CARDIFF COUNTY COUNCIL DINAS A SIR CAERDYDD
EXECUTIVE BUSINESS MEETING: 22 JULY 2004
CORPORATE PLAN 2004/5 AGENDA ITEM: 4
Reasons for the Report
1. The purpose of the report is to enable the Executive to consider the Corporate Plan 2004/5 and the Corporate Plan Summary 2004/5 and the proposed publication arrangements for both documents.
Background
2. The Welsh Assembly Government has issued statutory guidance for the Wales Programme for Improvement that requires local authorities to publish two documents relating to their aims, objectives and targets over the forthcoming year:
· An Improvement Plan aimed at the informed reader (for example elected Members, senior managers and partner organisations) and,
· An Improvement Plan Summary targeted at the general public and reporting high level data and key priorities.
3. Because of the timing of the local elections, for this year only, both the Improvement Plan and Summary must be made publicly available by 31 July. In order to reduce bureaucracy and duplication, the statutory Improvement Plan 2004/05 will be combined with a Policy Action Plan to form a Corporate Plan.
4. This report presents a draft Corporate Plan, incorporating the statutory improvement plan and a draft Corporate Plan Summary and proposes publication arrangements for both documents.
The Issues
5. As part of the development of the Council’s business planning process, officers have prepared a draft Corporate Plan as a framework for the Executive to develop its proposals and this is attached to this report as Appendix A with a summary attached as Appendix B.
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6. In order to ensure a cohesive policy and improvement framework, part 1 of the draft Plan has been structured around Community Strategy themes and consists of proposals that reflect priorities previously agreed by the Council in the Community Strategy and the 2004-05 Budget. It also draws on discussions held at the various political group briefings held during July.
7. The draft Corporate Plan is a transitional document that needs to evolve to take account of the recent local government elections and the establishment of a new administration. Consequently, the Executive has submitted a schedule of amendments to the draft Plan and these are attached as Appendix C.
8. Statutory guidance also requires every local authority to report current performance both against the objectives and targets that the authority set the previous year and against a range of statutory performance indicators. Achievement in these areas is set out in the form of an Annual Performance Report in Part 2 of the Corporate Plan.
9. The statutory guidance does not specify the contents of the Corporate Plan Summary but expects it to be a concise document providing an overview of the authority's performance, focusing on its priorities for improvement. An eight page summary document has been produced based on the contents of the full Plan.
10. When published, the Corporate Plan will be externally audited and the Corporate Plan Summary will be checked for consistency with the Corporate Plan.
11. The statutory guidance does not specify the distribution of the Corporate Plan other than requiring it to be publicly available. Previously the Council has decided to distribute both documents to all the libraries within the County boundary and the Community Strategy Implementation Group partner organisations. Copies have also been made available on the County Hall Reception desk and published on the Internet. It is proposed that the same distribution arrangements be followed this year.
12. It is proposed that the Policy and Performance Review Scrutiny Committee will consider the Executive’s proposals for the Corporate Plan 2004-05 on 23 July 2004.
Reasons for Recommendations
13. Agreeing the recommendations in this report will ensure that the Council complies with the requirements of the statutory guidance for the Wales Programme for Improvement by publishing a Council approved Corporate Plan by 31 July 2004.
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Legal Implications
14. Section 6 of the Local Government Act 1999 provides that a best value authority must, each year, prepare a Best Value Performance Plan in accordance with any Order made or guidance issued by the National Assembly under the section. Section 6(2) provides that the Secretary of State may by Order specify matters, which an authority must include in a plan for a financial year, and gives examples of matters, which the National Performance may specify. The Performance Plan for a particular year must be published before 31 March of the previous financial year or on such other date as the National Assembly may specify by Order. The Local Government (Whole Authority Analyses and Improvement Plans) (Wales) Order 2002, SI 2002/886, has been made under sub-s (3). The Improvement Plan is part of the Policy Framework under the Council’s constitution. All decisions taken by or on behalf of the Council must (a) be within the legal powers of the Council; (b) comply with any procedural requirement imposed by law; (c) be within the powers of the body or person exercising powers on behalf of the Council; (d) be undertaken in accordance with the procedural requirements imposed by the Council e.g. standing orders and financial regulations; (e) be fully and properly informed; (f) be properly motivated; (g) be taken having regard to the Council’s fiduciary duty to its taxpayers; and (h) be reasonable and proper in all the circumstances.
Financial Implications
15. There are no financial implications arising directly from this report, however implementing the Councils specific policy objectives will clearly have financial implications which should be included in the Councils Medium Term Financial Planning Process and submitted for detailed financial appraisal via future reports if necessary
Consequences
16. The Corporate Plan will set out the management framework for implementing and monitoring the Council’s policy objectives.
BYRON DAVIES Chief Executive 20 July 2004
RECOMMENDATIONS
The Executive is requested to
(1) consider the no-status Corporate Plan 2004/5 (Appendix A) and the Corporate Plan Summary 2004/5 (Appendix B) and determine the Executive proposal to Council;
(2) agree the publication arrangements for both documents.
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The following Appendices are attached:
Appendix A: Draft Corporate Plan 2004/5 Appendix B: Draft Corporate Plan Summary 2004/5 Appendix C: Schedule of Executive Amendments
The following Background Papers have been taken into account:
National Assembly for Wales, Wales Programme for Improvement: Guidance for Local Authorities, 19 March 2002
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APPENDIX A
Working to improve the quality of life for people and communities, both locally and as the Capital City of Wales.
2004 - 2005
Introduction by the Leader
Councillor Rodney Berman Leader of Cardiff Council
Cardiff Council Corporate Plan Version 0.5 1
CONTENTS
Page Number
Introduction by the Leader 1
Contents 2
Part 1 - Improvement Activities
Overview of the Council 3
Challenges Facing the Council 4
Policy Agreements 7
The Council’s Strategic Aims 8
The Strategic Policy Framework 10
The Cardiff Innovation Programme 12
Policy Action Plan 13
The Improvement Review Programme 62
Service Area Budgets 63
Part 2 - Annual Achievement Report
Report on Achievements against 2002/3 Improvement Priorities 64
Report on Best Value and Improvement Reviews 70
Report on Current Performance and Future Targets 77
Audit Commission report on the Corporate Plan 2003/4 and the 122 Council’s Response
Cardiff Council Corporate Plan Version 0.5 2 Overview of Cardiff Council
Cardiff, as the Capital City for Wales, (formerly the Network Q Rally) – along continues to be among the fastest with its achievement in being growing cities in Europe. The City is designated a ‘European Centre of transforming its economy from a Culture’ – are all recognition that declining manufacturing base of coal Cardiff is now a major cultural player export and steel production to become on the world stage. a dynamic knowledge economy, which will provide significant opportunities for Following the local government employment and wealth creation. elections in May 2004 where no political party gained an overall The economy of Cardiff and adjacent majority, the Liberal Democrats, with areas makes up nearly 20% of Welsh 33 of the 75 seats, formed a minority GDP and nearly 40% of business rates administration. The remaining seats contributed by businesses in Cardiff are held by Labour – 27 seats, (around £40 million) help to support Conservatives – 12 seats, and Plaid the rest of Wales. The City also Cymru – 3 seats. Councillors are provides jobs for some 71,000 people elected every four years and the next who live outside the City’s boundaries, elections will be held in May 2008. 40% of the total workforce. The Council has decided to ask the Cardiff: National Assembly for Wales to make · has over 24% of the City’s regulations which will enable the workforce (43,300 individuals) Council to consider whether to employed in the technology and introduce alternative political knowledge intensive industries, a management arrangements based on 3.1% increase in one year, while a modernised committee system with across GB as a whole there was a enhanced scrutiny powers, which the 1.6% decline. majority of party groups believe will · is the main financial and business lead to a more inclusive style of services centre in Wales. The decision-making. sector currently provides employment for 20.9% of the City’s In the interim, the Council’s decision- workforce with a growth of 7% making process will be based on the between 2001 and 2002. existing executive arrangements but · has secured £30 million of with an enhanced role for the Council European Structural Funds, over and Scrutiny Committees. As a result the period 2001 -2006, indicatively of the decisions taken by the Council allocated to support over 100 on 1 July 2004 the Executive (the projects across the City, increasing Cabinet) consisting of 7 Members will employment opportunities, take decisions collectively. No promoting economic diversification, individual Member of the Executive will and developing sustainable have decision making powers. communities. MUNITY Meetings of the Cabinet, Scrutiny Cardiff is increasingly benefiting from a Committees, the Council and other raised international profile through the committees are open to the public to hosting of major events such as the FA attend except where confidential or Cup Final and Wales Rally GB exempt information is being discussed.
Cardiff Council Corporate Plan Version 0.5 3 Challenges for the Council in the Short and Medium Term
Improvement of Public Services organisations take decisions, and lead The improvement of public services is and control their functions, to achieve an overriding objective for local their objectives”. government and the underlying objective of the Wales Programme for Achieving and maintaining good Improvement (WPI) is to achieve the corporate governance is a major delivery of high quality services to the challenge for the Council. The public meeting identified needs. The Commission on the Governance of Council has welcomed the WPI and is Cardiff Council made 55 committed to designing local recommendations to Council in April governance around the needs of 2004 and the newly elected Council citizens. will determine how to take these recommendations forward. A key challenge will arise from the implementation of the findings of the Budget Whole Authority Analysis to ensure Several major factors have influenced that Council services continue to the budget for 2004 – 2005. These improve and adapt to meet changing include: needs. This analysis will look at how · The low level of settlement for the authority handles the strategic and Wales and for Cardiff in particular operational management of both its · UK wide concern over increasing corporate and services functions. It will levels of Council Tax rises examine the current performance of · The second year effect of the those functions and their capacity to outcome of the 2001 Census improve. · The cost of the teachers workload agreement The promotion of equal opportunities · The continuing increases in the also links closely to the improvement cost of social care services agenda. National Government is · The introduction of the Prudential continuing to develop a robust Code of Borrowing legislative framework on equalities In addition, it is anticipated that the issues and meeting the requirements impact of council tax revaluation in of the Disability Discrimination Act 2005 will be particularly severe in (DDA) is an immediate challenge. The Cardiff vis-à-vis other unitary DDA places a number of duties upon authorities in Wales. In assessing the the Council and from October 2004 the position for 2005-06 the Welsh Local Council must make reasonable Government Association is likely to be adjustments to the physical features of seeking a funding increase of 10% to premises to overcome physical barriers meet unavoidable pressures, which to access. include; pay and prices; pension
revaluation and a supporting people Corporate Governance grant shortfall. The Council is committed to pursuing a robust corporate governance agenda, The Association acknowledges that the which supports what the Audit cost of these pressures is unlikely to Commission termed “the framework of be met in full by the National accountability to users, stakeholders Assembly. and the wider community within which
Cardiff Council Corporate Plan Version 0.5 4 Economic Change greatest need. The aim is to facilitate Following the decline of the City’s better co-ordination, partnership heavy industry in the latter part of the working, understanding and feedback 20th Century, the economy of Cardiff is on community issues leading to more now dominated by the service sector transparent decision-making. with just 9% of employees engaged in manufacturing activities. The The Local Housing Strategy 2004 – consequences of this ongoing 2009 outlines the opportunities, economic transformation can be constraints, problems and priorities for detrimental to social cohesion. the next five years. The housing Currently under 6000 people are market in Cardiff is buoyant with unemployed in Cardiff (compared to as demand for all types of housing many as 20,000 in the mid-1980s). Yet outstripping supply, leading to high this relatively low level of prices and affordability problems. The unemployment disguises pockets of supply of affordable housing is high unemployment and low economic insufficient to meet housing need and activity in the City that highlight the there is a shortage of supported importance of policies that promote housing of all types but especially for innovation, skills and enterprise, and those with mental health needs or enable local people to make the complex needs. transition from welfare to work. In addition the condition of Cardiff’s Neighbourhood Renewal and housing stock across all tenures needs Housing improving in particular to meet the The Council is committed to ensuring Welsh Housing Quality Standard and that all areas and communities benefit to tackle fuel poverty. from the city’s growth and although Cardiff has prospered economically Social Care there are still individuals and The Social Services Joint Review communities that are socially excluded highlighted a number of failings in the and that experience deprivation. performance of social services in Cardiff and stressed the need for the The Cardiff Community Strategy and Council to make the cultural shift from Action Plan which were launched in “perceiving itself as primarily a service- March 2004 outline a vision to improve providing organization to one whose people’s quality of life and to tackle prime role is the planning and social exclusion. Closely linked to the procurement of services within a mixed Community Strategy are the economy of care”. development of a Neighbourhood Renewal Strategy and a Housing The Council has undertaken Strategy. widespread consultation with customers and staff and is continuing The Neighbourhood Renewal Strategy to implement a programme of recognises the diversity of needs and improvements to benefit all opportunities across different stakeholders. Work is continuing to communities. The emerging strategy effectively reform services against a presents information about local needs backdrop of external funding in all areas and ensures an integrated pressures, and nationwide recruitment and balanced approach, targeting and retention difficulties in the social resources to those communities in care field.
Cardiff Council Corporate Plan Version 0.5 5 Education with Waste will be incorporated in a Cardiff schools have made great Waste Management Strategy. strides in raising standards of pupils' achievements in recent years. The Crime and Anti-Social Behaviour greatest challenge is to maintain the South Wales Police figures show a rate of progress in primary schools and 3.3% drop in overall crime between to work closely with secondary schools 2002/03 and 2003/04 as well as a to enrich the curriculum on offer and to reduction in a number of key crime incorporate new developments in categories. However tackling crime teaching and learning. and the fear of crime are still priorities in the city and the overarching themes Like many Authorities the Council of the Cardiff Community Safety faces the severe challenges of an Strategy 2002-2005 are 'public increasing number of children reassurance' and 'youth issues'. identified with special educational Furthermore in response to growing needs. An effective strategy for concern about anti-social behaviour a special educational needs will be dedicated anti social behaviour unit developed and work will continue to has been formed and a network of meet the requirements of the DDA. community support officers is being established. Although funding for school budgets has improved the changes in teachers' Transport contracts currently being phased in The challenges posed by a continuing have financial implications for the increase in car use and an Council. The Council is working overstretched and inefficient public closely with the schools and the transport system can not be ignored. professional associations to manage The Council’s Local Transport Plan this situation. outlines the projects needed to bring about a responsible approach to the The Welsh Assembly Government also use of the private car together with has an expectation that each enhanced public transport. However Authority's school buildings will be fit the scale of investment needed to for purpose by 2010. The Authority secure the modernisation of the local must via its school buildings transport system will not be secured by improvement plan prioritise the limited conventional transport grants allocated capital funding available and ensure by the Welsh Assembly Government value for money. and other options will therefore need to be explored. Sustainability The Council is faced with major Within the Councils risk assessment challenges concerning sustainability. the deterioration of the highway Challenging targets have been set by infrastructure was considered a major WAG requiring Councils to deal with challenge. The 2004–5 budget made recycling issues. Good progress is provision for £1.37 million for being made with the wheelie bin Highways asset renewal but the long- scheme, alternative collection options, term challenge is to ensure sufficient enforcement and awareness raising. additional funding year on year is The requirement to continue to provided. develop innovative options for dealing
Cardiff Council Corporate Plan Version 0.5 6 Policy Agreement 2004 - 2007
Policy Agreements are agreements works. Two other essential elements between an individual local authority are the Community Strategy and the and the Welsh Assembly Government. Improvement Plan. The Council’s They set out what the local authority Strategic Policy Framework will help aims to achieve as its key contributions ensure that there are strong links towards shared strategic priorities, between the policy agreement, the over a three year period. In return for community strategy and the making and delivering upon the improvement plan. agreement, the Welsh Assembly Government makes a Performance The Assembly is still negotiating with Incentive Grant to the authority which local authorities across Wales but the authority can deploy as it sees fit. anticipates that the second round of Policy Agreements will be signed in the The purpose of the Policy Agreement summer of 2004. Once agreed the is to draw an explicit link between local targets will be woven into the and national priorities; and to set out Community Strategy Action Plan and specific measures of success, so that Corporate Business Plan. There are 8 the public can see whether progress is compulsory targets (definition set by really being made. Policy Agreements Assembly) and 8 discretionary targets, are based on the principles that the definitions agreed at a local level by local authority and the Welsh the Council in consultation with Assembly Government are partners; partners. The Policy Agreement is and that the local authority's decisions grouped around 5 key themes: about how it uses its resources should be based on shared strategic priorities · Helping more people into jobs rather than on nationally prescribed · Strong, safe communities amounts for different services. · Improving health · Creating better jobs and skills Policy agreements are an important · Fundamental themes part of the overall framework within which local government in Wales
Cardiff Council Corporate Plan Version 0.5 7 The Council’s Strategic Aims
Education and Training for Life Communities, Housing and Social Justice Learning is a crucial part of Cardiff’s agenda for success. We will secure Cardiff needs to be a city where social Cardiff’s position as a city of learning inclusion is promoted and through an inclusive education system discrimination is continually that values excellence creates challenged. The promotion of equality opportunities and enables individuals of opportunity is fundamental to to achieve their full potential. ensuring that all residents are able to realise their full potential as individuals. We will achieve social justice and Health, Social Care and Wellbeing neighbourhood renewal by addressing the issues that cause people to be Health is one of the key determinants excluded from society, including the of the success of any city. A sustained provision of good quality affordable improvement in the health of local housing. We also recognise that people will help remove a major barrier successful regeneration hinges on to the city’s economic, social and strong and effective measures to environmental development. Care and combat crime and anti-social support for vulnerable people is an behaviour. important element of Cardiff’s agenda. At the core of our vision is an uncompromising commitment to Enterprise & Transport construct care services that are tailored to meeting the needs of Over the last decade Cardiff has been individual service users. We will work one of Europe’s fastest growing capital together to tackle the causes of poor cities. Such buoyancy reflects the health and health inequalities. dynamism of the local economy and the long term success of local regeneration initiatives, based on Environment private-public co-operation to improve the City’s infrastructure, transform the The well-being and quality of life of Bay, and establish the city centre as local people is dependent to a large the UK’s foremost commercial centre. extent on the environment in which they live and work. Economic Cardiff needs to continue to attract dynamism and sustainable well-paid sustainable, skilled jobs to development are complementary generate prosperity and opportunities objectives. We aspire to making for people to maximise their potential Cardiff an attractive place in which to as citizens. The city must remain live and work and the promotion of Wales’ economic powerhouse through sustainable development and a clean further exploiting its economic potential environment will be central to the and acting as a regional and national development of Cardiff as a European driver of prosperity. Innovation, skills capital city. and enterprise need to be at the heart of a dynamic local economy, underlining the importance of policies that promote economic diversity, high
Cardiff Council Corporate Plan Version 0.5 8 growth and the delivery of a modern, Community Strategy partners integrated transport system for Cardiff recognise that Cardiff is a diverse city. that will give Cardiff a decisive We recognise the need to provide high advantage over competitor cities. quality services that are relevant to local communities. As partners we will Improving Services, Engaging with act to ensure that we meet the varied Citizens individual needs, expectations and aspirations of local people and that Consultation is a vital part of modern everyone has equal access to government. The Cardiff Community opportunities, information and Strategy is the result of ongoing and services. far-reaching consultation. Cardiff residents and local organisations have engaged in extensive discussions Sport, Leisure and Culture about the future of Cardiff. The local community planning process will Sport and culture play an important continue to develop as a key arena of role in the health and economy of debate about local issues. The Cardiff. The improvement of existing Community Strategy represents an sporting and cultural facilities is important attempt to map out a shared fundamental to encouraging the widest agenda for Cardiff. possible participation and strengthening Cardiff’s reputation as one of the UK’s foremost sporting and cultural locations.
Cardiff Council Corporate Plan Version 0.5 9 The Strategic Policy Framework
Last year the Council combined its that will be linked to the annual budget Corporate and Improvement Plans to setting process. A diagram has been provide a cohesive corporate planning prepared to show how public process that linked community consultation, statutory inputs and the engagement to council policies in the whole authority analysis all feed into Ambitions for Cardiff policy statement the strategic policy core, which and then to service delivery using the consists of the Community Strategy Cardiff Innovation Programme. and the Council’s medium term vision – Manifesto 2004-8. Annual The corporate planning process has consultations, new legislation, and been further developed during the past current performance will help to update year to include a medium term the Community Strategy Action Plan strategic policy core that will be linked and set the Council’s priorities for the to the Council’s medium term financial forthcoming year. strategy and an annual policy cycle
Cardiff Council - Strategic Policy Framework
Policy Influences Policy Development Monitoring
ANNUAL CONSULTATION STATUTORY INPUTS PROGRAMME National Priorities WALES PROGRAMME Green Paper(s) FOR IMPROVEMENT White Paper(s) Legislation Cardiff Debate Government Policy Community Planning Assembly Policy Policy Agreements Whole Authority Analysis Cardiff Youth Congress Improvement Plan Older People's Congress Constitution Regulatory Plan Capital Congress Risk Management Cardiff Omnibus Survey STRATEGIC POLICY CORE
ONGOING CONSULTATION Community Strategy PROGRAMME PERFORMANCE MONITORING Manifesto 2004-8 Customer Surveys Customer Feedback Service Area Consultation SIM/BIM Focus Groups ANNUAL POLICY CYCLE Key Strategic Partnerships Cabinet Achievement Reports Community Strategy Action Plan Scrutiny Committees OTHER INFLUENCES Annual Budget
Best Practice/Innovation Key strategies/plans Corporate Business Plan Scrutiny Reports (Improvement & Policy Action Plan)
POLICY DELIVERY
Service Area Business Plans
Over the next few months the diagram will be converted into a web page with additional information and guidance available by clicking on the shaded main and sub headings.
Cardiff Council Corporate Plan Version 0.5 10 Alongside the work on the Strategic Policy Framework, a process and timetable for the annual policy cycle has been prepared.
Cardiff Council - Annual Policy Cycle
Community Strategy Action Plan
Service Area Customer & Current External Pressures September Strategic Priorities Stakeholder Priorities Performance Corporate Annual Review
Risk Assessment Progress October Service Reputation Resources reports to Delivery Cabinet
Draft Policy Action Plan November Draft Resource Allocation
February City Government final policy proposals agreed Budget Agreed Progress reports to CMT/COs 31 March Corporate Business Plan
Service Area RIsk Service Area Innovation Partnerships Assessment Business Plans Reviews
Service Area Annual Review SIM/BIM/Monthly Monitoring
New elements include, available by the end of November · A corporate annual review where each year so that Members, all the individual strands of Service Areas and Community consultation, external pressures, Planning partners have at least two current performance and service months to discuss and comment on area strategic priorities can be the proposals before the Priorities drawn together in a common format and Budget are approved by with some indicative timescale and Council in February. resource requirements. · A risk assessment exercise where Although the various elements of the the various priorities emerging from Strategic Policy Framework are now in the corporate annual review can be place, it has not been possible to apply prioritised. Over the past twelve them to the preparation of the 2004/5 months a cross-cutting project team Corporate Plan because of the need to has developed a comprehensive start the process in the July of the set of risk management guidelines preceding year. In order to implement and standards which represent best the new framework for 2005/6, work practice and provide a sound basis started on a new whole authority for a consistent approach at both analysis in April this year and service corporate and service levels. area management teams have been · A draft policy action plan and briefed on the new timetable. resource allocation that will be
Cardiff Council Corporate Plan Version 0.5 11
The Cardiff Innovation Programme
The Cardiff Innovation Programme During 2004/5 the following actions was developed in the spring of 2003 are planned to address these issues with the aim of coordinating and and to further develop the concept of managing all improvement initiatives, the Innovation Programme as the main inspections and statutory requirements process for coordinating change as projects using the Council’s Project across the Authority, Quality Assurance (PQA) approach. By using cross-cutting, co-ordinated · The newly developed Strategic projects that identified key milestone Policy Framework which sets out events and individual responsibilities, it the relationship between Policy was intended to ensure a consistent Influences, Policy Development, approach that would lead to and Performance Management innovation, effectiveness in achieving also sets out a Policy Delivery objectives and efficiency in use of framework that includes Innovation resources. Reviews as one of the three key delivery mechanisms. The scope of The effectiveness of the approach was these innovation reviews will be reviewed in autumn 2003, and whilst developed from the risk there had been some significant assessment exercise and will successes, as set out in Part 2 - The involve the use of cross-cutting Achievement Report, there were also a teams, a feature which has proved number of areas where improvements to be one of the successes of the could be made, Cardiff Innovation Programme to date. · There is a need to improve understanding of the connections · The PQA project management between policy statements, approach is being updated and community plans, the corporate extended to include wider guidance plan and service area business on the different project plans. management and action planning techniques that are available. · The project approach proved successful for large, complex · During 2004/5 the existing improvement activities but was too Improvement Review Toolkit will be complicated and bureaucratic for updated and extended to include the smaller, simpler tasks. guidance on techniques for promoting innovations. · There is need to develop training and guidance notes to cover project management and action planning.
· Although there are many examples of innovative approaches to service development, these are not always recognised as such or understood to be an important part of delivering improvement.
Cardiff Council Corporate Plan Version 0.5 12
Policy Action Plan
Improving Services, Engaging with Citizens
Community Strategy/Community Strategy Action Plan
Consultation is a vital part of modern government. The Cardiff Community Strategy is the result of ongoing and far-reaching consultation. Cardiff residents and local organisations have engaged in extensive discussions about the future of Cardiff. The local community planning process will continue to develop as a key arena of debate about local issues. The Community Strategy represents an important attempt to map out a shared agenda for Cardiff.
Community Strategy partners recognise that Cardiff is a diverse city. We recognise the need to provide high quality services that are relevant to local communities. As partners we will act to ensure that we meet the varied individual needs, expectations and aspirations of local people and that everyone has equal access to opportunities, information and services.
We will: Policy into Action Invest and bring about Develop a joined up approach to modernisation and improvement that will represent best reform in vital local practice in Wales. services, recognising the need for modernisation In 2004 – 2005 we will: and positioning Cardiff as one of the best and · Develop further the Cardiff Innovation Programme, taking steps to ensure that innovative ideas are most innovative local turned into service improvements authorities in the UK. · Adopt a consistent and council-wide approach to the involvement of service users in the planning and delivery of council strategies and services
· Introduce a robust and comprehensive freedom of information policy, in line with statutory requirements
Cardiff Council Corporate Plan Version 0.5 13
· Secure £4 million in Capital Receipts to support the financing of the Council’s Capital Programme
· Develop a Corporate Asset Management Plan supported by a series of service level plans to take forward the effective management of the Council’s land and property register
· Lobby the Welsh Assembly Government, through the WLGA, for a three year budget settlement in Welsh local government
Seek to recruit and retain the best employees to deliver local services, and support the introduction of a Staff Development Scheme that will serve to improve performance and align staff behind the Council’s Agenda for Change.
In 2004 – 2005 we will:
· Regularly analyse staff turnover rates
· Regularly analyse exit interview data
· Regularly monitor data generated by the Council’s Recruitment & Selection Process
· Review the Council’s Recruitment & Selection Policy & Procedure in the light of operational experience
· Facilitate appropriate training opportunities for OMs and above on the implementation of the Staff Development & Appraisal Scheme
Promote policies and practices that uphold the public service ethos, recognising the importance and value of council staff.
In 2004 – 2005 we will:
· Take further measures to improve internal communications, increasing the flow of information
Cardiff Council Corporate Plan Version 0.5 14
throughout the organisation
· Develop new and review existing HR policies & procedures in the light of operational experience and best practice arrangements elsewhere
· Work with leading-edge universities to develop a comprehensive training and development programme to equip managers with the knowledge and skills required to implement the modernisation of public services
· Initiate plans to develop a Centre for Public Service Excellence in Cardiff that will support the drive by local organisations to deliver high quality, customer-focused and integrated public services Seek to ensure that the Work to achieve the highest standards of customer care, as recommended by the Institute of Council’s customer Customer Services. services are the best in Wales, and continue to In 2004 – 2005 we will: develop facilities to make the Council ‘easy · Develop our award winning "Connect to Cardiff" initiative to cover all council services, providing a to work with’. single and convenient point of access for customers
· Harness the latest technology to provide convenient local access to Council services, with "outreach" sessions in supermarkets and at other local community facilities that are easily accessible to all sectors of the community
· Develop gateways to the Council through local access points that are able to deal with any enquiry, with facilities in local shopping centres and other convenient locations, including meetings of community groups
· Progress with the establishment of new channels of access as they become available, including interactive television networks, direct booking facilities and a range of consultation initiatives
· Explore the possibility of introducing a multi-purpose smartcard scheme covering a range of local services, including public transport, and other public facilities
Cardiff Council Corporate Plan Version 0.5 15
· Work with other organisations in the public, private and voluntary sectors to develop an integrated advice and information strategy that provides easy and convenient access to the widest possible range of advice and information through a single point of contact
· Stand up for the rights and interests of consumers, ensuring that the supply of unsafe or illegal products is kept to a minimum
· Review and improve the Council’s approved Welsh Language Scheme with a view to making it more effective and cost-efficient
Exploit the potential of Deliver an integrated approach to service delivery and strategic policy development that cuts the community planning across conventional organisational boundaries. process to drive forward the Cardiff Agenda. In 2004 – 2005 we will:
· Support the Community Planning Implementation Group (CPIG) which coordinates and oversees Cardiff’s community planning partnership, and supports partner organisations to implement the Community Strategy
· Ensure CPIG meets regularly to enable the partnership to monitor progress and ensure that the Community Strategy is a “live” document reflecting current issues and responding to change
· Complete and act upon a comprehensive audit of local partnerships as a platform for ensuring collective action to solve local problems
· Hold an annual Capital Congress, Youth Congress and Older Persons Congress to give partner organisations, young people and older people an opportunity to ratify and monitor the Community Strategy and influence development of the Council’s Policy Framework
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Education and Training for Life
Community Strategy/Community Strategy Action Plan
Learning is a crucial part of Cardiff’s agenda for success. We will secure Cardiff’s position as a city of learning through an inclusive education system that values excellence creates opportunities and enables individuals to achieve their full potential.
We Will: Policy into Action Aim to ensure that all Improve standards in education and make progress in raising Cardiff's performance to at least children and young the Welsh average in key educational indicators people reach the very highest standards that In 2004 – 2005 we will: they can achieve and work with them, with · Lobby the Wales Assembly Government for three year rolling funding of schools parents, with each other, and with local · Seek to provide schools with financial and other information which will enable them to plan ahead communities to ensure on a three year rolling programme this target is met. · Implement the WAG Foundation phase pilot; disseminate findings to all schools; support schools and non-maintained settings to achieve the desirable outcomes for learning in the Early Years and schools to achieve local targets for end of Key Stage 1 as set out in the Education Strategic Plan.
· Develop and implement a multi-agency “early intervention” strategy which will support the early identification and meeting of children’s special educational needs.
· Continue to develop and implement an ICT strategy which provides greater opportunities for pupils to learn in more flexible ways.
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· Ensure that 76% of 11 year olds achieve the core subject indicator by 2004-05 with the ambition to rise to 80% by 2010
· Reduce the number and percentage of 15 year olds leaving full-time education without a recognised qualification to 3.6%
· Increase to 89% by 2005 the percentage of pupils leaving school with 5 or more A*-G GCSEs (or the vocational equivalent) and improve to reflect the Welsh average by 2010
· Work with partners to develop a policy framework and implementation plan to improve the community focus of schools in Cardiff
· Develop through the Learning Pathways partnership groups, a 14 – 19 action plan providing for greater participation and flexibility in Education and Training for 14 – 19 year olds.
· Develop and implement through the Young People’s Partnership a three-year Mentoring Strategy and Action Plan for Cardiff by March 2005
· Sustain and seek ways of developing the “Extending Opportunities” programme which provides vocational courses for 14 – 16 years, on and off school sites
Making the most effective and efficient use of the resources available
In 2004 – 2005 we will:
· Develop proposals designed to achieve a better match between the supply and demand of school places and to improve the quality of learning environments in schools
· Achieve implementation of the remodelling of the school workforce and workload agreement agendas
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Produce and implement a Schools Achievement and Inclusion Strategy ensuring that every child in the city is able to reach their full potential
In 2004 – 2005 we will:
· Produce and implement a disability access strategy in local schools by 31 March 2005
· Strengthen the Council’s Behaviour Support Strategy with a view particularly to reducing the number of permanent and fixed term exclusions year on year basis
· Work with local schools to develop a revised policy and strategy for improving the provision for special educational needs
· Review the strategy for promoting high attendance; reduce unauthorised absence from secondary school sessions to 3% by 2004-05 and then reduce year-on-year thereafter and increase the rates of attendance ("those present or on approved educational activities") in secondary schools to 89%
· Reducing the number of permanent and fixed term exclusions year-on-year basis
· Provide a range of quality and accredited “alternative curriculum” courses on and off schools sites, drawing on the resources of schools, youth centres, Coleg Glan Hafren and other educational providers
· Develop services and initiatives, including mentoring schemes, sports-based projects and arts/media projects, which seek to develop the skills, self-esteem and ambition of young people at risk of exclusion or under achievement
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Develop lifelong learning Increase Cardiff’s participation ranking in post 16 Education and Training to at least the Welsh partnerships involving average by September 2008. the Council, schools, employers, colleges, In 2004 – 2005 we will: universities and communities · Develop and implement a “Keeping in Touch” Strategy for those not in education, training and themselves. employment
· Develop and implement through the CCET partnership a Basic Skills Strategy for Cardiff by September 2004
· Deliver a comprehensive range of learning opportunities through the English for Speakers of Other Languages (ESOL) programmes to over 2,500 persons per annum
· Work through the CCET partnership to explore options for increasing recognition of overseas qualifications and experience
· Continue to offer over the next five years a high quality, wide ranging, accessible programme of learning opportunities at locally accessible buildings for 37,000 plus learners per annum and achieve 27,000 learner enrolments during 2004-05
Ensure that the city’s library service matches the changing needs and expectations of the people of Cardiff
In 2004 – 2005 we will:
· Develop new proposals to modernise and improve the city’s public library service
· Explore innovative ways of expanding the use of libraries as information resource centres and as providers of a wider range of services
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· Explore the feasibility of extending online ordering of books
· Continue to invest in book stocks
· As part of the St David’s Phase II development, support the development of a new central library
Promote the recognition Encourage and support young people to become involved in a wide range of activities of young people’s achievements wherever In 2004 – 2005 we will: they take place · Increase the number of people enrolling in and completing the Duke of Edinburgh Award Scheme
· Increase the number of people enrolling in and completing Cardiff Youth Service Young Achievers Award
· Increase the percentage of young people accessing youth provision achieving nationally recognised accreditation
· Pilot a Children’s University which will provide accreditation for participation in a wide range of activities
· Continue and extend support for the development of school pupils’ progress files as a mean of gathering evidence of young people’s involvements and achievements in and out of school
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Communities, Housing and Social Justice
Community Strategy/Community Strategy Action Plan
Cardiff needs to be a city where social inclusion is promoted and discrimination is continually challenged. The promotion of equality of opportunity is fundamental to ensuring that all residents are able to realise their full potential as individuals. We will achieve social justice and neighbourhood renewal by addressing the issues that cause people to be excluded from society, including the provision of good quality affordable housing. We also recognise that successful regeneration hinges on strong and effective measures to combat crime and anti-social behaviour.
We Will: Action Work with community Develop and implement a comprehensive approach to neighbourhood renewal planning partners to In 2004 – 2005 we will: promote social inclusion, addressing the issues that cause people to be · Complete consultation on the draft Neighbourhood Renewal Strategy in consultation with community excluded from society. planning partners This will include targeting additional resources at · Develop and formally adopt a methodology for identifying areas of need and introducing Targeted communities, which Area Priority Partnership Schemes (TAPPS) suffer from high levels of deprivation, as defined · Implement the Area Regeneration Strategy for Pentwyn Ward by the Welsh Index of Multiple Deprivation, · Develop Community Action Plans in the four Communities First schemes (Ely, Caerau, Splott and while recognising the Butetown and the minority ethnic community scheme) needs and problems of all areas of Cardiff. · Agree a resource allocation policy across agencies to target additional resources to address inequalities
· Implement the planned improvements in the North Grangetown and West Adamsdown renewal areas
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· Improve the capacity of communities to identify and secure new funding streams for neighbourhood renewal
Promote social cohesion, ensuring that the people of Cardiff are given the encouragement and incentive to become good citizens.
In 2004-05 we will:
· Provide a warm welcome to new citizens through ‘citizenship ceremonies’
· Commence work to develop a Cardiff Institute of citizenship, to provide courses and training in good citizenship for all sections of the community
· Work with other organisations in the public, private and voluntary sectors to develop an integrated advice and information strategy that provides easy and convenient access to the widest possible range of advice and information through a single point of contact
Assist people into employment through a range of programmes and initiatives
In 2004 – 2005 we will:
· Stimulate employment and training opportunities in recognised pockets of deprivation in the city
· Complete the Jasmine Local Training and Enterprise Centre in Caerau
· Complete a new training centre specialising in construction skills at Dumballs Road
· Introduce a benefits to work and training scheme to assist those dependent on benefits to achieve employment
· Work towards creating a Cardiff Skills Academy to provide an integrated network of training and workplace opportunities
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· Continue to support the credit union movement within the city
To ensure that everyone is able to access appropriate advice and benefit services
In 2004 – 2005 we will:
· Promote consumer rights by raising awareness of those rights through the launch of Consumer Direct Wales
· Review the Council’s Advice and Information Strategy through the Community Legal Service Partnership on an annual basis
· Monitor the take up of advice services to ensure they are reaching the areas or communities in greatest need
· Promote and support advice agencies or organisations that have the Community Legal Service Quality Mark or are making adequate progress to achieving the Mark
· Increase the awareness of available Advice, Benefit and Support services, through initiatives such as Consumer Direct Wales and C2C
· Improve access to the benefit service through the development of a network of local access points for all benefit claimants
· Develop and extend the Council’s Welfare Rights role to maximise the take up of available benefits
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Continue to work with the voluntary sector and community groups recognising their important contribution to the city
In 2004 – 2005 we will:
· Implement an action plan for the Voluntary Sector Compact
· Establish a grant scheme to enable local community groups, supported by their local councillors, to establish community websites
Work with Community Ensure that in Cardiff good quality housing is a right and not a privilege. Planning Partners to develop and provide In 2004 – 2005 we will: good quality affordable accommodation to meet · Continue to maximise opportunities in order to achieve the standards required by the Welsh Housing the needs of those in Quality Standards by 2012 housing need, together with the development of · Continue to work on the development of a unified waiting list for Social Housing in Cardiff to be strategic solutions to the introduced by 2010 issues of homelessness, rough sleeping and poor · In partnership with Registered Social Landlords, research best practice and explore options for housing funding for initiatives to develop Low Cost Home Ownership initiatives, such as part-own / part-rent options
· Develop 100 new Council houses by March 2007
· Co-ordinate the activities of organisations involved in the development of new housing and the refurbishment of older properties
· Support the wasted homes policy by bringing empty houses back into beneficial use, and instigate a scheme for RSLs to manage and lease vacant properties on behalf of owners
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· Develop, monitor & review housing strategies and operational plans in line with emerging new information to enable housing needs to be prioritised
· Consult on the draft BME Housing Strategy to provide best practice in assessing the needs of the BME community
· Implement fuel poverty initiatives across all tenures in line with the HECA Act 2000 and the Assembly’s ‘Affordable Warmth’ initiative
· Implement the “Supporting People” review process including the review of sheltered housing provision in all sectors
· Complete the reorganisation of Housing, Advice & Benefits services to meet customer needs
To support and advise those who are homeless or who are at risk of losing their home
In 2004 – 2005 we will:
· Produce a Homelessness Strategy and a review document
· Improve the advice and support services available to those who are homeless or threatened with homelessness including provision for ex-offenders
· Reduce the use of Bed and Breakfast accommodation
· Introduce joint training to ensure consistency and greater access to housing advice in the voluntary sector and via Registered Social Landlords
· Produce a new version of the good landlord guide & the private tenants pack in partnership with the Cardiff landlords forum and ALMA and to implement a new benefit helpline for landlords
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· Introduce a rent rescue scheme for those facing homelessness
· Reduce Tenancy failure across all sectors through the allocation of floating support placements on the basis of need
Continue to provide a high standard of service to council tenants
In 2004 – 2005 we will:
· Ensure that tenants receive value for money and improve the maintenance service to council tenants by implementing a formal appointments system for repairs
· 600 floating support spaces will be provided as part of the Tenant Support Project
· Promote the Tenant Support Scheme as a ‘good practice’ model for supported accommodation
· Consult with council tenants through the Tenants Federation on the type and standard of improvement to their homes to satisfy the Welsh Housing Quality Standard as required by WAG by 2010
Work to maintain high standards in private sector housing
In 2004 – 2005:
· Introduce the requirement for statutory licensing for houses in multiple occupation
· Bring 1,200 unfit private sector dwellings up to standard through enforcement action and renovation
· Support and retain the bond bank deposit system.
· Implement the Private Sector Improvement initiative to bring 45 private problem empty private dwellings back into use
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Work with community The City Government is committed to promoting equal opportunities. We aim to ensure that our planning partners to services are accessible to all sections of the community and understand the need for our promote equal workforce to be representative of the communities we serve opportunities and to combat all forms of In 2004 – 2005 we will: discrimination · Adopt an equalities scheme, based on the Welsh Local Government Equalities Standard, to ensure a balanced and comprehensive approach to the promotion of equal opportunities
· Revise and update the Council’s Race Equality Scheme
· Develop a joint communication strategy through the NHS flexibilities project for minority ethnic groups and people with disabilities
· Implement a multi agency interpreter service to improve access to services for people from minority ethnic communities and people with disabilities
· Use the results of access audits to improve access to council facilities for disabled people, including those with sensory impairments
· Provide needs led learning programmes for 650 disabled people
· Provide skills training for 300 people to communicate with people who have impaired hearing
· Work through the Cardiff Community Safety Partnership to combat harassment and hate crimes in the city
· Promote the Show Racism the Red Card scheme in partnership with local organisations
· Implement Human Resources initiatives to ensure that employment opportunities are accessible, recruitment processes are fair and that the workforce is broadly representative of the wider Cardiff
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community
· Expand the corporate approach to equalities monitoring to include disability
Work through the Cardiff We will continue to work with partners to rid Cardiff’s streets of crime and anti-social behaviour Community Safety through an approach that takes maximum advantage of statutory powers and technology Partnership to tackle the causes of crime and the In 2004 – 2005 we will: fear of crime in Cardiff · Develop and implement strategies through the partnership task groups to address and reduce identified priorities
· Reduce the number of recorded crimes within Cardiff and the fear of crime
· Seek to increase engagement of the private sector in community safety activities
· Undertake an annual fear of crime survey and report the findings in the Capital Times
· Recruit a city wide network of council employed accredited community support officers
· Ensure that all appropriate new planning applications are assessed partly on ‘Secure By Design’ principles
· Work with partners to develop pro-active youth engagement on constructive learning and cultural activities as well as formal ‘diversionary’ projects across Cardiff, and actively seek funding for such initiatives
· Establish a new Anti-Social Behaviour Unit to lead the fight against anti-social behaviour
· Develop and implement a revised housing domestic violence policy and a social care domestic violence policy and evaluate the policies to be adopted or used as a template by partners
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· Undertake a targeted programme to reduce crime and the fear of crime on Cardiff’s public transport systems
· Implement the Rogue Traders Action Plan
· Develop a Licensing Policy Statement in consultation with all stakeholders which will seek to maximise public safety and reduce drink-related crime and disorder
· Further develop the 'Safe Child Scheme’
· Develop a CCTV Strategy to ensure an extended and improved CCTV system for traffic and crime management in the city centre and seek to extend provision to suburban areas
· Develop, with partners, a witness protection 'one stop shop' that informs and supports victims and witnesses in Cardiff; with added support for vulnerable victims
· Develop a clear plan to reduce substance dependency within the Health, Social Care and Wellbeing Strategy
· Increase the number of substance misusers participating in substance misuse treatment programmes by 70%
· Undertake a campaign with partners to reduce the illegal sale of alcohol to children from 50% in 2002/03 to 10% in 2006/07
· Review the success of the programme to microchip horses to reduce problems with stray animals
· Promote learning and employment opportunities to offenders
· Increase incrementally the proportion of drug related offenders made subjects to Drug Treatment and Testing Orders to address drug use and reduce the risk of reoffending
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· Assist Neighbourhood Watches in Cardiff so that they are more effective and co-ordinated
· Work on restorative justice schemes in order that offenders can be confronted with the damage that they have caused
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Health, Social Care and Wellbeing
Community Strategy/Community Strategy Action Plan
Health is one of the key determinants of the success of any city. A sustained improvement in the health of local people will help remove a major barrier to the city’s economic, social and environmental development. Care and support for vulnerable people is an important element of Cardiff’s agenda. At the core of our vision is an uncompromising commitment to construct care services that are tailored to meeting the needs of individual service users. We will work together to tackle the causes of poor health and health inequalities.
We Will: Policy into Action Work in partnership to Continue to work with partners to promote health, social care and well-being in the city tackle the causes of poor health, health In 2004 – 2005 we will: inequalities and recognise that poor · Through the Local Health Alliance, adopt the Health, Social Care and WellBeing Strategy in health is a major barrier partnership with the Local Health Board to the city’s economic, social and · Work with partners to prioritise resource allocation locally to address identified health inequalities in environmental the City development; · Implement the Health Alliance Action Plan
· Develop a methodology to undertake health impact (and health inequalities) assessments Promote the importance of having a healthy lifestyle
In 2004 – 2005 we will:
· Prepare a Health and Active Lifestyles Plan for Cardiff in partnership with the Health Alliance
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· Introduce an outreach Health and Active Lifestyle team in Community First areas who will implement the first phase of a three year NOF funded project aimed at reducing coronary heart disease
· Continue to roll out the Healthy Schools programme so that all schools achieve the Welsh Healthy Schools Scheme Standard by 2014
· Work through the Health Alliance to develop affordable and healthy school meals and to provide nutrition education as part of the curriculum
· Develop and implement a healthy living projects programme as part of Highways and Parks activity programming
· Work with Local access forums to promote walking throughout Cardiff, building on the Parks events and guided walks programmes and Heritage and Bereavement walks programmes
· Encourage the take up of allotments across the City by a minimum of 1% per year by demonstrating the healthy impact of growing and producing fruit and vegetables
Create strong strategic Establish a new and improved framework to deliver more co-ordinated and customer focused and operational services partnerships between community planning In 2004 – 2005 we will: partners in all sectors to promote high quality · Implement the first phase of more co-ordinated services between the Council and NHS including the social care and health co-location of social care and health professionals in community facilities services · Complete a review of joint planning and commissioning arrangements and develop intermediate care services and pooled budgets and structure commissioning partnerships to be effective, accountable and transparent with clear links to consultative mechanisms for all stakeholders
· Improve social care workforce development across all sectors through a new employer partnership
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· Work with the Local Health Board and Cardiff and the Vale Health Trust to pursue the reorganisation of mental health services
· Expand and promote direct payments to enable more people in receipt of care to maintain greater independence and control
Take co-ordinated action Integrate community health development initiatives into wider local social and economic with partners on the regeneration activities. environmental, social and lifestyle issues that In 2004 – 2005 we will: impact on people’s health. We will also · Promote health in relation to older people, mental health, sexual health and substance misuse via encourage people to joint planning mechanisms and joint strategies take responsibility for their own health as far · Develop and implement joint city-wide strategies for the following key lifestyle issues: as practicable and support them to do so Promoting Physical Activity; Food and Health; Smoking; Workplace Health provision of information access to services
Continue to promote the health and well-being of council staff
In 2004-2005 we will:
· Work to improve the health of the Council’s workforce with a view to achieving the “Gold” Corporate Health Standard by 2010
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Continue to seek to Ensure that vulnerable people across the city have access to care, support and opportunities modernise social care in Cardiff through shifting In 2004 – 2005 we will: the focus of service delivery away from the · Implement improvement plans for social care services service provider and in favour of the service · Ensure that the needs of black and minority ethnic communities are reflected in the delivery of social user care services in Cardiff
· Recruit more people from minority ethnic communities to work as social care professionals
· Address the issues of recruitment and retention of social care staff to ensure Cardiff has the capacity to meet the demand for services
Ensure that the needs of Ensure Cardiff is a city which provides a high standard of services to children and young children in Cardiff are people, respecting and understanding their particular needs addressed within a caring and supportive In 2004 - 2005 we will: environment. The interests of the most · Implement the Adoption and Children Act and deliver appropriate services in accordance with the vulnerable children government timetable should – and will be – protected at all times. · Establish the post of Children’s Champion for Cardiff
· Commission new assessment and support services for children with complex needs and their families
· Create a consultative forum for children and young people in the care of the Authority to be facilitated by Tros Gynnal via the contract for advocacy services
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· Deliver the objectives of the Young People’s Health Action Plan
· Develop and implement a Mentoring Action Plan for young people in Cardiff
· Develop a Holiday Playscheme for children with learning disabilities
Review the Area Child Protection Committee (ACPC) to strengthen it in line with the recommendations of the Victoria Climbie Report
In 2004 - 2005 we will:
· Ensure the Council achieves the effective implementation of the proposed change from ACPC to a safeguarding Board to co-ordinate all safeguarding functions and to ensure their effectiveness
Develop protocols for sharing information between agencies.
In 2004 - 2005 we will:
· Contribute to the development of protocols under the auspices of the Health, Social Care and Wellbeing Strategy and Children and Young People’s Partnerships with implementation from March 2005
· Ensure that protocols are consistent with the Integrated Children’s System and its associated electronic interfaces
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Implement new initiatives to develop the Council's role as "corporate parent" to “looked after children”
In 2004 – 2005 we will:
· Implement a placements strategy to increase the number of placements for children in Cardiff requiring school and other services in the city
· Improve joint planning for individual, looked after children with Schools Services, resulting in improved attainment
· Develop leisure and learning opportunities for looked after children and for carers
· Continue to work with the Youth Offending Team to reduce offending by ‘looked after children’
Improve the assistance available to children and families where the children have mental health and severe behavioural problems.
In 2004 – 2005 we will:
· Work in partnership with the Local Health Board to ensure that a new tier one service is in place
· Develop and implement a Family Support Strategy to reduce family breakdown
· Integrate CAMHS support with services designed to sustain placement stability for looked after children
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Ensure lifelong planning is in place for all children with severe disabilities
In 2004 – 2005 we will:
· Improve joint planning and commissioning arrangements with the Local Health Board and Schools Services , service users and providers – to include respite care/short break services
· Establish and implement joint protocols with Adult Services to provide seamless planning and transition of care
Work together to ensure Provide services, advice and support to all vulnerable adults ensuring they are accessible and that vulnerable adults meet the needs of service users are afforded protection and are able to In 2004 – 2005 we will: maximise their independence and right · Appoint a Vulnerable Adults Champion to self-determination · Develop an Older Person’s Strategy, a Commissioning Strategy and support for frail, elderly people
· Work in partnership with the voluntary sector to support an expansion of day services
· Consolidate and support Area Adults Protection Committees
· Review policies and procedures for vulnerable adults with partner agencies, especially the police
· Implement unified assessment for all client groups across agencies in Cardiff
· Provide appropriate support for vulnerable groups who find it difficult to access health and social care services via traditional routes
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Work together to Continue to recognise the contribution of carers and provide necessary support improve carers’ quality of life through support In 2004 – 2005 we will: for their health and wellbeing · Develop more extensive carer participation in strategic planning
· Develop services based on evidence and outcomes from consultation to improve choice for carers
· Improve accessibility to services for carers from Black and minority ethnic communities
· Develop contracting arrangements for provision of carer services
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Environment
Community Strategy/Community Strategy Action Plan
The well-being and quality of life of local people is dependent to a large extent on the environment in which they live and work. Economic dynamism and sustainable development are complementary objectives. We aspire to making Cardiff an attractive place in which to live and work and the promotion of sustainable development and a clean environment will be central to the development of Cardiff as a European capital city.
We Will: Policy into Action Through improved Promote maximum levels of recycling within the city including the development of effective education and recycling and ‘recovery of value’ waste collection and treatment facilities. We will work to enforcement activities, exceed statutory targets by achieving excellence in sustainable waste management. engage with local communities and In 2004 – 2005 we will: businesses to raise awareness of the need · Finalise and approve a Municipal Waste Management Strategy for Cardiff to improve the fabric and cleanliness of Cardiff · Work with community recycling organisations and charities to recycle or reuse unwanted stock
· Launch community education campaigns to promote waste minimisation
We will continue to work for a cleaner Cardiff and improve the cleanliness on all streets by 1% per year on year
In 2004 - 2005 we will:
· Approve a Keep Cardiff Tidy (KCT) Business Plan by 30 November 2004
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· Work with the KCT campaign to foster civic pride and encourage people to take personal responsibility for the waste and litter they generate.
· Introduce a cleansing team to deal with 20% of the most travelled routes in and around Cardiff
· Increase surveillance and enforcement operations to deter flytipping, flyposting and graffiti in identified trouble spots
We will pursue rigorous enforcement measures, including the prosecution of offenders.
In 2004 - 2005 we will:
· Increase the number of fixed penalty notices issued, cases investigated and successful prosecutions for littering and dog fouling
· Introduce dedicated city centre anti-litter wardens and issue 50 fixed penalty fines
Work in partnership with local Universities to improve refuse storage and street cleanliness in areas of high density student housing.
In 2004 - 2005 we will:
· Launch an interactive litter and waste message in student unions by 31 August 2004
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Improve the environmental quality of Cardiff's streetscape, ensuring that it is consistent with other successful capital cities
In 2004 - 2005 we will:
· Complete the new style ‘Cardiff Furniture’
· Review the Queen Street Statutes
· Continue the improvements and maintenance of street lighting
· Consider the implications of a signs maintenance programme
· Complete the second year programme of highway tree maintenance
We will encourage local businesses to take greater responsibility for their waste and any litter produced in the proximity of their operations.
In 2004 – 2005 we will:
· Widen the KCT partnership to include local businesses involved in waste management
· Encourage relevant local businesses to sign up to the forthcoming DEFRA Voluntary Code of Practice for the Fast Food Industry
Agree an integrated one stop cross-service approach to cleansing all council owned land
In 2004 - 2005 we will:
· Work to ensure the re-allocation of funding for all housing land in the 2005/06 budget round
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Reduce abuse of facilities at civic amenity sites by non-Cardiff residents and traders
In 2004 – 2005 we will:
· Introduce a permit system at civic amenity sites
Monitor levels of all Monitor the state of the environment within Cardiff and make the results publicly available in types of pollution in the accessible formats city and take action to prevent nuisance and In 2004 - 2005 we will: health risks, and to enhance the quality of · Meet the EU directive timetable to ban disposal of hazardous waste, tyres and clinical waste to the environment landfill by 30 June 2004
· Implement the Council’s current Air Quality Action Plans by 1 January 2005
· Support domestic energy efficiency measures to help reduce CO2 emissions
· Undertake inspection and assessment of two potentially contaminated land sites per year and secure appropriate remediation of contaminated land as necessary
· Ensure the Cardiff Bay maintenance and water quality monitoring programmes protect the environment and deal effectively with the challenge posed by litter, pests and algae
· Work with the Welsh Assembly Government to complete a strategic noise map of Cardiff by 30 June 2007 and finalise an action plan by 2008 to reduce noise pollution in the city
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Improve energy efficiency across the city
In 2004 - 2005 we will:
· Complete the Here to Help Scheme in partnership with British Gas to improve energy efficiency in council housing
· Investigate partnerships with agencies that specialise in assisting the conservation of energy or sustainable energy procurement
Operate and maintain the Council’s vehicle fleet with the minimum impact on the environment
In 2004 -2005 we will:
· Continue with the replacement of the Council’s fleet into a ‘green fleet’
· Introduce the ‘well driven scheme’ to all the Council Fleet
Improve environmental performance of businesses in the city
In 2004 – 2005 we will:
· Work with the Environment Agency, Cardiff University and other partners to provide necessary environmental advice and support to local businesses
Aim to ensure that Promote a sustainable environment to ensure a better quality of life sustainable development is In 2004 – 2005 we will: integrated within the strategies, policies and · Undertake an ecological footprint of Cardiff to identify and measure the demand of Cardiff’s services of public sector population on the environment and integrate its findings into future policy work in the Council bodies. We will also
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raise awareness of · Maintain and promote Cardiff’s Fairtrade City status sustainable lifestyles within the wider · Develop a joint approach to sustainable and ethical procurement across major public sector bodies community in Cardiff
· Encourage the use of sustainable building materials, including sustainable drainage systems, solar panelling, and energy efficiency measures
· Implement phase one of the Green Dragon Scheme to further sustainable development in Cardiff
· Undertake research with partners to consider the potential effects of Climate Change on Cardiff and develop a Climate Change Action Plan
Maintain, enhance, Recognise that the City's parks, gardens and public open spaces are important places of promote and sustainably sport, leisure, conservation and civic life manage the natural and built environment In 2004 - 2005 we will:
· Commence the implementation of a 10 year rolling programme of improvements for the restoration of the city’s parks
· Set up a working group to investigate how best to protect and secure the future of Cardiff’s green spaces for future generations via the community planning process
· Establish a Friends Group for Bute Park as part of the lottery funding submission and consider setting up other such groups for the city’s other parks as part of any future submissions
· Effectively manage, enhance and promote Flat Holm Island as a high quality natural, historic and educational resource
· Complete the Parks Policy Strategy document
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Deliver a land-use planning framework that protects and enhances the natural and built environment of Cardiff
In 2004 - 2005 we will:
· Work with the Planning Inspectorate to set up a Public Local Inquiry for the UDP
· Develop further supplementary planning guidance, related programmes and strategies to assist in protecting the local environment
Protect and promote the natural and physical environment
In 2004 - 2005 we will:
· Implement the habitat and species action plans identified in the Local Biodiversity Action Plan
· Deliver a programme of initiatives through a Partnership Programme with the Countryside Council for Wales
· Commence a review of the protection in place for Cardiff’s historic assets following completion of the Cadw Listed Building re-survey
· Undertake 2 comprehensive Conservation Area Appraisal’s by 31 March 2005
· Through the Countryside Rights of Way Act complete the definitive plan and improve the accessibility to the Countryside
· Work with local access forums to promote walking throughout Cardiff, building on both the Parks events and guided walks programme and the Heritage and Bereavement walks programme
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· Produce a bereavement strategy to review the crematorium and cemetery provision for Cardiff
· Encourage the take up of allotments across the City by a minimum of 1% per year
· Improve disabled access to the City's allotments
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Enterprise & Transport
Community Strategy/Community Strategy Action Plan
Over the last decade Cardiff has been one of Europe’s fastest growing capital cities. Such buoyancy reflects the dynamism of the local economy and the long term success of local regeneration initiatives, based on private-public co-operation to improve the City’s infrastructure, transform the Bay, and establish the city centre as the UK’s foremost commercial centre.
Cardiff needs to continue to attract well-paid sustainable, skilled jobs to generate prosperity and opportunities for people to maximise their potential as citizens. The city must remain Wales’ economic powerhouse through further exploiting its economic potential and acting as a regional and national driver of prosperity. Innovation, skills and enterprise need to be at the heart of a dynamic local economy, underlining the importance of policies that promote economic diversity, high growth and the delivery of a modern, integrated transport system for Cardiff that will give Cardiff a decisive advantage over competitor cities.
We will: Policy into Action Make Cardiff one of the Work with the National Assembly and other local authorities to develop and promote shared UK’s leading city regions interests and build upon Cardiff’s growing reputation as a successful national and European and further develop capital city. Cardiff’s position, profile and reputation as a In 2004 -2005 we will: significant national and European Capital. · Work with adjacent local authorities in south-east Wales to develop a strong sub-regional agenda, in response to the Welsh Assembly Government’s Spatial Plan
· Continue to develop national and international links through participation in Core Cities networks such as the World Cities Alliance, the Conference of Atlantic Arc Cities, Cities of the Isles and Eurocities
· Continue, with key partners, to lobby the National Assembly, in order that Cardiff receives a level of financial support that is commensurate with its responsibilities as the Capital of Wales
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· Establish a European Dimension working group via the Community Planning Implementation Group, to bring forward proposals for partnership contributions to raise the profile of Cardiff as a European Capital
· Continue the implementation of the 6 year Strategic Tourism Growth Area Action Plan
· Continue to work with venues, such as the Millennium Stadium, and organisers of major events to further develop Cardiff’s reputation and profile as a major international events city
· Continue, through the Harbour Authority, to develop Cardiff as a premier European Maritime City
Support the Work with key business partners to deliver a comprehensive range of business support establishment and activities including financial assistance, consultancy advice, managed business units to assist growth of small business start-ups and developing Small and Medium Sized Enterprises. businesses and the diversification of the In 2004 – 2005 we will: City’s economic base through innovative, high · Utilise financial and investment support programmes to support the creation of 1,300 new jobs in value industries such as Cardiff Information Communication · Support the creation or safeguarding of 165 jobs through the new LRF supported SME Financial Technology, e- Assistance Scheme commerce and Green/Clean technology · Work with key business partners to promote the formation, development and growth of 65 firms of enterprises that will which 28 will be in the high value added sectors enhance Cardiff’s competitiveness in the · Market with Joint Venture Partner the completed phase of Capital Business Park at Wentloog and European market place. progress development of second and further phases of the park
· Explore the potential of a major world class investment site at Junction 33 of the M4 corridor
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· Commence on-site development and secure new investment projects on the rail freight business park
· Commence construction of 10,000 sq ft as phase 3 of Willowbrook Technology Centre in St Mellons
· Work with partners towards the development of a ‘Technium’ (or Science Park) at Roath Dock Basin
Promote investment in Work with Business Partners to engage with and assist SMEs in the roll out and take up of Cardiff’s ICT Broadband and the utilisation of e-commerce. infrastructure to support and encourage the In 2004 - 2005 we will: development of a knowledge-based · Assist, through the Cardiff Broadband Centre, 30 SMEs in the take-up and utilisation of broadband economy and to enable and e-commerce services to be easily accessible to all, working · Work in partnership with BT to place Cardiff in the top ten UK cities for broadband usage with partners to establish Cardiff as a major · Undertake, through the Cardiff Broadband Centre, a comprehensive survey into the use of connected and e- broadband and e-commerce activity by SMEs in the City enabled European city. Invest in the development of new and enhanced ICT provision in the City.
In 2004 - 2005 we will:
· Work with partners to ensure that 512 kb/s broadband services are available to over 95% of Cardiff businesses and households
· Work in partnership with BT develop and implement the City Centre/Cardiff Bay Wi-Fi project to promote high speed wireless broadband initiatives in the City
· Provide free internet access in all libraries and develop two new ICT suites in Central and Rhiwbina Libraries, resulting in 22,000 half-hour public access sessions per month
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Utilise the strong Encourage greater spin-out activity between the universities and industry. academic research base that exists in Cardiff to In 2004 - 2005 we will: promote technology transfer between public · Enhance and extend the range of facilities and business support mechanisms and private sector organisations in a way · Develop and implement a joint business support programme that will accelerate local economic development and improve the quality of public services;
Make a consistent and concerted effort to Promote opportunities, economic diversity and entrepreneurship to stimulate employment and generate social capital training opportunities throughout Cardiff, with particular emphasis on targeting areas of and economic activity in deprivation. deprived areas, particularly through In 2004 - 2005 we will: social enterprise and the implementation of · Commit on average £5 million of grant aid from Objective 2 & 3 for Cardiff initiatives as part of a 6- European Structural year programme period Funds Objective 2 and 3 Programmes, and other · Assist, at a national and European level, the development of future European Structural Funds government support stemming from the review of EU Cohesion Policy to seek to secure continued economic benefits for schemes; Cardiff
· Provide, with partners, a Small Business Advisory Service targeted at disadvantaged people, including minority ethnic communities, to create new jobs and assist growth of existing businesses
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Further develop Cardiff’s Secure Cardiff’s position as one of the most dynamic commercial centres in the UK. position, profile and reputation as a world In 2004 -2005 we will: class investment location for business; · Utilise a range of global networks to enhance Cardiff’s role on the international stage, improve the ability of the city to attract inward investment and generate export opportunities for SMEs
· Continue, with partners, to develop a conference infrastructure that will establish Cardiff as a major player in the UK conference market and work towards the establishment of a new state-of-the-art business centre
Maintain and improve Sustain and enhance the vitality, attractiveness and viability of the city centre, ensuring it Cardiff’s status as one of realises its full potential as one of the leading shopping centres in the UK, while at the same time the UK’s premier working to protect and enhance Cardiff’s local and district shopping centres. shopping centres through the continued In 2004 -2005 we will: development of the City Centre Strategy · Use a developer’s contribution to improve the Friary development
· Rationalise the licensing activities in accordance with Part 7A of the Highways Act, ‘café culture’ to ensure that an effective enforcement regime is put into place so that all such activities are licensed
· Support the development of St. David’s Phase II which will propel Cardiff into the top five UK shopping centres by 2010
· Continue to deliver major street enhancement projects to create a top quality pedestrian environment including the first phase of the St. John’s project to enhance Hayes Island
· Explore new ways to protect and enhance local and district shopping centres in consultation with local communities
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Aim to develop a sustainable and Deliver a modern integrated transport system for the city that will encourage a shift in usage integrated transport from private to public and environmentally friendly means of transport. system that will underpin Cardiff’s development as In 2004 -2005 we will: a fast-growing European Capital City. We will · Continue to work towards the establishment of a public-private transport partnership by April 2006 provide and promote that will comprehensively modernise local transport opportunities to travel that ease congestion on · Ensure that new industrial and residential areas are served by public transport at the earliest the road system, by opportunity so that employers and employees benefit from a public transport system that is extending and improving integrated, efficient and effective cycle and pedestrian facilities and promoting · Work with Cardiff Bus to improve the operation and effectiveness of current bus lanes the use of safe and accessible public · Undertake a study and evaluation of Park and Ride schemes by the end of 2004 within the transport. Southeast Wales Transport Board area and associated bus priority links into the sites
· Continue to support the introduction of water transport in Cardiff that is integrated with other forms of public transport, and explore the possibility of establishing water transport links with South West England
· Support the continued development of Cardiff Airport as a major international airport as a hub for domestic
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Increase opportunities to travel that ease congestion; improve cycle and pedestrian facilities and also the health and safety of residents.
In 2004 -2005 we will:
· Complete a study of possible cycle routes across the City Centre and the implementation of the City Centre cycle routes by 2005
· Introduce road safety schemes, road safety education and cooperation to ensure the enforcement of speed limits
· Support initiatives such as Safer Routes to School and Child Pedestrian and cycle training in schools
· Undertake a high profile campaign to raise awareness of the dangers of incorrectly fitted children’s car seats
· Undertake the necessary work to enable a Decriminalised Parking Enforcement Scheme to be introduced by Autumn 2006
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Sport, Leisure and Culture
Community Strategy/Community Strategy Action Plan
Sport and culture play an important role in the health and economy of Cardiff. The improvement of existing sporting and cultural facilities is fundamental to encouraging the widest possible participation and strengthening Cardiff’s reputation as one of the UK’s foremost sporting and cultural locations.
We will: Policy into Action Improve health and well- Continue to work with park based community sports clubs to improve outdoor sports being by increasing and facilities widening participation in active recreation, leisure In 2004 – 2005 we will: and sporting activities · Work through the parks partnership to deliver pitch improvements following an additional allocation for parks development within the capital programme
Develop strategies to provide for the needs of young people within public parks and green spaces
In 2004 – 2005 we will:
· Develop a playground strategy as part of the parks strategy
· Allocate additional funding to deliver nine playground schemes
· Introduce Community Safety Officers to target all users and to link into the Community Safety Strategy
· Work with the parks partnership to consult with users and young people
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Identify and target groups that are currently underrepresented and remove barriers to increase participation in sport and active recreation.
In 2004 – 2005 we will:
· Continue to work within the Health Alliance to increase participation in active recreation by adults by March 2008
· Roll out Healthy, Wealthy and Wise programme to new areas of Cardiff
· Review the Council’s pricing policy in order to increase access to leisure, active recreation and learning
· Review the ‘Walk for Health’ and GP referral schemes, and seek to provide an expanded scheme involving a wider range of partners
· Increase the number of individuals who take up the GP Exercise Referral programme from 150 per annum to 273 per annum
· Provide sustainable opportunities for people with disabilities to access and remain in their chosen sports
· Implement the first phase of the New Opportunities Funded Physical Activity programme for Cardiff to reduce coronary heart disease
· Introduce a new free swimming scheme for older people
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Increase and maintain children and young people’s participation in extra–curricular sport and active recreation
In 2004 – 2005 we will:
· Implement NOF out of school hours learning sports programme
· Implement the PE and School Sport Initiative in partnership with Sports Council for Wales
· Implement the free swimming initiative for children and young people
Broaden the opportunities and facilities available for participation in sport in Cardiff
In 2004 – 2005 we will:
· Attract 2.5million attendances to Cardiff indoor leisure and active recreation centres by 2005 and maintain, at the very least, that level until 2008 develop environmental programmes and opportunities for people to engage in physical activity
· Assess the potential to further utilise Cardiff Quartet’s sporting facilities and community buildings for general public use
· Support Capital Rugby Dragon Sport, sport in schools and other partnership programmes with sports clubs including those with the Cardiff Blues, Cardiff City Football Club and Glamorgan Cricket Club
· Work with partners to obtain the necessary funding to implement the second stage of the Skatepark Strategy, with two further parks included in the programme by March 2005
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Seek to further Cardiff’s Improve the sporting infrastructure of the city, enhancing leisure centres, swimming pools development as a centre and training facilities of sporting excellence, based on a network of In 2004-05 we will: quality and accessible facilities and create · Continue to progress the development of the sports village project sporting pathways from foundation to elite for · Implement a rolling programme of improvements to local leisure centres, swimming pools and children, young people training facilities and adults · Enhance the opportunity to develop water sports activities within Cardiff Bay
· Support Glamorgan County Cricket Club’s aims to bring test matches to Cardiff and explore ways in which the Council could assist the club in achieving this ambition
· Continue to assist Cardiff City Football Club to develop a new football stadium at Leckwith
Improve park pitches, bowling greens, tennis courts and associated buildings used by the public for outdoor sport
In 2004 – 2005 we will:
· Work with community sports clubs to deliver improved pitches
· Allocate additional funding for parks development within the capital programme for pitch improvements
· Convert Grange Gardens tennis court to an all-weather tennis court
· Improve the Marl in Grangetown
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Ensure opportunities for development, training and support are available for all levels
In 2004 – 2005 we will:
· Qualify nearly 2000 coaches in generic and sport specific coach education qualifications
· Provide 30,000 “Sports Cardiff” sports development attendances for children and young people per year
· Enrol 50 people on NVQ sports programmes
· Develop partnerships with universities and national governing bodies to ensure that opportunities exist for young people to remain within a co-ordinated structure in academies, centres of local development and centres of regional excellence in order to develop their talent for future representation at national level
· Set up sport specific management forums in eight designated sports involving National Governing Bodies, Clubs, Leagues and Sports Council for Wales
Build on the platform Enhance Cardiff’s standing as a Centre of Culture and reflect the history and multicultural established during the heritage of the city. 2008 Capital of Culture bid, and position Cardiff In 2004 - 2005 we will: as one of Europe’s leading centres of · Develop a year long events programme for 2005 to celebrate Cardiff’s centenary as a city and its culture Golden Jubilee as capital of Wales, involving the whole community
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Work to increase the Develop a strategic framework for cultural activities across Cardiff that supports creative opportunities for industries and facilitates indigenous growth in the arts and cultural sector participation in cultural activities and maintain In 2004 – 2005 we will: and develop Cardiff’s reputation as a world · Develop a Community Arts Strategy class events and tourism destination and · Continue to support community festivals designated centre of culture · Establish baseline figures and develop an Action Plan for increasing the participation in cultural activities on an annual basis
· Ensure cultural participation is a key element in the Service Level Agreements with relevant grant clients
· Increase the access and participatory activity of the joint St David’s Hall and New Theatre Education Section
· Increase the quality and quantity of public art in the city
· Attract major events to Cardiff and increase the number of cultural performances within the City
· Increase the effectiveness of marketing Cardiff as a Centre of Culture and a Major Events and Tourism destination
· Maintain the infrastructure and fabric of the Council’s directly managed venues and work in partnership with funding bodies to develop a phased refurbishment of cultural venues and identify gaps in provision
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Further progress long term projects which will ensure Cardiff has a range of world class attractions
In 2004 – 2005 we will:
· Push ahead with developing a range of new cultural and educational facilities, including the Roald Dahl Creative Imagination Experience and other possibilities such as the Sporting Hall of Fame, and World Rugby Experience
· Progress proposals for a museum of Cardiff
· Advance proposals to develop a heritage trail around the city
· Proceed with the implementation of the fifteen year plan for Cardiff Castle, which will include an interactive ‘interpretation centre’ and the development of links with Bute Park
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Improvement Review Programme for 2004/5
With the introduction of the new service areas strategic priorities and Strategic Policy Framework, information on current performance to improvement review areas will be provide the input into the risk selected from the issues/priorities assessment stage. identified in the risk assessment process. In order to make the transition to the new arrangements, the Council The Risk Assessment will identify the is carrying out a new Whole Authority benefits of each improvement Analysis (WAA) to consolidate the proposal, its projected cost and the improvements that have been made risks or implications of not carrying the over the past two years and to provide improvement. Members will then be and essential input into the Corporate able to select the improvement Annual Review stage. priorities for the following year in full knowledge of the funding that is
available and the risk associated with As with the WAA carried out in 2002, not selecting any particular the well proven EFQM approach is improvement priority. being used to identify a range of improvement priorities. It is intended In order to manage the transition to the that independent external input will be new arrangements, no new reviews provided by the Wales Quality Centre will be commenced during 2004/5 and and the Audit Commission in Wales. the following partly completed reviews The output from the WAA will be will be finalised. combined with priorities from customer and stakeholder consultation, new legislation and other external factors,
Serial Area for Improvement Lead Service Lead Officer no.
1 Waste Management Waste Management Phillip Sherratt
2 Community Maintenance Strategic Planning & Tony Riches Service Workshops Neighbourhood Renewal
3 Leisure & Lifelong Learning Leisure & Lifelong Learning Trevor Gough Pricing Policies
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Service Area Budgets 2004/5
The Council has produced its share of the All Wales NNDR pool, and revenue budget for 2004/05 within the intended Council Tax rate are taken the framework of its Medium Term into account to produce the budget Financial Plan - 2004/05 to 2006/07. proposals for the coming year.
In a budget setting process that Following debate and approval of the starts almost twelve months earlier, budget by the full Council in February all existing activities are examined for each year, fully resourced corporate and efficiency savings and the level of service business plans are prepared to financial support from the Welsh implement the Council’s priorities. Assembly Government, the Council’s
Gross Income Net Service Area Expenditure Expenditure £000 £000 £000 Adult Services 75,793 (21,024) 54,769 Children’s Services 26,017 (5,513) 20,504 Clerk to the Council 3,327 (302) 3,025 Communications 655 (26) 629 Corporate 25,366 (536) 24,830 Corporate Support 6,115 (2,504) 3,611 Development & European Affairs 4,967 (4,947) 20 Financial Services 9,602 (5,225) 4,377 Harbour Authority 10,514 (10,514) 0 Highways and Parks 33,868 (15,485) 18,383 Housing Advice and Benefits 111,774 (105,993) 5,781 Housing Revenue Account 46,267 (46,267) 0 Human Resources 3,814 (1,203) 2,611 Information & Communication 7,810 (1,636) 6,174 Technology Legal Services 2,240 (862) 1,378 Leisure & Lifelong Learning 31,989 (18,280) 13,709 Marketing & Tourism 23,591 (13,976) 9,615 Regulatory 7,536 (3,787) 3,749 Schools Services 201,643 (32,010) 169,633 Scrutiny 805 (28) 777 Strategic Planning & Neighbourhood 7,459 (2,607) 4,852 Renewal Traffic and Transportation 16,258 (4,182) 12,076 Waste Management & Street Cleansing 22,187 (6,589) 15,598 Ring fenced Funding – Children’s 2,000 0 2,000 Services Capital Financing 26,171 (3,399) 22,772
NET SERVICE AREA EXPENDITURE 707,768 (306,895) 400,873
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Report on the Cardiff Innovation Programme Projects
The Council’s Corporate Plan 2003/4 March 2004 to enable the Council to set out a range of objectives and progress through the various levels. targets intended to be delivered under the Cardiff Innovation Programme. As Revitalising Children’s Services described in section in Part 1 of this The majority of the organisational document, whilst there were some changes are now in place and some areas for improvement, there were success has been achieved in also significant successes. This attracting additional social workers to section of the Achievement Report Cardiff. Activity has now moved on to sets out details of the progress that defining strategic objectives, has been achieved. developing detailed team and individual objectives. The outcome Improving Our Customer Focus from this phase of the project will be a This project was intended to introduce number of action plans and a new and co-ordinate a programme of range of performance indicators. actions to develop increased customer focus in all aspects of Council service Community Safety delivery. It was overtaken by the Work has continued with partners and Corporate Management team’s the South Wales Police to reduce race decision to join the Institute of hate crimes and an Architectural Customer Service (ICS). Training for Community liaison Officer has been 40 staff in 6 service areas as Customer appointed to the Neighbourhood Service Practitioners commenced in Planning Team, to ensure that relevant September 2003 and is being used as planning applications are aimed to a pilot for a long term (5 year) action design out crime. plan to take the customer focus programme forward. Transforming Social Care This project, which deals with the Connect to Communities provision of social services for adults This project introduced a range of has proceeded alongside the internet and broadband services to Revitalising Children’s Services project schools and small businesses. This and is at approximately the same level work has now been completed and the of development. project closed. Rethinking Education Improving Equality of Opportunity The direction of this project was This project aimed to improve equal changed as a result of the Estyn opportunities within the Council, in decision to inspect the Council’s terms of employment and service Strategic Management of Education. A delivery. The project built on existing self assessment review was carried out work such as the Best Value Equalities using the Estyn framework and a rage review and included a review of the of improvement areas identified. The Race Equality Scheme and revision of inspection took place in June and the the action plan, a review of the report is expected in the autumn. Council's recruitment scheme and formal adoption of the Local Government Equality Standard. Work is in hand to develop an action plan by
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Cardiff Capital of Learning delays on commencement of the new This project is now planned to start centres in Ely and at Dumballs Road, during 2004/5 although many of the although these are now progressing specific targets in the project formed well and will be opened in 2005. part of service business plans and have been completed on schedule. Neighbourhood Renewal Strategy A draft framework for a Neighbourhood Promoting Cardiff’s Role and Image Renewal Strategy has been prepared This project primarily intended to co- and is being used as the basis for ordinate all the aspects associated consultation. The Communities First with Cardiff’s bid to secure the title of Team were all appointed as planned European Capital of Culture. When and are taking forward a range of this bid was unsuccessful, there was initiatives, working to support local the opportunity to take forward some of partnership groups with capacity the preparatory work as part of the in building. The community element of the Cardiff 2005 celebrations, but this the local partnership groups has been is not being taken forward as a project. selected and a process has been developed to select the voluntary and The Cardiff Unitary Development Plan statutory representatives. This will be was placed on deposit in October 2003 completed by September 2004. and representations on the deposited plan are currently being considered. Health This project has been superseded by Supplementary Planning Guidance on the Health & Well Being Strategy topics ranging from developer which is being taken forward with contributions for school facilities to partners in Health & not for profit public art are currently being sector. Revised targets and objectives developed and consulted on. will be agreed by the Health & Well Being Partnership. Cardiff City of Sport A Programme has been set up to Housing Strategies coordinate the Council’s input to the The city-wide house condition survey development of a premiership standard of privately owned and rented houses, football stadium by Cardiff City to include RSL properties, has made Football Club and the replacement of good progress and the target date for the existing Athletics Stadium. The completion has been extended to June Project for City of Sport is programmed 2004. The Local Housing Strategy to start during 2004/5. was approved at Council in March 2004 and was submitted to the Maximising Economic growth Assembly the beginning of April. It has Although not being taken forward now been put on the Council internet under this project, The St David’s site. The draft BME housing strategy Centre Phase II development has was approved at Cabinet in April and proceeded to Head of Terms stage following the call in period was and further reports will be taken to submitted to the Assembly within the Council in the autumn. required timescale. This document will also be posted on the internet. Both Funding has not been obtained for a documents are at printers (June) and North Cardiff Local Training and will be distributed to our partners once Enterprise Centre and there have been received.
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Focus on Children and Young producing a report and draft Corporate People Governance Manual for Cardiff Council The Children & Young People by the end of December 2003 Partnership is a five year programme. The specific targets set out in the At the Council meeting on 13 February 2003/4 Corporate Plan have been met 2003, it was proposed to establish a – Partnership Manager appointed and special Commission would to consider funding prepared – and work is now in best practice in Governance and report progress to develop future targets and on how this should be taken forward by objectives. the Council. The Innovation Project was identified as an ideal “vehicle” for Cardiff Transportation Partnership implementing the Commission’s The Council is seeking a long term recommendations. The Commission’s (25/30 years) private sector partner to report was published in April 2004 and support and deliver major traffic and action planning has now commenced. transportation infrastructure projects. Partnerships and Grants A formal procurement process is The Council has been working in underway and on 1 April 2004 Cabinet partnership with Community Planning shortlisted three companies. Further partners and the Voluntary Sector detailed work on the structure and Compact to complete the review of feasibility of the partnerships proposed partnerships and to agree new grant and the funding arrangements is now application procedures. With regard to being undertaken prior to a further grants, the Council has subsequently report to Cabinet recommending the adopted a new Corporate Grants arrangements for the Full Invitation to Strategy, established a joint working Negotiate process. group to examine procedures and implemented new arrangements with effect from October 2003. With regard Implementing Licensing Reform to partnerships, the Community New legislaton on licencing was Strategy Action Plan, agreed at the introduced in July 2003. The aims of Capital Congress on 21 October 2003, the licensing regime were to deter has identified the key strategic crime, avoid nuisance, increase public partnerships between the Council and safety and protect children. The community planning partners. project was completed as planned and included a review of the way the Organisational Development Council has dealt with many aspects of The need to take forward licencing, as well as introducing a fresh Organisational Development was approach that has compares with best identified at an early stage in the practice elsewhere in the UK. Innovation Programme and highlighted by the findings of the Joint review of Best Practice in Corporate Social Care. The best approach has Governance been debated by the Corporate This project aimed to examine the Management Team but the aims and Corporate Governance arrangements objectives of the Project have yet to be of Cardiff Council, identify best practice agreed. It is likely that this project will and benchmark the working practices evaluate the impact of the projects and in Cardiff against other local authorities initiatives which contribute to and public bodies, with the aim of organisational development. In the
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meantime, good progress has been Conditions Committee. The main made on a range of related projects challenges are the level of budget and initiatives that will contribute to available for developing staff and the Organisational Development, including lack of maturity of the training needs the establishment of a new Information analysis and training record keeping in Service area, production of the draft some service areas. People Strategy and rolling out the Staff Development Scheme to all Effective Risk Management service areas. Changes in policy, legislation and working practices required a Delivering Corporate comprehensive review of the Council’s Communications approach to risk management. A This Project planned to implement a cross cutting Project Team undertook range of innovative activities aimed at a review of existing approaches within ensuring that the maximum benefit is the Authority and compared this with derived from the Corporate best practice throughout Wales and Communications Strategy and creating the UK. It was found that Cardiff had an innovative new approach to the fallen behind other leading Authorities management of internal and external and required clear risk management communications. Progress on the standards and guidance to be project has been delayed by problems developed and implemented. in recruiting a Chief Officer for the new Birmingham City Council was identified Communications Services function. as a leading Local Authority risk There have been three interim management and volunteered to managers, however, and the provide their standards and guidance recruitment of the remainder of the at no cost to this Authority. The project team has been completed. New team have developed this to meet initiatives include a compete redesign identified needs in consultation with all of the Council’s Internet and Intranet services areas. The result is delivery sites, as well as media training for of comprehensive Risk Management managers. Guidelines and standards, which represent best practice and provide a Delivering Corporate Training sound basis for a consistent approach. This project aimed to deliver an A number of workshops and seminars innovative and corporate approach to are planned to provide Operational training resulting in better trained and Managers with examples of how these developed staff that are able to deliver standards will be applied in practice. improved services to the Community. Service area business plans will also A number of positive actions were be required to identify key risks by achieved, including a programme for applying the methodology. rolling out of the Staff Development/Appraisal Scheme, Corporate Capital Funding Strategy briefings and training for the staff A Capital Strategy is required to undertaking the appraisals, the provide statistical and financial development of framework for a information on capital spending plans, corporate training and development covering all aspects of capital plan, a specification for a corporate expenditure within the Authority and training database and the development accounting for the revenue implications of a draft People Strategy, which has of capital investment. The Strategy will been agreed by the Employment also inform bidding for additional
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capital resources (e.g. EU funds, Corporate Resource Planning National Lottery) and the Council’s Project approach to Public/Private The existing financial systems are Partnerships and identify the mainframe based legacy systems that framework for the management and do not provide the functionality monitoring of the capital programme. required to support a modernised Council. This project aims to achieve fundamental change to business Sustainability processes, the introduction of new The scope of this project was ways of working and the opportunity to amended to focus on corporate join up local government services in sustainability issues. Specific targets Cardiff through the introduction of have been developed and included in leading edge resource management a draft report – Making Sustainable systems. The Project is on target and Progress. This is now awaiting the preferred supplier, LogicaCMG, is Member approval. a leading implementation partner with SAP and has delivered several The data collection for the Ecological successful mySAP Business Suite Footprint is complete, an initial figure implementations within Local of the footprint has been calculated Government in the UK. The mySAP and currently the policy applications Business Suite is the world's leading and educational / awareness raising Enterprise Resource Planning (ERP) aspects are being worked on. The system, and it will manage all of the project is due for completion at the end key functional and process of November 2004, with the launch requirements included within the scope early 2005. of the this project. Contract negotiation and the recruitment of project staff to the implementation Asset Strategy project team are well underway. The Asset Management Plans are a implementation is expected to coordinated review of the Council's commence in June 2004 with assets which set out how they can be Financials and Procurement go-live improved and develop performance to April 2005 and HR/Payroll and Works improve service delivery. It is vital that Management go-live April 2006. these assets are fit for purpose, sustainable and capable of supporting service objectives. The Wales Rethinking Construction Assembly Government's long term This project links into the national Strategy Plan for Wales included a Constructing Excellence project which specific target to achieve better value is intended to deliver the process, for money from capital assets by product and cultural changes ensuring that public bodies in Wales necessary to drive major productivity develop asset management plans by improvements in the construction April 2004. This was achieved and industry. Work commenced on this service areas now have a significantly project in October 2001 and it is on improved process for managing schedule to progressively deliver premise. improvement across a wide range of areas over the next three years.
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Effective Corporate Business Procurement Strategy Planning The Best Value Review of the The aim of the Corporate Business Authority’s Stores recommended a Plan is to provide a single document review of procurement across the that clearly sets out the implementation Authority. This was endorsed in District of Ambitions for Cardiff and informs the Audit’s “Priorities for Improvement service area planning process. The report – Dec 2002” which recognises plan also aims to link to the the importance of procurement to Community Strategy, the Cabinet achieving service improvement. This Policy Statement, the Council's Project aims to ensure that the statutory plans and internal policies Authority derives maximum benefit in and the introduction of new legislation. cost savings and process 2003/4 was the first year that the improvements in the way that Authority produced a Corporate procurement is managed and Business Plan. Further improvements undertaken across the Authority during 2003/4 have resulted in an ensuring that service improvements integrated policy and planning cycle are achieved and delivered. which has been more fully described in the Strategic Policy Framework section in Part 1 of this document.
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Report on Best Value and Improvement Reviews
A description of the scope of each best · A training programme to support value and improvement review and the Inclusion and SEN results of the associated improvement · Ability of special schools to act as action plans are listed below, “outward looking centres of excellence” · Improvements to the Pupil Support The Library Service review helped to Service and Educational identify a range of issues facing the Psychology Service (see Best library service. Utilising a Green Paper Value review report above) - 21st Century Libraries for Cardiff - including the establishment of a these have been the subject of very performance management wide consultation during late 2003 and framework in the Service early 2004. Responses are being · Setting out support services for analysed leading to the presentation of schools in Service Agreements an issues paper to the Executive in July/August. This will form the basis of a white paper in the autumn to take The Governors’ Support Services forward service improvements. In the study identified improvements to meantime, the Review process has provide more relevant governor resulted in the year on year increase of training, to reduce the number of the book fund totalling £500,000 with a governor vacancies and to ensure that commitment to a further £100,000 p.a. governors represent the full range of from April 2005. stakeholders.
Since the review, governors have been The Best Value Review of the Pupil consulted annually on the content, type Support Service, completed in May and venue for their training and the 2001 identified forty eight actions for results have been used to inform the improvement and all but three have training programme which is revised been completed. The outstanding annually to take account of new actions include the preparation and legislation and current issues. In the translation of information material into past year there have been courses on Welsh and the main ethnic languages the Disability Discrimination Act, Asset (target date December 2005) and Renewal Plans and the new Human improvement to access arrangements Resources Manual for Schools. (including physical, language and other needs) which now has a target date of Following the introduction of a new December 2004. governor appointment system, the level of vacancies has dropped. All Service improvements include, governors have been sent an equal · Policy for Achievement and opportunities questionnaire which asks Inclusion and for Special about ethnicity, Gender and disability Educational Needs and the information received is being · Instruments for schools to self- used to ensure that governing bodies evaluate in relation to Inclusion and are representative of their Special Educational Needs communities.
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Improvements identified for the Improvements introduced since the English as an Additional Language completion of the Street Cleansing Service are based around refocusing Review include – the service as the Ethnic Minority · Street Cleansing and Waste Achievement Service and a full time Management were amalgamated in Equal Opportunities Officer was April 2004 to form a new Service appointed in May 2002 to work with all Area addressing the developing schools on meeting requirements of issues of 'Waste Minimisation' and Race Relations Amendment Act 2002 a 'Cleaner Cardiff'. as well as Disability and Gender · A 24-hour cleansing regime has issues. SATS results in all core been introduced in the City Centre subjects at Key stages 1,2 and 3 and · A 'Service User Guide' has been at GCSE are now monitored by ethnic published to inform people of the group although no comparison are yet litter laws, and outline cleanliness available as other council’s in Wales response target times, which we have yet to collect the information in are expected to meet. this format. Representations have · The 'Keep Cardiff Tidy' partnership been made to WAG officials and the has continued to communicate the Minister to secure longer term funding message of a cleaner Cardiff so that the service can plan effectively through publicity initiatives and for the future but currently grants are media articles, and still only provided for one year ahead. · The Enforcement Team continue to monitor and take action against identified offenders. The Schools' Advisory Service review focused in particular on the Whilst, much has been achieved, staff quality and effectiveness of the Cardiff recognise that people's perception for Advisory Service for Education. As a improvement is ever increasing. To result of the review and the that end the service area will continue subsequent inspection the service’s to consult with the public on their management team has been needs and deliver a service restructured and new arrangements accordingly. have been put in place to clarify responsibilities for service performance and improvement. The service now The Waste Management improvement makes more substantial and regular review commenced in 2001. contributions to meetings with Operational improvements and a headteachers and there is now regular reorganisation, together with the performance reporting to Members and implementation of legislative and fiscal Scrutiny Committees. Work still in directives, have all directly influenced progress includes revision of the progress. guidance on school self-improvement and developing the 14-19 strategy and In 2003 the added requirement for the KS4 strategy to support improvement development of both a Regional and a in secondary schools. Corporate Waste Strategy was undertaken in line with WAG Directives. From the outset, the complementary facets of both exercises were recognised, as the
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strategic outcomes directly influence customer service improvements, team aspects of the Improvement Review. working, internal processes and co- ordination with other services. The The Improvement Review has now review action plan and the Inspector’s been completed, and from which an recommendations have been Improvement Action Plan has been embedded in the service area developed and a briefing paper business plan and have resulted in a detailing the findings will be presented range of improvements including the to Cabinet shortly. preparation of the Urban Safety Management Plan, a study into setting Full implementation of the actions up special parking areas, improved within the timescale outlined has yet to target setting for the Local Transport be fully instigated. However ongoing Plan and the preparation of the annual improvements include - capital programme. A new formal project based system to manage the · Expansion of Green Waste flow of work has been introduced and Composting facility monthly briefings are now held to · Expansion of Wheeled Bin increase staff skills and awareness of Recycling Scheme how their work interacts with other · Expansion of Materials Recycling council policies. Facility
The Housing Renovation Grants The review of Development Control review covered individual renovation was completed in December 2001 grants and Renewal Area Activities. under the Best Value regime. The Improvements implemented include a Council has implemented all the re-drafting of all documentation to measures outlined in the review Action improve clarity, the Grant Approval Plan. The improvements achieved Document now clearly indicates the include the development of a proactive fees that will be charged, preparation Enforcement Team, the co-location of of a Marketing Plan and appointment Development Control and Building of a liaison officer to improve Control officers to better integrate awareness of the service, service service provision and move towards standards are being developed to the one stop shop philosophy, include likely waiting times and a new rationalised admin support to meet computer database is being installed internal and external demands, the which will allow more effective review of delegations to reduce monitoring of all areas of our work and processing times and the creation of budgets. an integrated S106 tracking programme to flag up critical dates and actions to ensure full expenditure of The Review of Domiciliary Care and developers contribution on Council the Meals Service focussed on the in- wide projects. house home care service and on meals delivered to vulnerable people in their own homes. The Traffic Management review investigated how the Council delivers The review highlighted a high level of enhanced facilities, safety customer satisfaction with both the improvements and the promotion of home care and the meals services.
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Recommendations were made to and Benefits service area has radically explore the feasibility of outsourcing all changed the way in which the or part of the home care service and to homelessness service is delivered with refocus the in-house service. more integrated working both within the Council and with partner A Procurement Group recommended organisations. In particular, a Multi the contracting out of the service and Agency homelessness group has been the tendering process has now been set up involving both Statutory and completed. Block contracts have been Voluntary agencies to look strategically awarded to four independent providers at the prevention of homelessness and which will commence on 5 July 2004. the provision of homeless services in Cardiff. Work is currently underway to refocus the in-house service. The improvement recommendations from the Looked After Children and The Review of Day Care Services for Long Term Fieldwork reviews have Older People highlighted the need to been largely overtaken by the outcome target the service to those older people of the Joint SSI(W)/Audit Commission who have an assessed need for day review. Where issues can be directly care through the provision of traced back the following rehabilitative and supportive care in improvements have been suitably adapted day care centres. implemented; a multi-agency working, task and finish group established to It also recommended developing a oversee production of a family support range of social / support facilities strategy, revised structures have been across the City for older people to put in place for the District Fieldwork meet for lunch, activities, information Teams, a Case Transfer Protocol has and advice. These would be ‘drop in’ been put in place and new career centres developed in partnership with grade scales have been put in place to the voluntary sector and would create attract additional qualified social further choices for older people locally workers. whilst maintaining a focussed day care service. The Best Value Review of Community The Improvement Actions from the Maintenance Services examined Review have been included in the three key processes as follows: Social Care Improvement Programme and will be monitored through this · Receiving Repair Requests. 14 process. improvement actions were identified most of which have been completed. The Repair Reporting Since the completion of the Line, which receives repair Homelessness review, Greenfarm requests, has now been transferred and Tresillian House hostels have to Connect to Cardiff and any been refurbished and a homeless outstanding actions, including the support team has been established to comprehensive appointment link to the tenant support team to deal system which is due to be with ongoing support issues. A recent transferred in phase two, will be re-structuring to the Housing, Advice
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actioned as part of the final transfer that all Council employees are arrangements. informed about and support the Council’s Equality agenda and a new · Management of repairs to vacant Race Equality toolkit will be put in properties. 12 improvement place to drive improvement forward. actions were identified, all of which have now been actioned. A Vacant Property Coordinator is now in The Best Value Review of the place to ensure that all staff are methodology behind the development trained to current processes and of the Economic Development Plan procedures. Timescales have examined the key processes including changed in the new contract consultation with stakeholders, documents to reflect actual works involvement of the private sector in required. Turn around time of development of economic policy and vacant properties is currently 8.1 undertaking benchmarking to measure weeks, down from 12 weeks at the performance and share best practice. time of the review and it is planned to further improve on this. The involvement of stakeholders in the preparation of the Economic · Emergency call out services – Development Plan has been Out of Hours. 4 Improvement strengthened and includes circulation actions were identified for the Out of the draft Plan to approximately 500 of Hours service. Training of the individuals and organisations for staff involved in the receiving the feedback and comments; production of out of hours repairs has been a “user-friendly” Executive Summary; undertaken to reduce the number an improved web-site facility and an of repairs and cost of the out of annual presentation to the Economic hours service. We have Scrutiny Committee. implemented a system to deal with the abuse of the out of hours The inspection highlighted the need to service although further work is identify and establish performance required in this area. indicators for the Economic Development function. In response to this, the Council is now one of 5 Welsh The arrangements for delivering the local authorities participating in a pilot Council’s Equality agenda have been exercise to develop performance restructured as a result of the indicators for economic regeneration. Equalities Review. There is now a County wide Equalities Issue Group, led by a Corporate Manager, which Rogue Traders has put in place an action plan that will The Rogue Traders review was deliver further improvements over the conducted as an operational review in forthcoming year. Details of the 2003/04. The review has identified a improvements actions are included on number of areas where levels of the corporate support database and consumer protection can be improved. deal with issues as diverse as The Council will consider the proposals Disability Discrimination Act, Race in the summer of 2004. Hate Crime and the Local Government Equality standard. Improved communication channels will ensure
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The review of the Registration venues, is helping enhance Service was completed in 2001 under relationships with external businesses the Best Value regime. The Council and organisations; and new media is has implemented many of the actions being used to very good effect – a new identified to improve the service. The web site for Cardiff Castle has been ICT facilities are modern; a registration developed and the on-line ticketing facility for births and deaths is system for St David’s Hall and the New available at the UHW; the service Theatre has been launched to great operates a range of celebratory success. services, and a performance management structure is in place monitoring user satisfaction and quality The initial Communication Best Value issues. However, the key review looked at both communication recommendation, improving the and consultation. A further physical access to the Register Office Communication and Reputation remains unresolved. Proposals to date Management review built on a number have involved consideration of the of action items identified in the initial relocation of the service to the review. As a result of both projects a Mansion House and the new St new Communications Service has David’s phase 2 development, been developed to drive forward the however the definitive solution has yet council’s internal and external to emerge. The issue continues to communication strategies. The service remain as a source of dissatisfaction covers three areas of expertise - with service users. It has an adverse Corporate Communications, Media effect upon the reputation of, what is and Publications. otherwise, a good service and prevents further progress against the Key areas under development are the Good Practice guides. redesign of both the internet and intranet sites; introduction of an annual staff consultation survey; development The recommendations from Marketing of a cascade briefing system; of Civic Venues and Events review completion of a comprehensive council have now been fully integrated into the premises communication audit; relevant business plans. The development and implementation of a Marketing Forum, set up as a direct media protocol; development of an on- result of the review, continues to meet line media service; redesign and and has helped develop the increased pagination of the council’s partnership working between the bi-monthly staff newsletter. A review of various teams with an increasing the council’s capital times publication; number of joint initiatives taking place, development and implementation of including promotions, attendance at improved senior management trade shows and advertising. communication.
Among other steps being taken, more All of these initiatives directly relate to customer research is now taking place improving the council’s customer across all areas, which is informing delivery – either through informing and product development and marketing; a empowering our employees or more more integrated approach to directly through a customer focussed partnership and sponsorship, web presence. particularly for events and the arts
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As a result of the Legal Services releasing a building for Schools review, service areas have been Grounds Maintenance to use invited to identify detailed levels and instead of temporary hire, trends in workload to enable the · the review of County Supplies service to meet future needs. delivery arrangements has resulted Following analysis of this information, in a carrier being used to social care and regeneration were supplement the in-house delivery highlighted as future pressure areas. arrangements, Over the last two years additional · the commencement of the resources have been allocated within Procurement Review. the service to target these pressure areas and to meet other identified There is only one action outstanding, demands for services. namely the review of stock held by the Authority that was outside of the initial The tender process for a case agreed scope of the review. It is management system which will anticipated that this action will be produce the clear reporting completed with the implementation of arrangements is reaching its final the Supporting Business Project that is stage, funding having been secured scheduled to ‘go-live’ in April 2005. over the last two years. Service standards are measured regularly and performance reporting forms part of A number of benefits/improvements the service level process. Improvement have arisen as a result of the of service standards is demonstrated Pensions and Investments review, by accreditation with Lexcel. · In the area of investments, a number of outside manager The recommendations of the review functions have been brought in team and the Audit Commission house to enhance understanding & Inspectors have been captured in the reduce costs. e.g. Strategic Asset business plan and are reviewed year Allocation, Manager of Managers, on year to reflect the changes in Monitoring of External Managers service requirements. and Cash Management. · Work is ongoing with the UK active Fund Manager with a view to The Action Plan that evolved from the achieving a further reduction in best value Review of Stores identified custody fees. some 21 actions, 20 of which have · The Statement of Investment been completed. The improvements Principles has been written in more delivered include, user friendly language & there is · the production of a Joint County now a greater level of consultation Supplies Catalogue with the other with employing bodies on matters Trading Organisations, such as this and The Funding · the trial of procurement cards within Strategy Statement. the Schools Services to address · The Pension Administration Section and improve supply arrangements has established a communication and improve productivity, strategy with employers through the · the relocation of the Schools use of e-mail lists and has set up Maintenance Store into the County two further performance indicators. Supplies environment, thereby
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REPORT ON CURRENT PERFORMANCE AND FUTURE TARGETS
CORPORATE GOVERNANCE
NAWPI 1.1a – Level of compliance with Welsh Language Scheme (service delivery). Corporate Support
YEAR TARGET > RESULT COMMENTS Fair and Fair, poor in 2001/2 The Welsh Language Board has declined to provide a judgement for 2003/4. Discussions improving areas are being held to resolve this situation. Fair and Fair, poor in 2002/3 improving areas Fair and 2003/4 - improving 2004/5
NAWPI 1.1b – Level of compliance with Welsh Language Scheme (scheme management). Corporate Support
YEAR TARGET > RESULT COMMENTS Fair and Poor and 2001/2 The Welsh Language Board has declined to provide a judgement for 2003/4. Discussions improving improving are being held to resolve this situation. Poor and 2002/3 Fair improving 2003/4 Fair -
2004/5
NAWPI 1.2 – Compliance with the Commission for Racial Equality’s Standard for Local Government. Corporate Support
YEAR TARGET > RESULT COMMENTS 2001/2 Level 2 Level 2 2002/3 Level 3 Level 2 2003/4 Level 3 Level 2 2004/5 Level 3
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NAWPI 1.3– Number of complaints to an Ombudsman, classified as maladministration. Legal Services TARGET YEAR RESULT COMMENTS < 2001/2 0 0 2002/3 0 2 2003/4 0 0 2004/5 0
NAWPI 1.4 – Percentage turnout for local elections. Clerk to the Council TARGET YEAR RESULT COMMENTS >
2001/2 43.45%
2002/3 42.99%
2003/4 40.00% 42.99%
2004/5
NAWPI 1.5 – Percentage of interactions with the public delivered electronically (overall). ICT TARGET YEAR RESULT COMMENTS > 2001/2 Calculated using Society of IT Managers (SOCITM) Measurement of Electronic Services spreadsheet specifically 2002/3 53.00% designed for calculation of this PI. The assessment was made after direct consultation with SOCITM. 2003/4 58.00% 61% 2004/5 74.00%
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NAWPI 1.5a – Percentage of interactions with the public delivered electronically (providing information). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 80.00% 2003/4 81.00% 81.00% 2004/5 90.00%
NAWPI 1.5b – Percentage of interactions with the public delivered electronically (receiving payments). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 13.00% 2003/4 25.00% 15.00% 2004/5 30.00%
NAWPI 1.5c – Percentage of interactions with the public delivered electronically (making payments). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 90.00% 2003/4 90.00% 92.00% 2004/5 95.00%
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NAWPI 1.5d – Percentage of interactions with the public delivered electronically (receiving feedback). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 85.00% 2003/4 85.00% 100% 2004/5 100%
NAWPI 1.5e – Percentage of interactions with the public delivered electronically (regulation). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 20.00% 2003/4 20.00% 20.00% 2004/5 25.00%
NAWPI 1.5f – Percentage of interactions with the public delivered electronically (making an application). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 24.00% 2003/4 35.00% 27.00% 2004/5 40.00%
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NAWPI 1.5g – Percentage of interactions with the public delivered electronically (making a booking). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 26.00% 2003/4 28.00% 26.00% 2004/5 40.00%
NAWPI 1.5h – Percentage of interactions with the public delivered electronically (paying for goods). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 60.00% 2003/4 61.00% 80.00% 2004/5 85.00%
NAWPI 1.5i – Percentage of interactions with the public delivered electronically (access to community). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 60.00% 2003/4 65.00% 70.00% 2004/5 80.00%
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NAWPI 1.5j – Percentage of interactions with the public delivered electronically (procurement). ICT TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 10.00% 2003/4 10.00% 10.00% 2004/5 25.00%
NAWPI 1.6 – Percentage of invoices paid in 30 days. Finance Services TARGET YEAR RESULT COMMENTS > 2001/2 97.50% 81.25% The overall performance shows an improvement over last year and reflects in part some minor changes to our processes. There are still issues over identifying invoices which are in 2002/3 100.00% 77.74% dispute and with some suppliers not issuing invoices until several days after the invoice date. 2003/4 100.00% 81.33% Current systems mean this is difficult to address when calculating performance information. 2004/5 100.00% The Council is however in the process of implementing a new fully integrated Procure to Pay system which should enable more meaningful data to be determined from 2005/06.
NAWPI 1.7 – Percentage of Council Tax collected. Finance Services TARGET YEAR RESULT COMMENTS > 2001/2 94.00% 93.98% The collection rate achieved this financial year is a solid performance considering the significant increase in the council tax charge levied. Whilst there has been a negligible 2002/3 94.25% 94.73% reduction year on year of less than 0.1% the current years collection rate is considered to be 2003/4 94.25% 94.62% successful. 2004/5 94.75%
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NAWPI 1.8 – Percentage of non-domestic rates due which were received by the authority. Finance Services TARGET YEAR RESULT COMMENTS > 2001/2 95.00% 95.46% This is a pleasing result which reflects the efforts made in recent years to concentrate on persistent defaulters using fast-track recovery action. This has targeted specific business 2002/3 96.00% 93.32% rate accounts and has resulted in a real improvement in the collection rate achieved. 2003/4 96.00% 96.87% 2004/5 97.00%
NAWPI 1.9 – Percentage of senior management posts filled by women Human Resources TARGET YEAR RESULT COMMENTS > 2001/2 24.16% 13.04% To help achieve the target of addressing the under-representation of women in senior management positions, the Council has improved the working environment by supporting 2002/3 13.04% 11.54% and introducing flexible working practices and providing appropriate development 2003/4 15.00% 22.22% opportunities to help improve work-life balance. 2004/5 15.00%
NAWPI 1.10 – Number of working days/shifts lost due to sickness absence per full time equivalent. Human Resources
YEAR TARGET < RESULT COMMENTS 2001/2 13.23 11.94 Whilst the result is disappointing and the trend had been tracked during the year, a review of 2002/3 11.94 12.72 the effectiveness of the Sickness Absence Policy is to be undertaken to underpin processes. 2003/4 11.70 12.98 Two Occupational Health Advisers are also due to be appointed in the course of 2004 to provide additional support in dealing with sickness absence. 2004/5 11.70
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NAWPI 1.12 – Ill health retirements as a percentage of the total work force. Human Resources
YEAR TARGET < RESULT COMMENTS 2001/2 0.60% 0.73% This positive trend is very encouraging and hopefully will continue in light of the imminent appointment of Occupational Health Advisers and the review of the Sickness Absence 2002/3 0.73% 0.38% Policy. 2003/4 0.44% 0.38% 2004/5 0.37%
NAWPI 1.13 – Percentage of authority’s employees that meet the disability definition of the Disability Discrimination Act 1995. Human Resources TARGET YEAR RESULT COMMENTS > 1 2 1 Based on survey of 50% of staff. Based on survey of 84% of staff. 2001/2 1.51% * In order to achieve the target for disabled employees, further reviews of best practice recruitment and 2002/3 1.77% *2 selection procedures will be undertaken. Reasonable adjustments will be made so that applicants with disabilities and existing employees who become disabled are treated fairly and with proper 2003/4 2.00% 1.58% consideration of their abilities. Recruitment information will also be made available on request in a 2004/5 2.00% range of formats so that people with disabilities enjoy equal access and equality in recruitment procedures.
NAWPI 1.14 – Percentage of total workforce from minority ethnic communities. Human Resources TARGET YEAR RESULT COMMENTS > 1Based on survey of 50% of staff. 2Based on survey of 84% of staff. 2001/2 1.80% 1 * 2002/3 2 Advertising of vacancies in black and minority ethnic media, the completion of the monitoring of the workforce survey and regular monitoring of 3.43% * applicants in the recruitment and selection process are some of the targeted actions to address under-representation of black and minority ethnic people in 2003/4 3.00% 3.68% the Council's employment.
2004/5 3.70%
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NAWPI 1.15 – Percentage of the authority’s buildings open to the public that are accessible to disabled people. Development & European Affairs TARGET YEAR RESULT COMMENTS > 2001/2 13% 13.25% Analysis of the independent Audits carried out by IPF in 2001-03 revealed that none of the 151 properties fully complied with Part M as required for indicator NAWPI 1.15. 2002/3 19.87% 13.25% A small budget was allocated to D&EA from the Asset Renewal Budget for access improvements for the last few years. The monies have been utilised to improve access for a number of buildings identified by various 2003/4 20.00% 0% Service Areas. Priority has been given to help meet the legislative requirements of the Disability Discrimination Act 1995. 2004/5 Service Areas, as budget holders, will have to decide on the 2004-05 targets for this Indicator. It is assumed that the Equality Issues Group within Corporate Support will undertake the future monitoring of accessibility and maintenance of the NAWPI 1.15. D&EA no longer has these budgets for access improvement works.
NAWPI 1.16a – Number of racial incidents recorded by the authority per 100,000 population. Corporate Support TARGET YEAR RESULT COMMENTS > 2001/2 232.67 The 2001/2 result was 248.79 when re-calculated using 2001 census data. No target is set for this indicator. 2002/3 182.82 2003/4 203.21 2004/5
NAWPI 1.16b – Percentage of racial incidents resulting in further action. Corporate Support TARGET YEAR RESULT COMMENTS > 2001/2 100.00% 100.00% 2002/3 100.00% 100.00% 2003/4 100.00% 100.00% 2004/5 100.00%
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NAWPI 1.17 – Number of domestic violence refuges provided by the authority per 10,000 population. Housing, Advice & Benefits YEAR TARGET > RESULT COMMENTS 2001/2 As needed 0.36 2002/3 As needed 0.27 2003/4 0.36 0.69 2004/5
EDUCATION
NAWPI 2.1– Average GCSE/GNVQ points score of 15/16 year olds in LEA schools. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 37 37 There has been improvement in performance for all the major indicators in key stage 4 in Cardiff in 2003, at a rate which was greater than that achieved at the all-Wales level. Cardiff has narrowed the 2002/3 38 37 gap with performance nationally. Achievement at KS4 in Cardiff has some way to go to reach targets 2003/4 37 39 set nationally for 2004, and this is also true at an all-Wales level where results are slightly above those in Cardiff. 2004/5 40
NAWPI 2.2 – Percentage of pupils in LEA schools achieving 5 or more GCSEs (A*-C) or vocational equivalent. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 48% 45% There has been improvement in performance for all the major indicators in key stage 4 in Cardiff in 2003, at a rate which was greater than that achieved at the all-Wales level. Cardiff has narrowed the 2002/3 50% 46% gap with performance nationally, but despite this improvement none of the targets set locally for 2003 were met. Achievement at KS4 in Cardiff has some way to go to reach targets set nationally for 2003/4 51% 47.8% 2004, and this is also true at an all-Wales level where results are slightly above those in Cardiff. 2004/5 52%
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NAWPI 2.3 – Percentage of pupils in LEA schools achieving one or more GCSEs (G or above) or vocational equivalent.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 90% 90% There has been improvement in performance for all the major indicators in key stage 4 in Cardiff in 2003, at a rate which was greater than that achieved at the all-Wales level. Cardiff has narrowed the 2002/3 91% 89% gap with performance nationally, but despite this improvement none of the targets set locally for 2003 2003/4 89% 91.81% were met. Achievement at KS4 in Cardiff has some way to go to reach targets set nationally for 2004, and this is also true at an all-Wales level where results are slightly above those in Cardiff. 2004/5 92%
NAWPI 2.4a – Percentage of 11 year olds achieving level 4 or above in the National Curriculum Key Stage 2 maths test. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 70.4% 71.6% Achievement in mathematics improved by almost 4% to 74.13%, compared to the all-Wales figure of 75%. Cardiff’s target for 2003 of 76% was not achieved, but Cardiff’s performance 2002/3 75.0% 70.2% in mathematics has improved by 10% over the last 5 years. 2003/4 76.0% 74.13% 2004/5 79%
NAWPI 2.4b – Percentage of 11 year olds achieving level 4 or above in the National Curriculum Key Stage 2 English Test. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 70.4% 78.0% The locally-set target was achieved in English where 80.3% of Cardiff pupils achieved level 4 2002/3 74.0% 79.7% or above. This figure is 1% above that for all-Wales. Achievement in English has improved by 11% over the last 5 years. 2003/4 80.0% 80.30% 2004/5 81.0%
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NAWPI 2.4c – Percentage of 11 year olds achieving level 4 or above in the National Curriculum Key Stage 2 Welsh (first language) test. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 80.1% 83.6% In Welsh (first language), results improved by more than 3% to 90.3%, 12% above the all- Wales average of 78%. Achievement was 5% above the 2003 Cardiff target of 85%. 2002/3 84.0% 87.1% 2003/4 85.0% 90.30% 2004/5 87.0%
NAWPI 2.4d – Percentage of 11 year olds achieving level 4 or above in the National Curriculum Key Stage 2 science test.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 74.0% 81.9% Science improved by 1.5% to 87.47%, the same as the all-Wales figure. This represents an improvement of 13% in the last five years. The Cardiff target for 2003 was 83%. 2002/3 78.0% 85.9% 2003/4 83.0% 87.47% 2004/5 88.0%
NAWPI 2.5a – Percentage of 14 year olds achieving level 5 or above in the National Curriculum Key Stage 3 maths test.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 64.9% 60.4% Results in mathematics improved by almost 6% to 67.67% - the same as the all-Wales figure – almost reaching Cardiff’s 2003 target. Results in mathematics have improved by 10% over 2002/3 65.0% 61.7% the last 5 years. The Schools Service will continue its commitment to supporting schools as 2003/4 68.0% 67.67% part of the KS3 strategy, which remains a priority in the Council's Education Strategic Plan 2004/5 67.0% for 2002-2005.
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NAWPI 2.5b – Percentage of 14 year olds achieving level 5 or above in the National Curriculum Key Stage 3 English test.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 67.1% 62.2% Achievement in English improved by more than 1% to 62.54%, the same as the all-Wales figure. This 2002/3 67.0% 61.4% is below the Cardiff 2003 target. Over the last 5 years, results in English have remained broadly the same. The Schools Service will continue its commitment to supporting schools as part of the KS3 2003/4 68.0% 62.54% strategy, which remains a priority in the Council's Education Strategic Plan for 2002-2005. 2004/5 69.0%
NAWPI 2.5c – Percentage of 14 year olds achieving level 5 or above in the National Curriculum Key Stage 3 Welsh (first language) test. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 85.2% 82% Results in Welsh (first language) improved from 75% to 81.3%. This figure is almost 3% short of the 2002/3 79.3% 75% Cardiff target for 2003. Performance in Welsh over the last 5 years has improved by 2%. Cardiff results in Welsh are 7% above the all-Wales average of 74%. The Schools Service will continue its 2003/4 84.0% 81.30% commitment to supporting schools as part of the KS3 strategy, which remains a priority in the 2004/5 77.0% Council's Education Strategic Plan for 2002-2005.
NAWPI 2.5d – Percentage of 14 year olds achieving level 5 or above in the National Curriculum Key Stage 3 science test.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 65.0% 60.5% In 2003, results in science improved by more than 2% to 68.03%, building upon the 5% improvement achieved in 2002. Over the last 5 years, results in science have improved by 2002/3 64.0% 65.8% 15%, and the target for Cardiff in 2003 has been exceeded by 1%. The Schools Service will 2003/4 67.0% 68.03% continue its commitment to supporting schools as part of the KS3 strategy, which remains a priority in the Council's Education Strategic Plan for 2002-2005. 2004/5 69.0%
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NAWPI 2.6 – Percentage of 15/16 year olds achieving the core subject indicator (i.e. At least grade C in GCSE English or Welsh, maths and science in combination. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 36.4% 33.0% There has been improvement in performance for all the major indicators in key stage 4 in Cardiff in 2003, at a rate which was greater than that achieved at the all-Wales level. Cardiff has narrowed the 2002/3 40.0% 34% gap with performance nationally, but despite this improvement none of the targets set locally for 2003 2003/4 41.0% 35.10% were met. Achievement at KS4 in Cardiff has some way to go to reach targets set nationally for 2004, and this is also true at an all-Wales level where results are slightly above those in Cardiff. 2004/5 42.0%
NAWPI 2.7 – Percentage of 15/16 year olds leaving full-time education without a recognised qualification. Schools Services
YEAR TARGET < RESULT COMMENTS 2001/2 4.3% 5.82% There has been improvement in performance for all the major indicators in key stage 4 in Cardiff in 2003, at a rate which was greater than that achieved at the all-Wales level. Cardiff has narrowed the 2002/3 4.0% 5.4% gap with performance nationally, but despite this improvement none of the targets set locally for 2003 2003/4 3.3% 4.78% were met. Achievement at KS4 in Cardiff has some way to go to reach targets set nationally for 2004, and this is also true at an all-Wales level where results are slightly above those in Cardiff. 2004/5 4.4%
NAWPI 2.8a – Number of pupils permanently excluded from LEA primary schools per 1,000 pupils. Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 0.4 0.74 There has been an increase this year in the number of serious assaults on members of staff 2002/3 0.64 0.67 and other pupils where headteachers have had no alternative but to permanently exclude. 2003/4 0.56 0.64 2004/5 0.47
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NAWPI 2.8b – Number of pupils permanently excluded from LEA secondary schools per 1,000 pupils. Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 1.6 2.06 As for primary schools. 2002/3 2.14 2.60 2003/4 2.05 2.41 2004/5 1.95
NAWPI 2.8c – Number of pupils permanently excluded from LEA special schools per 1,000 pupils. Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 2.1 0.00 There were 3 exclusions from special schools in the school year 2002/3. It is hoped that the 2002/3 0.0 6.38 measures within the Anti-Social Behaviour Act (2004), due to come into force in Wales in September 2004, will provide schools with more options to address the behaviour of the 2003/4 0.0 6.25 most aggressive pupils. 2004/5 0.0
NAWPI 2.11a –Percentage of permanently excluded pupils attending less than ten hours a week of alternative tuition.
Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 80% 92.2% 1) The protocol for placement of permanently excluded pupils has been in place for some two years but difficulties are still being experienced in the prompt offering and take up of places. There is a 2002/3 80% 80.95% need to revisit the protocol. 2) Further, the reluctance of some pupils to re-engage with a provision, 2003/4 78.41% 91.67% even when recourse to statutory procedures has been invoked, depressed the overall statistics into the lowest performance indicator. The Indicator does not measure what is offered to pupils. 3) The 2004/5 85.0% lack of a full time provision for twice permanently excluded pupils at KS1 & KS2 pupils further depresses the statistics.
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NAWPI 2.11b – Percentage of permanently excluded pupils attending between ten and twenty five hours a week of alternative tuition. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 20% 7.80% As for NAWPI 2.11a. 2002/3 20% 17.46% 2003/4 20.00% 7.41% 2004/5 15.00%
NAWPI 2.11c – Percentage of permanently excluded pupils attending more than twenty five hours a week of alternative tuition. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 0% 0% As for NAWPI 2.11a. 2002/3 0% 1.59% 2003/4 1.59% 0.93% 2004/5 0%
NAWPI 2.12a – Percentage of primary school classes with more than 30 pupils in years Reception to two inclusive.
Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 1.00% 2.25% Those infant classes with more than 30 pupils have reached that size due to Permissible 2002/3 1.00% 1.83% Exceptions. The classes are therefore not in breach of the class size limit. 2003/4 1.37% 1.62% 2004/5 1.62%
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NAWPI 2.12b – Percentage of primary school classes with more than 30 pupils in years three to six. Schools Services YEAR TARGET < RESULT COMMENTS 2001/2 23.60% 17.50% Schools are being provided with additional Welsh Assembly funding, plus support from the Schools Service, to enable them to ensure that no classes are above 30 in 2004/5. We 2002/3 17.00% 11.95% expect to see some KS2 classes above 30 next year due to 'Permissible Exceptions'. 2003/4 9.00% 10% 2004/5 3.11%
NAWPI 2.13a – The number of statements of special educational need (SEN) issued during the year. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 211 204 The Council would wish to maintain the number of statements at the current level for the coming year whilst effecting a move next year to greater delegation of SEN funding to 2002/3 190 233 schools. 2003/4 200 180 2004/5 180
NAWPI 2.13b(i) – Percentage of SENs, excluding those affected by “exceptions to the rule” prepared within 18 weeks.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 100% 84.62% From a solid baseline and a more settled service, the Council would like to set more challenging but realistic targets for the coming year. 2002/3 90% 31.94% 2003/4 31.94% 66.67% 2004/5 75.00%
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NAWPI 2.13b(ii) – Percentage of SENs, excluding those affected by “exceptions to the rule”, finalised within 26 weeks. Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 New for 2002/3. 2002/3 38.89% 2003/4 38.89% 67.74% 2004/5 75.00%
NAWPI 2.14 – The percentage of attendance, those present or on approved educational activities, in secondary schools.
Schools Services TARGET YEAR RESULT COMMENTS > 2001/2 New for 2002/3. Attendance rates have been improving over the last four years, with the use of early intervention strategies and regular truancy initiatives, especially around targeted 2002/3 87.66% schools. 2003/4 89.75% 88.81% This year the Welsh Assembly has introduced new attendance codes to be used by schools, 2004/5 89.00% which will improve accuracy of reasons for pupil absence.
SOCIAL SERVICES
NAWPI 3.1 – Stability of placements of children looked after – percentage of those children with 3 or more placements during the year. Children’s Services YEAR TARGET < RESULT COMMENTS 2001/2 8.00% 4.39% Availability of placements both in house and with independent sector is extremely limited. This limits the ability to match child with placement. In addition a number of children have to 2002/3 8.00% 9.96% be placed with carers who are only able to provide short term placement leading to increase 2003/4 8.00% 14.47% in number of placement moves. 2004/5 8.00% (Action via Placements Strategy)
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NAWPI 3.2a – Percentage of young people leaving care with one or more GCSEs (A*-G) or GNVQs. Children’s Services TARGET YEAR RESULT COMMENTS > nd 2001/2 50% 28.13% As of 2 July, result for 2003/4 has been updated to 62% but original figure has already been submitted to the LGDU. Reflects attainment of looked after children who are attending 2002/3 50% 41.94% Cardiff schools. 100% of these young people achieved either GCSE or a Certificate of 2003/4 50% 25.64% Educational Achievement. This is supported by improved attendance record for looked after children. (Action to maintain and improve level but to take account of medium term strategy 2004/5 70% to increase number of foster placements within Cardiff)
NAWPI 3.2b – Percentage of young people leaving care with two or more GCSEs (A*-G) or GNVQs. Children’s Services TARGET YEAR RESULT COMMENTS > nd 2001/2 New for 2002/3. As of 2 July, result for 2003/4 has been updated to 61.54% but original figure has already been submitted to the LGDU. Reflects attainment of looked after children 2002/3 32.26% who are attending Cardiff schools. This is supported by improved attendance record for 2003/4 40.00% 20.51% looked after children. 2004/5 40.00% (Action to maintain and improve level)
NAWPI 3.3 – Percentage of young people in care on their 16th birthday with a suitable plan for continuing care. Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 100.00% The result is due to slippage between action and recording of action. (Action – to improve timely recording) 2002/3 100.00% 100.00% This was a Policy Agreement indicator for 2001/4. 2003/4 100.00% 95.24% 2004/5 100.00%
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NAWPI 3.4– Percentage of first placements for looked after children beginning with a care plan in place. Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 87.57% Whilst cases are allocated, the quantity and quality of assessment and resulting plans is reduced because of the vacancy levels in long term fieldwork services. However, there will 2002/3 100.00% 73.94% always be a % of children who are looked after in emergency situations where pre placement 2003/4 100.00% 74.10% planning is impossible (est at 10% by WAG). (Action via recruitment and retention strategy and attention to improved assessment and 2004/5 100.00% planning) This was a Policy Agreement indicator for 2001/4.
NAWPI 3.5 – Costs of services for children looked after by the local authority (per child per week). Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 £203.38 £399.14 Estimated result. Target will be set after the outturn figures are confirmed. The upward trend is due to the increasing numbers of independent sector placements and reduced capacity in- 2002/3 Not Set £449.94 house. 2003/4 Not set £527.88 (Action via Placements Strategy) 2004/5
NAWPI 3.6a – Cost per week of providing social services to adults for residential and nursing home care. Adult Services TARGET YEAR RESULT COMMENTS = 2001/2 CIPFA estimates are used until final outturn figures available. 2002/3 £263.36
2003/4 £290.00 £330.89 Target to be set when outturn figures are completed. 2004/5
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NAWPI 3.6b – Cost per week of providing social services to adults for home care. Adult Services TARGET YEAR RESULT COMMENTS = 2001/2 Costs per user for domiciliary care have increased this year as a result of increasing rates in the private sector. 2002/3 £141.54 CIPFA estimates are used until final outturn figures available. 2003/4 £160.00 £166.59 2004/5 Target to be set when outturn figures are completed.
NAWPI 3.7 – Older people (65 or over) helped to live at home per 1,000 population aged 65 or over. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 74.4 68.11 There have been a number of improvements this year in recording the data for this indicator, including the amalgamation of some systems in preparation for the introduction of the 2002/3 75.10 80.19 CareFirst integrated database. This enabled the work of Disabled Facilities Services to be 2003/4 75.90 95.64 reported in greater detail.
2004/5 97.55 This was a Policy Agreement indicator for 2001/4.
NAWPI 3.8 – Rate of delayed transfer of care for social care reasons per 1,000 population aged 75 or over.
Adult Services YEAR TARGET < RESULT COMMENTS 2001/2 11.78 Delayed transfers on the monthly census decreased in the second half of the year after a review of mental health delayed transfers. It is hoped to work with the health Trusts to 2002/3 13.50 18.08 improve the validation of information. 2003/4 11.50 13.84 2004/5 12.76 This was a Policy Agreement indicator for 2001/4.
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NAWPI 3.9 – Percentage of adult clients receiving a written statement of their needs and how they will be met. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 75.00% 72.08% Performance has improved again this year. The Social Care Improvement Programme will continue to monitor performance on this indicator. 2002/3 85.00% 80.15%
2003/4 95.00% 87.19% This was a Policy Agreement indicator for 2001/4. 2004/5 92.00%
NAWPI 3.10 – Number of assessments of people aged 65 and over, per 1,000 population aged 65 or over. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 100.00 125.23 Target achieved. 2002/3 130.00 132.60 2003/4 135.00 146.83 2004/5 150.00
NAWPI 3.11 – Number of nights of respite care provided by the authority per 1,000 population aged 18 or over. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 90.00 78.31 There continues to be limited availability for respite care beds in the independent residential sector. A working group will review respite facilities available to people with learning 2002/3 80.00 81.63 disabilities. 2003/4 83.50 68.24 2004/5 75.00
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NAWPI 3.12 – Percentage of children on the Child Protection Register whose cases should have been reviewed that were reviewed. Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 100.00% 60.77% In previous years an activity definition has been used, wrongly. Using the prescribed definition, based on each child having ALL due reviews on time, performance is significantly 2002/3 85.00% 59.04% lowered. Major factors are – vacancy level in long term fieldwork teams; availability of staff 2003/4 85.00% 35.14% from other, key agencies. (Action via recruitment and retention strategy, improved systems for reviews and close 2004/5 58.00% management attention to performance). High priority for improvement
NAWPI 3.13 – Number of people 65 or over, supported in residential care homes or nursing homes per 1,000 population aged 65 or over. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 Target achieved.
2002/3 27.19 This was a Policy Agreement indicator for 2001/4. 2003/4 27.00 27.23 2004/5 27.07
NAWPI 3.14a – Number of adults under 65 with a physical or sensory disability helped to live at home, per 1,000 adults under 65. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 Target achieved.
2002/3 4.00 4.25 This was a Policy Agreement indicator for 2001/4. 2003/4 4.04 5.66 2004/5 6.20
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NAWPI 3.14b – Number of adults under 65 with a learning disability helped to live at home, per 1,000 adults under 65. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 Target achieved.
2002/3 1.94 2.92 This was a Policy Agreement indicator for 2001/4. 2003/4 1.96 3.05 2004/5 3.15
NAWPI 3.14c – Number of adults under 65 with mental health problems, helped to live at home, per 1,000 adults under 65. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 Target achieved.
2002/3 0.50 1.29 This was a Policy Agreement indicator for 2001/4. 2003/4 0.50 1.50 2004/5 1.70
NAWPI 3.15a – Percentage of children on the Child Protection Register with an allocated social worker providing a service appropriate to the child’s need. Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 These cases are highest priority for allocation to qualified Social Workers, and are generally allocated in spite of vacancy level. The end of year position is due to delays in reporting 2002/3 95.03% allocation. 2003/4 100.00% 84.29% (Action is to maintain level and to improve timely recording)
2004/5 100.00% This was a Policy Agreement indicator for 2001/4.
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NAWPI 3.15b – Percentage of looked after children with an allocated social worker providing a service appropriate to the child’s need. Children’s Services TARGET YEAR RESULT COMMENTS > 2001/2 Compared with 3.15a, result is relatively good – required standard is lower, as cases can be allocated to social work assistants. 2002/3 97.71%
2003/4 100.00% 96.10% This was a Policy Agreement indicator for 2001/4. 2004/5 100.00%
NAWPI 3.15c – Percentage of children in need with an allocated social worker providing a service appropriate to the child’s need. Adult Services TARGET YEAR RESULT COMMENTS > 2001/2 This was a Policy Agreement indicator for 2001/4. 2002/3 78.56% 2003/4 100.00% 86.35% 2004/5 100.00%
HOUSING NAWPI 4.1a – Percentage of private sector dwellings where direct action by the local authority has resulted in unfit dwellings being made fit or demolished. Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 3.60% 3.74% The target for the year was not met due to: - a lack of take up of grants in the final stages of the Riverside Renewal Area; an increase in the value of the average House Renewal Grant due to the implementation of the 2002/3 3.60% 3.72% Regulatory Reform Order (RRO) imposing a higher standard of works, resulting in higher average grant levels; changes to grant conditions making grant take up less attractive. Posts were held vacant to allow re-structuring 2003/4 17.00% 14.71% and planning for budgetary cuts. Resources were taken from front line delivery to help implement a new 2004/5 10.00% database project for the service.
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NAWPI 4.1b – Percentage of private sector dwellings where direct action by the local authority has resulted in return to occupation where they have been vacant for more than 6 months at 1st April. Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 1.26% 1.07% The overall target for the year (3.09%) has been met. Increased focus and resources have 2002/3 1.26% 2.22% been made available to this work area over the last 18 months. This recognises the political 2003/4 3.09% 3.16% aspiration to secure improvements in this area. This has led to increased enforcement activity in relation to compulsory purchase, which resulted in the target being surpassed. 2004/5 3.63%
NAWPI 4.2 – Energy efficiency – average SAP rating of local authority owned dwellings. Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 46 46 2003/4 50 46 2004/5 60
NAWPI 4.5a – Rent arrears of current tenants as a proportion of the authority’s rent roll. Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 1.80% 1.94% Even though the arrears have reduced in monetary terms, the increase in the % is due to the number of sold and demolished properties which has reduced our overall gross debit. 2002/3 1.88% 1.72% 2003/4 1.88% 1.78% 2004/5 1.80%
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NAWPI 4.5b - Rent arrears of former tenants as a proportion of the authority’s rent roll. Housing, Advice & Benefits
YEAR TARGET < RESULT COMMENTS 2001/2 2002/3 1.60% 2003/4 1.50% 1.93% 2004/5 2.00%
NAWPI 4.5c – Rent arrears of current and former tenants written off as not collectable as a proportion of the authority’s rent roll. Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 0.75% 1.33% 2002/3 1.50% 0.56% 2003/4 0.50% 0.49% 2004/5 0.60%
NAWPI 4.6 – Proportion of homelessness applications determined and applicant notified within 33 working days.
Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 90.00% 58.56% We have just finalised our new restructure which has enabled us to focus on preventative work thereby reducing the number of presentations. This should have a positive bearing on 2002/3 90.00% 67.59% this particular indicator. 2003/4 90.00% 67.36%
2004/5 90.00%
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NAWPI 4.7 – Average re-let times (calendar days) for local authority dwellings let during the financial year.
Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 84.00 98.91 We were hoping for a better result and we are putting new initiatives in place for the next year which will hopefullly improve on this current performance. 2002/3 42.00 49.95 2003/4 42.00 60.66 2004/5 42.00
NAWPI 4.10a – Percentage of emergency repairs completed within target time. Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 85.00% 79.13% Several factors have contributed to the significantly improved level of performance of this indicator. Difficulties previously with closing jobs due to parts or extra work took jobs over the 24 hours indicator. 2002/3 85.00% 69.76% This has been addressed and follow up works to emergencies are now being raised as urgent. 2003/4 75.00% 87.46% MIS reports have been further refined and all managers receive these on a weekly basis for addressing with staff. 2004/5 85.00% Work is ongoing to ensure control of works orders by the RT's and operatives to make sure that orders are completed in a logical way based on priority.
NAWPI 4.10b – Percentage of urgent repairs completed within target time. Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 66.00% 70.66%
2002/3 75.00% 69.23% 2003/4 75.00% 82.85% 2004/5 80.00%
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NAWPI 4.11 – Average time taken to complete non-urgent responsive repairs (calendar days). Strategic Planning & Neighbourhood Renewal YEAR TARGET < RESULT COMMENTS 2001/2 25.00 29.73 This indicator has consistently achieved the target of less than 35 days and continues to do so. 2002/3 25.00 30.47
2003/4 35.00 22.34 2004/5 35.00
NAWPI 4.12 – Does the authority follow the Commission for Racial Equality’s code of practice in rented housing.
Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 Yes Yes 2002/3 Yes Yes 2003/4 Yes Yes 2004/5 Yes
NAWPI 4.13a - Are there landlord wide Tenant Participation Compacts (TPCs)? Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 Currently under review. 2002/3 Yes 2003/4 Yes No 2004/5 Yes
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NAWPI 4.13b – Date of most recent review of a landlord wide TPC in partnership with tenants? Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 Currently under review. 2002/3 1st April 2001 30th April 2003/4 1st April 2001 2004 30th April 2004/5 2005
NAWPI 4.13c - Proportion of tenants covered by local or group-specific TPCs. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 7.5% 2003/4 12.00% 7.57% 2004/5 10.00%
NAWPI 4.14 - Number of homeless households placed by the authority in temporary housing for more than 6 months. Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 This is an average of the 4 quarters. This is the most accurate figure we are able to provide under our current computer 2002/3 299 system. 2003/4 350 263.75 2004/5 275
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NAWPI 4.15 - Average rent lost per tenant, through dwellings being left vacant during the financial year.
Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 2002/3 £77.50 2003/4 £72.00 £77.62 2004/5 £72.00
ENVIRONMENT
NAWPI 5.1a(i) – Percentage of municipal waste recycled or reused. Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 4.00% 5.04% 2002/3 6.00% 5.82% 2003/4 8.00% 6.76% 2004/5 7.00%
NAWPI 5.1a(ii) – Percentage of incinerator residues, beach cleansing wastes, rubble and abandoned vehicles recovered.
Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 2002/3 97.61% 2003/4 97.00% 97.45% 2004/5 97.00%
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NAWPI 5.1b – Percentage of municipal waste composted. Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 1.50% 1.46% 2002/3 3.00% 3.55% 2003/4 5.00% 7.25% 2004/5 8.00%
NAWPI 5.1c – Percentage of municipal waste used to recover heat, power and other energy sources. Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 0.00% 0.00% Municipal waste is not used to recover heat, power & other energy sources. 2002/3 0.00% 0.00% 2003/4 0.00% 0.00% 2004/5 0.00%
NAWPI 5.1d – Percentage of municipal waste landfilled. Waste Management YEAR TARGET < RESULT COMMENTS 2001/2 94.50% 93.50% 2002/3 91.00% 74.66% 2003/4 87.00% 69.35% 2004/5 70.00%
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NAWPI 5.5 – Percentage of highways and relevant land inspected, of a high or acceptable standard of cleanliness. Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 88.00% 92.66% 2002/3 93.66% 93.58% 2003/4 94.00% 93.09% 2004/5 94.00%
NAWPI 5.7 – Percentage of population served by kerbside collection of recyclables. Waste Management TARGET YEAR RESULT COMMENTS > 2001/2 63% 65.02% 2002/3 66% 72.28% 2003/4 75.00% 75.30% 2004/5 78.00%
TRANSPORT
NAWPI 6.1 – Cost of highway maintenance per km of principal roads. Highways & Parks
YEAR TARGET < RESULT COMMENTS 2001/2 0.90p 0.96p This figure is provisional and no longer includes capital asset rental charges which were included in the provisional 2002/3 Not Set £41,171.69 2002/03 result (£95,236.71) and the 2003/04 target. 2003/4 £92,000.00 £35,658.93
2004/5 £40,000.00 (NB. Prior to 2002/3, this was measured differently ie. “per km travelled by a vehicle on principal roads”. The change in definition prevents comparison with previous performance.)
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NAWPI 6.3a – Percentage of principal roads with negative residual life. Highways & Parks
YEAR TARGET < RESULT COMMENTS 2001/2 36.00% 47.47% 2002/3 37.00% 47.80% 2003/4 47.00% 41.96% 2004/5 41.00%
NAWPI 6.3b – Percentage of non-principal roads with negative residual life. Highways & Parks
YEAR TARGET < RESULT COMMENTS 2001/2 43.00% Not Available Visual inspection undertaken this year has identified that a significant number of 'marginal' roads have deteriorated and no 2002/3 43.00% 16.67% longer pass threshold. 2003/4 16.67% 36.46%
2004/5 36.00%
NAWPI 6.4 – Percentage of street lamps not working. Highways & Parks
YEAR TARGET < RESULT COMMENTS 2001/2 1.70% 1.50% Consistent achievement over past two years to be consolidated prior to lowering target. 2002/3 1.50% 1.40%
2003/4 1.50% 1.24% 2004/5 1.50%
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NAWPI 6.10 – Percentage of footpaths and rights of way which are easy to use by members of the public. Highways & Parks TARGET YEAR RESULT COMMENTS > 2001/2 41.00% 26.01% 2002/3 41.00% 34.39% 2003/4 40.00% 37.40% 2004/5 40.00%
PLANNING
NAWPI 7.1a. – Is there an adopted Unitary Development Plan in place? Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > th th 2001/2 No No UDP went on deposit 28 October – 9 December 2003, now considering representations 2002/3 No No prior to Inquiry. 2003/4 No No 2004/5 Yes
NAWPI 7.1b – If no, is there a deposit UDP in place? Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 No No The City of Cardiff Local Plan has now lapsed, awaiting the adoption of the UDP. 2002/3 Yes No 2003/4 Yes Yes 2004/5 Yes
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NAWPI 7.1c – What percentage of the population is covered by local plans adopted in the last 5 years?
Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 0.00% 0.00% 2002/3 0.00% 0.00% 2003/4 0.00% 0.00% 2004/5 0.00%
NAWPI 7.3 – Advertised departures from the adopted development plan approved by the authority as a percentage of total permissions granted. Regulatory YEAR TARGET < RESULT COMMENTS 2001/2 0.20% 0.18% There were 6 departures out of 2,576 applications in 2003/2004. 2002/3 0.20% 0.16% 2003/4 0.20% 0.23% 2004/5 0.20%
NAWPI 7.4 – Percentage of planning applications determined within 8 weeks. Regulatory TARGET YEAR RESULT COMMENTS > 2001/2 80.00% 70.79% The continuing buoyancy of investment and property development within the progressive City environment is resulting in the receipt of increasing numbers of development control 2002/3 80.00% 55.58% applications. The staffing resources to process these applications are not increasing to meet st 2003/4 80.00% 59.12% these demands. Approval has now been given to increase staff resources from 1 April 2004 in order that performance levels can be enhanced during 2004/05. 2004/5 80.00%
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NAWPI 7.6 - Quality in customer service (score against Planning Officers Society Wales checklist).
Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 9/11 7/10 2002/3 9/11 8/11 2003/4 9/11 9/11 2004/5 9/11
NAWPI 7.7 – Percentage of standard searches carried out in 10 working days. Legal Services TARGET YEAR RESULT COMMENTS > 2001/2 90.35% 58.35% 2002/3 91.00% 80.94% 2003/4 81.00% 99.28% 2004/5
NAWPI 7.8 – Is there a Local Bio-diversity Action Plan in place for the authority’s area? Strategic Planning & Neighbourhood Renewal TARGET YEAR RESULT COMMENTS > 2001/2 Yes 2002/3 Yes Yes 2003/4 Yes Yes 2004/5 Yes
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ENVIRONMENTAL HEALTH
NAWPI 8.1a – Percentage of ‘high risk’ food premises inspections that should have been carried out that were carried out Regulatory TARGET YEAR RESULT COMMENTS > 2001/2 100.00% 88.89% 2002/3 100.00% 100.00% 2003/4 100.00% 100% 2004/5 100.00%
NAWPI 8.1b – Percentage of ‘other’ food premises inspections that should have been carried out that were carried out. Regulatory TARGET YEAR RESULT COMMENTS > 2001/2 100% 25.86% 2002/3 100% 60.89% 2003/4 75.00% 100% 2004/5 75.00%
NAWPI 8.2a – Score against the checklist of enforcement best practice for environmental health. Regulatory TARGET YEAR RESULT COMMENTS > 2001/2 60.00% 70.00% Changed for 2003/4 – this is now scored out of 9, not 10 as in the previous year. Score is 7.375. 2002/3 75.00% 78.75%
2003/4 80.00% 81.94% 2004/5 95.00%
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NAWPI 8.2b – Score against the checklist of enforcement best practice for trading standards. Regulatory TARGET YEAR RESULT COMMENTS > 2001/2 60.00% 80.00% Changed for 2003/4 – this is now scored out of 9, not 10 as in the previous year. Score is 8. 2002/3 85.00% 80.00% 2003/4 90.00% 88.89% 2004/5 95.00%
CULTURAL & RELATED SERVICES
NAWPI 9.1 – Number of pupils visiting museums and galleries in organised school groups. Marketing & Tourism TARGET YEAR RESULT COMMENTS > 2001/2 17,850 17,074 Cardiff Castle enjoyed a successful year for visitors in 2003/04, including school groups, which is reflected in the NAWPI result. The opening of the new Education Centre in 2002/3 17,414 17,494 September 2004 is expected to further develop the number of educational visits to the site. 2003/4 17,600 21,278 2004/5 22,342
NAWPI 9.2 – Number of visits to public libraries per 1,000 population. Leisure & Lifelong Learning TARGET YEAR RESULT COMMENTS > 2001/2 4.80 3661.07 New Opportunities Fund PC's have attracted new users into libraries and the increase in the book fund has maintained our existing user base. 2002/3 5300.00 6024.07 2003/4 6195.51 7228.21 The 2004/5 target is a reduction on last year's figure due to the anticipated works in Ely and 2004/5 6900.00 Splott libraries which will inevitably lead to a reduction in visits to those two facilities during the year.
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NAWPI 9.3 – Number of swims and other visits per 1,000 population. Leisure & Lifelong Learning TARGET YEAR RESULT COMMENTS > 2001/2 5780 6677.18 The result has exceeded target mainly due to increased attendances at Channel View & 2002/3 5780 7402.98 STAR Centres by 90%. The target for 2004/5 is lower due to planned maintenance closures. 2003/4 7545 7860.14 2004/5 6948
HOUSING BENEFIT & COUNCIL TAX BENEFIT
NAWPI 11.1a– The number of claimants visited per 1,000 caseload. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 New for 2003/4. 2002/3 From 1.4.04 we have adopted the visiting module of the Verification Framework and as such 2003/4 11.38 are committed to a significant increase in visits. We are expected to make 6360 visits in the 2004/5 215 year and the target reflects this.
NAWPI 11.1b – The number of fraud investigators employed, per 1,000 caseload. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 New for 2003/4. 2002/3 2003/4 0.24 2004/5 0.20
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NAWPI 11.1c – The number of fraud investigations per 1,000 caseload. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 New for 2003/4. 2002/3 2003/4 21.57 2004/5 22.00
NAWPI 11.1d – The number of prosecutions and sanctions per 1,000 caseload. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 New for 2003/4. 2002/3 2003/4 2.19 2004/5 3.00
NAWPI 11.3a – Average time for processing new claims (calendar days). Housing, Advice & Benefits
YEAR TARGET < RESULT COMMENTS 2001/2 60 68.00 2002/3 53.00 59.15 2003/4 55.00 52.56 2004/5 48.00
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NAWPI 11.3b – Average time for processing notifications of changes of circumstances (calendar days).
Housing, Advice & Benefits YEAR TARGET < RESULT COMMENTS 2001/2 8 12.85 2002/3 12.00 8.80 2003/4 8.80 8.27 2004/5 8.00
NAWPI 11.3c – Percentage of renewal claims processed on time. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 70.00% 61.37% This PI has been deleted for 2004/5. 2002/3 68.00% 65.98% 2003/4 70.00% 58.89% 2004/5 N/a
NAWPI 11.4a – Percentage of cases for which calculation of benefit due was correct on the basis of information available for the determination. Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 96.00% 94.00% 2002/3 94.00% 93.72% 2003/4 95.00% 94.00% 2004/5 95.00%
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NAWPI 11.4b – Percentage of recoverable overpayments (excluding Council Tax benefit) that recovered in the year.
Housing, Advice & Benefits TARGET YEAR RESULT COMMENTS > 2001/2 50.00% 39.61% 2002/3 45.00% 35.06% 2003/4 40.00% 34.68% 2004/5 40.00%
CROSS CUTTING COMMUNITY SAFETY
NAWPI 12.1 – Domestic burglaries per 1,000 households. Corporate Support
YEAR TARGET < RESULT COMMENTS 2001/2 Not Set 16.92 2002/3 Not Set 22.59 2003/4 21.45 21.79 2004/5 20.94
NAWPI 12.2a – Violent offences committed by a stranger per 1,000 population. Corporate Support
YEAR TARGET < RESULT COMMENTS 2001/2 Note that the same crime incident may be recorded under multiple parts of NAWPI 12.2. South Wales police have not set targets for this indicator. 2002/3 9.15 2003/4 n/a 7.55 2004/5 n/a
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NAWPI 12.2b – Violent offences committed in a public place per 1,000 population. Corporate Support
YEAR TARGET < RESULT COMMENTS 2001/2 Note that the same crime incident may be recorded under multiple parts of NAWPI 12.2. South Wales police have not set targets for this indicator. 2002/3 16.38 2003/4 n/a 16.18 2004/5 n/a
NAWPI 12.2c – Violent offences committed in connection with licensed premises per 1,000 population. Corporate Support YEAR TARGET < RESULT COMMENTS 2001/2 Note that the same crime incident may be recorded under multiple parts of NAWPI 12.2. South Wales police have not set targets for this indicator. 2002/3 3.52 2003/4 n/a 2.84 2004/5 n/a
NAWPI 12.2d – Violent offences committed under the influence per 1,000 population. Corporate Support
YEAR TARGET < RESULT COMMENTS 2001/2 Note that the same crime incident may be recorded under multiple parts of NAWPI 12.2. South Wales police have not set targets for this indicator. 2002/3 2.51 2003/4 n/a 3.47 2004/5 n/a
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NAWPI 12.3 – Vehicle crimes per 1,000 population. Corporate Support
YEAR TARGET < RESULT COMMENTS 2001/2 Not Set 25.74 2002/3 Not Set 36.03 2003/4 31.78 31.28 2004/5 30.81
NAWPI 12.4 – Has the authority established a corporate strategy to reduce crime and disorder in their area? Corporate Support TARGET YEAR RESULT COMMENTS > 2001/2 Yes Yes 2002/3 Yes Yes 2003/4 Yes Yes 2004/5 Yes
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Audit Commission Report on 2003/4 Corporate Plan
The Council’s external auditors are · The Improvement Projects set required to report whether the plan out in the Plan are seen as a has been prepared and published in clear ambition to drive accordance with statutory improvement by cross-cutting requirements and guidance and, rather than simply service where appropriate, to recommend specific activity. whether the Plan requires any amendment to meet these · The Council’s Company Wide requirements. In particular, their Registration (CWR) with the recommendations must address: British Standards Institution is considered to be a · Whether there are any comprehensive model for appropriate procedures that managing and monitoring need to be followed in relation to improvement activity with the key the plan; components of Strategic · Whether the Audit Commission Improvement Meetings (SIMs), should carry out a Best Value Business Improvement Meetings Inspection of the Authority under (BIMs), the Improvement Action Section 10 of the Local Database (IADB) and the PQA Government Act 1999; project management system · Whether the National Assembly seen as potentially valuable for Wales should give a direction tools. under Section 15 of the Local Government Act 1999 This was an extremely positive report from the external auditor and, The Audit Commission report was as expected, on the basis of their received on 31 October 2003 and audit work, the Audit Commission in confirms that the Plan met all the Wales does not recommend a Best statutory requirements. In addition, Value inspection of Cardiff County however, it goes on to confirm the Council under Section 10 of the Auditor’s opinion that the 2003/4 Local Government Act 1999; nor Corporate Plan is a “well- does it recommend that the National constructed” document and made Assembly for Wales should give any several positive comments direction under Section 15 of the including: Local Government Act 1999.
· The Council’s developing model The report does identify a number of of linking community minor issues that need to be engagement into capital addressed including six key congress, then to corporate and recommendations that require a service priorities which in turn formal Council response. These feed into the budget preparation were discussed and agreed by is seen as a cohesive approach Cabinet on 4 March 2004 and that focuses on delivering approved under Delegated Powers. continuous improvement. A copy of the audit report and the Council’s response is listed below,
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Audit of the Improvement Plan
Auditors' Report Cardiff County Council
INSIDE THIS REPORT
PAGES 3- 9
Statutory Report · Auditors’ report to Cardiff County Council on its Improvement Plan published June 2003
Reference 768A2003final : Authors: Chris Koehli Colin Davies Date: October 2003
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Auditors’ report to Cardiff County Council on its Improvement Plan published June 2003 Certificate We certify that we have audited Cardiff County Council's Improvement Plan in accordance with Section 7 of the Local Government Act 1999 and the Audit Commission's Code of Audit Practice. We also had regard to supplementary guidance issued by the Audit Commission.
Respective responsibilities of the Authority and the auditors Under the Local Government Act 1999 (the Act) the Authority is required to prepare and publish a best value performance plan summarising the Authority’s assessments of its performance and position in relation to its statutory duty to make arrangements to secure continuous improvement to the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness. Following the Local Government Act 1999, the Welsh Assembly Government (the Assembly) has issued further guidance to best value authorities in the Wales Programme for Improvement: Guidance for Local Authorities, which sets out how the new Wales Programme for Improvement will be implemented under Sections 3, 5 and 6 of the Local Government Act 1999. Under this guidance, the statutory Best Value Performance Plan has been replaced by a Statutory Improvement Plan (the Plan) which must be published by 30 June of the financial year to which the Plan relates. The Authority is responsible for the preparation of the Plan and for the information and assessments set out within it. The Authority’s future work programme set out in the Plan should connect to the outcomes of the completed Whole Authority Analysis and risk assessment. The Authority is also responsible for establishing appropriate performance management and internal control systems from which the information and assessments in its plan are derived and for ensuring that it provides sufficient capabilities and capacity needed to manage change and improvement. The form and content of the Plan are prescribed in Section 6 of the Act and statutory guidance issued by the Assembly. As the Authority’s auditors, we are required under Section 7 of the Act to carry out an audit of the Plan, to certify that we have done so, and: · to report whether we believe that the Plan has been prepared and published in accordance with statutory requirements set out in Section 6 of the Act and statutory guidance and, where appropriate, recommending how the Plan should be amended so as to accord with statutory requirements; · to recommend: - where appropriate, procedures to be followed in relation to the Plan; - whether the Audit Commission should carry out a best value inspection of the Authority under Section 10 of the Local Government Act 1999; - whether the Assembly should give a direction under Section 15 of the Local Government Act 1999.
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Report and recommendations on the Plan We planned and performed our work so as to obtain all the information and explanations that we considered necessary in order to report and make recommendations in accordance with Section 7 of the Act. For the purposes of our report, we have interpreted compliance with the statutory guidance issued by the Assembly in the Wales Programme for Improvement: Guidance for Local Authorities as being sufficient to meet the statutory requirements under Section 6 of the Act. We are not required to form a view on the completeness or accuracy of the information or realism and achievement of the Plan published by the Authority. Our work therefore comprised a review and assessment of the Plan and, where appropriate, examination on a test basis of relevant evidence, sufficient to satisfy ourselves that the Plan includes those matters prescribed in legislation and statutory guidance and that the arrangements for publishing the Plan complied with the requirements of the legislation and statutory guidance. Included in the Plan are the Authority’s estimates for the year ended 31 March 2003. Actual results for the year may be different from the figures reported, because events and circumstances frequently do not occur as expected and the differences may be material. To the extent that the figures included in the Plan are estimates, our audit work comprised an assessment as to whether the estimates made by the Authority had been properly compiled in all significant respects on the basis of the assumptions stated by the Authority, as at the date at which the Plan was prepared. For the purpose of determining whether or not to make recommendations on procedures to be followed in relation to the Plan, our work included a review and assessment, and where appropriate, examination on a test basis of evidence relevant to the adequacy of the systems set in place by the Authority for collecting and recording specified performance information; and the testing of specific performance indicators selected by the Audit Commission in Wales because of the inherently higher risks of their mis-statement. The work we have carried out in order to report and make recommendations in accordance with Act cannot be relied upon to identify every weakness or opportunity for improvement. In particular, it has not necessarily covered the same areas as a Best Value Inspection. Recommendations on procedures for the preparation and publication of the Plan On the basis of our work, we have the following recommendations to make in respect of the procedures for the preparation and publication of the Plan: Whole Authority Analysis and Joint Risk Assessment – process and progress In undertaking the Whole Authority Analysis (WAA), the Council adopted an open and honest approach in assessing its key challenges, although this assessment is more robust at the corporate than at the service level. The Council used the proven ‘EFQM Excellence Model’ as the basis for its assessment, supplemented by independent assessments carried out by the Wales Quality Centre and ourselves. Proper consideration of each of these inputs is well evidenced and appropriate links were made between these, the improvement priorities from the Social Care Improvement Programme (arising from the Joint Review of Social Services) and the framework of the Council’s annual Cabinet Policy Statement ‘Ambitions for Cardiff’ to form the basis of the Cardiff Innovation Programme. Cardiff Council Corporate Plan Version 0.3 125
As a result, the Council and its regulators have agreed a Joint Risk Assessment (JRA) and a work programme has been developed to address the risks identified over the next few years through a combination of: · co-ordinated projects managed through the Cardiff Innovation Programme; · service area improvements managed through the service area business planning process; · improvement reviews managed using the Council’s Improvement Review Toolkit.
S1 Under the Wales Programme for Improvement, councils are required to review their risk assessments annually. We recommend that the Council considers this requirement as part of its proposed ‘Effective Risk Management’ project, building it into the development of a corporate risk methodology. Clear guidance on definition of risks (corporate, cross-cutting and service specific) will be required that allows for the causes of risks to be identified and addressed as part of ongoing improvement action planning.
Improvement Plan Audit The Plan meets all the statutory requirements and is a well constructed document that if used as planned, will support improvement. An overview of the Council is provided followed by a discussion of the challenges facing the organisation and a clear statement of its strategic priorities. The role of the Cardiff Innovation Programme is then described, flowing into the key improvement projects (30) and reviews (11) that are planned to respond to these priorities, and to the risks the Council has identified through its WAA. The second part of the Plan reports on achievements against 2002/2003 improvement priorities, best value and improvement reviews, and then goes on to describe current performance and future targets by reference to National Assembly for Wales Performance Indicators (NAWPIs). The Plan has developed appropriately from last year’s ‘transitional’ document to become an important element of the Council’s corporate planning process: indeed, the Improvement Plan and the Corporate Plan are, for the first time this year, one and the same document. The Council’s developing model of linking community engagement into capital congress, and into service ‘ambitions’, and then feeding the budget preparation, finally delivering the corporate priorities through ‘Ambitions for Cardiff’ is cohesive, and sets the context for priorities for future years and the focus on delivering continuous improvement. The Improvement Projects set out in the Plan clearly reflect an ambition to drive improvement by cross-cutting rather than simply service specific activity. The Council has recognised the need to introduce effective arrangements for project planning, management and review to ensure that these projects deliver the desired outcomes. On the basis of our audit findings, we believe that there are 2 key areas where the Plan needs to be further improved next year. Firstly, in the section describing improvement projects, individuals have been assigned responsibilities for delivering
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against ‘specific targets’. However, the specificity of these targets varies across the range of projects. Whilst some targets are very clear and measurable (eg, ‘Rethinking Education’), others are less so, with unclear intended outcomes (eg, ‘Transforming Social Care’); and others had yet to be developed at the time of publication of the Plan (eg, ‘Partnerships and Grants’). There is also some potential for confusion between ‘targets’, ‘objectives’ and activity. A number of planned improvements rely on the appointment of staff, or on the development of strategies, but it is not clear to what extent these actions will deliver measurable improvement (eg, ‘Focus on Children and Young People’: it is not clear what outcomes will derive from the ‘maximum Cymorth funding’ being secured). We do however recognise that the Council has continued to develop the scope and definition of its improvement projects since the date of publication of the Plan.
S2 The key section of the Plan, which describes ‘the Improvement Projects’ needs to be made clearer. It should state clearly the overall objectives of each project, then specify the measurable targets that will evidence progress towards the objectives, and summarise the actual activity and necessary resources to deliver the objectives.
The second key area where the Plan needs to be improved is in the reporting of the Council’s performance. The Plan reports on the Council’s performance against stated objectives and targets in 3 sections: · ‘Report of Achievements against 2002/2003 Objectives’: which whilst useful, is not clear on what action the Council intends to take to remedy where objectives have not been met, and there is no obvious link back into the work planned for the forthcoming year. · ‘Report on Best Value and Improvement Reviews’: which describes external judgements and general progress, but is weakened by the absence of reported progress against specific objectives and targets. · ‘Report on Current Performance and Future Targets’: which presents a timeline of actual and targeted performance in relation to NAWPIs but, in some important areas, falls short of highlighting poor and/or deteriorating performance, its causes and the actions proposed to address it. For example: - NAWPI 2.13b(i) Education: SEN statements prepared within 18 weeks; - NAWPI 3.1 Social Services: stability of placements of children looked after; - NAWPI 3.4 Social Services: the percentage of first placements (for looked after children) beginning with a care plan in place; - NAWPI 3.8 Social Services: the rate of delayed transfers of care for social reasons per 1,000 population aged 75 and over). These sections of the Plan contain very little resource allocation information and no indication of budget to be made available to provide the necessary improvement solutions.
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S3 In future, the Plan needs to recognise all poor performance, include an explanation of its causes and identify action which has been or will be taken to address it. Such explanations should identify the resources necessary to achieve the outcomes expected, in terms of measurable targets.
Recommendations in respect of the procedures to be followed in relation to the Plan We have also identified a number of issues in respect of the procedures to be followed in relation to the Plan and accordingly we make the following recommendations: Performance management The Council has an emerging planning model that seeks to link stakeholders’ needs to political priorities and then into corporate planning. The important connection to budget planning in this context is also beginning to emerge. There have been improvements since last year in the corporate arrangements for performance management, for example, the Improvement Plan and Corporate Plan have been combined to provide a single document which should assist the Council to plan, monitor and report performance. Corporate guidance and a template for the production of service business plans are in place. There is, however, a mixed picture in how this part of the planning hierarchy works in practice – in some service and functional areas (for example Leisure and Lifelong Learning) there are clear links between corporate priorities and service planning. In other areas the links are less explicit. There are some good plans (eg, Schools Service and Highways) while some other services and functional areas have none. In Company Wide Registration (CWR), the Council has a comprehensive model for managing and monitoring improvement activity. Its key components are SIMs, BIMs, the Improvement Actions Database (IADB) and the PQA project management system. However, the use of these potentially valuable tools is inconsistent, and does not appear to have improved since we reported on this last year. There are examples where the approach is totally integrated into service management (eg, ICT) and others where there is either local duplication, or ignorance of these performance tools. The significance of actions included in IADB still needs to be reviewed, and the role of SIMs remains unclear to many managers. A significant weakness in the Council’s performance management arrangements is the continuing absence of a consistent staff appraisal system. In the limited number of areas where appraisal is happening, some positive effects are reported. The Council ‘is positioned’ to achieve investors in people accreditation across the Authority by 2008. Clearly there is much work to be done if this is to be achieved. Performance monitoring and reporting arrangements are not yet consistent across the Council. We have seen some effective monitoring of progress (eg, in Development and European Affairs – though this service does not utilise all aspects of CWR) whereas in other areas, it is not clear what action is taken when targets are not achieved or performance is identified as poor and/or deteriorating. In particular, there is as yet no systematic reporting to members (although some
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services provide weekly ‘issue updates’ to Cabinet members) and Scrutiny Committees only assess service performance on an ad-hoc basis. We will be undertaking further audit and inspection work to assess the impact of progress being made.
S4 It is clear that the development of effective performance management arrangements is at differing levels throughout the organisation. The system is not yet running consistently at a level to support improvements in all services, and there is evidence which suggests that the framework established by the Council is not effectively connected with front-line service delivery in all areas. In our view, the priority areas for the Council to address are: · ensuring that the emerging corporate and service planning model is widely publicised, and understood by all; · ensuring all services and appropriate functions have an effective business plan which clearly links to the strategic priorities set out in the Corporate Plan; · developing ‘SMART’ local performance indicators to measure progress in achieving Corporate and Business Plan objectives; · ensuring consistent implementation of the planned procedures for staff performance appraisal and development; · including targets for improving service performance in individuals’ personal objectives linked to Business Plan objectives; · addressing the inconsistencies in the approach to, and utilisation of CWR performance management tools;
· reviewing the actions included in the IADB to ensure that they properly focus on key performance issues for service and functional areas, and are prioritised; · ensuring services and functions work more closely together to identify and build upon good practice throughout the organisation; · ensuring that appropriate officers regularly monitor current performance against target, together with progress in implementing action plans for improvement. Corporate managers and members should receive and monitor exception report summaries, arising from this monitoring activity.
Accuracy of reported performance indicators A draft internal audit report on their ‘Audit of 2002/2003 NAWPI’s’ concludes inter alia that, “whilst some progress has been made, there are still concerns about the error rate and incidence of indicators where it is considered improvements can be made.”
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S5 We expect the Council to respond to internal audit’s report on their ‘Audit of 2002/2003 NAWPI’s’ and ensure the desired improvements in accuracy of information and availability of supporting evidence are achieved over the next few months.
Our own testing of indicators not covered by the Council’s work revealed similar errors. In particular, it highlighted serious weaknesses in performance information systems in key areas of social services eg, NAWPI 3.9: the percentage of adult clients receiving a written statement of their needs and how they will be met; and NAWPI 3.12: the percentage of children on the CPR whose cases should have been reviewed were reviewed. This situation could have potentially damaging affects if decisions are made on the basis of significantly flawed information.
S6 We recommend that the Director of Social Services and his managers take appropriate steps to ensure that systems used to compile PIs, targets and any other management information produce accurate information to enable performance to be measured and monitored. This requirement should be included as part of individuals’ performance appraisal.
Track record The Council has a mixed track record over the last 12 months. Last year we said that the Council needed to apply different aspects of its good practice more consistently, but there has been slow progress in this respect. There is a mixed picture in delivering business plans and action plans resulting from best value reviews and inspection. On the whole, the business plans we looked at in detail showed good progress (although the quality of the improvement actions was mixed). It is too early to monitor progress against the current improvement projects as projects are still being set up. The Corporate Plan reports in broad terms on progress for last year, but no mechanism was found to enable progress against these reports and reviews to be easily monitored. Reporting to members varies across the Council. Although the IADB seeks to capture all improvement activity, it is not always clear what actual progress has been made against specific actions. Thus, although the majority of actions are noted as ‘completed’, it is not always clear whether this has led to the desired outcome. However, our analysis of published performance information provides a more positive view. Overall, against a ‘basket’ of indicators chosen by the Audit Commission, the Council is showing improvement in the majority of cases, and significant improvement in specific areas including the processing of benefits and waste recycling.
Recommendations on referral to the Audit Commission in Wales/Welsh Assembly Government We are required each year to recommend whether, on the basis of our audit work, the Audit Commission in Wales should carry out a Best Value Inspection of the Authority or whether the Assembly should give a direction. Cardiff Council Corporate Plan Version 0.3 130
On the basis of our work: · We do not recommend that the Audit Commission in Wales should carry out a Best Value Inspection of Cardiff County Council under Section 10 of the Local Government Act 1999. · We do not recommend that the Assembly should give a direction under Section 15 of the Local Government Act 1999. The Authority must consider this report and formally respond to the statutory recommendations contained within it, within 30 working days.
District Auditor’s signature:
Date: 30 October 2003
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Cardiff Council - Action Plan Response to Audit Commission in Wales Corporate Plan 2003/4 Audit Recommendations
Recommendation Proposed Response Action By Target Date
S1. Under the Wales Programme for Risk assessments as part of the Wales Programme for Phil Higgins Complete Improvement and Impact Assessments required by the Race Improvement, councils are required to Equality Scheme have been included within the terms of review their risk assessments annually. We reference for the ‘Effective Risk Management’ project in order to recommend that the Council considers this develop a consistent risk methodology. requirement as part of its proposed ‘Effective Risk Management’ project, building it into the development of a corporate risk methodology. Clear guidance on definition of risks (corporate, cross- cutting and service specific) will be required that allows for the causes of risks to be identified and addressed as part of ongoing improvement action planning.
S2 The key section of the Plan, which Revised arrangements have been put in place during 2003 to Mike Doel Complete streamline the policy cycle, setting appropriate sequencing to describes ‘the Improvement Projects’ needs ensure that key priorities are appropriately funded. These to be made clearer. It should state clearly priorities will be set out in the Corporate Business Plan and the overall objectives of each project, then implemented through service area action plans, improvement specify the measurable targets that will reviews, innovation projects or partnership working as evidence progress towards the objectives, appropriate. and summarise the actual activity and necessary resources to deliver the objectives.
Additional information will be included in the comments section Mike Doel 30 June 2004 S3 In future, the Plan needs to recognise all that accompanies each performance indicator poor performance, include an explanation of Cardiff Council Corporate Plan Version 0.3 132
its causes and identify action which has been or will be taken to address it. Such explanations should identify the resources necessary to achieve the outcomes expected, in terms of measurable targets.
S4 It is clear that the development of The Audit report recognises that the Council has a Mike Doel 31 March 2005 comprehensive model for managing and monitoring effective performance management improvement activity. The model includes a mechanism for arrangements is at differing levels progressively, internally auditing compliance with the Council’s throughout the organisation. The system is approved performance management model. not yet running consistently at a level to support improvements in all services, and Where inconsistencies are identified, the relevant manager is responsible for identifying and implementing the necessary there is evidence which suggest that the remedial actions which are then monitored through the framework established by the Council is not Improvement Action Database. effectively connected with front-line service delivery in all areas.
In our view, the priority areas for the Council to address are:
· ensuring that the emerging corporate and service planning model is widely publicised, and understood by all; · ensuring all services and appropriate functions have an effective business plan which clearly links to the strategic priorities set out in the Corporate Plan; · developing ‘SMART’ local performance indicators to measure progress in achieving Corporate and Business Plan objectives; Cardiff Council Corporate Plan Version 0.3 133
· ensuring consistent implementation of the planned procedures for staff performance appraisal and development; · including targets for improving service performance in individuals’ personal objectives linked to Business Plan objectives; · addressing the inconsistencies in the approach to, and utilisation of CWR performance management tools; · reviewing the actions included in the IADB to ensure that they properly focus on key performance issues for service and functional areas, and are prioritised; · ensuring services and functions work more closely together to identify and build on good practice throughout the organisation; · ensuring that appropriate officers regularly monitor current performance against target, together with progress in implementing action plans for improvement. Corporate Managers and Members should receive and monitor exception report summaries, arising from this monitoring activity.
As in previous years, the response to the internal audit report on Mike Doel 31 March 2004 S5 We expect the Council to respond to the accuracy of the 2002/3 NAWPIs will be in the form of an internal audit’s report on their ‘Audit of Cardiff Council Corporate Plan Version 0.3 134
2002/2003 NAWPIs and ensure the desired action plan that specifies individual responsibilities and target improvements in accuracy of information dates for completion. Achievement of the action plan will be monitored using the Improvement Action Database and availability of supporting evidence are achieved over the next few months
Data collection systems are being reviewed within both Adult Chris Davies 31 March 2005 S6 We recommend that the Director of and Children’s Services to ensure that only accurate information Social Services and his managers take is being reported. Where errors have occurred because of appropriate steps to ensure that systems ambiguities in performance indicator definitions, these are being used to compile PIs, targets and any other taken up with the Local Government Data Unit. management information produce accurate Work is in hand to agree a set of performance indicators relevant information to enable performance to be to each level of management from Cabinet through to front-line measured and monitored. This requirement staff. How far we can deliver relevant and accurate performance should be included as part of individuals’ info will be limited in some instances by the capacity of our info performance appraisal systems to deliver.
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APPENDIX B
Working to improve the quality of life for people and communities, both locally and as the Capital City of Wales.
CORPORATE PLAN SUMMARY 2004 - 2005
INTRODUCTION BY THE LEADER
Councillor Rodney Berman Leader of Cardiff
CONTENTS Page Number
Introduction by the Leader 2
Contents 2
The Council’s Strategic Aims 3
The Strategic Policy Framework 4
Improvement Review Programme 5
Service Area Budgets 2004/5 6
Achievements against 2003/4 Improvement Priorities 7
Audit Commission Report on 2003/4 Corporate Plan 8
Cardiff County Council – Corporate Plan Summary 2004/5 ver 0.1 2
The Council’s Strategic Aims
Education and Training for Life housing. We also recognise that Learning is a crucial part of Cardiff’s successful regeneration hinges on agenda for success. We will secure strong and effective measures to Cardiff’s position as a city of learning combat crime and anti-social through an inclusive education system behaviour. that values excellence creates opportunities and enables individuals Enterprise & Transport to achieve their full potential. Cardiff needs to continue to attract well-paid sustainable, skilled jobs to Health, Social Care and Wellbeing generate prosperity and opportunities Health is one of the key determinants for people to maximise their potential of the success of any city. A sustained as citizens. The city must remain improvement in the health of local Wales’ economic powerhouse through people will help remove a major barrier further exploiting its economic potential to the city’s economic, social and and acting as a regional and national environmental development. At the driver of prosperity. Innovation, skills core of our vision is an and enterprise need to be at the heart uncompromising commitment to and the delivery of a modern, construct care services that are integrated transport system for Cardiff tailored to meeting the needs of that will give Cardiff a decisive individual service users. advantage over competitor cities.
Environment Improving Services, Engaging with The well-being and quality of life of Citizens local people is dependent to a large The Cardiff Community Strategy is the extent on the environment in which result of ongoing and far-reaching they live and work. Economic consultation in which Cardiff residents dynamism and sustainable and local organisations have engaged development are complementary in extensive discussions about the objectives. We aspire to making future of Cardiff. As partners we will act Cardiff an attractive place in which to to ensure that we meet the varied live and work and the promotion of individual needs, expectations and sustainable development and a clean aspirations of local people and that environment will be central to the everyone has equal access to development of Cardiff as a European opportunities, information and capital city. services.
Communities, Housing and Social Justice Sport, Leisure and Culture The promotion of equality of Sport and culture play an important opportunity is fundamental to ensuring role in the health and economy of that all residents are able to realise Cardiff. The improvement of existing their full potential as individuals. We sporting and cultural facilities is will achieve social justice and fundamental to encouraging the widest neighbourhood renewal by addressing possible participation and the issues that cause people to be strengthening Cardiff’s reputation as excluded from society, including the one of the UK’s foremost sporting and provision of good quality affordable cultural locations.
Cardiff County Council – Corporate Plan Summary 2004/5 ver 0.1 3
The Strategic Policy Framework
Last year the Council combined its Corporate and Improvement Plans to provide a cohesive corporate planning process that linked community engagement to council policies and then on to service delivery. The corporate planning process has been further developed during the past year to include a medium term strategic policy core that will be linked to the Council’s medium term financial strategy and an annual policy cycle that will be linked to the annual budget setting process.
Cardiff Council - Annual Policy Cycle
Community Strategy Action Plan
Service Area Customer & Current External Pressures September Strategic Priorities Stakeholder Priorities Performance Corporate Annual Review
Risk Assessment Progress October Service Reputation Resources reports to Delivery Cabinet
Draft Policy Action Plan November Draft Resource Allocation
February City Government final policy proposals agreed Budget Agreed Progress reports to CMT/COs 31 March Corporate Business Plan
Service Area RIsk Service Area Innovation Partnerships Assessment Business Plans Reviews
Service Area Annual Review SIM/BIM/Monthly Monitoring
Detailed work on the Council’s risk management guidelines and priorities for 2004/5 will commence in standards have been developed to September and will include a number provide a sound basis for a of new elements, consistent approach at both · A corporate annual review where corporate and service levels. all the individual strands of · A draft policy action plan and consultation, external pressures, resource allocation that will be current performance and service available by the end of November area strategic priorities can be each year so that Members, drawn together in a common format Service Areas and Community with some indicative timescales Planning partners have at least two and resource requirements. months to discuss and comment on · A risk assessment exercise where the proposals before the Priorities the various priorities emerging from and Budget are approved by the corporate annual review can be Council in February. prioritised. A comprehensive set of
Cardiff County Council – Corporate Plan Summary 2004/5 ver 0.1 4
Improvement Review Programme
With the introduction of the new legislation and other external factors, Strategic Policy Framework, service areas strategic priorities and improvement review areas will be information on current performance to selected from the issues/priorities provide the input into the risk identified in the risk assessment assessment stage. process. In order to make the transition to the new arrangements, the Council The Risk Assessment will identify the is carrying out a new Whole Authority benefits of each improvement Analysis (WAA) to consolidate the proposal, its projected cost and the improvements that have been made risks or implications of not carrying the over the past two years and to provide improvement. Members will then be and essential input into the Corporate able to select the improvement Annual Review stage. priorities for the following year in full knowledge of the funding that is As with the WAA carried out in 2002, available and the risk associated with the well proven EFQM approach is not selecting any particular being used to identify a range of improvement priority. improvement priorities. It is intended that independent external input will be In order to manage the transition to the provided by the Wales Quality Centre new arrangements, no new reviews and the Audit Commission in Wales. will be commenced during 2004/5 and The output from the WAA will be the following partly completed reviews combined with priorities from customer will be finalised. and stakeholder consultation, new
Serial Area for Improvement Lead Service Lead Officer no.
1 Waste Management Waste Management Phillip Sherratt
2 Community Maintenance Strategic Planning & Tony Riches Service Workshops Neighbourhood Renewal
3 Leisure & Lifelong Leisure & Lifelong Trevor Gough Learning Pricing Policies Learning
Cardiff County Council – Corporate Plan Summary 2004/5 ver 0.1 5
Service Area Budgets 2004/5
The Council has produced its revenue share of the All Wales NNDR pool, and budget for 2004/05 within the the intended Council Tax rate are framework of its Medium Term taken into account to produce the Financial Plan - 2004/05 to 2006/07. budget proposals for the coming year.
In a budget setting process that starts Following debate and approval of the almost twelve months earlier, all budget by the full Council in February existing activities are examined for each year, fully resourced corporate efficiency savings and the level of and service business plans are financial support from the Welsh prepared to implement the Council’s Assembly Government, the Council’s priorities.
Gross Income Net Service Area Expenditure Expenditure £000 £000 £000 Adult Services 75,793 (21,024) 54,769 Children’s Services 26,017 (5,513) 20,504 Clerk to the Council 3,327 (302) 3,025 Communications 655 (26) 629 Corporate 25,366 (536) 24,830 Corporate Support 6,115 (2,504) 3,611 Development & European Affairs 4,967 (4,947) 20 Financial Services 9,602 (5,225) 4,377 Harbour Authority 10,514 (10,514) 0 Highways and Parks 33,868 (15,485) 18,383 Housing Advice and Benefits 111,774 (105,993) 5,781 Housing Revenue Account 46,267 (46,267) 0 Human Resources 3,814 (1,203) 2,611 Information & Communication 7,810 (1,636) 6,174 Technology Legal Services 2,240 (862) 1,378 Leisure & Lifelong Learning 31,989 (18,280) 13,709 Marketing & Tourism 23,591 (13,976) 9,615 Regulatory 7,536 (3,787) 3,749 Schools Services 201,643 (32,010) 169,633 Scrutiny 805 (28) 777 Strategic Planning & Neighbourhood 7,459 (2,607) 4,852 Renewal Traffic and Transportation 16,258 (4,182) 12,076 Waste Management & Street Cleansing 22,187 (6,589) 15,598 Ring fenced Funding – Children’s 2,000 0 2,000 Services Capital Financing 26,171 (3,399) 22,772
NET SERVICE AREA EXPENDITURE 707,768 (306,895) 400,873
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Achievements against 2003/4 Improvement Priorities
The Council’s Corporate Plan 2003/4 set out a range of objectives and targets intended to be delivered under the Cardiff Innovation Programme. This section of the summary reports on some of the main achievements of the programme.
Improving Our Customer Focus Implementing Licensing Reform The Council has joined the Institute of New legislaton on licencing was Customer Service and training for 40 introduced in July 2003. The aims of staff in 6 service areas as Customer the licensing regime were to deter Service Practitioners commenced in crime, avoid nuisance, increase public September 2003. The results from this safety and protect children. The initial pilot work will be used to project was completed as planned and develop a long term (5 year) action included a review of the way the plan to improve customer focus. Council has dealt with many aspects of licencing, as well as introducing a fresh approach that has compares with best Revitalising Children’s Services practice elsewhere in the UK. The majority of the organisational changes are now in place and some success has been achieved in Effective Risk Management attracting additional social workers to A cross cutting Project Team has Cardiff. Activity has now moved on to developed a set of comprehensive defining strategic objectives, Risk Management Guidelines and developing detailed team and standards, which represent best individual objectives. practice and provide a sound basis for a consistent approach. A number of workshops and seminars have been Neighbourhood Renewal Strategy held are to provide managers with A draft framework for a Neighbourhood examples of how these standards will Renewal Strategy has been prepared be applied in practice. Service area and is being used as the basis for business plans will also be required to consultation. The Communities First identify key risks by applying the Team were all appointed as planned methodology. and are taking forward a range of initiatives, working to support local partnership groups with capacity Sustainability building. The community element of The data collection for the Ecological the local partnership groups has been Footprint is complete, an initial figure selected and a process has been of the footprint has been calculated developed to select the voluntary and and currently the policy applications statutory representatives. This will be and educational / awareness raising completed by September 2004. aspects are being worked on. The project is due for completion at the end Housing Strategies of November 2004, with the launch The Local Housing Strategy was early 2005. approved at Council in March 2004 and was submitted to the Assembly the beginning of April. The draft Black and Ethnic Minority housing strategy was approved at Cabinet in April 2004.
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Audit Commission Report on 2003/4 Corporate Plan
Following the introduction of innovative The report does identify a number of arrangements in Cardiff, fully minor issues that need to be supported by the Audit Commission, addressed including six key the 2003/4 Corporate Plan was also recommendations that require a formal the statutory improvement plan. As Council response. These related to such, it was subject to formal audit by · risk assessment - Council the Council's external auditors, the responded by introducing the new Audit Commission in Wales. risk assessment methodology, · improving quality of objectives and Their report was received on October resource allocation - Council 31 2003 to which the auditor confirmed responded by introducing the new the authority’s corporate plan met Strategic Policy Framework and almost all the statutory requirements. Annual Policy cycle), · more detailed explanations of poor Further comments praised the performance - Council responded 2003/2004 report as a `well- by adding comments to the constructed’ document and praised: performance indicator section of the main Corporate Plan document, · The Council’s developing model of · ensuring consistency across linking community engagement into services – Council responded by capital congress, then into to emphasising the use of the existing corporate and service priorities, comprehensive model for which in turn feeds into the budget managing performance preparation, is seen as a cohesive supplemented by internal auditing approach that focuses on delivering in areas of concern continuous improvement. · improved accuracy of performance indicator information – Council · The Council’s Company Wide responded by targeting audit Registration (CWR) with the British activities in areas of concern Standards Institute is considered to · improved accuracy of management be a comprehensive model for information in Social Services – managing and monitoring Council responded by reviewing improvement activity. data collection systems and clarifying definition with the Local This is seen by the Council as an Government Data Unit. extremely positive report from the external auditor and the Audit Commission in Wales, because the report does not recommend an Audit Commission `Best Value’ inspection nor does it recommend that the Welsh Assembly Government carry out an investigation on how Cardiff Council conducts itself.
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APPENDIX C - SCHEDULE OF PROPOSED EXECUTIVE AMENDMENTS TO THE DRAFT CORPORATE PLAN 2004-05
SECTION PAGE/ NO STATUS PROPOSED EXECUTIVE PARA. OFFICER DRAFT EXECUTIVE PROPOSAL WORDING AMENDMENTS
Overview Page 3 – The Council has decided to Redraft to make clear The Council has decided to Para. 6 ask the National Assembly proposals for an “all-party ask the National Assembly for Wales to make board” in place of a “Cabinet” for Wales to make regulations which will in addition to the current text regulations which will enable enable the Council to the Council to consider consider whether to whether to introduce introduce alternative alternative political
political management management arrangements arrangements based on a based on a modernised modernised committee committee system with system with enhanced enhanced scrutiny powers, scrutiny powers, which the which the majority of party majority of party groups groups believe will lead to a believe will lead to a more more inclusive style of inclusive style of decision- decision-making, based on making. the establishment of an all-party board. Page 3 – Meetings of the Cabinet, Delete “Cabinet” and replace Meetings of the Executive, Final Para. Scrutiny Committees, the with “Executive” Scrutiny Committees, the Council and other Council and other committees are open to committees are open to the the public to attend except public to attend except where confidential or where confidential or exempt information is exempt information is being being discussed. discussed.
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Challenges Page 4 – Several major factors have Add bullet point noting that The cost of additional Para. Headed influenced the budget for the Council has been given responsibilities, which 'Budget' 2004 – 2005. These additional responsibilities have not been met in full include: without full additional finance by the National · The low level of to pay for them Assembly. settlement for Wales and for Cardiff in particular · UK wide concern over increasing levels of Council Tax rises · The second year effect of the outcome of the 2001 Census · The cost of the teachers workload agreement · The continuing increases in the cost of social care services · The introduction of the Prudential Code of Borrowing Challenges Page 6 – Cardiff schools have made Rephrase 1st sentence as: Cardiff schools have 1st Para. Headed great strides in raising “Cardiff schools have continued to work 'Education' standards of pupils' continued to work towards towards raising standards achievements in recent raising standards of pupils’ of pupils’ achievements in years. achievements in recent recent years. years.” Page 6 – Although funding for Amend the 1st sentence to Whilst recognising the 3rd Para. Headed school budgets has read: importance of providing 'Education' improved the changes in “Whilst recognising the adequate funding for teachers' contracts importance of providing school budgets, the currently being phased in adequate funding for school changes in teachers’ have financial implications budgets, the changes in contracts currently being for the Council. teachers’ contracts currently phased in have financial being phased in have implications for the Council. financial implications for the Council.”
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Challenges Page 6 – The Council’s Local Amend the 2nd sentence to The Council recognises Para. Headed Transport Plan outlines the read: the need to bring about a 'Transport', 2nd projects needed to bring “The Council recognises the responsible approach to the sentence about a responsible need to bring about a use of the private car approach to the use of the responsible approach to the together with enhanced private car together with use of the private car public transport. enhanced public transport. together with enhanced public transport.” Strategic Aims Page 9 – The Cardiff Community Amend the 2nd, 3rd and 4th The Cardiff Community Para. Headed Strategy is the result of sentences to read: “The Strategy is the result of an 'Improving ongoing and far-reaching Cardiff Community Strategy ongoing and evolving Services, consultation. Cardiff is the result of an ongoing consultation process. Local Engaging with residents and local and evolving consultation organisations have engaged Citizens' organisations have process. Local organisations in extensive discussions engaged in extensive have engaged in extensive about the future of Cardiff. discussions about the discussions about the future The local community future of Cardiff. The local of Cardiff. The local planning process will community planning community planning process continue to develop as a key process will continue to will continue to develop as a arena for debate about local develop as a key arena of key arena for debate about issues, involving debate about local issues. local issues, involving enhanced consultation. enhanced consultation with the City’s residents.” Policy Action Page 13 – The Cardiff Community Amend the 2nd, 3rd and 4th The Cardiff Community Plan - Introductory Strategy is the result of sentences to read: “The Strategy is the result of an Improving Para. ongoing and far-reaching Cardiff Community Strategy ongoing and evolving Services, consultation. Cardiff is the result of an ongoing consultation process. Local Engaging with residents and local and evolving consultation organisations have engaged Citizens organisations have process. Local organisations in extensive discussions engaged in extensive have engaged in extensive about the future of Cardiff. discussions about the discussions about the future The local community future of Cardiff. The local of Cardiff. The local planning process will community planning community planning process continue to develop as a key process will continue to will continue to develop as a arena for debate about local develop as a key arena of key arena for debate about issues, involving debate about local issues. local issues, involving enhanced consultation. enhanced consultation with the City’s residents.”
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Policy Action Page 13 - Add bullet point saying we Draw up proposals to Plan - Section on will: undertake a meaningful Improving modernisation “Draw up proposals to and informed Services, and undertake a meaningful and consultation with local Engaging with improvement informed consultation with residents before setting Citizens local residents before setting the council tax rate for the council tax rate for 2005– 2005–06 and beyond. 06 and beyond.” Policy Action Page 13 - Add bullet point saying we Investigate options for Plan - Section on will: the establishment of Improving modernisation “Investigate options for the local area committees Services, and establishment of local area with devolved budgets Engaging with improvement committees with devolved and decision-making Citizens budgets and decision-making powers to ensure that, powers to ensure that, where where practicable, practicable, decisions are decisions are taken at as taken at as local a level as local a level as possible possible with greater with greater involvement involvement of local elected of local elected members. members.” Policy Action Page 13 - Add bullet point saying we Draw up proposals to Plan - Section on will: ensure that councillors’ Improving modernisation “Draw up proposals to ensure attendance at meetings Services, and that councillors’ attendance is reported regularly. Engaging with improvement at meetings is reported Citizens regularly.” Policy Action Page 13 - Add bullet point saying we Improve the Plan - Section on will: effectiveness of the Improving modernisation “Improve the effectiveness of Council’s scrutiny Services, and the Council’s scrutiny committees by allowing Engaging with improvement committees by allowing more more proposals to be Citizens proposals to be pre- pre-scrutinised before scrutinised before they are they are considered by considered by the Executive the Executive and by and by ensuring the ensuring the recommendations of scrutiny recommendations of committees are given proper scrutiny committees are consideration by the given proper Executive within prescribed consideration by the time limits.” Executive within prescribed time limits.
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Policy Action Page 13 - Add bullet point saying we Investigate options to Plan - Section on will: de-politicise the role of Improving modernisation “Investigate options to de- Lord Mayor and restore Services, and politicise the role of Lord the traditional civic, Engaging with improvement Mayor and restore the charity and community Citizens traditional civic, charity and role of the office holder community role of the office holder.” Policy Action Page 13 - Add bullet point saying we Review the Council’s Plan - Section on will: website with a view to Improving modernisation “Overhaul the Council’s making it more Services, and website to make it more accessible and user- Engaging with improvement accessible and user-friendly.” friendly. Citizens Policy Action Page 13 – Introduce a robust and Revise to: Introduce a robust and Plan - 3rd bullet point comprehensive freedom of “Introduce a robust and comprehensive freedom Improving information policy, in line comprehensive freedom of of information policy, as Services, with statutory information policy, as far as far as statutory Engaging with requirements statutory requirements requirements allow. Citizens allow.” Policy Action Page 14 – In 2004 – 2005 we will: Add bullet point about Implement a rigorous Plan - Section on · Regularly analyse staff monitoring and addressing approach to equal Improving recruiting and turnover rates equal opportunities in opportunities in Services, retaining the · Regularly analyse exit recruitment recruitment through Engaging with best employees interview data regular monitoring of Citizens · Regularly monitor data workforce data generated by the Council’s Recruitment & Selection Process · Review the Council’s Recruitment & Selection Policy & Procedure in the light of operational experience · Facilitate appropriate training opportunities for OMs and above on the implementation of the Staff Development & Appraisal Scheme 5
Policy Action Page 14/Page 15 In 2004 – 2005 we will: Amend bullet point to include Take further measures to Plan - – 1st bullet point reference to encouraging improve internal Improving in section about · Take further measures active participation by staff in communications, increasing Services, valuing council to improve internal improving the work of the the flow of information Engaging with staff communications, council and improving throughout the organisation Citizens increasing the flow of consultation with staff with the introduction of information throughout including through the appropriate feedback the organisation introduction of appropriate mechanisms feedback mechanisms Encourage the active participation of staff in improving the work of the council
Policy Action Page 15/16 – Add bullet point about Explore the introduction Plan - section on introducing a central tracking of a central tracking Improving highest system for all complaints system for all complaints Services, standards of Engaging with customer care · Review and improve Amend the last bullet point Review and improve the Citizens the Council’s approved to: Council’s approved Welsh Welsh Language “Review and improve the Language Scheme with a Scheme with a view to Council’s approved Welsh view to making it more making it more Language Scheme with a effective in order to effective and cost- view to making it more enhance the Council’s efficient effective in order to enhance commitment to the Council’s commitment to bilingualism. bilingualism.”
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th Policy Action Page 16 – 4 · Hold an annual Capital Include commitments to Hold an annual Capital Plan - bullet point in Congress, Youth establish a Youth Parliament Congress, Youth Congress Improving section on an Congress and Older and to develop enhanced and Older Persons Congress Services, integrated Persons Congress to mechanisms for consulting to give partner Engaging with approach to give partner with the community of Cardiff organisations, young people Citizens service delivery organisations, young as a whole and older people an people and older opportunity to ratify and people an opportunity monitor the Community to ratify and monitor Strategy and influence the Community development of the Strategy and influence Council’s Policy development of the Establish a Youth Council’s Policy Parliament that will give Framework a voice to the young people of Cardiff
Develop enhanced mechanisms for consulting with the community as a whole
Policy Action Pages 17-19 – Add bullet point affirming: Demonstrate the Plan - sections on “a commitment to Welsh Council’s commitment to Education and schools medium education and to Welsh medium Training for seeking to match provision to education, seeking to Life demand” match provision to demand nd Policy Action Page 19 – 2 · Strengthen the Combine the points as Take steps to reduce the th Plan - and 5 bullet Council’s Behaviour follows: number of permanent and Education and points Support Strategy with “Take steps to reduce the fixed term exclusions, Training for a view particularly to number of permanent and including by Life reducing the number of fixed term exclusions, strengthening the permanent and fixed including by strengthening Council’s Behaviour term exclusions year the Council’s Behaviour Support Strategy. on year basis Support Strategy.” · Reducing the number of permanent and fixed term exclusions year- on-year basis
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Policy Action Page 20 – Ensure that the city’s Amend the heading of this Ensure that the City’s Plan - section on the library service matches the section to: library service matches Education and City’s library changing needs and “Ensure that the City’s library the changing needs and Training for service expectations of the people service matches the changing expectations of Cardiff’s Life of Cardiff needs and expectations of expanding population. Cardiff’s expanding population.” st nd Policy Action Page 21 – · Increase the number of In the 1 and 2 bullet Encourage more young Plan - section on people enrolling in and points, replace “Increase the people to enrol in and Education and supporting young completing the Duke of number of young people complete the Duke of Training for people Edinburgh Award enrolling in and completing” Edinburgh Award Scheme Life Scheme with “Encourage more young · Increase the number of people to enrol in and Encourage more young people enrolling in and complete” people to participate in completing Cardiff the Cardiff Youth Service Youth Service Young Young Achievers Award Achievers Award th · Continue and extend In 5 bullet point “mean” Continue and extend support for the should read “means” support for the development development of school of school pupils’ progress pupils’ progress files as files as a means of a mean of gathering gathering evidence of young evidence of young people’s involvement and people’s involvements achievements in and out of and achievements in school and out of school
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Policy Action Page 22 – · Implement the Area Amend the 3rd bullet point Continue to develop and Plan - Section on Regeneration Strategy to: implement an Area Communities, neighbourhood for Pentwyn Ward “Continue to develop and Regeneration Strategy for Housing and renewal implement an Area Pentwyn Ward in Social Justice Regeneration Strategy for consultation with the Pentwyn Ward in consultation local community. with the local community.” th · Develop Community In the 4 bullet point, Develop, in consultation Action Plans in the four mention the wards of with local communities, Communities First associated benefit Community Action Plans in schemes (Ely, Caerau, Add the words “in the four Communities First Splott and Butetown consultation with local schemes (Ely and Caerau, and the minority ethnic communities” at the end Splott with Adamsdown, community scheme) Butetown with Grangetown and the minority ethnic community scheme) Policy Action Page 23 – Promote social cohesion, Amend to “UK citizens” rather Provide a warm welcome to Plan - section on social ensuring that the people of than just “citizens” to make new UK citizens through Communities, cohesion Cardiff are given the this reference clearer ‘citizenship ceremonies’ Housing and encouragement and Social Justice incentive to become good citizens.
In 2004-05 we will:
· Provide a warm welcome to new citizens through ‘citizenship ceremonies’ Policy Action Page 24 – Add commitment to speeding Explore ways to speed up Plan - section on advice up the processing of housing the processing of housing Communities, and benefit benefit applications benefit applications Housing and services Social Justice
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Policy Action Page 25 – In 2004 – 2005 we will: Add a new bullet point saying Investigate the feasibility Plan - section on we will: of introducing three-year Communities, voluntary sector · Implement an action “investigate the feasibility of rolling funding for Housing and plan for the Voluntary introducing three-year rolling voluntary organisations Social Justice Sector Compact funding for voluntary · Establish a grant organisations” scheme to enable local community groups, supported by their local councillors, to establish community websites nd Policy Action Page 25 – · Continue to work on In the 2 bullet point about a Work to introduce the Plan - section on good the development of a unified waiting list, amend development of a unified Communities, quality housing unified waiting list for target to an earlier date - waiting list for Social Housing and Social Housing in before the next elections if Housing in Cardiff to be Social Justice Cardiff to be introduced possible. introduced by 2008 by 2010 th · Develop 100 new Amend the 4 bullet point to: Take steps to increase Council houses by “Take steps to increase the the availability of March 2007 availability of affordable and affordable and social social housing across the housing across the City. City” st Policy Action Page 26 – · Produce a The 1 bullet point refers to Review and update the Plan - section on the Homelessness Strategy producing a Homelessness Homelessness Strategy Communities, homeless and a review document Strategy. Has this already Housing and been done? If so, amend to: Social Justice "Review and update the Homelessness Strategy" st Policy Action Page 27 – · Ensure that tenants In the 1 bullet point, insert: Ensure that tenants Plan - section on receive value for “for maintenance charges and receive value for money Communities, service to council money and improve community services such as for maintenance charges Housing and tenants the maintenance grass cutting” after “value for and community services Social Justice service to council money” such as grass cutting tenants by implementing a formal Improve the appointments system maintenance service to for repairs council tenants by implementing a formal appointments system for repairs
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Policy Action Page 27 – In 2004 – 2005: Add bullet point to cover the Raise the general Plan - section on · Introduce the following point: standard of rented Communities, private sector requirement for “Raise the general standard accommodation by, inter Housing and housing statutory licensing for of rented accommodation by, alia, re-launching the Social Justice houses in multiple inter alia, re-launching the accreditation scheme in occupation accreditation scheme in consultation with student · Bring 1,200 unfit consultation with student bodies, the universities private sector dwellings bodies, the universities and and private landlords. up to standard through private landlords. The council The council will publicise enforcement action and will publicise widely the widely the properties renovation properties that have attained that have attained · Support and retain the accreditation status.” accreditation status. bond bank deposit system. · Implement the Private Sector Improvement initiative to bring 45 private problem empty private dwellings back into use Policy Action Page 28 – The City Government is Amend the first sentence in The Council is committed Plan - section on equal committed to promoting the heading for this section to promoting equal Communities, opportunities equal opportunities. to: opportunities and to Housing and “The Council is committed to combating all Social Justice promoting equal opportunities discrimination on and to combating all grounds of sex, race, discrimination on grounds of religion, sexual sex, race, religion, sexual orientation, lifestyle, orientation, lifestyle, disability disability and age. and age.” Add a bullet point saying that Consider the we wish to: establishment of formal “Establish formal mechanisms mechanisms for for consulting with diverse consulting with diverse groups within the City” groups within the City
11 Policy Action Page 29 – We will continue to work Redraft the 2nd bullet point We will continue to work Plan - section on crime with partners to rid and incorporate it as a second with partners to rid Cardiff’s Communities, and antisocial Cardiff’s streets of crime sentence into the heading for streets of crime and anti- Housing and behaviour and anti-social behaviour this section as follows: social behaviour through an Social Justice Page 29 – through an approach that “We will seek to implement approach that takes Policy Action section on crime takes maximum advantage effective measures aimed at maximum advantage of Plan - and antisocial of statutory powers and reducing the number of statutory powers and Communities, behaviour technology. recorded crimes within Cardiff technology. We will seek Housing and and the fear of crime.” to implement effective Social Justice · Reduce the number of measures aimed at Policy Action recorded crimes within reducing the number of Plan - Cardiff and the fear of recorded crimes within Communities, crime Cardiff and the fear of Housing and crime. Social Justice
Add bullet point: Seek to promote the “promote the activities of activities of Homesafe Homesafe more widely across more widely across the the City to offer assistance to City to offer practical victims of crime in practical assistance to victims of ways.” crime. th Policy Action Page 30 – 10 · Review the success of Delete “the success of”. Review the programme to Plan - bullet point the programme to microchip horses to reduce Communities, microchip horses to problems with stray animals Housing and reduce problems with Social Justice stray animals th Policy Action Page 30 – 11 · Promote learning and Add at end: Promote learning and Plan - bullet point employment “to reduce the incidence of employment opportunities Communities, opportunities to re-offending.” to offenders to reduce the Housing and offenders incidence of re-offending Social Justice
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Policy Action Pages 33-34 Add bullet point: Review major funding Plan - Health, Customer "Review major funding relationships with Social Care focused services relationships with voluntary voluntary organisations, and Wellbeing organisations, with a view to with a view to introducing 3 year rolling introducing 3 year rolling contracts where appropriate contracts where for core service delivery" appropriate for core service delivery Add bullet point: Work with the Local "Work with the Local Health Health Board and Cardiff Board and Cardiff & the Vale & the Vale Health Trust Health Trust to improve the to improve the delivery delivery of health and social of health and social care care for people in South and for people in South and East Cardiff by making use of East Cardiff by making the potential of the Cardiff use of the potential of Royal Infirmary site" the Cardiff Royal Infirmary site nd Policy Action Page 34, 2 · Expand and promote Delete existing bullet point on Double the take-up of Plan - Health, bullet point direct payments to and replace with the direct payments, which Social Care enable more people in following: enable people to take and Wellbeing receipt of care to "Double the take-up of direct control of their own care maintain greater payments, which enable and support and independence and people to take control of their maximise their choice control own care and support and and independence maximise their choice and independence"
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Policy Action Page 35 - Add bullet point: Keep under constant Plan - Health, Vulnerable "Keep under constant review review social care service Social Care People social care service capacity capacity and the and Wellbeing and the effectiveness of its effectiveness of its deployment and management deployment and structures" management structures Add bullet point: Seek to work with the "Seek to work with the voluntary sector voluntary sector (including (including faith groups) faith groups) to develop to develop neighbourhood-based support neighbourhood-based for frail elderly people , support for frail elderly including drop-in day centres, people , including drop-in especially in the most day centres, especially in disadvantaged areas" the most disadvantaged areas · Address the issues of Amend bullet point to: Address the issues of recruitment and "Address the issues of recruitment and retention of retention of social care recruitment and retention of social care staff to ensure staff to ensure Cardiff social care staff to ensure Cardiff has a workforce has the capacity to Cardiff has a workforce equipped to meet the meet the demand for equipped to meet the demand for services" services demand for services" Add bullet point: Implement the corporate "Implement the corporate policy on whistleblowing policy on whistleblowing effectively, in effectively, in consultation consultation with social with social care staff, and in care staff, and in such a such a way as to win their way as to win their confidence" confidence" Add bullet point: Enhance opportunities "Enhance opportunities for for staff to build staff to build satisfying satisfying careers in careers in social care with the social care with the Council, including movement Council, including between posts in different movement between posts specialist areas" in different specialist areas
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Policy Action Page 37 - · Implement a Amend bullet point to: Implement a strategy to Plan - Health, Corporate placements strategy to "Implement a strategy to increase the number of Social Care Parenting increase the number of increase the number of children in the Council’s and Wellbeing placements for children children in the Council’s care care who are placed in in Cardiff requiring who are placed in Cardiff and Cardiff and taking up school and other taking up school and other school and other services services in the city services in the city" in the city Page 37 - · Integrate CAMHS Amend bullet point to: Integrate Child and Mental Health support with services "Integrate Child and Adolescent Mental Health designed to sustain Adolescent Mental Health Services (CAMHS) placement stability for Services (CAMHS) support, support, with services looked after children with services designed to designed to sustain sustain placement stability for placement stability for looked after children" looked after children Policy Action Page 40 – Promote maximum levels Add bullet point: Develop and consider Plan - section on of recycling within the city “draw up proposals to proposals for a phased Environment recycling including the development undertake a phased expansion of kerbside of effective recycling and expansion of kerbside recycling across the city ‘recovery of value’ waste recycling across the city aiming to provide a collection and treatment aiming to provide a service service for every street in facilities. We will work to for every street in Cardiff by Cardiff by 2008 exceed statutory targets 2008” by achieving excellence in Add reference to return to the Develop and consider sustainable waste free provision of green proposals for the free management. recycling bags for domestic provision of green recyclable waste recycling bags for In 2004 – 2005 we will: domestic recyclable waste · Finalise and approve a Municipal Waste Management Strategy for Cardiff · Work with community recycling organisations and charities to recycle or reuse unwanted stock · Launch community education campaigns to promote waste minimisation 15
Policy Action Incorporate the following Plan - bullet points: Environment · Promote waste Promote waste minimisation. minimisation. · Ensure that, in future Work to ensure that, in building developments, future building adequate provision for the developments, adequate collection of recyclables is provision for the a planning consideration. collection of recyclables is a planning consideration · Introduce pilot schemes Give consideration to the for the segregation of introduction of pilot recyclable materials at schemes for the source in order to raise segregation of recyclable the value of recycled materials at source in materials to the council. order to raise the value of recycled materials to the council. · Work with university and Work with university and college authorities, and college authorities, and student bodies, to make student bodies, to make more recycling facilities more recycling facilities available in halls of available in halls of residence, student unions residence, student and schools. unions and schools. · Provide recycling facilities Give consideration to the for cans etc in the city provision of recycling centre, commercial facilities for cans etc in premises and other public the city centre, places and ensure they commercial premises and are given full publicity so other public places and that the public is fully ensure they are given full aware they are there and publicity so that the their purpose. public is fully aware they are there and their purpose.
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Policy Action Page 40 – We will continue to work Strengthen the 1% year on We will continue to work Plan - section on street for a cleaner Cardiff and year target, possibly by for a cleaner Cardiff and Environment cleanliness improve the cleanliness on looking at returning to having improve the cleanliness all streets by 1% per year a separate local indicators for on all streets by a on year streets cleaned to an minimum of 1% per year, acceptable standard as and consider the In 2004 - 2005 we will: distinct from those cleaned to reintroduction of local · Approve a Keep Cardiff a high standard with a performance indicators Tidy (KCT) Business realistic target set to increase and targets for streets Plan by 30 November the % of streets cleaned to a cleaned to a “high” 2004 high standard standard. · Work with the KCT campaign to foster civic Incorporate bullet point Develop and consider pride and encourage saying we will: proposals to increase the people to take personal “draw up proposals to number of street responsibility for the increase the number of street sweeping personnel waste and litter they sweeping personnel across across the city. generate. the city.” · Introduce a cleansing team to deal with 20% of the most travelled routes in and around Cardiff · Increase surveillance and enforcement operations to deter flytipping, flyposting and graffiti in identified trouble spots
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Policy Action Page 40 – Incorporate the following Plan - section on street bullet points: Environment cleanliness · Minimise the disruption to Develop and consider collections during bank proposals to minimise holidays and publicise more the disruption to effectively the alternative collections during arrangements for collections bank holidays and due to bank holidays. publicise more effectively the alternative arrangements for collections due to bank holidays. · Increase the frequency of Develop and consider community skip schemes. proposals to increase the frequency of community skip schemes · Improve street cleanliness Develop and consider and reduce the waiting time proposals to improve for fly-tipping clearance. street cleanliness and reduce the waiting time for fly-tipping clearance. · Introduce strict monitoring Introduce strict of street cleaning standards. monitoring of street cleaning standards · Ensure that a street cleaning Ensure that a street hot-line is well publicised so cleaning hot-line is that members of the public well publicised so that can alert the council to members of the public problem areas. can alert the council to problem areas.
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Policy Action Page 40 – · Improve co-ordination Improve co-ordination Plan - section on street between refuse collectors between refuse Environment cleanliness and street cleaners to ensure collectors and street road sweepers arrive after cleaners to ensure the refuse collectors, not road sweepers arrive before them. after the refuse collectors, not before them. · Work with other bodies and Work with other individuals, such as colleges bodies and individuals, and private landlords to such as colleges and secure acceptable means of private landlords to refuse storage in difficult secure acceptable areas such as houses in means of refuse multiple occupation, thus storage in difficult avoiding stored rubbish areas such as houses escaping onto the streets. in multiple occupation, thus avoiding stored rubbish escaping onto the streets. Policy Action Page 40 – · Increase the use of street Develop and consider Plan - section on street bins in areas where they are proposals to increase Environment cleanliness needed and ensure that, the use of street bins where necessary, street bins in areas where they are emptied more are needed and ensure frequently. that, where necessary, street bins are emptied more frequently.
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Policy Action Page 40 – · Targeted strategies would be Targeted strategies Plan - section on street drawn up to: would be drawn up to: Environment cleanliness · Improve street cleanliness in Improve street areas with high cleanliness in areas concentrations of houses in with high multiple occupation (HMOs) concentrations of and in areas that are not houses in multiple suitable for the introduction occupation (HMOs) of wheeled-bin collections. and in areas that are not suitable for the introduction of wheeled-bin collections. · Tackle fly-tipping in known Tackle fly-tipping in trouble spots. known trouble spots. · Improve street cleanliness in Improve street district shopping centres, cleanliness in district including reviewing the shopping centres, existing arrangements and including reviewing timings for the collection of the existing commercial waste and arrangements and increasing the frequency of timings for the street sweeping. collection of commercial waste and increasing the frequency of street sweeping. · Tackle problems related to Tackle problems dog fouling. related to dog fouling. · Address the problems of fly- Address the problems posting and graffiti by of fly-posting and setting up a task force to graffiti by setting up a target problem areas. task force to target problem areas.
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Policy Action Page 41 – We will pursue rigorous Add bullet point saying we will: Develop and consider Plan - section on enforcement measures, “draw up proposals to increase proposals to increase Environment enforcement including the prosecution the number of officers in the the number of officers measures of offenders. litter enforcement team.” in the litter enforcement team. In 2004 - 2005 we will: · Increase the number of fixed penalty notices issued, cases investigated and successful prosecutions for littering and dog fouling · Introduce dedicated city centre anti-litter wardens and issue 50 fixed penalty fines Policy Action Page 42 – Agree an integrated one Change heading to refer to Agree an integrated one Plan - section on cross- stop cross-service “council owned and privately stop cross-service Environment service approach approach to cleansing all owned land” approach to cleansing all council owned land council owned and privately owned land In 2004 - 2005 we will: Add bullet point saying we will: Consider a proposal to “work to establish a single point establish a single point · Work to ensure the re- of contact for the public for all of contact for the allocation of funding for cleansing issues to avoid current public for all cleansing all housing land in the problems where complaints are issues to avoid current 2005/06 budget round sometimes not passed on to the problems where appropriate personnel.” complaints are sometimes not passed on to the appropriate personnel. Policy Action Page 43 – Reduce abuse of facilities Replace this section with a Review the procedure Plan - section on civic at civic amenity sites by pledge to: for the collection and Environment amenity sites non-Cardiff residents and “overhaul the procedure for the disposal of bulky traders collection and disposal of bulky waste both to provide waste both to provide a more a more user-focused In 2004 – 2005 we will: user-focused service and to service and to reduce · Introduce a permit reduce the incidence of fly- the incidence of fly- system at civic amenity tipping throughout the City.” tipping throughout the sites City. 21
st Policy Action Page 43 – · Meet the EU directive 1 bullet point to be removed if Deletion of bullet Plan - section on timetable to ban achieved. If so, it should be point. Environment monitoring the disposal of hazardous removed. state of the waste, tyres and environment clinical waste to landfill by 30 June 2004 Policy Action Pages 44-45 – Add bullet point saying we will: Tackle noise pollution Plan - section on “tackle noise pollution through through education, to Environment sustainable education to promote better promote better environment (or awareness of the impact of noise awareness of the elsewhere if nuisance and greater use of impact of noise thought more enforcement measures.” nuisance and greater suitable) use of enforcement measures. Policy Action Page 44 – Add bullet point to say we will: Investigate the Plan - section on “investigate the feasibility of feasibility of Environment improving the introducing a collection service introducing a environmental for recyclable waste for the collection service for performance of commercial sector.” recyclable waste for business the commercial sector. Policy Action Page 45 – Add bullet point saying we will: Consider measures to Plan - section on parks, “undertake measures to protect protect green corridors Environment gardens and green corridors into the City, into the City. open spaces including the Nant Fawr corridor.” Add bullet point saying we will: Progress the de-silting “progress the de-silting of Roath of Roath Park lake. Park lake.”
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th Policy Action Page 46 – · Undertake 2 In the 4 bullet point, add at Undertake 2 comprehensive Plan - section on the comprehensive the end: Conservation Area Environment natural and Conservation Area “and explore the case for the Appraisal’s by 31 March physical Appraisal’s by 31 March creation of new conservation 2005 and explore the environment 2005 areas.” case for the creation of new conservation areas. th · Through the In the 5 bullet point, add Through the Countryside Countryside Rights of the words: Rights of Way Act, Way Act complete the “recognise the overdue need recognise the overdue definitive plan and to” before the word need to complete the improve the “complete” definitive plan and improve accessibility to the the accessibility to the Countryside Countryside
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st Policy Action Page 53 – · Continue to work Rephrase the 1 bullet point Explore innovative Plan - section on a towards the as: funding mechanisms in Enterprise & modern establishment of a “Explore innovative funding order to Transport integrated public-private transport mechanisms in order to comprehensively transport system partnership by April comprehensively modernise modernise local 2006 that will local transport.” transport. comprehensively modernise local transport rd · Work with Cardiff Bus Rephrase the 3 bullet point Work with bus operators to improve the as: in the City to improve the operation and “Work with bus operators in operation and effectiveness of current the City to improve the effectiveness of current bus lanes operation and effectiveness of bus lanes, including by current bus lanes, including by exploring the possibility exploring the possibility of of having time-limited having time-limited lanes that lanes that are only are only operational between operational between specified hours of the day.” specified hours of the day.
th · Undertake a study and Rephrase the 4 bullet point Undertake a study of evaluation of Park and as: Park and Ride schemes Ride schemes by the “Undertake a study of Park and by the end of 2004 end of 2004 within the Ride schemes by the end of within the South East Southeast Wales 2004 within the South East Wales Transport Board Transport Board area Wales Transport Board area area with a view to and associated bus with a view to expanding Park expanding Park and priority links into the and Ride provision.” Ride provision. sites th · Support the continued The 6 bullet point should Support the continued development of Cardiff read: development of Cardiff Airport as a major “… as a major international Airport as a major international airport as airport and as a hub for international airport and a hub for domestic domestic travel.” as a hub for domestic travel.
24 Policy Action Page 53 – Add new bullet point to say we Abandon the existing Plan - section on a will: A469 bus lane proposals Enterprise & modern “Abandon the existing A469 and explore alternative Transport integrated bus lane proposals and explore opportunities for transport system alternative opportunities for utilising the Transport utilising the Transport Grant Grant funding allocated funding allocated to this to this project. project.” Policy Action Pages 53-54 – Add bullet point saying we will: Explore the creation of Plan - sections on “Explore the creation of ‘home ‘home zones’ in those Enterprise & transportation zones’ in those areas where areas where they would Transport they would be most be most appropriate. appropriate.” Policy Action Add bullet point saying we will: Review the existing Plan - “Review the existing policy on policy on the provision Enterprise & the provision of residents’ of residents’ parking, Transport parking, investigating the investigating the possibility of introducing a possibility of more flexible policy to take introducing a more account of local and special flexible policy to take circumstances.” account of local and special circumstances. Policy Action Add bullet point saying we will: Develop and consider Plan - “improve highway maintenance proposals to improve Enterprise & and initiate a costed rolling highway maintenance Transport programme of highway repairs and initiate a costed and upgrading.” rolling programme of highway repairs and upgrading. Policy Action Add bullet point saying we will: Give priority to reducing Plan - “give priority to reducing the the backlog of highway Enterprise & backlog of highway safety safety schemes. Transport schemes.” Policy Action Add bullet point saying we will: Review traffic flows and Plan - “review traffic flows and traffic- traffic-calming Enterprise & calming measures on an area measures on an area Transport basis, taking into account the basis, taking into impact of proposals on account the impact of adjoining areas.” proposals on adjoining areas.
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Policy Action Add bullet point saying we Review the provision of Plan - will: school transport and Enterprise & “review the provision of explore means for Transport school transport and explore managing pupil means for managing pupil behaviour on buses. behaviour on buses.” Policy Action Add bullet point saying we Explore options for Plan - will: increasing the provision Enterprise & “explore options for of disabled parking in the Transport increasing the provision of city centre. disabled parking in the city centre.” Policy Action Add bullet point saying we Investigate the feasibility Plan - will: of introducing a more Enterprise & “investigate the feasibility of orderly system for hailing Transport introducing a more orderly taxis in the city centre at system for hailing taxis in the night. city centre at night.” nd Policy Action Page 54 – · Introduce road safety Reword the 2 bullet point, Introduce, in conjunction Plan - section on easing schemes, road safety as it is currently unclear. with appropriate Enterprise & congestion education and partners, road safety Transport cooperation to ensure schemes and road safety the enforcement of education schemes to speed limits ensure the enforcement of speed limits
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st Policy Action Page 56 – · Continue to work within The 1 bullet point is unclear. Continue to work within the Plan - Sport, section on the Health Alliance to Is there a missing target to Health Alliance to increase Leisure and targeting under- increase participation be achieved by March 2008, participation in active Culture represented in active recreation by or are the words “by March recreation by adults. groups adults by March 2008 2008” redundant in this point? As it is written this should be an ongoing action. th · Introduce a new free In the 8 bullet point, amend Introduce a new free swimming scheme for to include at the end: swimming scheme for older older people “subject to the provision of people subject to the funding by the Welsh provision of funding by Assembly Government.” the Welsh Assembly Government. rd Policy Action Page 57 – · Implement the free In the 3 bullet point, amend Implement the free Plan - Sport, section on swimming initiative for to include at the end: swimming initiative for Leisure and children and children and young “subject to the provision of children and young people Culture young people’s people funding by the Welsh subject to the provision participation Assembly Government.” of funding by the Welsh Assembly Government. st Policy Action Page 58 – · Work with community In the 1 bullet point, amend Work with community sports Plan - Sport, section on sports clubs to deliver to include at the end: clubs to deliver improved Leisure and pitches etc. improved pitches “and overhaul the procedures pitches and review the Culture for the booking of sports procedures for the facilities.” booking of sports facilities.
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Policy Action Page 59 – · Qualify nearly 2000 In the 1st, 2nd and 3rd bullet Work with partner Plan - Sport, section on coaches in generic and points, prefix each point with organisations to qualify Leisure and development, sport specific coach the words: nearly 2000 coaches in Culture training and education qualifications “Work with partner generic and sport specific support · Provide 30,000 “Sports organisations to” coach education Cardiff” sports qualifications development attendances for Work with partner children and young organisations to provide people per year 30,000 “Sports Cardiff” · Enrol 50 people on sports development NVQ sports attendances for children and programmes young people per year
Work with partner organisations to enrol 50 people on NVQ sports programmes Add bullet point about Seek to provide seeking to provide enhanced enhanced opportunities opportunities for women, for women, members of members of BME BME communities etc. communities etc.
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