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CORPORATE PERFORMANCE AND RESOURCES SCRUTINY COMMITTEE

 

Minutes of a meeting held on 18th October, 2016.

 

Present: Councillor M.R. Wilson (Chairman); Councillor G. Roberts (Vice-Chairman); Councillors Mrs. P. Drake, H.C. Hamilton, H.J.W. James, Mrs. A. Moore, R.A. Penrose, A.C. Williams and E. Williams.

 

Also present: Councillor N. Moore (Leader).

 

 

464     APOLOGY FOR ABSENCE –

 

This was received from Councillor K. Hatton.

 

 

465     MINUTES –

 

RECOMMENDED – T H A T the minutes of the meeting held on 20th September, 2016 be approved as a correct record.

 

 

466     DECLARATIONS OF INTEREST –

 

The following declarations were received from the undermentioned Members in respect of the agenda item indicated:

 

Councillor   H.C. Hamilton

Agenda   Item No. 4 – Reshaping Services Programme Update – Member of Barry Town   Council.

Councillor   G. Roberts

Agenda   Item No. 4 – Reshaping Services Programme Update – Member of Penarth Town   Council

Councillor   A.C. Williams

Agenda   Item No. 4 – Reshaping Services Programme Update – Member of Penarth Town   Council

Councillor   M.R. Wilson

Agenda   Item No. 4 – Reshaping Services Programme Update – Member of Penarth Town   Council

 

 

467      RESHAPING SERVICES – PROGRESS ON IMPLEMENTATION (REF) –

 

The above matter had been referred by the Cabinet following the consideration of the matter at its meeting held on 3rd October, 2016 (Cabinet Minute – C3312).

 

In referring to the report, the Head of Performance and Development indicated that it was the latest detailed quarterly report on the Reshaping Services programme.  The report was in addition to the monthly high level project information already provided to Elected Members, with the report itself providing up to date information as of 3rd October, 2016.  The report had been referred by the Cabinet to the Scrutiny Committee “with particular emphasis on the administration and implementation of the programme”.  He referred in particular to the Red, Amber and Green status (RAG) allocated to each project by the Programme Board.  This status showed the Board’s holistic assessment of the project in terms of its overall ability to achieve on time and to target.  In reaching this status, the Board considered the complexity of Reshaping Services projects and the impact of a range of risks and issues. 

 

He also indicated that the Reshaping Services programme would undertake ongoing reviews of Council services via a “challenge process”.  Each service area across the Council would be subject to challenge on a regular basis throughout the duration of the programme under specific service workstream projects. Details of these projects were set out in paragraphs 17 to 56 of the report.

 

The Scrutiny Committee considered the undermentioned projects and the RAG status allocated to each of the projects in respect of the following:

 

Tranche One

Tranche Two

Additional Learning Needs   and Inclusion (Amber)

Catering (Amber)

Library Services (Amber)

Transportation (Amber)

Building Maintenance   (Amber)

Highways (Amber)

Planning (Green –   completed)

Regulatory Services (Green   – completed)

ICT (to be run over   Tranches 1 and 2) (Amber)

Property projects   (corporate office building rationalisation and cleaning and security) (Amber)

Social   Services Budget and Collaborative Working Programmes (Red)

Learning and Skills   Strategy and Resources (Amber)

Parks and Grounds   (Maintenance and client services)    (Amber)

Housing Services (Landlord   responsibilities) (Amber)

Building Services –   Cleaning and Security services (Amber)

Refuse and Recycling and   Street Cleansing (Amber)

Corporate Services (Red)

 

Augmenting the above projects and as part of the Council’s budget setting process, it would also be necessary to identify and allocate savings for future tranches of service reviews later in the year.  In addition, a number of Corporate Workstream Projects, details of which were set out in paragraphs 59 to 77 of the report, had also been identified by the Challenge Group which were considered would benefit from the Corporate-wide response in respect of the following areas: 

  • Town and Community Councils (TCCs) and the Voluntary Sector (Amber)
  • Demand management (Amber)
  • Effectiveness of Spend (Economic Development – Green; Grants – Amber)
  • Income Generation (Amber)
  • Digital Vale (Amber).

In addition to the above initiatives there would also be a third element linked to programme activity in regard to the Reshaping Services programme which would assess the corporate arrangements that had been put in place to manage the programme and ensure its efficient delivery.  Such activities undertaken in supporting the programme were set out in paragraphs 79 to 88 of the report and related to the following matters: 

  • Programme Management (Green)
  • Organisational Development (Green)
  • Communication and Engagement (Green).

The overall savings associated with the Reshaping Services programme totalled £9.6m and covered the financial years 2016/17, 2017/18 and 2018/19.

 

In referring to the report, the Vice-Chairman made reference to over half of the Council’s required savings being anticipated to be secured through the Reshaping Services programme.  Referring to paragraph 15 of the report, he expressed surprise that a decision had already been taken in regard to the proposed way forward for projects for Highways, Parks and Grounds Maintenance and Refuse and Recycling and Street Cleansing to be managed under a single project and considered that this approach was not an alternative delivery option.  His concern was that in bringing these services together under one project it would be difficult to assess the potential for alternative service delivery models going forward.  He also referred to areas of potential risk in respect of equal pay matters and the equal treatment of staff where decisions had already been made to pursue different operating models for future service delivery as in the case of Catering Services and Building Services – Cleaning.  He also referred to Corporate Services’ status of Red and expressed the view that since Local Government reorganisation was now not proceeding, an opportunity arose for greater collaborative working with other Local Authorities in regard to the provision of Corporate Services.  In response to these comments, the Head of Performance and Development referred to the engagement of consultants to assess certain specific services as referred to above and had subsequently demonstrated that the best option available to the Council was for it to pursue an “in-house” solution.  Such a solution was likely to be radical in comparison to existing arrangements, focusing on neighbourhood or “place” models.  In regard to equal treatment of staff, he confirmed equality impact assessments would be undertaken.  In addition, the Head of Human Resources also confirmed that the Council was fully aware of the equal pay comparison test.  The Head of Performance and Development further commented that collaborative arrangements had by no means been discounted and might well feature at a future stage.

 

In concluding, the Head of Performance and Development referred to the Vice-Chairman’s comments relating to Corporate Services and the savings required of £1.4m.  He referred to the engagement of external consultants (PWC) who had been engaged to assess service provision at the corporate centre and across all Directorates.  Options would be generated by this assessment which the Council would consider in due course. 

 

The Chairman referred to the Catering models cited in paragraph 22 of the Cabinet report and requested that these be shared with the Scrutiny Committee at a later date.  He also requested that the Cabinet give consideration to a corporate catering facility being assessed as a potential income stream and alluded to opportunities linked to weddings held at the Civic Offices.  He further requested that the Council’s draft Digital Strategy also include a facility to allow citizens to bid for Council housing vacancies under the Council’s Homes4U’s Newydd scheme.  In response, the Head of Strategic ICT indicated that he would explore the feasibility of including such a facility as part of developing a “Citizens’ Portal”. 

 

A Member referred to collaboration with TCCs and made reference to grass cutting and to matters relating to land ownership of small parcels of land in the Sully area.  He alluded to the maintenance of such areas by the Council which had been in error as he had been made aware that the land was not in Council ownership.  He considered it was important for the Council to first identify and resolve any such issues going forward before any service agreements were prepared.  In responding, the Managing Director indicated that he was fully aware of the specific issues and the matters raised were being addressed. 

 

RECOMMENDED – T H A T the Reshaping Services Update be noted.

 

Reason for recommendation

 

In acknowledgement of the progress made.

 

 

468     QUARTER 1 (2016-17) PERFORMANCE REPORT: CORPORATE HEALTH (MD) –

 

The Managing Director referred to the performance results for Quarter 1, 1st April to 30th June, 2016, in relation to the Corporate Plan Well-being Outcomes and Corporate Health which were set out in the appendix to the report. In commenting on the report, he indicated to the Scrutiny Committee that it was the first of its nature and it was worth reflecting on the journey of how the Council had arrived at the current reporting arrangements which were intrinsically linked to the Corporate Plan Outcomes.  He also indicated that following the consideration of the quarterly reports by the Council’s Scrutiny Committees and the Cabinet, feedback on the format of the reports would be considered by officers and the Member Working Group as part of the ongoing development of the Council’s performance management arrangements.

 

His attention then referred to the main elements of the report in relation to performance and touched upon the following:

 

Section 1: Outcomes Summary – Provided an overall summary of performance and highlighted the main developments, achievements and challenges for the quarter for the Council’s Corporate Health priorities.  It included an evaluation of the progress made against actions and performance indicators as well as Corporate Health (Resource) impacts which supported the overall RAG status for the Council’s Corporate Health priorities.

 

Section 2: Performance Snapshot – Provided an overview of the progress at Quarter 1 in delivering the Corporate Plan Well-being Outcomes and Corporate Health priorities.  It also provided an evaluation of the Corporate Plan actions and performance indicators attributed to Corporate Health and a RAG status was attributed to reflect overall progress to date.

 

Section 3: Key Achievements and Challenges – This section highlighted the key achievements and challenges to date in relation to the Council’s Corporate Health priorities.

 

Section 4: Corporate Health: Use of Resources and Impact on Improvement – Provided a summary of the key issues relating to the use of resources and the impact on delivering improvement during the quarter.  The focus was on key aspects relating to staffing, finance, assets, ICT, customer focus and risk management.

 

Appendix 1: Provided detailed information relating to the Service Plan actions which had contributed to Corporate Plan actions.

 

Appendix 2: Provided detailed performance indicator information relating to Corporate Health aspects which covered people, finance, assets, customer and ICT. It was noted that new annual and quarterly reported performance indicators had been introduced as part of the Council's revised Performance Management Framework and for a number of these data would not be available as this year would be used to establish baseline performance.  A Not Available (N/A) status would be attributed to all such measures with commentary provided confirming this status. Where possible cumulative data would be provided in future quarterly reports as this became available.  This was the first year of reporting against the new Corporate Plan and the Council would continue to develop its key measures to ensure these most accurately reflected the Council’s Corporate Plan outcomes.

 

Appendix 3: Provided an explanation of the performance terms used within the report.  The performance report used the traffic light system, that is a Red, Amber or Green (RAG) status and a Direction of Travel (DOT) to aid performance analysis. Progress was reported for all key performance indicators by allocating a RAG performance status, Green related to performance that had met or exceeded target, Amber related to performance within 10% of target and Red related to performance that had missed target by more than 10%.  A DOT arrow was also attributed to each measure indicating whether current performance had improved, stayed static or declined on last year’s first quarter performance.  An upward arrow indicated that performance had improved on the same quarter last year, a static arrow indicated performance had remained the same and a downward arrow showed performance had declined compared to the same quarter last year.

 

For actions, a Green status related to a completed action or one that was on track to be completed in full by the due date.  An Amber status related to an action where there had been a minor delay but action was being taken to bring this back on track by the next quarter.  A Red status related to an action where limited progress had been made, and an explanation must be provided including any planned remedial action(s) and where appropriate a revised completion date.

 

He indicated that good progress had been made at Quarter 1 towards delivering the key outcomes as outlined in the Corporate Plan 2016-17, giving an overall RAG status of Amber.  Three out of four of the Corporate Plan Well-being Outcomes were attributed an overall RAG status of Green and the fourth reporting an Amber performance status.

 

In addition to the above matters, he also indicated that an overall Amber RAG status had been attributed to Corporate Health reflecting the positive progress made to date in integrating the Council’s planning arrangements which had enabled the Council to focus on maximising the use of its resources to deliver the Council’s Well-being Outcomes.  These had contributed to the achievements report in Quarter 1 against all of the Council’s Corporate Plan Well-being Outcomes and in the long terms, to the well-being of Vale of Glamorgan citizens.

 

At this stage, nine out of eleven Corporate Plan actions focusing on Corporate Health aspects were on track to be delivered and were reporting a Green status.  One action was reporting an Amber status and the remaining one, a Red performance status.  Limited progress had been made in reviewing the procurement strategy and implementing digital procurement and invoicing across the Council (CP10) due to capacity issues.  This had now been reprioritised and work had commenced with Value Wales and would be a priority in Quarter 2.

 

An overall performance status of Green had been attributed to the quarterly measures relating to Corporate Health.  Of the six quarterly indicators reported, performance met or exceeded target in five and one was within 10% of its target. The performance within 10% of target related to customer queries resolved at first contact.  It was noted that as high volume, low complexity enquiries were “shifted” to self-service channels, first contact resolution would become harder to achieve.  This was being addressed by working with client services to improve knowledge and skills of call handlers to allow them to resolve more complex enquiries.  This was particularly the case with Adult Services.  In addition, work was ongoing with services, such as housing management, to identify opportunities for C1V to resolve issues at first point of contact.

 

In conclusion, he referred to the detailed report outlining the progress at Quarter 1 towards achieving the Council’s Corporate Health priorities was set out in Appendix 1 with specific highlighted achievements and challenges for the quarter referred to paragraphs 15 to 28 of the report. 

 

In referring to the report, a Member referred to Visible Services’ Service Plan integrated planning action – VS/C006: “Consider possible joint working or collaboration opportunities with partners or other Councils to reduce costs, assist in staff issues and build resilience” and queried the progress made to date in delivering this action.  In response, the Managing Director confirmed that the project had not yet commenced as the service was currently considering various models of service delivery including the Council’s preferred model which related to neighbourhood or “place” based services including an assessment of this model’s ability to take into consideration collaborative opportunities that may arise in the future. 

 

Two Members of the Committee indicated that the reporting format was more user-friendly in terms of its readability and understanding. 

 

At this juncture the Chairman enquired if officers could provide an update on progress in respect of digital procurement.  In response, the Head of Strategic ICT alluded to current arrangements that were in hand with the assistance of Welsh Government officers to develop a procurement framework based on electronic catalogues.  The Welsh Government had recently appointed a project manager to lead on delivering this aspect and anticipated completion of the project was likely to be mid 2017. 

 

RECOMMENDED – T H A T the Quarter 1 (2016-17) performance results in respect of the Corporate Plan Well-being Outcome Corporate Health be noted.

 

Reason for recommendation

 

In acknowledgement of progress made towards achieving the Council’s Corporate Plan Well-being Outcomes aimed at making a positive difference to the lives of Vale of Glamorgan citizens.

 

 

469     MEDIUM TERM FINANCIAL PLAN 2016/17 TO 2019/20 (MD) –

 

The draft Medium Term Financial Plan for the above period was attached at Appendix 1 to the report and had been recently endorsed by the Cabinet at its meeting held on 26th September, 2016 (Minute No. C3300 refers).

 

The purpose of the Medium Term Financial Plan was to link the Council’s strategic planning process with the budget process and to ensure consistency between them. It was a mechanism that attempted to match future predicted resources and expenditure, identify potential shortfalls and provide the financial framework for the next three years.  It was not the budget setting process that allocated detailed budgets for services.  Its purpose was to inform Members and to suggest a way of dealing with the future financial pressures facing the Council.

 

The Medium Term Financial Plan covered the period 2016/17 to 2019/20.  Welsh Government had not provided indications of Local Government funding levels for 2017/18 to 2019/20 and therefore assumptions had had to be made.  It had been assumed that for 2017/18 the decrease would be at a similar level to 2016/17 and therefore a reduction of 3% had been used.  With regard to future years, with a threat of further decreases being reported and the economic uncertainty as a result of the United Kingdom’s exit from the European Union,  it was considered prudent that further reductions of 3% for both 2018/19 and 2019/20 should be planned for.

 

Initial estimates presented the following picture showing a projected savings target between 2017/18 and 2019/20 of £24.1m, comprising of £7.8m of savings already identified and £16.3m yet to be allocated.

 

Matching Predicted Resources to   Expenditure

2017/18

£000

2018/19

£000

2019/20

£000

Real Term Decrease in   Resources

5,205

5,061

4,930

Cost Pressures

4,064

2,642

2,244

Identified Savings

(7,021)

(762)

(0)

Additional Shortfall

2,248

6,941

7,174

 

In referring to the Plan, the Head of Finance indicated that it had been reviewed to remove areas of duplication and to make the document more reader-friendly.  In addition, a number of assumptions had been made in relation to funding reductions relating to national pay awards and the potential for Council Tax changes.  Whilst the Plan had taken account of certain cost pressures such as the National Living Wage and the Apprenticeship Levy, it was inevitable that there would be additional cost pressures arising between now and 2019/20 which were unknown and therefore provision had been made for service development. 

 

She indicated that as a result of the high level of savings required there would be difficulties in maintaining the quality and quantity of services without exploring opportunities for collaboration and alternative forms of service delivery.

 

At this juncture the Managing Director indicated that the only realistic option facing the Council in future years was the successful delivery of its Reshaping Services programme. 

 

To ensure that the budget set for 2017/18 continued to address the priorities of the Vale of Glamorgan residents and the Council’s service users, the budget setting process would incorporate engagement with a range of key stakeholders.

 

Options which were recommended within the Plan for exploration as part of the 2017/18 budget process were: 

  • Considering the results of the budget engagement process in determining priorities for future savings and service delivery;
  • Review the appropriateness of the current financial strategies for Education and Schools, Social Services and Other Services;
  • Review feasibility of increasing  the use of the Council Fund Reserve as part of the financial strategy;
  • Reviewing the level of cost pressures with a view to services managing and reducing demand and mitigating pressures;
  • Services funding their own residual cost pressures through reviewing their existing budgets and revised / alternative means of service provision;
  • Services meeting their own pay inflation through reviewing their staffing structure in line with changes to service delivery and workforce planning requirements;
  • Considering the level of price inflation provided which could be restricted to covering the contractual commitments on larger contracts;
  • Reviewing the priorities for funding statutory and non-statutory services, including establishing minimum levels of service provision;
  • Considering the latest position regarding the Council’s Reshaping Services programme and the results of the process in order to identifying further area for savings;
  • Reviewing  the achievement of the 2016/17 savings targets;
  • Considering the possibility of a reduction in the level of service. 

Taking account of the above factors, whatever future strategy was developed by the Council, it would involve the use of the Council Fund and other reserves to allow the specific savings required to be developed.  The current Strategy had approved the use of £1.5m of the Council Fund in 2016/17.  However, the draft Plan in its current edition had identified a significant increase in the level of savings required.  Therefore, it was likely that the use of reserves would increase in the short term subject to the Council Fund reserve balance not falling below the figure which the Section 151 Officer deemed to be a reasonable minimum.

 

In terms of the Capital Programme, there was an expected decrease in the Council’s General Capital Funding allocation in 2017/18 and specific grants from the Welsh Government, coupled with limited capital receipts continued to give the Council little room for manoeuvre in progressing its priorities in this area.

 

The Vice-Chairman, in referring to the report, enquired of the potential risk of the impact of rising inflation would have on the Plan.  In response, the Head of Finance indicated that an assumption of a 1% estimate had been made within the draft Plan.

 

The Chairman, in referring to the daft Medium Term Financial Plan document, referred to paragraph 5.5 of the same in relation to Projected Shortfall and noted in paragraph 5.9 of the draft Plan reference to the comment of “business as usual” approach and enquired how long the Council could continue to make such savings.  In response, the Managing Director reminded the Committee that the Council had a good track record on identifying savings.  He also indicated that it was important for the organisation to have the right organisational culture, however, the easy savings had been made by the Council in previous years.  It was his view that the level of savings required could not be achieved by reducing budgets on a department by department basis.  He also referred to the recent Corporate Assessment and his discussions held with Wales Audit Office auditors who had identified that the Council did not have one single approach to addressing the funding issues faced by the Council.  He had made it clear that the Council required a flexible approach to identify the “best fit” option regarding each specific service of the Council.  Consequently, there was a need to be innovative and honest going forward and it was likely that some services in the future would be unable to be provided by the Council.  The major concern for himself was the issue of funding surrounding health and education which could in the future have significant implications for the Council’s budget. 

 

Having regard to the above and related issues, it was

 

RECOMMENDED – T H A T the contents of the draft Medium Term Financial Plan for 2016/17 to 2019/20 be noted.

 

Reason for recommendation

 

In acknowledgement of the Medium Term Financial Plan and issues affecting the Council.

 

 

470     REVENUE MONITORING FOR THE PERIOD 1ST APRIL TO 31ST AUGUST 2016 (MD) –

 

In referring to the report, the Head of Finance indicated that there had been little movement in the revenue expenditure of the Council since the last report to the Committee and reported that the Learning and Skills Directorate and Social Services Directorate were still projecting deficits in regard to School Improvement and Inclusion and Adult Services Community Care Packages respective budgets.

 

The following progress was noted in respect of the following budgetary matters:

 

Learning and Skills

 

The Directorate was projecting to outturn with an adverse variance of £672,000 at year end as detailed below.  £500,000 had been set aside in the Schools Placements reserve to be used as a one off contribution in 2016/17 to mitigate part of the shortfall while further Reshaping Services work was undertaken by the Directorate.   

 

Schools – The delegated budget relating to schools was expected to balance as any under / over spend was carried forward by schools.

 

School Improvement and Inclusion – The service was projected to outturn with an adverse variance of £948,000.  This was as a result of an adverse variance of £814,000 on the recoupment income budget and an adverse variance on pupil placements of £246,000.  There would also be expenditure of £131,000 on redundancy and pension strain costs as a result of restructuring.   This position could be partly offset by projected salary underspends of £243,000 which were due to vacant posts in the service as a result of early implementation of 2017/18 Reshaping Services savings.  £500,000 had been set aside in a Schools Placements reserve.  This sum would be used as a one off contribution in 2016/17 to mitigate part of the shortfall while further Reshaping Services work was undertaken by the Directorate.  If this shortfall could not be mitigated further in the year, further reserves could be utilised to balance the shortfall made up of £50,000 from the Excluded Pupils reserve, £44,000 from the Youth Service reserve and £78,000 from the Adult Community Learning reserve.

 

Service Strategy and Regulation – This service was currently projecting to outturn at a favourable variance of £31,000 due to salary underspends and reductions in office expenses for the Directorate.

 

Strategic and Resources – This service was currently projecting a favourable variance at year end of £178,000. 

 

Children and Young People’s Partnership – It was anticipated that this service would outturn with a favourable variance of £23,000 as savings have been identified in running costs.

 

Libraries – This service was currently projecting to outturn on budget after transferring any legal costs and costs relating to the implementation of the service review out of the Libraries Reserve.  

 

Adult Community Learning (ACL) – It was anticipated that the Adult and Community Learning Service would outturn at budget after a £44,000 transfer from the ACL reserve.

 

Youth Service – It was currently anticipated that the Youth Service would outturn with a favourable variance of £42,000 due to part year vacancies within the service.

 

Catering – It was currently anticipated that this service would outturn at budget, however, variations in school meal income would affect this position. 

 

Arts Development – It was currently anticipated that the service would outturn with a favourable variance of £2,000.

 

Social Services

 

The Directorate was projecting to outturn with an adverse variance of £1m at year end as detailed below.   

 

Children and Young People Services – The major issue concerning this service for the current year would be the continued pressure on the children’s placements budget. 

 

Adult Services – It was projected that the Community Care Package budget could outturn with a variance of up to £1m by year end. 

 

The annual deferred income budget for 2016/17 had been set at £747,000 and, as at 31st August, 2016, income received to date was £115,000 over-recovered.  It was currently being projected that this budget would outturn at £100,000 under budget by year end and this favourable variance was included as part of the projected overspend for care packages.

 

Environment and Housing

 

It was currently projected that this service would outturn within target at year end.

 

Highways and Engineering – There was currently a £55,000 favourable variance against the profiled budget.  

 

Waste Management – There was currently an adverse variance of £209,000 to the profiled budget.  This variance was due to overspends on staffing and transportation costs.  The 2016/17 budget included a savings target of £253,000 for a review of transport costs.  Round changes within waste collections were implemented on 1st August, 2016 and would contribute towards the required savings.  It was anticipated that this change would therefore reduce the current overspend position by year end however if it could not be fully achieved, provision would be made elsewhere within the Directorate.

 

Leisure Services – There was currently an adverse variance of £48,000 to the profiled budgets as a result of high repair costs for vehicles during the start of the Grounds Maintenance season.  

 

Transportation – There was currently a favourable variance of £53,000 against the profiled budget.  Staffing costs within the division were lower than budget to date and also income received for producing bus passes was higher than budget.  

 

Regulatory Services – The allocation of £2.056m represented the Vale of Glamorgan's budget for its share of the Shared Regulatory Service (SRS).  A separate set of accounts was maintained for the SRS and was periodically reported to the Shared Regulatory Services Joint Committee.  At this stage in the year it was anticipated that the SRS would outturn on target.

 

Council Fund Housing – It was anticipated that this budget would outturn on target, although there was a slight underspend to date as a result of staff vacancies.

 

Public Sector Housing (HRA) – The HRA was expected to outturn on target and any underspends in year would be offset by additional contributions to Capital Expenditure thus reducing the reliance on Unsupported Borrowing.

 

Managing Director and Resources

 

It was currently projected that this service would outturn within target at year end.

 

Resources – It was anticipated that this service would outturn within budget.

 

Regeneration – This budget covered Economic Development, Countryside and Tourism and Events functions.  The budget to date was currently on target.  The income received from the Vale Enterprise Centre workshops was currently below budget and an exercise was underway to maximise income. 

 

Development Management – There was an adverse variance relating to the Local Development Plan (LDP) as expenditure was delayed from 2015/16, however, funding was set aside in reserves for this purpose in the last financial year and would therefore be drawn down to offset this position.  Planning fee income was less than the anticipated profile for August.  

 

Private Housing – There was currently a small favourable variance as a staff vacancy was aiding the adverse variance on Renewal Area fee income.  Disabled Facility Grant fee income however remained above profile to assist the overall position.  It was therefore anticipated that this service would outturn on target.

 

General Policy – It was anticipated that this service would outturn within budget.

 

RECOMMENDED – T H A T the position with regard to the Authority’s 2016/17 Revenue Budget be noted.

 

Reason for recommendation

 

In acknowledgement of the projected revenue outturn for 2016/17.

 

 

471     CAPITAL MONITORING REPORT FOR THE PERIOD 1ST APRIL TO 31ST AUGUST 2016 (MD) –

 

The report set out progress on the 2016/17 Capital Programme for the above period and provided an update to the Scrutiny Committee on the Victorian Schools.

 

In referring to the report, the Head of Finance drew the Committee’s attention to the areas of slippage in regard to the Programme and to the inclusion of a number of new schemes as a result of the availability of Section 106 funding. 

 

She also drew the Scrutiny Committee’s attention to paragraphs 19 to 28 of the report which related to progress in regard to Victoria Schools which had been requested at the last meeting of the Committee. 

 

Having regard to the contents of the report, it was

 

RECOMMENDED –

 

(1)       T H A T the requirement to carry forward the following budgets into 2017/18 be noted: 

  • Colcot School - Carry forward budget of £125,000
  • ICT Infrastructure - Carry forward budget of £400,000
  • Fferm Goch - Carry forward budget of £47,000
  • Five Mile Lane - Carry forward budget of £5.397m.

(2)       T H A T the following changes to the 2016/17 Capital Programme be noted: 

  • Digital Highway in Sheltered Accommodation – Include a new scheme for £31,000, funded £25,000 from Welsh Government grant and £6,000 from revenue contributions to capital.
  • Safe Routes to Communities – Increase the budget by £74,000 funded from Section 106 monies.
  • Penlan Cycle / Footway – Increase the budget by £4,000 funded from Section 106 monies.
  • Alps Depot – Include a new scheme for £35,000 funded from the Visible Services Reserve.
  • Romilly Mess Room – Include a new scheme for £75,000 funded from the Visible Services Reserve.
  • Wordsworth Park – Include a new scheme for £75,000 funded from Section 106 monies.
  • Play Area Upgrade – Increase the budget by £200,000 funded from Visible Services reserves.
  • Play Area Upgrade – Increase the scheme at Cwrt Y Vil by £18,000 funded from Section 106 monies.
  • Barry Regeneration Partnership – Vire £54,000 to the Castleland Renewal Area budget for Gladstone Gardens.
  • Tackling Poverty – Vire £70,000 to the Barry Regeneration Partnership for Harbour Road Car Park Cycleway scheme.

(3)       T H A T the progress in regard to the Victorian Schools scheme be noted.

 

Reasons for recommendations

 

(1)       To allow schemes to be undertaken in future years.

 

(2)       To allow schemes to proceed in the current financial year.

 

(3)       In acknowledgement of progress made in regard to the Victoria Schools scheme.

 

 

472     2ND QUARTER SCRUTINY DECISION TRACKING OF RECOMMENDATIONS AND WORK PROGRAMME SCHEDULE 2016/17 (MD) –

 

The report updated Members on progress in relation to the Scrutiny Committee recommendations and to confirm the updated / amended work programme schedule for the Scrutiny Committee for 2016/17.

 

RECOMMENDED –

 

(1)       T H A T the recommendations deemed completed as set out in Appendix B to the report be agreed:

 

26 July 2016

Min. No. 242 – Outcome   Agreement 2013-2016: End of Year Report for 2015/16 (MD) – Recommended

(2)   That it be recommended to Cabinet that   those areas where the Council had not achieved its targets continue to be   monitored by the relevant Scrutiny Committee(s) as part of the new   Performance Management Framework. 

 

 

 

Cabinet,   on 5th September, 2016, noted the contents of the report.

(Min.   No. C3279 refers)

Completed

01 September 2016

Min. No. 282 – Corporate   Safeguarding Update (REF) – Recommended

(2)   That the Managing Director be requested to   ensure through the Council’s Governor Support Team that all school Governing   Bodies within the Vale of Glamorgan had a Safeguarding Governor appointed to   their respective bodies.

 

 

All   governing bodies have appointed Safeguarding governors since Autumn 2012.

Completed

Min. No. 283 – Youth   Employment in the Vale of Glamorgan Council (REF) – Recommended

(1)   That the Head of Human Resources submit a   report to a future meeting in respect of the Council’s Workforce Plan   indicators / performance. 

(2)   That the Cabinet be requested to raise the   image of employment / career opportunities within the Local Government sector   with the WLGA and the Public Service Board.

 

 

 

(1)   Added to work programme schedule.

Completed

 

 

(2)   Cabinet, on 26th September,   2016 resolved

[1]   That the Leader, as Chairman of the Public   Service Board, adds the issue of Youth Employment to the agenda of a Public   Service Board meeting, and the Head of Human Resources be requested to liaise   with the WLGA to explore what can be done to raise the image and encourage   employment of Young People within Local Government throughout Wales.

[2]   That a future report   be presented to Cabinet exploring how the Council can encourage Youth   Employment and report whether Job Growth Wales, or any other organisation,   can help the Council to achieve increased employment of Young People.

(Min. No. C3295 refers)

Completed

Min. No. 286 – 1st   Quarter Scrutiny Decision Tracking of Recommendations and Work Programme   Schedule 2016/17 (MD) – Recommended

(3)   That the Scrutiny Committee’s work   programme set out in Appendix C be approved and published on the Council’s   website.

 

 

 

 

Work   programme uploaded to Council’s website.

Completed

20 September 2016

Min. No. 344 – Revenue   Monitoring for the Period 1st April to 31st July   2016 (MD) – Recommended

(2)   That further consideration of the   establishment of a joint Scrutiny Task and Finish Group of the Scrutiny   Committees Corporate Performance and Resources and Learning and Culture, be   referred to the next meeting of the Scrutiny Committee Chairmen and   Vice-Chairmen Group.

(3)   That the Cabinet be requested to consider   establishing an advice service regarding financial and insurance protection   information in relation to care provision.

(4)   That the Cabinet consider writing to the   Welsh Government with a view to seeking additional funding from the Welsh   Government Intermediate Care Fund linked to the Council’s performance in   regard to Delayed Transfer of Care.

 

 

 

(2)   Referred to the Scrutiny Committee   Chairmen and Vice-Chairmen Group.

 

 

 

 

 

 (3)   and (4) Cabinet, on 17th October, 2016, noted the reference and   resolved

[2]   That in relation to recommendation 2 of   the Scrutiny Committee, the Scrutiny Chair be advised that they are mistaken   in investigating the school they are exploring, and as a result, the Scrutiny   Chair be advised that given the matter is already being addressed as part of   the Reshaping Services Programme and that work is already underway to   consider options for the future of Ty Deri, such a task and Finish Group is   not necessary and out not be progressed.

[3]   That in relation to recommendation 3 of   the Scrutiny Committee, Cabinet does not endorse this action bearing in mind   the advice given at the Scrutiny Committee meeting by the Head of Finance.

[4]   That in relation to recommendation 4 of   the Scrutiny Committee, Cabinet does not endorse this action as the   Intermediate Care Fund is paid directly to the Health Authority and would be   a matter to be raised in a future meeting of the Regional Partnership Board.

(Min.   No. C3329 refers)

Completed

Min. No. 345 – Capital   Monitoring Report for the Period 1st April to 31st July   2016 (MD) – Recommended

(2)   That the Head of Finance submit a further   report to the next meeting as part of the capital monitoring arrangements on   progress in delivering the Victorian Schools Programme.

(3)   That the Head of Finance submit a further   report in relation to a cost analysis of contract work in relation to certain   aspects of the Council’s School Improvement Programme.

(4)   That the Cabinet be requested to consider   exploring, under the Council’s Reshaping Services programme, the   establishment of a combined Authority approach within the region in regard to   Council DSOs.

(5)   That the Cabinet be requested to explore   the feasibility of integrating the Council’s existing Property Services   Division and the DSO.

 

 

 

(2)   Added to work programme schedule.

Completed

 

 

(3)   Added to work programme schedule.

Completed

 

 

(4)   and (5)   Cabinet, on 17th   October, 2016, noted the contents of the report and resolved that in light of   the current work already being undertaken by the Capital Region City Deal and   the work being undertaken on the Visible Services Reshaping Services   Programme, recommendations 4 and 5 of the Scrutiny Committee be not accepted   as any further departmental reorganisation would be inappropriate at this   time.

(Min.   No. C3330 refers)

Completed

Min. No. 348 – Scrutiny   Committees’ Draft Annual Report May 2015 to April 2016 (MD) – Recommended that the   contents of the draft Scrutiny Committees’ Annual Report for the period May   2015 to April 2016 be approved, subject to any further minor amendments being   agreed in consultation with the Chairman, and that the report be submitted to   Full Council on 28th September, 2016.

 

 

Submitted   to Full Council on 28th September, 2016.

Completed

 

(2)       T H A T the Scrutiny Committee work programme as set out in Appendix C to the report be agreed and made available on the Council’s website.

 

Reasons for recommendations

 

(1)       To maintain effective tracking of Committee recommendations.

 

(2)       To agree the Scrutiny work programme 2016/17 and make available the information to the public.