridgend County Borough Council Food Law Service Plan Page 242 Page 4.2.4 The following table summarises the estimated staff demand identified for the core functions within the Food Law Enforcement Service Plan. Staff numbers are shown in terms of full time equivalent posts (FTE).

Food Law Activity Staff Demand Para graph Function Food Safety Food Total Standards (FTE) 3.1 Premises inspection 6.0 0.8 6.8 3.2 Food & Hygiene Complaints 0.5 0.05 0.55 3.3 Primary Authority 0.2 0.2 0.4 3.4 Advice to Business 0.9 0.1 1.0 3.5 Food and Feedingstuffs Sampling 0.2 0.3 0.5 3.6 Food Poisoning 0.1 0.00 0.1 3.7 Food Safety Incidents 0.4 0.10 0.50 3.8 Liaison 0.2 0.05 0.25 3.9 Food & Feedingstuffs Safety/ 0.10 1.70 Standards Promotion Totals (FTE) 9.2 1.7 10.9

4.2.5 The following tables indicate the actual number of staff working on food law enforcement and related matters (in terms of full time equivalents FTE). Levels of qualification are expressed in terms of reference to the appropriate Food Safety Act Food Law Code of Practice and Practice Guidance, including support staff.

- 23 - Bridgend County Borough Council Food Law Service Plan Page 243 Page Food Safety Position Function Qualification FTE Principal Environmental Public Protection, including Environmental 0.8 Health Officer management of food hygiene, food Health Officer poisoning and health and safety Senior Environmental Food safety management and Environmental 1.0 Health Officer liaison Health Officer Environmental Health Community health (food poisoning Environmental 5.4 Officer and infection control) food safety Health Officer Technical Officers Food safety Higher 1.0 Certificate in Food Premises Total 8.2

Food Standards Position Function Qualification FT E Principal Trading Management of food Trading Standards 0.20 Standards Officer standards and feedingstuffs Officer functions Trading Standards Food standards and Trading Standards 0.25 Officer feedingstuffs Officer Fair Trading Officer Food standards and Diploma in 1.15 feedingstuffs Consumer Affairs Fair Trading Officer – Feedingstuffs and primary 0.1 Animal Health producers Total 1.7

4.3 Staff Development Plan

4.3.1 Annual staff appraisals and six monthly reviews are used to construct individual staff development plans, which are then incorporated in the department's staff development plan. Members of staff apply to attend training events in order to consolidate or update their knowledge. After attending training courses, officers are expected to cascade the knowledge gained to other staff members. In addition to attendance at training courses, the section provides access to up-to-date reference manuals and the internet to allow staff to develop their knowledge by personal research.

- 24 - Bridgend County Borough Council Food Law Service Plan Page 244 Page

4.3.2 Training needs identified for 2014/2015 include:

4.3.2.1 Food Standards

• All officers undertaking high and medium risk food standards inspections will need to maintain their competency of ten hours of CPD accredited training. • The section currently supports the development of Trading Standards Officers by encouraging Fair Trading Officers to qualify as a Trading Standards Officer under the DCATS scheme.

4.3.2.2 Food Safety

• All officers to receive a minimum training of ten hours of CPD accredited training.

• The section demonstrates its ongoing commitment to training by supporting the development of enforcement officers on the MSc conversion course to become qualified Environmental Health Officers and the ongoing development of competent officers.

- 25 - Bridgend County Borough Council Food Law Service Plan Page 245 Page Section 5: Quality Assessment

5.1 Quality Assessment and Internal Monitoring

5.1.1 The following procedures are in place to assist in the monitoring and assessment of the quality of the work carried out by the service:

• The Food Safety team are governed by an internal monitoring procedure that details the assessments and checks in place to review the quantity and quality of the work provided by the service. This Procedure requires the following:

• Reviews of post inspection paperwork and shadowing inspections. • Monthly reporting of the team’s work activities to the Service Manager.

• Likewise, the internal monitoring procedure for Food Standards staff ensures that the quality and quantity of their work is regularly reviewed. This is achieved by:

• Line management shadowing of officers on at least two inspection visits per year. • Qualitative checks on sampling procedures alternative enforcement strategies and the handling of complaints. • Monthly reporting of the team’s work activities to identify any overdue inspections, outstanding complaints or service requests, and any outstanding infringement cases.

• Monthly section meetings, the minutes of which are circulated to all attendees, service managers and Group Manager. • Regular meetings with line managers to give monitoring feedback. • Annual staff appraisals and target setting.

- 26 - Bridgend County Borough Council Food Law Service Plan Page 246 Page Section 6: Review

6.1 Review Against the Service Plan

6.1.1 2013/14 was a year that presented several challenges and some achievements. The Food Teams were subjected to a full audit by the Food Standards Agency. Audits of local authority food and feed law enforcement services are part of the Food Standards Agency’s (FSA) arrangements to improve consumer protection and confidence in relation to food and feed. This highlighted areas of strength but also areas for improvement, which are already being actioned. They identified that were clear links between the Food Law Enforcement Service Plan and the authority’s strategic aims.

6.1.2 At the commencement of each month, the Principal Environmental Health Officer, with the assistance of the Senior Environmental Health Officer, prepares a work programme with intervention targets. The intervention targets are allocated to individual officers on a monthly basis. The interventions achieved by the officers are collated by the Principal Environmental Health Officer, who measures their achievements against targets. The section’s performance is reported to the Group Manager Public Protection.

6.1.3 A food hygiene sampling programme is produced at the beginning of the year. Last year all sampling was completed in accordance with the programme.

6.1.4 There are a number of national and local performance indicators and a national public accountability measure for which targets are to be set and monitored. These are detailed in 1.3 above. The performance of the national targets is reported on a quarterly basis to Cabinet for member approval and subject to examination by scrutiny committee. During the last year, the section met and exceeded the following targets:

• 100% inspection for high risk premises - target 100% • 88% inspection of new businesses - target 80% • 88% of all food establishments broadly compliant with food hygiene standards - target 80% • 99% investigation of food complaints in required time - target 95%

- 27 - Bridgend County Borough Council Food Law Service Plan Page 247 Page 6.1.5 Food standards inspections and the food standards sampling programme are prepared at the start of the financial year in April.

6.1.6 At the commencement of the year, the Principal Trading Standards Officer prepares a work programme for the year with monthly inspection targets. The inspection targets are allocated to individual officers on a monthly basis. The sampling programme is co-ordinated by the lead Fair Trading Officer with responsibility for food standards. The inspection programme and the sampling programme are both reviewed at monthly meetings with the Trading Standards Service Manager.

6.1.7 For the year 2013/2014, the section achieved 98% of all programmed high risk food standards inspections.

6.2 Identification of any Variation from the Service Plan

6.2.1 There was a reduction in the number of food complaints that were responded to within the specified time and the number of D rated businesses that were subject to intervention within food hygiene. This was an inevitable consequence of the freezing of one post despite efforts to increase resources by moving the responsibility of the infectious disease function to the health and safety team.

6.2.2 A positive improvement of note to performance was the fact that the percentage of food businesses regarded as being “broadly compliant” had increased by over 10% since the end of 2011/2012.

6.3 Areas of Improvement

6.3.1 The service needs to continue the development of a partnership approach to food enforcement by improving the integration and co-ordination of food standards and food safety enforcement. This has taken a step forward during the past year with the nomination of BCBC for Primary Authority Partnership with Just Perfect Catering Limited.

6.3.2 Improvements in service planning and performance measurement will continue to be the foundation for this process. The service will continue to review documented policies and procedures of the food enforcement service, some of which will be subject to public consultation and member approval before they are formally adopted.

6.3.3 The provision of business advice and consumer education is becoming increasingly important and the service will be examining ways to expand its activities in this area. This links into the value of providing a healthy and nutritious diet

- 28 - Bridgend County Borough Council Food Law Service Plan Page 248 Page to the long term health and wellbeing of the individuals and improving food safety standards in the catering sector and home.

6.3.4 The service will continue to closely monitor both local and national performance indicators applicable to the service and seek to put in place the mechanism necessary for continuous improvement in performance. In addition, the service is currently going through the Job Evaluation process.

6.3.5 The Public Protection Service has been successful in attaining funding from the Welsh Government to facilitate collaboration working with the Vale of Glamorgan County Borough Council and Cardiff City Council to improve the efficiency and effectiveness of the delivery of the service. A project manager is to be appointed with a view to developing an action plan.

6.3.6 The Department will adopt the regional model for delivery for feed law enforcement in line with the Directors of Public Protection approved model and in conjunction with the Food Standards Agency, explore alternative funding mechanisms.

- 29 - Bridgend County Borough Council Food Law Service Plan Page 249 Page Section 7: Performance Indicators

The following are the key indicators for evaluating performance of the Food Hygiene Service.

Servic PI Ref Indicator Indicator 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 e No Type Description Performance Performance Performance Performance Target Target Food PPN- Statutory The percentage of 100% 100% 100% 100% 100% 100% Safety S0 high risk -01 businesses that were liable to a programmed inspection that were inspected Food PPN- Core The percentage of 80% 95% 100% 96% 88% 80% Safety 008 high risk businesses that were identified during the year which a) were subject to a risk assessment visit or b) submitted a self- assessment questionnaire Food PPN- Core The percentage of New Indicator 72% 77% 84% 78% 80% Safety 009 food for 2011 establishments which are broadly compliant with hygiene standards Food PPLPI- Local The percentage of 100% 99% 100% 99% 99% 95% Safety 03 food complaints responded to within service standard (3 days)

- 30 - Bridgend County Borough Council Food Law Service Plan Page 250 Page Appendix A

Structure of the Food Safety Service within the Public Protection Group

ASSISTANT CHIEF EXECUTIVE LEGAL & REGULATORY SERVICES Andrew Jolley

PUBLIC PROTECTION GROUP MANAGER Lee Jones

SERVICE MANAGER ENVIRONMENTAL HEALTH SERVICE MANAGER Philip Stanton TRADING STANDARDS Helen Picton

PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER HOUSING/POLLUTION FOOD SAFETY/ SPECIAL INVESTIGATIONS, HA, INSPECTIONS, ANIMAL LICENSING AND HEALTH & SAFETY FAIR TRADING, A & E HEALTH, DOG WARDEN REGISTRATION

OFFICER

Health and Safety Food Safety Team Food Standards Team Team

- 31 - Page 251 Page

Trading Standards and Licensing

Service Delivery Plan

2014-15

Safeguarding the health, safety, social and economic wellbeing of those living, visiting or working in the County Borough

APPENDIX B Bridgend County Borough Council Trading Standards & Licensing Services Page 252 Page

Introduction

This Service Delivery Plan provides the link between the Legal and Regulatory Services Directorate Business Plan and the work of the Trading Standards and Licensing Services. It aims to:

• Show how the services contribute to the Authority’s improvement priorities set out in the Corporate Plan and reflect the priority areas of the Local Service Board’s Single Integrated Partnership Plan , ‘Bridgend County Together’.

• Provide an overview of the performance of the services during the past year and summarise the challenges it faces in the year ahead.

• Identify priorities for service delivery.

• Allocate responsibility for attainment of these priorities.

• Provide an agreed context for the preparation and implementation of operational plans and staff appraisals.

The Trading Standards Service is also required to produce two additional annual plans. The first of these is the Food Law Enforcement Service Plan under the Food Standards Agency Framework on local authority food law enforcement. This is a statutory plan which is produced jointly with the Food Health and Safety team of Public Protection. The second is the Animal Health and Welfare Priority Action Plan required by Welsh Government.

Helen Picton, Service Manager Trading Standards

May 2014

- 1 - Bridgend County Borough Council Trading Standards & Licensing Services Page 253 Page Contents

Introduction 1

Section 1: Service Overview 3

Section 2: Service Assessment 11

Section 3: Linking Service Priorities to Corporate Priorities 15

Section 4: Action Plan 17

Section 5: Operational Work Programme 24

Section 6: Performance Indicators 31

- 2 - Bridgend County Borough Council Trading Standards & Licensing Services Page 254 Page

Section 1: Service Overview

Overall Aim & Services Provided

The Trading Standards and Licensing Services seek to promote the quality of life and economic well being of consumers and businesses, regulating the market place in a way that allows free and fair competition to thrive while being tough on those who seek to prey on the most vulnerable by using unfair, unsafe or deceptive practices.

We deliver this aim through our commitment to the four national enforcement priorities for Wales of:

• Protecting individuals from harm and promoting health improvement.

• Ensuring the safety and quality of the food chain to minimise risk to human and animal health.

• Promoting a fair and just environment for citizens and business.

• Improving the local environment to positively influence quality of life and promote sustainability.

Trading Standards has responsibilities under some 80 Acts of Parliament, as well as hundreds of pieces of subordinate legislation. The list of statutory duties is generally categorised into the broad areas of legislation concerned with the quality, quantity, marketing, description, trade practices and safety of a whole range of goods and services. Through a proactive programme of inspection, projects, sampling and surveys, together with a commitment to respond to all complaints and requests for service, advice, information or assistance, regulation is delivered at the manufacturing, importation, distribution and retail levels.

The Licensing and Registration Service is responsible for administering a range of different licensing functions, including alcohol licensing, private hire and hackney carriage licensing, street trading and licensing falling under the Gambling Act 2005. It also includes the Land Charges team which provides a comprehensive service to purchasers of property who need to establish as part of the conveyancing process, details of legal charges and notices affecting the property.

- 3 - Bridgend County Borough Council Trading Standards & Licensing Services Page 255 Page

The main areas of work for which the Trading Standards and Licensing Services have responsibility are:

Trading Standards Areas of Enforcement

Function Role of the Service

Food Standards To ensure that food is correctly described and labelled throughout the supply chain and that where applicable compositional standards are met.

Product Safety To ensure by means of enforcement and monitoring of the market place that goods supplied to consumers are safe and correctly labelled with any warnings and instructions necessary for safe use.

Metrology To ensure that all weighing and measuring equipment in use for trade is accurate and ensure quantity control of products throughout the supply chain. The authority has Notified Body status, and is thus able to provide a comprehensive verification service for both UK and EC system equipment.

Underage Sales To ensure that age restricted products such as alcohol, tobacco, fireworks and knives are not sold to children.

Fair Trading To ensure a fair trading environment by acting on false claims about the price, quality or description of goods & services, including trading over the internet.

IP Crime To ensure that the intellectual property rights of trade mark and copyright holders are protected against counterfeiting of their goods.

Doorstep Crime To ensure that residents, particularly the elderly and vulnerable are not falling victim to the scams of doorstep criminals.

Consumer To ensure that traders offering credit arrangements do so in accordance with legal requirements and trade fairly. Credit

Animal Health To ensure the health and welfare of animals generally and during transport, the recording and licensing of animal movements to prevent the spread of disease such as Rabies, Anthrax and Foot and Mouth disease.

- 4 - Bridgend County Borough Council Trading Standards & Licensing Services Page 256 Page Companion To ensure the health and welfare of pet animals and the health and safety of the public with respect to pet shops, Animal boarding, breeding and riding establishments. The promotion of responsible pet ownership. Licensing

Dog Warden and To deal with incidents of straying dogs and also horse welfare, fly grazing and straying. Central to this area of work is Horse Warden the promotion of responsible dog and horse ownership. Services

Agriculture To ensure that all fertilisers and feeding stuffs are of the correct composition and are correctly labelled.

Road Traffic To ensure that vehicles supplied to consumers, whether by sale or by way of hire are roadworthy, and that vehicles travelling on the county borough’s roads are not overloaded.

Health & Safety To ensure, that petroleum and explosives are safely stored in properly licensed premises.

Environmental To ensure that the needs of the environment are met through the monitoring of claims, descriptions, storage, packaging Legislation and labelling.

Business Advice To ensure that all businesses requiring assistance are advised of their duties and responsibilities under relevant legislation.

Consumer Advice and Education

The provision of a consumer advice service is the primary means by which the Trading Standards Service interacts with the public. It acts as the ‘eyes and ears’ of the whole service, providing valuable intelligence on what is happening in the market place.

Area Role of the Service

Consumer Advice The authority works closely with Citizens Advice Consumer Service (CACS) and provides a comprehensive consumer advice service.

Consumer Consumer and citizenship education is achieved through talks and money management lectures to schools and Education various groups. Initiatives such as the ‘Young Consumer of the Year’ Competition and ‘Crucial Crew’ are keenly supported. Consumer information leaflets are produced and distributed on a broad range of topics.

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Licensing and Registration

Function Role of the Service

Licensing To ensure that premises are properly licensed as required by the relevant legislation, that licences are issued promptly Administration and licensees are fully aware of their responsibilities.

Policing the late To ensure that licensed premises operate within permitted licensed activities. night economy

Working with To facilitate the work of the Responsible Authorities in the exchange of information, promotion of the licensing objectives Responsible and in the smarter use of the licence review process to improve licence conditions and tackle problem premises Authorities

Taxi To carry out assessments across a range of criteria on taxi vehicles and drivers, both as part of the licence renewal Enforcement process and through the use of reality checks

Street Trading To ensure that individuals selling goods or offering them for sale from mobile stalls, vehicles and similar have the Enforcement necessary street trading consent to be able to do so within Street Trading Policy adopted by the authority.

Scrap Metal To ensure that all scrap metal sites and mobile collectors are properly licensed under the Scrap Metal Dealers Act and Enforcement that individuals holding licences are fit and proper to do so

Gambling Act To licence premises under the Gambling Act (for example the use of gaming machines in pubs, clubs and other Enforcement premises, granting permits to family entertainment centres etc.) and ensure compliance with requirements.

Land Charges To provide a comprehensive service to purchasers of property as part of the conveyancing process

The Services have developed a balanced range of operational activities which regulate the market place in a way that allows free and fair competition to thrive, educates consumers, encourages and assists local businesses, but is tough on those who seek to prey on the most vulnerable by using unfair, unsafe or deceptive practices. These activities include:

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• Undertaking a programme of risk-assessed inspections of premises.

• Undertaking a programme of surveys or audits of trade practices or products.

• Investigating targeted commercial practices, scams or frauds.

• Undertaking reality checks and a sampling and test purchasing programme of products and services.

• Educating, informing and advising consumers in order to help them make informed choices.

• Educating, informing and advising local businesses to ensure they are aware of their obligations.

Trading Standards and Licensing form part of the Public Protection Group of Legal and Regulatory Services whose management structure is shown overleaf. Working alongside Environmental Health colleagues, staff are based in one of three teams as follows:

Special Investigations, Fair Trading, Consumer Advice and Education Team

This Team targets rogue traders and practices, disrupts illegal markets, investigates consumer complaints and undertakes reality checks by test purchasing, sampling, projects and surveys. It also seeks to encourage confident and knowledgeable consumers through the provision of advice, information and education.

Home Authority, Inspection, Animal Health and Dog Warden Service

This Team carries out programmed inspections of traders’ premises and practices and the verification and testing of weighing and measuring equipment used for trade. Within Bridgend County Borough, nearly 4000 trade businesses of various types and sizes fall within the inspection programme. The team is also responsible for food standards, animal health and welfare and the dog and horse warden services.

- 7 - Bridgend County Borough Council Trading Standards & Licensing Services Page 259 Page Licensing and Land Charges

The Licensing section aims to maintain and improve the standards of public safety in aspects of licensed premises and persons. This is achieved by the balanced use of enforcement and education in relation to the appropriate legislation, covering the licensed trade, taxis, street trading, charitable street collections and sex establishments.

The Land Charges section is responsible for searches on property history and the team aims to return written land charges search requests within 15 working days.

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Structure of the Trading Standards Service within the Public Protection Group

ASSISTANT CHIEF EXECUTIVE LEGAL & REGULATORY SERVICES Andrew Jolley

PUBLIC PROTECTION GROUP MANAGER Lee Jones

SERVICE MANAGER SERVICE MANAGER ENVIRONMENTAL HEALTH TRADING STANDARDS Philip Stanton Helen Picton

PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER LICENSING AND HOUSING/POLLUTION FOOD SAFETY/ SPECIAL INVESTIGATIONS, HA, INSPECTIONS, ANIMAL REGISTRATION Helen Pembridge HEALTH & SAFETY FAIR TRADING, A & E HEALTH, DOG WARDEN OFFICER Jane Peatey Carl Wi ndow Jonathan Wood Yvonne Witchell

SENIOR FAIR TRADING OFFICER (ADVICE & EDUCATION) Ellis Roberts

- 9 - Bridgend County Borough Council Trading Standards & Licensing Services Page 261 Page Trading Standards and Licensing Structure

Group Manager Public Protection Lee Jones

Service Manager Trading Standards Helen Picton

Principal Officer Special Investigations, Principal Officer Home Authority Inspections, Licensing & Registration Officer – Fair Trading, Advice & Education - Carl Window Animal Health, Dog Warden – Jonathan Wood Yvonne Witchell

Trading Standards Officer – Trading Standards Officer – Senior Licensing and Registration Assistant – Vacant Sally Andrews Rachel Morris

Senior Fair Trading Officer – Fair Trading Officer – Licensing Enforcement Officer – Peter Orpin David Gregory Byron Cox

Senior Fair Trading Officer (Advice & Education) – Fair Trading Officer (Part Time) – Licensing Enforcement Officer – Fiona Colwill Ellis Roberts Jane Jones

Fair Trading Officer – Animal Health Officer – Licensing Assistant – Sharon Jones Jemma Robinson Rhian Stafford

Fair Trading Officer – Animal Health Officer – Licensing Assistant – Emma Hutchings Helen Gomm Annmarie Owen

Fair Trading Officer – Companion Animal Welfare Officer Licensing Assistant – Wendy Ronan David Smith (Vacant)

Fair Trading Officer – Dog Warden – Land Charges Assistant – Heather Devey Vacant Ryan Pritchard-John

Technical Support Officer – Horse Warden – Land Charges Clerk – Vacant Vacant Nick Linfield

Team Clerk – Sarah Griffiths Team Clerk – Vivienne Howard - 10 - Bridgend County Borough Council Trading Standards & Licensing Services Page 262 Page Section 2: Service Assessment

The Service Context

During 2013-14 well over 2000 visits were carried out to commercial premises by Trading Standards staff. 45 trading standards premises are currently rated high risk, covering a diverse range of businesses. The maintenance of food standards across the county borough is a high priority and the food standards team monitor the quality and composition of food produced, distributed and sold in the county borough, in conjunction with colleagues from the food safety team.

A further 22 premises are rated high risk from the point of view of animal health and welfare and in 2013-14 the animal health team responded to 501 complaints and requests for assistance in respect of both farm and domestic animals. In addition, the dog warden service dealt with some 1306 complaints and enquiries about stray dogs and responsible ownership.

A total of 37 premises were licensed in respect of animal health and welfare, for example pet shops and animal boarding establishments. In addition, some 71 licenses were issued to control the storage of such hazardous products as petroleum, fireworks and poisons.

Underage sales enforcement continues to be a priority and attempts by young volunteers to purchase alcohol and it is encouraging to see that over the course of the year no illegal sales were made.

The consumer advice team received a total of 3,416 complaints, referrals and notifications from the Citizens Advice Consumer Service during 2013-14. Once again, the most complained about categories of goods and services were second hand vehicles, with double glazing and central heating / Green Deal scams following in second and third place respectively.

Trading Standards supports the work of a number of regional initiatives to tackle issues such as illegal money lending and regional scams, through the Scambusters and illegal money lending units for Wales. Trading Standards works to prevent people from becoming victims of doorstep crime through advice, awareness and working with key partners such as South Wales Police to bring those responsible to justice.

The Licensing team dealt with 508 taxi driver applications during 2013-14 and processed applications for 440 taxi vehicles. With regard to alcohol licensing, 106 new personal licences were issued and there were 187 premises licence transactions, including 21 new premises. During the year 7 premises were subject to licence review. Under the Gambling Act 9 premises applications were processed, as were 161 lottery registrations or re-registrations. Finally, turning to the Land Charges Service, some 924 searches were carried out.

- 11 - Bridgend County Borough Council Trading Standards & Licensing Services Page 263 Page Service Achievements

During 2013-14, Trading Standards and Licensing enjoyed the following significant achievements

• The Consumer Advice and Education Team was successful in obtaining a total of £97,778 in redress for consumers that complained to the service by empowering them to enforce their rights against the suppliers of shoddy or falsely described goods and services. This is equivalent to more than £8000 a month and represents a 16% increase on the amount recovered for consumers in the previous year.

• After winning the local Young Consumers of the Year Competition in November, Brynteg Comprehensive School represented Bridgend County Borough in the all-Wales contest and go on to represent Wales at the national final of the competition in Harrogate in July 2014.

• A number of successful investigations were conducted across a broad range of legislation leading in some cases to prosecution.

• The collaboration project with Cardiff and the Vale of Glamorgan Councils has resulted in closer working with the other authorities and provided an excellent opportunity to learn from alternative service delivery models.

• Trading Standards staff were recognised at the South Wales Police Partnership awards in respect of both doorstep crime work and in relation to Operation Thallium (the initiative to combat the problem of straying and fly grazed horses).

• A highly successful Scams Awareness Month has fostered close working with adult safeguarding colleagues. This is enabling the most vulnerable in the community to be given the very best support in the fight against scams.

• Welsh Government funding was secured to set up a Cold Calling Control Zone being launched in the Nottage and Rest Bay areas of Porthcawl. By enabling the community to feel safer in their own homes we expect to see older residents living independently for longer.

• In order to increase resilience in the Dog Warden services provided, cross border officer authorisations were obtained between the authority and the Vale of Glamorgan Council.

• Continued close working with the Police has continued on Licensing matters and also in respect of the new Scrap Metal Dealers Act 2013 for which a new licensing regime has been set up.

• Delivery of driver awareness courses to all prospective taxi drivers.

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Looking Towards the Year Ahead

In planning our work programmes within diminishing budgets, consideration is given to the needs of residents and businesses in the context of the Authority’s wider strategic objectives. The following factors are particularly relevant at this time:

Community Assessment

Complaint analysis has shown that during the last year, second hand cars, Green Deal type scams and home improvements were the matters most complained about to Trading Standards. These sectors involve some of the largest areas of expenditure made by residents and our survey work, guidance and awareness-raising will reflect these concerns to assist consumers and bona fide businesses alike.

Emerging Issues

The service continually monitors new trends in the supply of goods and services to identify where best to target its resources and prevent residents and bona fide businesses falling victim to unsafe goods, mis-described products (including food) and the latest scams.

As an example, lifestyle changes and the ban on smoking in enclosed public places have driven the rapid expansion of the e-cigarette market. Unfortunately, this now substantial market is largely unregulated by existing legislation and the service will seek to identify the scale of the problems by means of a survey. Likewise, the availability and marketing of ‘legal highs’ (new psychoactive substances) will be monitored.

The Authority’s Policy on Alcohol Licensing will be consulted upon and renewed during the coming year. With the Health Board now having been made a Responsible Authority under the Licensing Act 2003, it is anticipated that the new Policy will have a much greater emphasis on the health implications around alcohol as well as those around crime and anti-social behaviour.

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The opportunity to respond to the Welsh Government Public Health consultation is welcomed, covering as it does a number of key areas for Public Protection, notably tobacco control, minimum pricing of alcohol, obesity and controls around the use of electronic cigarettes.

New Legislation

A number of pieces of new legislation are expected during the coming year, and through advice and guidance the service will seek to ensure a thorough understanding and compliance particularly in respect of:

• The new Consumer Rights Bill;

• The Food Information Regulations;

• Implementation of the tobacco display ban for small retail outlets;

• Proposed changes to taxi regulation; and

• New requirements in relation to the compulsory micro-chipping of dogs.

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Section 3: Linking Service Priorities to Strategic Objectives

Service Priorities

Each year the Council reviews what it is going to do in order to help support the themes of the single integrated partnership plan for Bridgend ‘Bridgend County Together’ , and improvement priorities contained in the Council’s Corporate Plan. Each Directorate then identifies what it needs to do in order to meet them. The table below details the relationship between the single integrated partnership plan, owned by the Local Service Board, the authority’s improvement priorities and Trading Standards and Licensing service priorities.

Integrated Plan Theme BCBC Improvement Priorities Service Priorities

Working together to tackle health issues and encourage Underage sales, tobacco control, nutrition, healthy healthy lifestyles options, advice and education on food standards. People in Bridgend County

are Healthier Working together to help vulnerable people to stay Doorstep crime, Cold Calling Control Zones, reducing independent the fear of crime, underage sales, community safety

Supporting reputable businesses while taking appropriate robust action against rogue traders

People in Bridgend County Working together to develop the local economy Policing the late night economy, supporting the Benefit from a Stronger and More Prosperous Economy Responsible Authority Forum Consumer advice and business education

People in Bridgend County Working together to raise ambitions and drive up Young Consumers of the Year, Crucial Crew, educational achievement Young Enterprise, Financial Capability are Engaged and

Empowered to Achieve Their Working with children and families to tackle problems Underage sales, nutrition, product safety, child car seat Full Potential early safety checks

- 15 - Bridgend County Borough Council Trading Standards & Licensing Services Page 267 Page Enforcement of environmental protection legislation on packaging, energy performance and road traffic law

Safe and vibrant town centre economies, including night time

Bridgend County is a Great Supporting and working with reputable businesses Working together to develop the local economy Place to Live, Work and Visit Advice and enforcement action to tackle underage drinking and smoking

Minimising the incidence of straying animals by ensuring the health and welfare of farm animals and encouraging responsible pet ownership

Effective performance management of all services. Positive external inspections

Pursue options for partnership / joint working

In-house training for staff Working together to make the best use of our resources Continue to work closely with the authority’s Customer Service Centre and Citizens Advice

To maintain strong working relationships with internal departments, external agencies and public

Explore beneficial opportunities for collaborative working

- 16 - Bridgend County Borough Council Trading Standards & Licensing Services Page 268 Page Section 4: Action Plan

This section demonstrates how the Directorate Priorities shown in Section 3 will be achieved by identifying the actions required. These actions will form the basis of the operational plan set out in Section 5.

Improvement Objective: Working Together to Tackle Health Issues and Encourage Healthy Lifestyles

What are the priorities to How are we going to deliver Achievement by Measure of success Responsibility achieve this objective? these priorities?

Minimise the harmful Underage sales enforcement March 2015 Completion of surveys and Carl Window surveys as planned during the follow up action effects of tobacco, year to tackle a range of products alcohol and other age restricted products in the Developing an awareness October 2014 Creation of campaign, and Helen Picton county borough campaign across the ABMU area follow up exercises to identify sources of counterfeit tobacco

Assist retailers in preparation for March 2015 Guidance to traders implementation of the tobacco provided display ban in small retail premises from April 2015 Chairmanship of the local Tobacco Ongoing Delivery of TCDG action Control Delivery Group by the plan the profile of the local Service Manager Trading tobacco control agenda Standards

Improve health and Rolling out of the Healthy Options March 2015 Increased take up across Jon Wood Scheme to raise standards and the various sectors of the wellbeing across the improve the choice available to local food trade county borough customers at catering outlets

across the county borough

- 17 - Bridgend County Borough Council Trading Standards & Licensing Services Page 269 Page Inspections of food premises to March 2015 Inspections completed, and Jon Wood ensure high standards are where it is necessary, maintained; surveys of food quality appropriate action taken and composition Surveys to investigate the safety February 2015 Completion of surveys and Helen Picton of various consumer goods follow up action

Improvement Objective: Working Together to Help Vulnerable People to Stay Independent

What are the priorities to How are we going to deliver Achievement by Measure of success Responsibility achieve this objective? these priorities?

Making residents feel Exploration of additional areas December 2014 Evidence base established Helen Picton / Ellis seeking Cold Calling Control Zone through engagement with Roberts safer in their own homes status to evidence need. residents

Seeking additional funding for the Additional funding identified launch of such Zones and secured Develop regional protocols to November 2014 Protocol reviewed, and Carl Window tackle incidents of doorstep crime updated. Staff training in alongside neighbouring authorities both organisations and South Wales Police awareness to ensure continued success. Participation in scams awareness May 2014 Successful campaign in Helen Picton / Ellis month which partners are Roberts engaged. Residents feel better able to spot and avoid scam mail, calls etc.

Talks to vulnerable Consumer advice and educational March 2015 Empowerment of Ellis Roberts input to youngsters in schools, individuals to know their groups and older persons in a variety of rights and the provision of settings financial capability

- 18 - Bridgend County Borough Council Trading Standards & Licensing Services Page 270 Page Improvement Objective: Working Together to develop the local economy

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Working with business to Guidance and advice to March 2015 Informed business users Helen Picton businesses through a number secure compliance and of media recognising good practice Licensed trade guidance and March 2015 Delivery of guidance and Helen Picton joint working successful joint working

Review and renewal of the January 2015 Successful consultation Yvonne Witchell Policy on Alcohol Licensing and publication of new Policy Roll out of Healthy Options December 2014 Successful launch of Jon Wood Scheme to raise standards scheme and participation and improve the choice across the trade sector available to customers at local

catering outlets

Inspection programme and Participation in a series of Throughout the Action as appropriate in Carl Window rogue trader days and events, year to March 2015 dealing with rogue trading formal action targeting rogue extension of Operation activity, better informed traders to ensure a safe fair Bentley work residents more able to and competitive market place avoid problems with the where legitimate businesses unscrupulous trade. can thrive Participation in scrap metal Throughout the Compliant scrap metal Helen Picton

campaigns with the Police year to March 2015 sector and consequent and other partner agencies protection of community assets Performance management of March 2015 Completion of inspection Lee Jones inspection and complaint programme / appropriate process enforcement action

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What are the priorities to How are we going to deliver Achievement by Measure of success Responsibility achieve this objective? these priorities?

Work towards the Responding to complaints February 2015 Completion of surveys Carl Window through underage test purchasing and follow up action prevention of the supply exercises (in conjunction with of alcohol (and other age South Wales Police) restricted goods) to Effective use of the licence review Ongoing, March 2015 Continue to make good Helen Picton minors process in partnership with other use of the licence review responsible authorities process as appropriate to the circumstances Utilise innovative approaches to December 2014 Completion of initiatives Helen Picton / Carl minimise the access youngsters Window have to alcohol, for example Poster and leaflet initiatives targeting the purchase campaigns in pilot areas of alcohol by adults on behalf of children (proxy sales)

Minimisation of the Road traffic checks to identify March 2015 Completion of Jon Wood instances of overloading and to enforcement work as environmental impact on deal with these by way of detailed in Section 5 the local road and bridge enforcement action as below infrastructure appropriate

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Improvement Objective: Working Together to Raise Ambitions and Drive Up Educational Achievement

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Provision of training Deliver training to all Year 6 May 2014 Delivery of training/ Ellis Roberts opportunities for children to children as part of the Crucial completion of initiative equip them with the life skills Crew initiative

to become knowledgeable consumers and confident Encouraging participation of November 2014 All secondary schools Ellis Roberts business people for the local youngsters in the Young engaged and entering future Consumer of the Year teams Competition Staging of the local final to find the winning team

Young Enterprise initiative March 2015 Delivery of training/ Ellis Roberts with schools consultancy

Financial Capability training March 2015 Delivery of training Ellis Roberts

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Improvement Objective: Working with Children and Families to Tackle Problems Early

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Minimising children’s access A minimum of four underage March 2015 Completion of surveys Carl Window to age restricted products sales enforcement as detailed in Section 5 that can harm their health surveys/projects planned for below, reporting and and wellbeing, for example throughout the year. follow up action alcohol, tobacco and knives

Raising awareness of the Supporting the Healthy March 2015 Successful roll out and Jon Wood importance of good nutrition Options Award Scheme take up of initiative in childhood

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Improvement Objective: Working Together to Make the Best Use of Our Resources

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Gaining continuous improvement Performance Management March 2015 Monthly reporting of Lee Jones and a consistently high level of of key performance performance service indicators

Time Monitoring of officer March 2015 Monthly reporting of Lee Jones activities performance

Issuing of consumer and March 2015 End of year report on Helen Picton business satisfaction results of surveys questionnaires, analysis of trends and action in relation to any areas of dissatisfaction

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Section 5: Operational Work Programme

This section demonstrates how the Action Plan outlined in Section 5 above will be delivered through the work of the Service.

Inspection Programme 2014-15

Premises Type : Food Target Premises Type : Animal Health Target

High risk food premises 15 High risk animal health and welfare 22

Medium risk food premises 288 Medium risk animal health & welfare 32

Premises Type : Non-Food Target Premises Type : Animal Feeds Target

High risk non - food premises 30 High risk animal feeding stuffs 0

Medium risk non- food premises 296 Medium risk animal feeding stuffs 6

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Food Standards Surveys

Surveys to establish the quality and composition of a range of foodstuffs supplied locally, including:

Foodstuff / Trade Planned actions Target / Outcome

Cheese products Analysis to identify substitute ingredients 5 samples

Takeaway meals Analysis for meat speciation and colourings 10 samples

Other meat products Sampling and analysis for meat speciation 20 samples

Various foodstuffs Declaration of allergens 20 samples

Minced beef Sampling and analysis to determine quality 5 samples

Licensed trade Analysis to check accuracy of descriptions 10 samples

Animal feeding stuffs Compliance with compositional standards 5 samples

School procurement Sampling for compliance with specification 10 samples

Road Traffic Enforcement

Area of concern Planned actions Target / Outcome

Overloaded vehicles Road Traffic weight checks in conjunction with 8 days of enforcement, removal of unsafe enforcement South Wales Police overloaded vehicles from local roads

- 25 - Bridgend County Borough Council Trading Standards & Licensing Services Page 277 Page Weights and Measures

Area of work Planned actions Target / Outcome

Medical weighers survey Survey to determine the accuracy of baby Survey report, inaccurate equipment removed weighers being used in GP Surgeries from use

Industrial weighing machines Survey of accuracy Survey report, inaccurate equipment brought back in use in the county borough into compliance

Petrol pumps in use in the Survey of accuracy of petrol pumps with regard Survey report, inaccurate equipment brought back

county borough to quantity delivered and price into compliance

Underage Sales

Area of work Planned actions Target / Outcome

Alcohol test purchasing at both Test purchase attempts using young volunteers 25 attempts to purchase off and on licensed premises

Tobacco test purchasing Test purchase attempts using young volunteers 10 attempts to purchase

Proxy sales initiative Guidance for the trade followed by observation / Greater understanding of legal requirements and enforcement as necessary improved compliance across the licensed trade

Development of innovative Development in conjunction with key partners Improved compliance across the licensed trade approaches to reduce youngsters’ access to alcohol

- 26 - Bridgend County Borough Council Trading Standards & Licensing Services Page 278 Page Product Safety

Area of work Planned actions Target / Outcome

Electronic cigarettes and Survey of electronic nicotine delivery products Better informed consumers in this fast moving similar devices and accessories for compliance with product market, traders in full compliance and unsafe safety requirements products removed from the market

‘Legal Highs’ survey Survey of the safety and labelling of products Working with partners including South Wales available locally. Police, to remove unsafe products from the market while raising awareness of the dangers with both consumers and the trade

Vehicle safety Survey to investigate compliance of part worn Better informed consumers, traders in full tyres supplied locally with product safety compliance with safety requirements and removal requirements of unsafe products from the market

Safety of fireworks stored at Inspection of premises registered or licensed by All registered / licensed premises will be inspected premises supplying them the authority for the storage of fireworks; and any necessary action taken to ensure that intelligence gathering on unknown premises storage is safe and all risks are minimised

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Fair Trading and Intellectual Property Crime

Area of concern Planned actions Target / Outcome

Illegal goods available via Test purchasing and examination of suspect Removal of goods from the marketplace, and internet traders goods appropriate action against perpetrators

Second hand car market Audit of premises supplying second hand cars Businesses fully aware of their obligations under locally consumer protection law, leading to greater compliance and earlier resolution of consumer complaints as they arise

Fair trading claims made on Checks on the accuracy, legality and Survey report to identify and deal with cases of traders’ websites transparency of claims being made to online non-compliance consumers, via traders’ websites.

Rogue traders Participation in a series of regular enforcement Better public awareness of rogue trading /

initiatives doorstep crime; action as appropriate

Illicit tobacco survey Checks to ensure authenticity of tobacco Survey report and action as appropriate available locally

Illicit tobacco awareness Campaign to raise awareness among our Launch of campaign and evaluation of campaign communities of the harms associated with effectiveness in increasing the information counterfeit tobacco and encourage the flow of received about illegal supplies locally intelligence

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Advice and Education

A broad programme including:

Area of concern Planned actions Target / Outcome

Supply of age restricted Education on the health effects delivered to all Better awareness and improved child safety products Year 6 pupils through the Crucial Crew initiative

Consumer knowledge among Young Consumers of the Year Competition Better informed, confident young consumers in the youngsters participating schools

Financial awareness of Talks to youngsters throughout the year Improved financial literacy of 16-18 year olds in youngsters the county borough

National Consumer Week Supporting national campaign through local Local awareness publicity and initiatives (November 2014)

‘Green Deal’ type scams Creation of guidance in response to continuing Informed residents, better able to avoid being concerns over scams run under the guise of the caught out by scams Government’s ‘Green Deal’ initiative

Scams Awareness Month Supporting national campaign on scams Publicity and awareness together with facility for targeting consumers and businesses throughout residents to submit scam mailings they have the county borough (May 2014) received

Scams involving the repeated Working with partner agencies to tackle the Visits and support provided to individuals and their targeting of individuals problem of repeat victimisation of individuals families to break the cycle of repeat victimisation identified as living in the county borough through the national Scams Hub initiative

Cold Calling / Doorstep Crime Evaluation of the effectiveness of the Porthcawl Empowerment of residents to say ‘No’ to cold

Cold Calling Control Zone and assessment of callers, helping them to feel safer in their own need for Zones to be created in two other areas homes

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Licensing and Land Charges

Area of concern Planned actions Target / Outcome

Alcohol licensing Checks in conjunction with South Wales Police Guidance and enforcement as necessary to to ensure compliance with licensed activity, with ensure trade compliance continued emphasis on the private club sector

Late night economy Checks in conjunction with South Wales Police Guidance and enforcement as necessary to to ensure compliance with late night licensing ensure trade compliance

Taxi Safety Safety checks carried out during the year as part Continued safety in use of the county borough’s

of the licence renewal process for both taxi hackney carriage and private hire fleets, and vehicles and drivers maintenance of driver standards

Street Trading compliance Routine checks through the year, particularly in Proper authorisation of street traders to ensure the run up to Christmas the protection of both consumers and the established trade

Underage access to gaming Survey to assess compliance Greater awareness of the requirements of the machines Gambling Act

Scrap metal dealers Enforcement checks with South Wales Police A properly licensed and compliant scrap metal following implementation of new Scrap Metal trade leading to better protection for community Dealers Act licensing regime assets

Land Charges Implementation of Law Society changes to the Consistently high level of service to clients conveyancing process from October 2014 maintained throughout the transition through effective coordination of the local authority departments involved

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Section 6: Performance Indicators

The following are the key indicators for evaluating performance of the Trading Standards and Licensing Service.

2010/11 2011/12 2012/13 2013/14 2013/14 Service PI Ref Indicator Indicator Description Performance Performance Performance Target Performance No Type The percentage of high risk businesses that were liable to a programmed inspection or (i) 100% (i) 91% (i) 100% (i) 100% (i) 98% alternative inspection activity Trading that were inspected/subject to (ii) 100% (ii) 100% (ii) 100 % (ii) 100 % (ii) 100% PPN-001 Statutory alternative enforcement activity, Standards for: (iii) 100% (iii) 100% (iii) 100 % (iii) 100 % (iii) 100% (i) Trading Standards (ii) Food Hygiene (iv) 100% (iv) 100% (iv) 100% (iv) 100% (iv) 100% (iii) Animal Health (iv) Health and Safety The percentage of new businesses identified during the year which (i)83% (i) 81% i)84% (i)80% (i)74% a) were subject to an (ii)98% (ii)96% (ii)80% (ii)88% Trading inspection; and (ii) 100% PPN-008 Core b) submitted a self-assessment Standards questionnaire, for: (iii)100% (iii) 100% (iii)100% (iii)80% (iii)100% (i) Trading Standards (ii) Food Hygiene (iv)90% (iv) 92% (iv)83% (iv)80% (iv)-- (iii) Animal Health (iv) Health and Safety - 31 - Bridgend County Borough Council Trading Standards & Licensing Services Page 283 Page

2010/11 2011/12 2012/13 2013/14 2013/14 Service PI Ref Indicator Indicator Description Performance Performance Performance Target Performance No Type The percentage of significant breaches that were rectified Trading during the year by intervention (a) 100% (a) 98% (a) 100% (a) 100% (a) 100% PPN-007 Core Standards for: (b) 100% (b) 100% (b) 100% (b) 100% (b) 100% a) Trading Standards b) Animal Health Percentage of dog service Dog requests that were responded to PPLPI-02 Local PI 99.9% 99.4% 97% 95% 99.8% Warden within the Department’s service standard The percentage of taxi driver Licensing LIC 1 Local PI renewal applications issued 99% 98% 98% 90% 100% within 5 working days of receipt To return land charges standard Land LCH-1 Local PI searches within 15 working days 100% 78% 91% 90% 50% Charges

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Housing and Pollution Control

Service Delivery Plan

2014-15

Safeguarding the health, safety, social and economic wellbeing of those living, visiting or working in the Bridgend County Borough

APPENDIX C Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 286 Page Introduction

This Service Delivery Plan provides the link between the work of the Environmental Health Service’s Housing and Pollution Control Team and Bridgend County Borough Council’s corporate improvement objectives as stated in the Bridgend County Borough Council Corporate Plan 2013 - 2017.

It aims to:

• Show how the service contributes to the Corporate Objectives.

• Provide an overview of the Service’s performance during the past year and summarise the challenges it faces in the year ahead.

• Identify priorities for service delivery.

• Provide an agreed context for the preparation and implementation of operational plans and staff appraisals.

Philip Stanton, Service Manager Environmental Health

May 2014

- 1 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 287 Page Contents

Introduction

Section 1: Service Overview 3

Section 2: Service Assessment 9

Section 3: Linking Service Priorities to Corporate Objectives 18

Section 4: Action Plan 22

Section 5: Operational Work Programme 31

Section 6: Performance Indicators 35

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Section 1: Service Overview

Overall Aim & Services Provided

Public Protection comprises Environmental Health, Trading Standards and Licensing. Our overall aim is to provide demonstrably high quality professional services within an environment of support, respect and performance management.

Public Protection’s aims and objectives are to:

Public Protection’s Housing and Pollution Control, in striving to achieve these aims, has the responsibility for:

• Responding to requests for service in relation to housing and pollution control matters; • Carrying out risk based inspections of commercial and domestic premises to ensure compliance with current legislation; • Sampling, monitoring and surveying the environment in the County Borough; • Providing advice and education for both the commercial and the public sector as well as the public; • Working with joint regulators and partners to improve housing and the environment; and • Staff development and training.

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Service Priorities

Area Role of the Housing and Pollution Control Service

Provision of regulatory control over noise and vibration from commercial and domestic sources

Noise and Vibration that amounts to a statutory nuisance under the Environmental Protection Act 1990 and unreasonable noise from construction works under the Control of Pollution Act 1974. Provision of regulatory control over statutory nuisances arising from premises, smoke, fumes, Statutory Nuisance dust, odour, animals and artificial light under the Environmental Protection Act 1990. Provision of regulatory control in connection with hazards in houses under the Housing Act Hazardous Conditions in Houses 2004. The Housing Health and Safety Rating System (HHSRS) provides a method of grading the severity of threats to health and safety in any dwelling. Under the Local Air Quality Management regime (LAQM), the local authority has a duty to Atmospheric Pollution review air quality in its area. The team monitors air quality throughout the year and reports on it annually. Activities Permitted Under the Provision of regulatory control for industrial activities via the issuing of permits containing Environmental Permitting conditions detailing the way the activity must be carried out so as to minimise emissions to the (England and Wales) Regulations environment. 2010 (EP Regulations) Provision of regulatory control for houses in multiple occupation. The Housing Act 2004 Houses in Multiple Occupation introduced licensing of HMOs and local authorities are required to license higher risk HMOs (HMOs) which comprise three stories and above and are occupied by at least five persons. Provision of regulatory control in relation to land contamination under Part IIA of the Contaminated Land Environmental Protection Act 1995. Waste Regulation Provision of regulatory control over fly tipping on land. Acting as one of the ‘Responsible Authorities’ as defined in the Licensing Act 2003, co- Licensing ordinating the Public Protection representations following consultation. Responding to consultation from planning in connection with applications made under the Planning Consultation Planning Acts. Potable Water Quality Provision of regulatory control over private drinking water supplies. Electromagnetic Fields and Provision of information and advice in connection with electromagnetic fields, radiation and

- 4 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 290 Page Radiation radon. Provision of a free domestic pest control service for verminous public health pests i.e. rats, Pest Control mice, cockroaches and bed bugs and a rechargeable service for other nuisance pests i.e. wasps and fleas. Provision of regulatory control over caravan sites under the Caravan Sites and Control of Control of Caravan and Camping Development Act 1960 including the management of unauthorised traveller sites in conjunction Sites with South Wales Police and other Bridgend County Borough Council services. Illegal Eviction and Harassment of Provision of regulatory control in relation to landlords and tenants. Tenants Securing Empty Property Ensuring that the hazards presented by empty properties that are not secured against entry are made safe. Gen eral Public Health Provision of regulatory control in relation to filthy and verminous premises.

The Housing and Pollution Control Service is part of Legal and Regulatory Service’s Public Protection Department. Its management structure is shown below. Working alongside Food Safety, Health and Safety, Trading Standards and Licensing colleagues, the Service Team covers a wide range of environmental health duties with individual officers specialising in either housing enforcement or pollution control.

The Team operates from the Civic Offices, Angel Street, Bridgend and is available during normal office hours, 08.30 – 17.00 from Monday to Friday, but officers do work evenings and weekends when the need arises. In addition, an out of hours emergency service for Public Protection is administered by the Housing and Pollution Control team involving the Council’s emergency 24 hour contact number (643643).

The vast majority of the service comprises statutory functions and is provided by Environmental Health Officers, Environmental Protection Officers and Technical Officers. It covers a wide variety of environmental and health protection duties, often as a direct result of requests for service from members of the public. The exception to this is the pest control service which is provided via an external contract with Mitie Pest Control Services and administered by the team. A significant proportion of the work carried out is proactive involving inspections of domestic and industrial premises, sampling and monitoring the air quality to determine compliance with the national air quality objectives. In addition, the team responds to consultations on planning applications, local land searches and acts as a statutory consultee for licensing applications, thereby preventing or minimising many potential environmental impacts before they can occur.

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Enforcement Policy

Bridgend County Borough Council signed up to the Enforcement Concordat which in turn has been superseded by the Statutory Regulator’s Code issued under section 22(1) of the Legislative and Regulatory Reform Act 2006. The principles contained in the Code of Practice for the Crown Prosecution Service have been adopted to produce the Public Protection Compliance and Enforcement Policy. The policy will be subject to consultation with the public, business and Members before being formally adopted by the Council. The purpose of the policy is to secure efficient compliance with legislation whilst minimising the burden to the Council, individuals and businesses.

The Housing and Pollution Control Team has developed enforcement policies specifically for the following:

• Enforcement of Housing Conditions which has regard to the Housing Act 2004 and the Housing Health and Safety Rating System;

• A Private Rented Housing Policy for the Licensing of Houses in Multiple Occupation; and

• Local Authority Pollution Prevention & Control (LAPPC) and Local Authority Integrated Pollution Prevention & Control (LA-IPPC).

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Structure of the Housing and Pollution Control Service within the Public Protection Group

Andrew Jolly Assistant Chief Executive Legal and Regulatory Services

PUBLIC PROTECTION GROUP MANAGER Lee Jones

SERVICE MANAGER SERVICE MANAGER ENVIRONMENTAL HEALTH TRADING STANDARDS Philip Stanton Helen Picton

PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER PRINCIPAL OFFICER LICENSING AND HOUSING AND POLLUTION FOOD SAFETY/ SPECIAL INVESTIGATIONS, HA, INSPECTIONS, ANIMAL REGISTRATION CONTROL HEALTH & SAFETY FAIR TRADING, A & E HEALTH, DOG WARDEN OFFICER Helen Pembridge Jane Peatey Mike Thomas Jon Wood Yvonne Witchell

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Housing and Pollution Control Structure Group Manager Public Protection Lee Jones

Service Manager Environmental Service Manager Trading Health Standards Philip Stanton Helen Picton

Principal EHO Principal EHO Housing and Pollution Control Food Safety and Helen Pembridge Health and Safety Jane Peatey

Senior EHO Vacant Helen Williams

EHO EHO EHO EHO EHO Nathan Wallace Emma Aston Matthew Jones Mike Bright Lindsay Carter

TO TO TO Ceri Davies Rhian Williams Stuart Hever

Team Clerk Kirsty Emery

- 8 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 294 Page Section 2: Service Assessment

The Service Context

Reactive Work

The figures for 2013/14 are given in the table below.

Service Request Category Number Noise and Vibration 1257 Atmospheric Pollution 129 Waste Regulation 204 Contaminated Land 54 Asbestos 15 Potable Water Quality 9 Public Entertainment Licensing Consultations 199 Polluted Seawater/Watercourses 15 Light Nuisance 9 Electromagnetic Fields and Radiation 1 Hazardous Conditions in Houses 580 Domestic Statutory Nuisances 219 Pest Control Investigations and Enquiries, Refuse at Premises and Overgrown Land 745

- 9 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 295 Page Houses in Multiple Occupation (HMO's) 60 Rodents/Pests (Site visits carried out by Mitie Pest Control) 3628 Control of Caravan and Camping Sites 27 Illegal Eviction and Harassment of Tenants 19 Exhumations 3 Local Land Charge Enquiries 1488 Securing Empty Property 50 Ruinous and Dilapidated Buildings 32 Local Authority Funerals 3 Filthy and Verminous Premises 28 Planning Consultations 276 Detailed Planning Consultations 45 Miscellaneous 309 TOTAL 94 04

For nearly all of the categories of service request there is a statutory requirement for the local authority to respond and take appropriate action. Although there may be some fluctuation of numbers within categories, the overall numbers have generally increased over the last five years.

Proactive Work

Private Sector Housing

Proactive housing work has to be accommodated around reactive service requests and centres around HMO licensing, empty homes and Bond Board activity. In 2013/14 640 requests for service were received in relation to private sector housing issues; of these were 67 requests in connection with the Bond Board Scheme which increases the supply of rented accommodation available in the private sector. We expect to receive a similar demand for requests for service in 2014/15. Many of the private sector housing service requests are dealt with using the Housing Health and Safety Rating System (HHSRS). The HHSRS provides a method of grading severity of threats to health and safety in any dwelling. The Authority has a statutory duty to act in relation to a Category 1 hazard and a discretionary power in relation to a Category 2 hazard. Officers have a range of enforcement powers, which include Improvement Notices and Prohibition Orders. 580 service requests relating to HHSRS were received in 2013/2014 and we anticipate a similar number this coming year.

- 10 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 296 Page Pest Control

This is an essential and fundamental public health service. It is currently provided by Mitie Pest Control Services who act as the specialist contractors for Public Protection. Regular customer surveys throughout the contract period have confirmed that it is a greatly valued and highly regarded service. Ongoing monitoring has shown that, despite the high demand for the service from members of the public; response times are always well within the strict targets set and are amongst the very best in England and Wales. In addition, it is among a dwindling number of free public health pest control services delivered in Wales. 3628 service requests were dealt with last year and we anticipate a similar demand for the service this year. The contract is monitored closely with regular management meetings between the section and the contractor. In early 2013 Mitie Pest Control retained the contract and the services offered to all residents under the new contract will be further enhanced and responsive to residents’ needs. The contract covers the following pest control service areas:

• Rats, Mice, Cockroaches and Bed Bugs (free service);

• Bees, wasps and fleas (charged service); and

• Insect identification and advice service in relation to other pests such as stored product insects (free service).

Houses in Multiple Occupation (HMOs)

The Housing Act 2004 introduced licensing of HMOs in June 2006. Local Authorities are required to license larger higher risk HMOs, which comprise those of three storeys and above and are occupied by at least five persons. In 2013/14, 4 HMOs were issued with licences following the expiry of their initial 5 year licence. There are currently 22 licenced HMOs with 1 further property, which has been identified as requiring a licence, which will be issued in 2014/15 and 3 properties which require licensing following the expiry of their initial 5 year licence. The Section has a statutory duty to ensure that HMOs are free from Category 1 Hazards within five years of the licence being issued. An ongoing inspection programme will continue in 2014/15, which will encompass this duty and will also ensure that the Licensed HMOs meet the relevant management standards and licence conditions.

- 11 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 297 Page Caravan Sites

Under the provisions of the Caravan Sites and Control of Development Act 1960, the Team is responsible for issuing licences for both residential and holiday caravan sites and for enforcing standards at these sites. There are currently 11 licensed caravan sites in the County Borough. New legislation will come into force in October 2014 which will introduce a new licensing regime in relation to Residential Caravan sites. We currently have two sites in the County Borough that would be affected by this legislation. Regulations are currently being drafted with regard to charges that may be made in relation to the issue of a licence.

Activities Permitted under the Environmental Permitting (England and Wales) Regulations 2010 (EP Regulations )

Under the above legislation, Local Authorities are tasked with regulating certain categories of industrial activities, which are prescribed for regulatory control under Part 2 of Schedule I of the Environmental Permitting Regulations. In particular, by preventing or minimising the release of polluting substances to air (for LAPPC regulated installations) and to air, land and water (for LA-IPPC regulated installations). Regulation is carried out by the issue of permits containing conditions detailing the way the activity must be carried out so as to minimise emissions to the environment.

As of 1 April 2014, there are 42 permitted installations carrying out the prescribed activities. All of these premises require inspections by officers to check for compliance with permit conditions and current legislation. The frequency of inspection is determined by the risk rating category assigned to each installation which determines the relative level of risk associated with activities or processes regulated under LA-IPPC and LAPPC, by scoring them against a number of different components. The components are based upon the potential environmental impacts of the process according to its type, location and level of upgrading needed to meet regulatory requirements, together with an appraisal of the operator’s performance as to how the operator manages the potential environmental impacts of the process.

Local Air Quality Management (LAQM)

Under the Local Air Quality Management process, the Authority has a responsibility to fulfil the requirements of Part IV of the Environment Act 1995, the Air Quality Strategy for England, Scotland, Wales and Northern Ireland 2007 and the relevant Policy and Technical Guidance documents. The LAQM process places an obligation on all local authorities to regularly review and assess air quality in their areas, to determine whether or not the air quality objectives are likely to be achieved and to make annual reports to the Welsh Government.

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A Progress Report will be submitted to Welsh Government by June 2014 detailing the current air quality situation throughout the County Borough and commenting on progress made over the past year since the last Progress Report which was completed in 2013. Monitoring for Nitrogen Dioxide will be carried out in four areas, namely A48 Ewenny Cross Bridgend, Maesteg town centre, the western end of the Bridgend Cross Valley link road and Cowbridge Road Bridgend. Monitoring for Sulphur Dioxide and Nitrogen Dioxide will continue at the Rockwool site in Wern Tarw, Pencoed. The Department’s mobile air quality station will be situated at Ewenny Cross Bridgend to obtain further data to add to that obtained over the past three years

Land Contamination

The contaminated land regime provides statutory powers for the Council under Part IIA of the Environmental Protection Act 1990, to secure the remediation of contaminated land. The Council’s Contaminated Land Inspection Strategy, was published and adopted by Council in August 2002. Since then a database has been constructed using the corporate Geographical Information System (GIS) to show all sites on which either current or historical activities may have given rise to land contamination. This has enabled the Public Protection to provide detailed information to third parties involved in planning applications and property sales with regard to potential land contamination.

In addition to the proactive inspection of the County Borough, the section is consulted on all planning applications with regard to contamination from previous land use and appropriate conditions are recommended. All subsequent ground investigation reports and remediation proposals are assessed and the Planning Services Department advised accordingly.

Licensing

The Licensing Act 2003 provides a regime for the licensing of a variety of activities, including places where alcohol is sold and regulated entertainment is provided. It sets out four equal licensing objectives, which are promoted by licensing authorities, in conjunction with other “Responsible Authorities”, as defined by the Act and the holders of licences.

The Public Protection Department is deemed to be one of the ‘Responsible Authorities’ under the Licensing Act 2003 and, as such, is required to assess applications and provide representations regarding issues of public safety, protecting children from harm and the prevention of public nuisance.

The Housing and Pollution Control team co-ordinates the representations made by the Department as a whole, and provides a response to the Licensing Authority for new premises licences and for variations of existing premises licences. The section also

- 13 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 299 Page participates in the monthly Responsible Authority meetings to ensure efficient and effective co-operation between agencies when dealing with problem premises.

There are approximately 550 licensed premises throughout the County Borough. Based on previous years’ figures, it is anticipated that the section will be consulted on approximately 250 applications during 2014/2015.

Empty Homes

The last comprehensive local empty homes survey carried out in 2006 indicated that the number of long-term problematical empty properties had declined throughout the Borough. However, there is evidence to suggest that numbers have risen since that time with Caerau, Pontycymmer, Maesteg West and Nantymoel being the wards most affected by the problem. The number of empty homes is unlikely to fall significantly until economic conditions change for the better

The Team supports the use of an Enforced Sale Procedure, in conjunction with other measures, as an integral part of an empty homes policy and continues to work to this goal in conjunction with other partners. The long term empty domestic properties that fulfil strict criteria are targeted and it is anticipated that, working closely with colleagues in Legal Services and Property Services, we will be able to dispose of the highest priority property by auction thereby bringing much needed accommodation back into use, reducing homelessness, and helping to remove housing blight from vulnerable areas. Robust housing enforcement measures are used where appropriate.

The team works closely with the Housing Solutions Department to try to bring as many homes back into use as possible, and we continue to have an input into the Houses into home scheme by ensuring that upon completion the properties are free from category 1 hazards.

Planning Consultation

As part of the preventative and precautionary approach to pollution control, the section liaises closely with the Council’s Planning Department to provide consultation responses to planning applications likely to have an impact on the environment and to provide technical advice and interpret technical documents on noise, air quality, land contamination and other environmental issues. The section also comments in relation to properties which are being converted into HMOs providing detailed technical advice in relation to fire safety. This is an important area of work as the decisions made by the Council's Planning and Development Committee may prevent the need for statutory action or intervention at a later date.

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Based on last year's figures, it is anticipated that the section will deal with between 300 and 350 planning applications from 1 April 2014 to 31 March 2015.

Radon, Radiation and Electromagnetic Fields

Although public concern with regard to radiation and electromagnetic fields has diminished over the last couple of years, particularly with reference to mobile telephone base stations, the team still field enquiries and give advice in relation to these matters. On past details, it is expected that there will be around half a dozen service requests in relation to this subject.

Conveyance Searches Consultation

Public Protection is consulted on all Con 29 searches in relation to property and is able to provide historic information relation to Public protection’s involvement with property, for example, the service of notices of information relating to land contamination. Based on last year’s figures, it is expected that the team will deal with over 1100 searches during the year 2013/14.

Service Achievements

All service requests received by the Section are dealt with within target times. Comprehensive customer satisfaction surveys confirm high satisfaction levels; these high levels of customer satisfaction have been maintained for many years. In collaboration with the Bridgend Bond Board, the Section inspected approximately 67 properties to ensure that the accommodation which is utilised by vulnerable people, who would otherwise be homeless, is up to the legal minimum standards and safe for habitation.

- 15 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 301 Page Risks and Challenges

The following have been identified as possible impacts on service delivery during the lifetime of this Service Delivery Plan:

Level of Risk Risk Mitigating Actions Owner

M Legislation changes/deregulation in Participation in various national and regional Lee Jones, Philip the light of the UK government panels and specialist groups will assist in any Stanton administration could have a variety response to changes. Where necessary, reports of impacts. for member approval will be produced.

M Staff training/retention, continues to Continuous review of staff training and needs Philip Stanton be a potential issue with changes to through staff appraisal system and business the training requirements for EHOs planning. Where circumstances demand, further and technical officers and having training on changes in legislation and the ability to support officers responsibilities. Wherever possible low cost through their training. training provided by CIEH, WLGA or technical panels will be utilised, or otherwise training providers ‘bought in’ in conjunction with neighbouring authorities to minimise costs.

M EU Services Directive impact on the Corporate involvement and preparation of Lee Jones, Philip authority and its ability to offer required changes to working practices. Stanton licences and permits on-line, still ongoing.

H Funding for full staff structure Ensure clarity of impact on budget cuts, seek Lee Jones, Philip (operational and strategic risk). savings through efficiencies across department Stanton and continue to develop joint working.

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Level of Risk Risk Mitigating Actions Owner

H There is one potential land Ensure that the relevant expertise is maintained Lee Jones, Philip contamination site which, if within the team and adequate staff resources are Stanton circumstances change, could fall to available to administer the case. The potential the service to regulate and have financial implications would demand Corporate significant cost implications for the involvement in the decision making process. Authority.

Challenges

Diminishing resources is an ever increasing problem. For the coming year this Plan reflects the anticipated workload and service delivery will, by and large, be on a par with last year. However, added to this is the collaboration project with Cardiff City and The Vale of Glamorgan councils. The collaboration project will provide the opportunity to improve services and resilience whilst achieving financial efficiencies. The decision on how this progresses is yet to be made and detailed implementation has still to be finalised. Putting this into practice will be a challenge but, nonetheless, the focus will be on provided an uninterrupted service.

- 17 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 303 Page Section 3: Linking Service Priorities to Corporate Objectives

Service Priorities

Each year the Council reviews what it is going to do in order to help support the Improvement Priorities for 2013-2017. Each Directorate then identifies what it needs to do in order to meet the Council's objectives. The table below details the relationship between Bridgend County Borough Council’s Key Outcomes, Bridgend County Borough Council’s Improvement Objectives and the Housing and Pollution Control Service’s priorities.

BCBC Key Outcome BCBC Improvement Objectives Service Priorities

People in Bridgend County Working together to tackle health issues Provision of regulatory control in connection with hazards in Borough are Healthier and encourage healthy lifestyles. houses under the Housing Act 2004. The Housing Health and Safety Rating System (HHSRS) provides a method of grading the severity of threats to health and safety in any dwelling.

Provision of regulatory control over noise and vibration from commercial and domestic sources that amounts to a statutory nuisance under the Environmental Protection Act 1990 and the Control of Pollution Act 1974.

Provision of regulatory control over statutory nuisances arising from premises, smoke, fumes, dust, odour, animals and artificial light under the Environmental Protection Act 1990.

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BCBC Key Outcome BCBC Improvement Objectives Service Priorities

Under the Local Air Quality Management regime (LAQM), the local authority has a duty to review air quality in its area. The team monitors and reports on air quality annually.

Provision of a free pest control service for public health pests i.e. rats, mice, cockroaches and bed bugs and a rechargeable service for other pests i.e. bees, wasps and fleas.

Provision of regulatory control over private drinking water supplies.

Provision of regulatory control over caravan sites under the Caravan Sites and Control of Development Act 1960.

Provision of information and advice in connection with electromagnetic fields, radiation and radon.

Ensuring that the hazards presented by empty properties that are not secured against entry are made safe.

- 19 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 305 Page Bridge nd County Borough Working together to tackle health issues Provision of regulatory control for industrial activities via the Council is a Great Place to and encourage healthy lifestyles. issuing of permits containing conditions detailing the way Live, Work and Visit the activity must be carried out so as to minimise emissions to the environment.

Provision of regulatory control in relation to land contamination under Part IIA of the Environmental Protection Act 1995.

Provision of regulatory control under Public Health Acts, Environmental Protection Act, Prevention of Damage by Pests Act and Local Government (Misc Provisions) Acts to minimise and control nuisance and public health problems.

People in Bridgend County Working together to help vulnerable people Provision of regulatory control for houses in multiple Borough are Engaged and stay independent. occupation. The Housing Act 2004 introduced licensing of Empowered to Achieve Their HMOs and local authorities are required to license higher Own Potential risk HMOs which comprise three stories and above and are occupied by at least five persons.

Provision of regulatory control in relation to landlords and tenants.

Work jointly with Bridgend Bond Board to ensure property utilised by vulnerable people, who would otherwise be homeless, is suitable and safe for habitation.

The provision of a free service dealing with public health pests such as rats and mice ensures that all are protected against the risks presented by rodents when they are found where people live.

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BCBC Key Outcome BCBC Improvement Priorities Service Priorities

People in Bridgend County Working together to develop the local Acting as one of the ‘Responsible Authorities’ as defined in Borough Benefit From a economy. the Licensing Act 2003, co-ordinating the Public Protection Stronger and More representations following consultation. Prosperous Economy Responding to consultation from planning in connection with applications made under the Planning Acts.

Corporate Governance Working together to make the best use of Effective performance management of all services. Positive our resources. external inspections.

To ensure that the Authority's moral and Exploration of options for joint working. statutory duties are met in respect of equalities and human rights legislation. In-house training for staff.

Continue to work closely with the Authority’s Customer Service Centre and Consumer Direct.

To maintain strong working relationships with internal departments, external agencies and public.

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Section 4: Action Plan

This section demonstrates how the Service Priorities shown in Section 3 will be achieved by identifying actions required. These actions will form the basis of the operational plan set out in Section 6.

Improvement `Priority: Working Together to Tackle Health Issues and Encourage Healthy Lifestyles. To build safe and inclusive communities, to develop sustainable housing solutions for those who are homeless or in need of affordable housing and to improve private sector housing conditions. To improve physical and emotional wellbeing by promoting active lifestyles, participation and learning.

What are the priorities to How are we going to deliver Achievement Measure of success Responsibility achieve this objective? these priorities? by

Provision of regulatory control All service requests relating to Ongoing Performance Philip Stanton over noise and vibration from statutory noise nuisance and indicators for commercial and domestic construction noise will be response time taken sources that amounts to a investigated according to team to commence statutory nuisance under the procedure and appropriate action investigation of Environmental Protection Act taken to secure the abatement of service request and 1990 and complaints of the noise or vibration if it amounts customer case construction noise under the to a statutory nuisance. surveys. All service Control of Pollution Act 1974. requests have a response time indicator. Depending on the nature of the problem, service requests will receive a response within 1,3 or 5 days of receipt.

- 22 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 308 Page Provision of regulatory control All service requests relating to Performance over statutory nuisances statutory nuisances will be indicators for arising from premises, smoke, investigated according to team Ongoing response time taken Philip Stanton fumes, dust, odour, animals, procedure and appropriate action to commence and artificial light under the taken to secure the abatement of investigation of Environmental Protection Act the noise or vibration if it amounts service request and 1990. to a statutory nuisance. customer case surveys.

Provision of regulatory control All service requests relating to the Performance in connection with hazards in condition of dwellings will be indicators for houses under the Housing Act investigated within the time response time taken 2004. The Housing Health prescribed in team procedure. Ongoing to commence Philip Stanton and Safety Rating System Any hazards found will be investigation of (HHSRS) provides a method subjected to assessment using service request and of grading the severity of the HHSRS and appropriate customer case threats to health and safety in action taken. surveys. any dwelling.

Provision of a free domestic Providing supervision of the pest Performance pest control service for control contract awarded to Mitie indicator for the verminous pests i.e. rats, Pest Control Services. response to each mice, cockroaches and bed Ongoing service request and Philip Stanton bugs and a rechargeable annual customer care service for other pests i.e. surveys. bees, wasps and fleas.

Provision of regulatory control All service requests relating to Performance over private drinking water private water supplies will be indicator for the supplies. investigated in line with team response to each procedure. Samples of private Ongoing service request. The Philip Stanton water supplies must be administration of the undertaken at the frequency scheme is monitored

- 23 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 309 Page determined by the Private Water by the Drinking Water Supplies(Wales) Regulations Ongoing Inspectorate and Philip Stanton 2010 annual returns detail target achievement.

Provision of regulatory control All service requests relating to Performance over caravan sites under the caravan sites will be investigated Ongoing indicator for the Philip Stanton Caravan Sites and Control of in line with team procedure response to each Development Act 1960. service request.

Provision of information and Service requests will be actioned Completion of advice in connection with within the performance indicator Ongoing inspections. Philip Stanton electromagnetic fields, time. radiation and radon.

Ensuring that the hazards Service requests will result in a Performance presented by empty properties response as prescribed in the Ongoing indicator for the Philip Stanton that are not secured against team procedure and appropriate response to each entry are made safe. action taken to secure the service request. premises.

Under the Local Air Quality Air quality is monitored for a The Local Air Compliance with the Philip Stanton Management regime (LAQM), number of pollutants at various Quality National Air Quality the local authority has a duty locations around the County Management objectives or the to review air quality in its area. Borough. Locations have been Report will be declaration of an Air The team monitors and chosen on the basis of over ten completed by Quality Management reports on air quality annually. years review and assessment of end of June Area to secure air quality. 2014. compliance.

Provision of regulatory control By granting, amending and All full fee The administration of Philip Stanton for industrial activities via the checking compliance with permitted the scheme is issuing of permits containing permits. Compliance is checked activities will monitored by central

- 24 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 310 Page conditions detailing the way by way of inspection the be inspected government and the activity must be carried out frequency of which is determined at least once annual returns detail so as to minimise emissions to by risk assessment. during the target achievement. the environment. year, once every two years for mobile crushers and vehicle refinishers and once every three years for reduced fee activities.

Provision of regulatory control All service requests relating to The revised Compliance with the Philip Stanton in relation to land land contamination will be contaminated service initial contamination under Part IIA responded to within the team PI. land strategy response target. of the Environmental The revised contaminated land will be Protection Act 1995. strategy will be completed when completed the revised guidance from Welsh when the government becomes available revised guidance from Welsh government becomes available.

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Improvement Priority: Working together to Help Vulnerable People Stay Independent. To support our disadvantaged communities by promoting economic growth and sustainability and to support vulnerable adults to live independently in communities, promoting choice, empowerment, dignity and respect.

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Provision of regulatory control All service requests relating All licensable HMOs Compliance with the Philip Stanton for houses in multiple to HMOs will be responded will be inspected service initial occupation. The Housing Act to within the team PI. within 5 years of response target and 2004 introduced licensing of first obtaining their HMO policy HMOs and local authorities are licence. monitored at monthly required to license higher risk section meeting. HMOs which comprise three stories and above and are occupied by at least five persons.

Provision of regulatory control All service requests relating Ongoing Compliance with the Philip Stanton in relation to landlords and to landlords and tenants initial response tenants. will be responded to within target. the team PI.

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Improvement Priority: Working Together to Develop the Local Economy. To promote economic growth and environmental sustainability.

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Acting as one of the All service requests relating Ongoing Compliance with the Philip Stanton ‘Responsible Authorities’ as to licensing matters will be initial response defined in the Licensing Act responded to within the target. 2003, co-ordinating the Public team PI. Protection representations following consultation.

Responding to consultation All service requests relating Ongoing Compliance with the Philip Stanton from planning in connection to licensing matters will be initial response with applications made under responded to within the target. the Planning Acts. team PI.

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Improvement Priority : Working Together to Make the Best Use of Our Resources. To improve the way we work to ensure effective and efficient use of our financial, technological, physical and human assets and to ensure that the Authority’s moral and statutory duties are met in respect of equalities and human rights legislation.

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this objective? deliver these priorities?

Effective performance Performance Management Ongoing Monthly performance Philip Stanton management of all services. of key performance reports to LARS Positive external inspections. indicators. Management Team.

Exploration of options for joint Consultation with other Ongoing Progress will be reported Philip Stanton working. local authorities on an to LARS Management individual and group basis. Team.

In-house training for staff. Staff appraisals identify 30 June 2014 Training achievements Philip Stanton individual and group are reviewed on a six training needs. Training is monthly basis as part of provided on a priority basis the staff appraisal subject to funding. process.

Continue to work closely with Regular liaison meetings Ongoing Customer care surveys Philip Stanton the authority’s Customer between the Service and officer feedback. Service Centre. Manager and CCS team.

To maintain strong working Ongoing Membership of local and Philip Stanton relationships with internal regional working groups departments, external agencies will be maintained where and the public. they provide a benefit to the service. Customer

- 28 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 314 Page care surveys ensure an ongoing assessment of performance as gauged by the public.

- 29 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 315 Page

Improvement Priority. Working together to Make the Best Use of Our Resources. To further improve the Council’s performance.

What are the priorities to How are we going to Achievement by How do we know we Responsibility achieve this objective? deliver these priorities? are successful

Gaining continuous Performance Management Achieved Monthly reporting of Lee Jones improvement and a of key performance performance. consistently high level of indicators. service. Time Monitoring of officer Achieved Monthly reporting of Lee Jones activities. performance. Achieved Issuing of consumer End of year report on Helen Pembridge satisfaction questionnaires results of surveys. on an annual basis, analysis of trends and action in relation to any areas of dissatisfaction.

Regular meetings with Helen Pembridge Senior Managers and Operational Managers of Contractors delivering pest control and sewer baiting services

- 30 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 316 Page

Section 5: Operational Work Programme

This section demonstrates how the Action Plan outlined in Section 5 above will be delivered through the work of the Service.

Housing and Pollution Control Inspection Programme 2014/15

Premises Type : Permitted Target Premises Type : Houses in Target Activities Multiple Occupation

33 due for inspection 33 22 22

- 31 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 317 Page Service Requests

Service Request Type Number Number Number Estimated Number Based on Received Received Received the Last Three Years 2011/12 2012/13 2013/14

Noise and Vibration 1045 1035 1257 1112 Atmospheric Pollution 113 158 129 133 Waste Regulation 202 284 204 230 Contaminated Land 49 45 54 49 Asbestos 14 38 15 20 Potable Water Quality 18 4 9 10 Public Entertainment Licensing 40 35 199 91 Consultations Polluted Seawater/Watercourses 14 2 15 10 Light Nuisance 9 7 9 8 Electromagnetic Fields and 2 1 1 1 Radiation Hazardous Conditions in Houses 543 573 580 565 Domestic Statutory Nuisances 168 239 219 209 Pest Control Investigations and 806 795 745 782 Enquiries, Refuse at Premises and Overgrown Land Houses in Multiple Occupation 27 52 60 46 (HMO's) Rodents/Pests (Site visits carried 3960 3973 3638 3857 out by Mitie Pest Control) Control of Caravan and Camping 11 15 27 18 Sites Illegal Eviction and Harassment of 16 20 19 18 Tenants

- 32 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 318 Page Exhumations 4 1 3 3 Local Land Charge Enquiries 800 1100 1488 1129 Securing Empty Property 30 41 50 40 Ruinous and Dilapidated Buildings 32 24 32 29 Local Authority Funerals 6 4 3 4 Filthy and Verminous Premises 18 24 28 23 Detailed Planning Consultations 10 23 45 23 Miscellaneous 165 194 309 223 Total 8102 8687 9138 8642

- 33 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 319 Page Consultation

Consultation Subject Consulting Body Estimated Number of Consultations

Planning BCBC Development Control Team 1073 Licensing BCBC Licensing Team 91

- 34 - Bridgend County Borough Council Housing and Pollution Control Service Delivery Plan Page 320 Page Section 6: Performance Indicators

The following is the key indicator for evaluating performance of the Housing and Pollution Control service:

2010/11 PI Indicator Indicator Description 2010/11 2011/12 2013/14 Service Welsh Ref Type Performance Performance Target Average No Housing N/A Local Time taken from receipt of 97.5% 98% N/A >95% >95% 98% and service request to the first Pollution response with the client. Control The various categories of Reactive service request have Service different response times Requests depending on the nature of the request ranging from one day to five days.

- 35 - Page 321 Page

Health and Safety

Service Delivery Plan

2014-15

Safeguarding the health, safety, social and economic wellbeing of those living, visiting or working in the Bridgend County Borough

APPENDIX D Bridgend County Borough Council Health and Safety Service Delivery Plan Page 322 Page Introduction

This Service Delivery Plan provides the link between the work of the Health and Safety Service and Bridgend County Borough Council’s corporate improvement objectives as stated in the Bridgend County Borough Council Corporate Plan 2013 - 2017. It aims to:

• Show how the service contributes to the objectives.

• Provide an overview of the Service’s performance during the past year and summarise the challenges it faces in the year ahead.

• Identify priorities for service delivery.

• Allocate responsibility for attainment of these priorities.

• Provide an agreed context for the preparation and implementation of operational plans and staff appraisals.

• Show compliance in respect of the Authority’s duties for health and safety enforcement under Section 18 of the Health and Safety etc Act 1974. This is the Health and Safety Service’s Intervention Plan.

Philip Stanton, Service Manager Environmental Health

May 2014

- 1 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 323 Page Contents

Introduction

Section 1: Service Overview 3

Section 2: Service Assessment 7

Section 3: Linking Service Priorities to Corporate Objectives 14

Section 4: Action Plan 16

Section 5: Operational Work Programme 20

Section 6: Performance Indicators 21

- 2 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 324 Page

Section 1: Service Overview

Overall Aim & Services Provided

Public Protection comprises Environmental Health, Trading Standards and Licensing. The overall aim is to provide demonstrably high quality professional services within an environment of support, respect and performance management.

Public Protection’s aims and objectives are to:

• Safeguard the health, welfare and safety of those living, visiting or working in the County Borough. • Provide health protection and promotion, through enforcement, advice, persuasion and assistance. • Further promote and ensure a fair, safe and equitable trading environment by encouraging good business practice and protecting consumers.

Public Protection, along with the Health & Safety Executive (HSE), is responsible for ensuring the regulation of risks to health and safety arising from work activity. Public Protection is the enforcing authority for health and safety in workplaces such as retail outlets, offices, hotels, warehouses, tyre fitting premises and where the main work activity of the business is wholesale, leisure or consumer services based.

The Health and Safety Service's aims are to:

• Promote and ensure safe working practices in the County Borough. • Promote and ensure adequate workplace welfare arrangements in the County Borough.

These aims will be met by a programme of work, consisting of:

• Risk based inspections based on guidance in HELA LAC 67/2 (Rev 4); • Advice and education of businesses and employees; • Investigation of accident notifications;

- 3 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 325 Page • Provision of advice relating to applications for entertainment licences; • Investigation of complaints regarding health and safety or welfare at work issues; • Provision of advice in relation to planning and building control applications; • Staff development and training; and • Development and implementation of the enforcement policy for health and safety. • Planned project work, some in conjunction with other Welsh local authorities.

Service Priorities

Area Role of the Health and Safety Service

Health and Safety Targeted programmed health and safety inspections – ‘A’ risked businesses are routinely inspected, including Inspections associated revisits (where necessary) to check compliance of work schedules and/or legal notices issued. In addition the Local Authority participates in national and local project work concentrated on areas of evidential concern.

Health and Safety Investigation of notified workplace accidents, ill-health and dangerous occurrences. Investigation

Health and Safe ty Investigation of health and safety complaints - concerning unacceptable management or working practices and Complaints poor welfare conditions.

Public Entertainment Public Entertainment licensing - consultation and undertaking inspections in respect of applications. Licensing

Registration of Registration - processing applications, undertaking inspections, dealing with complaints, offering advice Activities concerning tattooists, acupuncture practitioners, electrolysis and ear piercing. The registration of cooling towers.

Smoke Free Implementation of Smoke-free Premises etc (Wales) Regulations 2007. Legislation

- 4 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 326 Page Advice and Partnership

Area Role of the Health and Safety Service

Advice Provision Provision of advice and education on Health and Safety issues to stakeholders, other Departments within the Local Authority and other bodies.

Partnership Partnership working with the HSE, other local authorities and other agencies as appropriate.

The Health and Safety Service is part of the Public Protection Team whose management structure is shown below. Working alongside the other environmental health services, Trading Standards and Licensing colleagues, the Service Team covers a range of environmental health duties in connection with health and safety advice, education and enforcement.

The Team operates from the Civic Offices, Angel Street, Bridgend and is available during normal office hours from Monday to Friday, but officers do work evenings and weekends when the need arises. An out of hours emergency service for Public Protection is available using the Council’s emergency 24 hour contact number.

Nearly all of the service, the vast majority of which comprises statutory functions, is provided by Environmental Health Officers and Technical Officers and inspections cover a wide variety of premises and activity types. In addition, the service deals with service requests and enquiries from the commercial sector and members of the public. The team also responds to consultations on planning applications, and acts as a statutory consultee for licensing applications, thereby preventing or minimising many potential safety risks before they can occur.

Enforcement Policy

- 5 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 327 Page Structure of the Health and Safety Service within the Public Protection Group

Group Manager Public Protection Lee Jones

Service Manager Environmental Service Manager Trading Health Standards Philip Stanton Helen Picton

Principal EHO Food Safety and Health and Safety

Senior EHO Senior EHO Health and Safety Food Safety

EHO EHO Technical Officer Vacant

- 6 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 328 Page Section 2: Service Assessment

The Service Context A National Local Authority Enforcement Code, Health and Safety at Work, England, Scotland and Wales has been designed to ensure that Local Authority health and safety regulators take a more consistent and proportionate approach to enforcement. The National Code was introduced as a result of the current Government’s initiation of the “Red Tape Challenge” to reduce the domestic regulative burden on businesses and the recommendation of the Lofstedt Report that the Health and Safety Executive be given a stronger role in directing Local Authority health and safety inspection and enforcement activity. The Code provides a principle based framework that recognises the respective roles of business and the regulator in the management of risk. It is given legal effect as Health and Safety Executive Guidance to Local Authorities under section 18(4) b) of the Health and Safety at Work etc. Act 1974.

The LA National Code sets out the risk based approach to targeting health and safety interventions to be followed by Local Authority regulators. It requires that Local authorities should achieve this by:

• Having risk-based intervention plans focussed on tackling specific risks; • Considering the risks that they need to address and using the whole range of interventions to target these specific risks; • Reserving unannounced proactive inspection only for the activities and sectors published by HSE or where intelligence suggests risks are not being effectively managed; and • Using national and local intelligence to inform priorities.

There is only one high risk business operating within the district that falls under our enforcement responsibility that requires to be proactively inspected to meet the Welsh statutory Local Authority performance Indicator PPN-01. The remainder of the businesses can be broken down into the following risk bands:

Total number of premises within Bridgend County Borough Council in each risk band:

Risk Band Inspection Frequency Total Premises A Every year 1 B1 Every 18 months 49

- 7 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 329 Page B2 Not routinely inspected 259 C Not routinely inspected 1777 Unrated Not routinely inspected 403 Total 2489

In addition to the one high risk premises, data gathered locally, has resulted in the identification of a need to inspect all businesses that are registered with this local authority in the beauty industry for ear piercing, body piercing, micro pigmentation, acupuncture, tattoo to ensure compliance with health and safety and infectious disease control requirements.

Based on the data from 1 April 2009 to 31 March 2014, it is expected that 250 requests for advice will be received and 120 notifications of workplace accidents, ill-health and dangerous occurrences during the year.

The Health and Safety Team is based at:

Public Protection Bridgend County Borough Council Level 4 Civic Offices Angel Street Bridgend CF31 4WB

Tel: 01656 643643 / Fax: 01656 643285 E-Mail: [email protected]

Normal office hours: 8.30am to 5.00pm (Monday to Thursday) 8.30am to 4.30pm (Friday)

Out of office hours emergency operator Tel: 01656 643643.

- 8 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 330 Page

Service Achievements During 1 st April 2013 to the 31 st March 2014

National Joint Working Projects

LPG Underground Pipework

This national campaign required the inspection of four premises that had been identified, by the Health and Safety Executive, as having LPG supplied by underground pipework. The inspections were designed to ensure that the pipework was adequately maintained and serviced. One premises was found to have ceased the use of LPG and converted to mains gas, another was found to be a domestic premises which was referred to the Health and Safety Executive, and another premises had closed down. The last premises was identified as having to complete works which are currently being carried out.

The Control and Management of Legionella

In Wales, legionella was identified as a local priority due to the Outbreak in Wales in 2010. 10 premises were selected for inspection, being regarded as high risk in relation to the need for implementation of suitable controls to prevent legionella. All of the premises were inspected other than one which had closed. A number of inadequacies in relation to their procedures and work programmes were identified which have since been addressed.

Management of Swimming Pool Water Treatment in relation to Cryptosporidium

This All Wales project was designed to audit the systems in place to prevent cryptosporidium in swimming pools. All swimming pools within the County Borough of Bridgend were visited, including those operated by the Local Authority. Appropriate advice was given to ensure effective controls were in place to prevent cryptosporidium outbreaks. This project highlighted the need for roles and responsibilities of staff in swimming pools to be clearly defined in relation to the implementation of such controls.

Farms and Animal Contact

Visits to premises where members of the public were allowed access to farm animals were programmed in accordance with a national project. The primary aim was to ensure that satisfactory management systems were in place to prevent infection with E coli 0157.

- 9 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 331 Page Three such businesses were identified within the Bridgend area, but only one was operating and no significant issues for action were identified,

Management of Safe Swimming in Swimming Pools

This was a local project identified as a result of a number of local incidents. All swimming pools that had a depth greater than 0.9m and not operated by the Local Authority were audited to ensure that suitable procedures (including a normal operating procedure and an emergency action plan) were in place and that they were effectively implemented to manage the safety of swimmers in their pools. Minor amendments to the procedures requiring action were identified.

Body Piercing and Tattoo Project

This was a local project identified as a result of the increasing popularity of tattooing, piercing and associated body decoration. Every premises likely to offer piercing, tattooing, acupuncture, electrolysis or micro pigmentation was visited to ensure that suitable registration was in place and that practices complied with legal requirements. Advice was also given in relation to the additional requirements needed to comply with Model Welsh Byelaws which are currently in the process of being adopted.

Formal Enforcement Action

The HSE states that the aim of inspectors is to secure compliance with the law and that enforcement should be proportionate, consistent, transparent and targeted. To ensure this aim is fulfilled, an enforcement policy has been approved and is available to view at www.bridgend.gov.uk. The different types of enforcement action available are:

1. Improvement Notices These instruct the employer to take action to comply with the law and set out what needs to be done, why it should be done and by when. Employers have 21 days with which to appeal to an Industrial Tribunal.

2. Prohibition Notices These prohibit any activity that risks causing serious injury. The activity may be prohibited immediately or after a specified period and cannot be resumed until certain conditions are met. Again, the employer has a right of appeal.

- 10 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 332 Page 3. Simple Cautions Alternative to prosecution which requires the admittance of the defender to an offence. A simple caution is recorded on the Central Register of Convictions and may be used to influence decisions if the person should offend again within three years of its issue.

4. Prosecutions Failure to comply with an improvement or prohibition notice can result in prosecution in a Magistrates' Court, as can strict offences under the Health and Safety Act 1974 and relevant Regulations. Prosecutions can result in a fine of up to £20,000 or six months imprisonment or both. Prosecution in higher courts can lead to unlimited fines or imprisonment.

Enforcement Action Taken Per Annum

Enforcement Action 2006/7 2007/8 2008/9 2009/10 2010/11 201 1/1 2 201 2/1 3 2013/14

1. Improvement Notices 18 7 13 9 19 37 14 4 2. Prohibition Notices 6 6 11 5 4 7 4 0 3. Formal Cautions 0 0 1 0 0 0 0 0 4. Prosecutions 0 2 2 1 1 1 1 0

- 11 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 333 Page Risks and Challenges

The following have been identified as possible impacts on service delivery during the lifetime of this Service Delivery Plan

Level of Risk Risk Mitigating Actions Owner

H The pressure on resources across Consideration will be given to participating in the Lee Jones, Philip Public Protection has resulted in a national project schemes but the level of Stanton review of the services that can be engagement will be dependent on the resources delivered with reduced capacity, available. based on risk. The inspection of high risk premises, accident investigations and service requests from members of the public are considered to be high priority and will be maintained. However, there is no longer the capacity to fully participate in the proactive national project work, which, though desirable and beneficial, is not the highest priority. H Funding for a full and permanent Ensure clarity of impact on budget cuts, seek Lee Jones, Philip staff structure (operational and savings through efficiencies across department Stanton strategic risk). and continue to develop joint working.

M The collaboration agenda. The collaboration project with the Vale of Lee Jones, Philip Glamorgan and Cardiff Councils will be project Stanton managed to ensure that, during the process, services will remain at their current level.

- 12 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 334 Page M Legislation changes/deregulation in Participation in various national and regional Lee Jones, Philip the light of the new UK government panels and specialist groups will assist in any Stanton administration and the reduction in response to changes . Where necessary, reports the resources available to our for member approval will be produced. partners the HSE could have a variety of impacts.

M Staff training/retention, are potential Continuous review of staff training and needs Philip Stanton issues with non-salary budget, through staff appraisal system and business including training, being the target in planning . Where circumstances demand, further cost saving. Mandatory training will training on changes in legislation and be given. responsibilities. Wherever possible low cost training provided in house or via professional bodies and technical panels will be utilised, or otherwise training providers ‘bought in’ in conjunction with neighbouring authorities to minimise costs.

- 13 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 335 Page

Section 3: Linking Service Priorities to Strategic Objectives

Service Priorities

Bridgend County Borough Council’s Corporate Plan 2013 – 2017 sets out the key outcomes to be achieved and identifies the improvement priorities for the four years covered by the Plan.

Key Outcome BCBC Improvement Priorities Service Priorities

People in Bridgend Working together to tackle health issues Targeted programmed health and safety inspections – high risk businesses County Borough are and encourage healthy lifestyles are routinely inspected, including associated revisits (where necessary) to Healthier check compliance of work schedules and/or legal notices issued. In addition, the Local Authority will endeavour to participate in national and local project work concentrated on areas of evidential concern where resources permit.

Investigation of notified workplace accidents, ill-health and dangerous occurrences.

Investigation of health and safety complaints - concerning unacceptable management or working practices and poor welfare conditions.

Public Entertainment licensing - consultation and undertaking inspections in respect of applications in relation to crowds of more than 450 persons.

Registration - processing applications, undertaking inspections, dealing with complaints, offering advice concerning tattooists, acupuncture practitioners, electrolysis and ear piercing. The registration of cooling towers.

Implementation of Smoke-free Premises etc (Wales) Regulations 2007.

Partnership working with the HSE.

- 14 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 336 Page

Key Outcome BCBC Improvement Priorities Service Priorities

Peo ple in Bridgend Working together to develop the local Provision of advice and education on Health and Safety issues to businesses, County Borough Benefit economy stakeholders, other Departments within the Local Authority and other bodies. From a Stronger and More Prosperous Economy Corporate Governance To improve the way we work to ensure Effective performance management of all services. Positive external effective and efficient use of our inspections. financial, technological, physical and human assets Exploration of options for joint working as part of the wider collaboration agenda.

To ensure that the Authority's moral and In-house training for staff. statutory duties are met in respect of equalities and human rights legislation

To provide a seamless customer Continue to work closely with the authority’s Customer Service Centre. experience by building on the progress we’ve made To further improve the Council’s To maintain strong working relationships with internal departments, external performance agencies and public.

- 15 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 337 Page

Section 4: Action Plan

Improvement Priority: Working Together to Tackle Health Issues and Encourage Healthy Lifestyles

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this? deliver these priorities?

Targeted programmed health Programmed inspections All programmed Monthly reporting of Philip Stanton and safety inspections – carried out at a frequency inspections for ‘A’ performance including ‘A’ rated premises determined by a risk rated premises and and project work. assessment of each projects due during premises. the year will be inspected by the 31 March 2015.

Investigation of notified All accident notifications All accident Monthly reporting of Philip Stanton workplace accidents, ill-health are categorised on initial notifications are performance and dangerous occurrences. receipt. Those that warrant responded to within investigation will be 3 working days. progressed and appropriate action taken commensurate with the outcome of the investigation.

Investigation of health and Complaints are All complaints are Monthly reporting of Philip Stanton safety complaints - investigated on a priority investigated within performance concerning unacceptable basis and an initial 5 days of receipt.

- 16 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 338 Page management or working response will be provided practices and poor welfare within, at the latest 5 days conditions. of receipt.

Public Entertainment Consultation responses are Within 14 days of Monthly reporting of Philip Stanton licensing - consultation and made in response to receipt performance undertaking inspections in license applications or respect of applications. variations.

Registration - processing Registration of those The time taken to Monthly reporting of Philip Stanton applications, undertaking premises that are the process each type performance inspections, dealing with responsibility of the team of registration complaints, offering advice involves the processing of varies with the concerning tattooists, applications and carrying activity being acupuncture practitioners, out any casework undertaken. electrolysis and ear piercing. associated with the The registration of cooling premises following towers. registration.

Implementation of Smoke- Routine compliance checks Ongoing, although Quarterly reporting of Philip Stanton free Premises etc (Wales) during inspections and the complaints will performance Regulations 2007. investigation of any receive an initial complaints. response within 5 working days. Provision of advice and Officers are available Ongoing Monthly reports Philip Stanton education on Health and during office hours to Safety issues to stakeholders, provide help and advice to other Departments within the those who seek it. Local Authority and other bodies.

- 17 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 339 Page

Improvement Priority : Working Together to Make the Best Use of Our Resources.

What are the priorities to How are we going to Achievement by Measure of success Responsibility achieve this? deliver these priorities?

Effective performance Performance Management of Ongoing quarterly Monthly performance Philip Stanton management of all services/ key performance indicators. reports to LARS positive external inspections. Management Team.

Exploration of options for joint Consultation with other local Ongoing Progress will be reported Philip Stanton working. authorities on an individual to LARS Management and group basis. Team.

In-house training for staff. Staff appraisals identify 31 March 2015 Training achievements are Philip Stanton individual and group training reviewed on a six monthly needs. Training is provided basis as part of the staff on a priority basis subject to appraisal process. funding.

Continue to work closely with the Regular liaison meetings Ongoing Customer care surveys Philip Stanton authority’s Customer Service between the Service Manager and officer feedback. Centre. and CSC team.

To maintain strong working Regular meetings are held Ongoing Customer care surveys Philip Stanton relationships with internal with other departments and and officer feedback. departments, external agencies external agencies. Regular and public. liaison with the public and information provided on the Public Protection web pages.

- 18 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 340 Page

Gaining continuous improvement Performance Management March 2015 Monthly reporting of Lee Jones and a consistently high level of of key performance performance. service. indicators.

Time Monitoring of officer March 2015 Monthly reporting of Lee Jones activities. performance.

- 19 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 341 Page

Section 5: Operational Work Programme

This section demonstrates how the Action Plan outlined in Section 5 above will be delivered through the work of the Service.

It is anticipated, based on the number received in 2013-14, that there will be 450 service requests regarding complaints and investigations for health and safety. These will receive a response within five working days of notification.

Inspection Programme 2014-15

Planned actions Target / Outcome Category A Premises 1 inspection is due during 2014/15 This will be completed by 31 March 2015 Inspections

Projects

Beauty Sector Project

Following on from last year’s project it is hoped that the Model Byelaws (Wales) For Acupuncture, Tattooing, Semi-permanent Skin Colouring, Cosmetic Piercing and Electrolysis will be successfully adopted by Bridgend County Borough Council. It is then intended to ensure compliance by all businesses to their requirements by a programme of visits and revisits.

Farms and Animal Contact

During last year’s national project we failed to inspect one of the businesses due to their seasonal opening. It is therefore intended to ensure that this business is visited to assess the suitability of management systems to prevent the spread of E coli 0157.

- 20 - Bridgend County Borough Council Health and Safety Service Delivery Plan Page 342 Page Section 6: Performance Indicators

The following are the key indicators for evaluating performance of the Health and Safety Service.

PI Indicator Indicator 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Service Ref Type Description Performance Performance Performance Performance Performance Target No The percentage of high risk Health businesses that PPN- and Statutory were liable to a 100% 100% 100% 100% 100% 95% S-01 Safety programmed inspection.

- 21 - Agenda Item 19

BRIDGEND COUNTY BOROUGH COUNCIL

REPORT TO CABINET

24 JUNE 2014

REPORT OF THE ASSISTANT CHIEF EXECUTIVE - LEGAL AND REGULATORY SERVICES

INFORMATION REPORTS AND MINUTES FOR NOTING

1. Purpose of Report .

1.1 The purpose of this report is to inform Cabinet of the minutes of a Joint Committee which have been published since its last scheduled meeting.

2. Connection to Corporate Improvement Objectives.

2.1 The report relates to the Corporate Priority working together to make the best use of our resources by improving the way we communicate and engage with citizens.

3. Background.

3.1 At a previous meeting of Cabinet, it was resolved to approve a revised procedure for the presentation to Cabinet of information reports and Minutes of Joint Committees for noting.

4. Current situation / proposal.

4.1 Minutes for Noting

4.2 The following Joint Committee minutes have been published since the last meeting of Cabinet.

Title Date Published

Coychurch Crematorium – 7 March 2014 18 June 2014

4.3 Information Reports

4.4 There has been no information reports published since the last meeting of Cabinet.

4.5 Availability of Documents

4.6 The documents have been circulated to Elected Members electronically via email and placed on the BCBC website. Hard copies have been placed in the Members Room for information and are available on request from Cabinet and Committee Services. The documents have been available from the date of publication.

1 Page 343 5. Effect upon Policy Framework and Procedure Rules.

5.1 This procedure has been adopted within the procedure rules of the Constitution.

6. Equality Impact Assessment

6.1 There are no negative equality implications arising from this report.

7. Financial Implications.

7.1 There are no financial implications regarding this report.

8. Recommendation.

8.1 That Cabinet acknowledges the publication of the document listed in this report.

P A Jolley Assistant Chief Executive Legal and Regulatory Services 17 June 2014

Contact Officer: Andrew Rees Senior Democratic Services Officer – Committees Telephone: (01656) 643147 Email: [email protected]

Postal address: Cabinet & Committee Services Legal & Regulatory Services Level 2 Civic Offices Angel Street Bridgend CF31 4WB

Background documents: Minutes referred to in this report.

2 Page 344 COYCHURCH CREMATORIUM JOINT COMMITTEE – 7 MARCH 2014

MINUTES OF A MEETING OF THE COYCHURCH CREMATORIUM JOINT COMMITTEE HELD IN COMMITTEE ROOM 2/3, CIVIC OFFICES, ANGEL STREET, BRIDGEND ON FRIDAY, 7 MARCH 2014 AT 2.00PM Present:

Representing Bridgend County Borough Council

Councillor E Dodd - Chairperson Councillor C L Jones Councillor A D Owen Councillor D R Pugh Councillor C Westwood

Representing Rhondda Cynon Taff County Borough Council

Councillor B Stephens JP

Officers:

J Hamilton - Crematorium Manager and Registrar S Hooper - Bereavement Services Manager M Williams - Chief Accountant A Hobbs - Acting Clerk and Technical Officer J Monks - Democratic Services Officer - Committees

52 APOLOGIES FOR ABSENCE

Apologies for absence were received from the following Members:

Councillor K J Geary - Other Council Business Councillor E Hacker - Attending a funeral Councillor G John - Other Council Business Councillor P J White - Other Council Business

53 DECLARATIONS OF INTEREST

None.

54 MINUTES OF PREVIOUS MEETING

RESOLVED: That the minutes of a meeting of the Coychurch Crematorium Joint Committee held on 6 December 2013 were approved as a true and accurate record.

55 PROGRAMME OF MEETINGS 2014/15

The Bereavement Services Manager presented a report, the purpose of which was to seek approval for the following proposed Programme of Meetings for 2014/15:

Friday, 13 June 2014 - Annual General Meeting Friday, 19 September 2014 Friday, 5 December 2014 Friday, 6 March 2015

RESOLVED: That the Joint Committee approved the Programme of Meetings for 2014/15.

27 Page 345 COYCHURCH CREMATORIUM JOINT COMMITTEE – 7 MARCH 2014

56 RECYCLING OF METALS SCHEME DONATIONS

The Bereavement Services Manager presented a report to obtain the Joint Committee’s approval for a nomination for charitable funding.

Coychurch Crematorium participates in this national scheme, where the profits from the sale of metals derived from cremation processes are distributed to charities associated with bereavement services. The charities are nominated by member authorities of the Institute of Cemetery and Cremation Management (ICCM).

The nomination this year is Bridgend Samaritans. The organisation participates in pastoral care on Saturday nights in Bridgend Town Centre. Also the organisation’s schools support programme invokes general discussion in schools with youths and children. The Bridgend Branch has been part of a multi-disciplinary team tackling the level of teenage suicides in the Borough over the past few years.

One Member recommended that a charity called Eye to Eye Counselling Service, who also dealt with bereavement situations, be considered for next year’s nominations.

RESOLVED: That the Joint Committee supported the nomination of Bridgend Samaritans to be a beneficiary of the National Recycling of Metals Scheme.

57 AUDIT INSPECTION

The Bereavement Services Manager presented a report to inform the Joint Committee of a recent Internal Audit, attached at Appendix 1 to the report, of the administration processes within the Crematorium. The objective of the Audit was to provide assurance that satisfactory internal controls are operating at the Crematorium.

The Bereavement Services Manager reported that due to the Crematorium’s good performance in recent years, staff submitted a desk top questionnaire to complete the Audit. She reported that the Audit had concluded that the effectiveness of the internal control environment at the Crematorium was sound and no substantive areas needed to be looked at.

The Chairperson, on behalf of the Joint Committee, thanked those Officers who were involved in the Audit and congratulated them on such a positive outcome.

RESOLVED: That the Joint Committee noted the report.

58 CREMATORIUM BUSINESS PLAN AND CREMATION FEES

The Bereavement Services Manager presented a report, the purpose of which was to approve the Business Plan and expenditure programme for 2014/15, which included proposed increases in cremation fees.

She reported that some slight improvements had been made from previous years, deleting some minor details, and the report contained comparative data from last year and the previous year. She referred to the temporary closure of Margam Crematorium, and advised that it was provisionally planned to re-open in April this year.

The Crematorium Manager and Registrar explained that Margam Crematorium would initially open for two to three services a day from the 17 th March 2014. She advised that this would not have a significant impact on Coychurch Crematorium, although it would relieve some of the pressure on staff and would of course help the residents of Port Talbot. She estimated that Margam Crematorium should be fully operational by the beginning of May 2014.

The Bereavement Services Manager informed Members of the mercury abatements figures for 2013/14 which gave a projected spend for 2014/15 and 2015/16. 28 Page 346 COYCHURCH CREMATORIUM JOINT COMMITTEE – 7 MARCH 2014

The Bereavement Services Manager advised that as the Crematorium building was Grade 2 listed, a design plan had been submitted to CADW for consideration and a response was awaited. In the meantime contracts were being prepared in readiness so that building works could then proceed. The installation of the cremators replacement would take place during the summer of 2015, subject to approval from CADW.

She reported that the expenditure for building works had been deliberately excluded from revenue budgets, detailed at page 11 of Appendix 1, and those savings this year would contribute towards the cost of replacement cremators. Consultation had been undertaken with the manufacturers regarding the cost of the installation.

The Bereavement Services Manager reported that the fee for week-day cremations had been increased by £40 to £580 in accordance with the business strategy to replace the cremators. She advised that despite the increase, the Crematorium would still be in the bottom quartile of UK cremation fees; the Margam Crematorium charges £585 and Swansea charges £576.

RESOLVED: That the Joint Committee:

(1) Approved the Service Level Business Plan 2014.

(2) Confirmed the cremation fee for 2014/15 at £580.

59 PROPOSED REVENUE BUDGET 2014/15

The Chief Accountant presented a report, which informed the Joint Committee of the projected financial performance for the Crematorium for 2013/14 and sought approval for the proposed budget, fees and charges for 2014/15.

Table 1 under paragraph 4.1 of the report showed the financial position at 31 January 2014 and the projected outturn for 2013/14.

She advised that at the start of the current financial year there was an anticipated surplus of £62k; however the actual as at 31 January 2014 stood at £168k, and by the end of the financial year the surplus is projected to be £360k which is £298k above the original projection.

The Chief Accountant informed Members that paragraph 4.2 explained in detail the significant variances between budget and projections, showing an underspend of £10k on the premises. She reported that there were a couple of net overspends on supplies and repairs, and a net overspend of £15k on administration which was due to an increase in central support charges. The Crematorium realised an additional income of £127k due to the temporary closure of Margam Crematorium, which reflected the increase in the number of cremations, and the accumulated balance would be held in reserves to fund the requirement for new cremators. She reported that the proposed budget for 2014/15, outlined under paragraph 4.3, posed the biggest challenge as a result of building works taking place during 2014/15. Income budgets assumed a general increase of 3% in fees, based on an estimated 1484 cremations and the projected balance as at 31 March 2015 was estimated to be £1.01m.

RESOLVED: That the Joint Committee:

(1) Approved the revenue budget for 2014/15.

(2) Approved the increase in fees and charges with effect from 1 April 2014 outlined in Appendix 1.

The meeting closed at 2.20pm.

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