CABINET
MINUTES of a meeting held on 2nd June, 2004.
Present: Councillor H.J.W. James (Chairman); Councillor A.J.
Williams (Vice-Chairman); Councillors Mrs. C.V.L. Clay, G.J.M.
Fletcher, A.D. Hampton, M.R. Harvey, T.H. Jarvie, G.C. Kemp, J.W.
Thomas and A. Clive Williams.
Also present: Councillor A.M. Ernest.
C1360 MINUTES -
RESOLVED - T H A T the minutes of the meeting held on 19th May,
2004 be noted.
C1361 DECLARATIONS OF INTEREST -
The following Councillors declared interests in the matters
indicated below:
Councillor Mrs. C.V.L. ClayAgenda Item No. 11No. 12 -Vale of
Glamorgan Agricultural Society
Councillor G.J.M. FletcherAgenda Item No. 11No. 28 - Llantwit
Major Surf Lifesaving Club
Councillor A.D. HamptonAgenda Item No. 11No. 100 - Barry
YMCA
No. 50 - Cambrian Educational Foundation for Deaf Children
No. 81 - Megabyte (Barry YMCA)
No. 153 - St. Nicholas Community Association (Trustee)
No.183 - Llancarfan and District Community Association
(Trustee)
C1361
Councillor H.J.W. JamesAgenda Item No. 11No. 2 - Rhoose
Lifeguard Club (Vice-Chairman)
No. 3 - Vale of Glamorgan Festival (Representing the
Council)
No. 11 - Vale of Glamorgan Brass Band
No. 82 - St. John’s Ambulance Brigade
No. 183 - Llancarfan and District Community Association
(Member)
No. 164 - Rhoose Community Association (Member)
Councillor T.H. JarvieAgenda Item No. 11No. 3 - Vale of
Glamorgan Festival (Representative of the Council)
Councillor G.C. KempAgenda Item No. 11No. 4 - Rotary Club of
Barry (Member)
No. 164 - Rhoose Community Association (Member)
No.183 - Llancarfan and District Community Association
(Member)
No. 27 - Rhoose Music Festival Committee (Member of Barry Rotary
Club)
Councillor J.W. ThomasAgenda Item No. 11No. 12 - Vale of
Glamorgan Agricultural Society (Member)
No. 60 - St. Athan Community Association
No. 190 - BECA (Chairman)
No. 164 - Rhoose Community Association
C1361
Councillors Mrs. C.V.L. Clay,
G.J.M. Fletcher, A.D. Hampton, H.J.W. James, T.H. Jarvie, G.C.
Kemp, J.W. Thomas and A. Clive WilliamsAgenda Item No. 23School
Organisation Plan - the aforementioned Councillors reminded members
that, as school Governors, they had been granted a dispensation to
speak and vote on the matter.
Councillor A.D. HamptonVariousBarry College - Councillor Hampton
reminded members that he had a dispensation to speak and vote on
the matter.
C1362 GLAMORGAN HERITAGE COAST ADVISORY GROUP -
RESOLVED - T H A T the following minutes of a meeting held on
5th May, 2004 be noted:
Present: Councillor Mrs. A.J. Preston (Chairman); Councillors
Mrs. V.M. Hartrey and M.E. Sharp; Mrs. H. March (Friends of the
Glamorgan Heritage Coast); Mr. S. Moon (Bridgend County Borough
Council); Mr. R. McLaggan (Merthyr Mawr Estate); Mr. J. Golunski
(Dunraven Estate); Councillor R. Granville (Bridgend County Borough
Council); Mr. S.J. Latham (Vale of Glamorgan Council); Ms. G.M.
Barter, Mr. R. De’Ath (Countryside Council for Wales); Mr. F.
Coleman (Vale of Glamorgan Council); Mr. C. Perkins (Vale of
Glamorgan Council); Mr. H. Lewis (One Voice Wales).
(a) Apologies for absence -
Apologies for absence were received from Councillor Mrs. M.
Kelly Owen (Vale of Glamorgan Council); Councillor M. Davies (One
Voice Wales); Mr. C. Nelson (Vale of Glamorgan Council); and Mr. J.
Morgan.
(b) Minutes -
AGREED -
(1) T H A T the minutes of the meeting held on 28th May, 2003 be
accepted.
(2) T H A T in relation to Minute No. (e) 4 - Access to Dunraven
-
The Group expressed concern regarding access to the beach and
the operational difficulties of keeping the slipway clear of
boulders. Concern was also raised in relation to the safety ladders
at Cwm Bach. The members of the Group agreed that due to the fact
members of the public were aware of their existence they were seen
as
C1362
an essential facility and should they be removed the Group felt
in their opinion it would cause more problems that it would solve.
However it was noted, that the ladders were a service for emergency
access only.
(3) T H A T in relation to Minute No. (e) 5 - Proposed removal
of Perry Buoys -
It was reported that the Vale of Glamorgan Scrutiny Committee
(Economy and Environment) had looked into the matter considerably
and had been advised that there were no records that Perry Buoys
had been used to save lives in the area, extensive consultations
with safety organisations had been carried out as well as on site
tests, and therefore , they had been removed. It was further
reported that at Cosmeston Lakes Perry Buoys were made available
but that there had been nine drownings in the lake and on no
occasion had Perry Buoys been used.
(4) T H A T in relation to Minute (f)3 - Litter -
The Group were advised that the Heritage Coast Rangers and
Friends of the Glamorgan Heritage Coast representatives had worked
together with volunteers and the organisation Keep Wales Tidy to
look at and deal with the issues of litter around the area. It was
reported that the Vale of Glamorgan Council had recently
transferred the responsibility for dealing with the issues of dog
fouling and litter to the Visible Services department. It was
anticipated that fines would be enforced and that the revenue
received from the enforcement’s would fund the appointment of
additional staff. All present commended the Authority for the
initiative.
(c) Anti-Social Behaviour -
The Committee expressed concern at the possible anti-social
behaviour issues that could be foreseen during the summer months.
Mr. Steve Moon advised the Group that the Director of Education for
Bridgend County Borough Council had sent a letter to all Bridgend
Schools on the issue.
(d) Report of the Director of Environmental and Economic
Regeneration -
The report from the Director outlined the fact that the
Countryside Council for Wales had recently re-organised both its
management structure and its corporate strategy. The structural
changes were intended to make the CCW more effective in delivering
its vision and would not impact on day to day relationships.
The vision for the Countryside Council for Wales, over the next
ten years, was one which was very apposite for the Vale of
Glamorgan and particularly for the Glamorgan Heritage Coast:
“over the next decade CCW would strive for a Wales -
C1362
· which was more distinctive in landscape character and includes
greater bio diversity;
· where land and sea support more wildlife;
· where economic development respects the natural environment
including its
historical and cultural aspects;
· in which there is greater access to countryside and coast for
all its people and its visitors, giving enjoyment and
wellbeing”.
This vision had been translated into five themes for each of
which a detailed action plan had been prepared, the themes were
sustainable living, raising quality, enabling others, improving
accessibility and understanding change. A number of more detailed
objectives had been developed for the themes and these had been set
out in Appendix 1 to the report. The Committee was advised that
under Paragraph 5, the figure of grant aid was £25,000 and not
£2,500.
The report outlined the work of the rural coast Crime and
Disorder Working Group which had been set up at the behest of the
Advisory Committee, and which continued to meet to discuss issues
and strategies for dealing with crime, vandalism and anti-social
behaviour. It was reported that a good relationship had been built
up between the Police, the Landowners, Council and other interested
bodies but that resourcing was a key issue. A lengthy debate ensued
about the incidence of suicides at the coast. The Advisory Group
concluded that the practical measures being taken, and the sense of
avoiding any publicity, should be endorsed.
(e) Access Land -
Under the provisions of the Countryside and Rights of Way Act,
the CCW had produced maps of access land for the whole of Wales.
The original draft map had been revised and produced as Provisional
Maps. It was reported that for the “Vale of Glamorgan this was
simply a confirmation of common land, mostly in the west of the
county, some adjacent to the coast.” It was further noted that in
due course, the CCW would be producing access maps relating to
coastal land.
(f) Rural Regeneration -
Article 33 of the Rural Development Plan, a European funding
initiative, had enabled the Vale of Glamorgan Partnership to offer
grants aimed at encouraging Rural Regeneration. The aim of the
grants included providing services for the communities to encourage
tourism and conservation of the rural heritage.
(g) Ranger Team -
The Director reported that the Ranger Team be thanked for their
hard work and dedication over the difficult, busy and very
progressive previous year. Good reports had been received from the
questionnaires that had been distributed to schools following
visits to the area, and outreach work had been undertaken
including
C1362
conservation work at the Parish Field at Craig Penllyne for
which the Ranger Team had received a Rural Wales Award for their
contribution.
AGREED -
(1) T H A T the report be noted.
(2) T H A T the Ranger Team be commended on their outstanding
commitment, their hard work, dedication and contribution to the
Glamorgan Heritage Coast.
(3) T H A T the Advisory Group supports the action taken
regarding safety issues at Dunraven.
(h) Report of the Senior Ranger - Reviewing 2003/04 -
Mr. Dunn presented his report through a Powerpoint presentation
to the Group which illustrated the various aspects and issues that
the Ranger Team had dealt with throughout the year. It was noted
that the Summer of 2003 had proved to be one of the hottest and
sunniest on record. It had resulted in greatly increased visitor
numbers. Various pressures had arisen as a result; the car parks
were often above capacity and there had been a significant increase
in litter, anti-social behaviour and vandalism, particularly the
burning of coastal gates, stiles and hand rails. To this end, the
extra un-programmed work had meant that some of the planned work
programme had to be put back. Mr. Dunn, however, highlighted a
number of achievements that had been made during the year.
Management had been carried out for key habitats and species along
the heritage coast in line with the relevant biodiversity Action
Plan and the project continued to be a focus for biodiversity work
within the Vale of Glamorgan hosting regular LBAP Partnership
meetings and Butterfly Conservation training days. The presentation
of the slides to the Advisory Group provided a complete overview of
the year’s achievements. Mr. Dunn further pointed out that without
Mrs. Heather March’s contribution, as Chairman of the Friends of
the Heritage Coast and also the Friends themselves, a number of
projects would not have been completed. The support received from
the Friends of the Glamorgan Heritage Coast had been immense and
Mr. Dunn took the opportunity at the meeting to thank Mrs. March
personally for all her support and dedication. The Friends had
helped to purchase vehicles, a generator, conservation tools, a
Seawatch aerial, radar and a new mobility scooter based at the
centre. He concluded his report by stating that Mrs. March had
always taken every opportunity to raise the profile of both the
Heritage Coast and the Friends, and had always assisted both in
formal meetings and in the local community, or negotiating on
behalf of the Project.
AGREED -
(1) T H A T the report be noted.
(2) T H A T the Group’s appreciation be extended to Mrs. March
for her hard work and support.
C1362
(i) Matters Raised by Bridgend Borough Council -
Mr. Steve Moon reported the following:
· That an application had been made for Objective 1 funding for
areas within the Bridgend area and that on the dunes a litter pick
had taken place, which had been co-ordinated by volunteers.
(j) Matters Raised by the Countryside Council for Wales -
Ms. Barter opened the report by referring to the Director of
Economic and Regeneration’s report that a major re-organisation of
the structure of the Countryside Council for Wales had recently
been completed in order to deliver the corporate strategy for the
service. The revised structure had meant that the CCW had been
split into three regions and the Heritage Coast was within the
South and East Wales Region. The new Regional Manager for the
service was confirmed as Maggie Hill. The Advisory Group were
informed that the Operational side of matters for the CCW would
remain and that the Leader for the district team would remain the
same. Ms. Barter further reported that a letter had been received
from the Local Access Forum and that a meeting be arranged to
discuss funding issues. The Countryside Council for Wales had
reported that they were making progress and that as soon as any
decisions were made they would be reported.
In relation to the monitoring of the population of Shoredock at
Dunraven, an officer from the CCW had undertaken the monitoring
process and had discovered that the number of plants that existed
to date were the same as was first discovered. In relation to Tir
Gofal, applications were currently being worked through and that
Tythegston, the Countryside Council for Wales were looking at a
number of options in relation to the site.
(k) Matters Raised by the Friends of Glamorgan Heritage Coast
-
Mrs. March highlighted the fact that the demands on the project
were increasing and expressed her view that increased funding be
made available for the project. The state and activities in the
area of the Colhuw Valley, was an important issue for the Friends
of Glamorgan Heritage Coast particularly in anticipation of the
forthcoming summer months where there could be a number of
problems.
AGREED -
(1) T H A T a Working Group be set up comprising officers, Town
Councillors and local people to agree an overall plan for the
area.
(2) T H A T Mrs. March be thanked for her dedication and support
to not only the Centre but to the Friends of the Earth and the
Glamorgan Heritage Coast Committee.
C1363 CORPORATE IMPROVEMENT REVIEW PANEL -
RESOLVED - T H A T the minutes of a meeting held on 12th May,
2004 be accepted and that the Legal Services Improvement Review
Final Report 2004, with recommendations and Action Plan, be
approved:
Present: Councillor T.H. Jarvie (Chairman); Councillors H.J.W.
James, N. Moore, Mrs. A. Rees and J.W. Thomas.
(a) Apologies for absence -
These were received from Councillors Mrs. C.V.L. Clay and A.D.
Dobbinson.
(b) Minutes -
AGREED - T H A T the minutes of the meeting held on 24th March,
2004 be approved as a correct record.
(c) Responding to Emergencies (including Out of Hours)
Improvement Review: Final Report, May 2004 -
The above Improvement Review, having commenced in April 2002 and
been postponed in August 2002, had re-commenced in April 2003 as a
light touch review. A further delay had occurred as a consequence
of awaiting the final report from Cardiff Council into the
Emergency Duty Team (EDT) which acted on behalf of this Council in
respect of mental health emergencies, child protection related
issues and youth offending out of hours. Senior officers in Cardiff
Council had taken the lead in reviewing the EDT service, and
information gathered on EDT function and action improvement issues
identified as a result of this Improvement Review had been
forwarded to an external consultant in July 2003 for consideration
with the EDT review. That information had been presented to this
Panel in July 2003. A draft report had been produced by external
consultants in the summer of 2003 but, since this had contained a
number of inaccuracies, it had been returned to Cardiff Council for
inclusion into an updated report which was still awaited. This
Council’s review had since been inspected by the Audit Commission
in Wales (ACiW) which had recommended that the review report should
be published and circulated recognising that the EDT situation had
yet to be resolved.
The latest information concerning the EDT service was summarised
as follows:
· Restructuring and new appointments had been made to the EDT
service.
· An agreed structure should be in place by April 2004.
· There was agreement that the joint service should continue to
be provided for the next twelve months.
· Cardiff Council were taking into account the comments made by
this Council into the future EDT arrangements.
C1363
· The establishment of a joint management board had been agreed
to monitor the quality of the service and address any issues that
arose, taking responsibility also for reviewing the appropriateness
of the service and any future service changes.
The ACiW had reviewed how this Council had undertaken its review
and commented as follows:
· “The light touch review undertaken by the Authority was
undertaken robustly and incorporated all the aspects of the 4cs.
Overall we are satisfied that all the major issues have been
identified as part of the review.
· Overall, the issues have been reflected in the action plans
produced although the Authority needs to ensure that the
recommendations in this report are addressed”.
The draft ACiW report had contained the following four
recommendations, against each of which the Council’s response as
contained in the report has been inserted:
AciW RecommendationsThis Council’s commentsDate
R1Publish and circulate the review report, recognising that the
EDT situation has yet to be resolved so that the other services
within the Council can make use of the review findings.
Final review report to be presented to the Improvement Panel
and, thereafter, Cabinet12/05/04
R2Ensure that issues raised through the service plan process,
and through best value reviews, are taken account of during the
creation of this years action plans.Actions arising from the review
process have been added to the service plans for Emergency Planning
and Housing and Community Safety (VCAS Services). Improvement
actions for the EDT service were forwarded to the external review
consultants in July 2003. Action plans developed as part of
improvement reviews are included within the appropriate service
plan for implementation and monitoring purposes in accordance with
corporate guidelines “Performance Monitoring One Framework for
All”.
Completed
C1363
R3Review those service areas which lack effective PIs as part of
the Council’s implementation of performance monitoring· for those
review areas, PIs are limited because of the nature of the work.
Emergency Planning, along with all other authorities, attempted to
produce meaningful PIs but no agreement could be reached. Process
bench marking has been a success and good practice guides are
available within the Emergency Planning Service. VCAS are
considering joining the Association of Social Alarm Providers in
addition to comparing their performance with others through the
Syniad benchmarking centre.
· PIs with the EDT service will be a matter for Cardiff Council
to introduce as part of their ongoing review of the service. The
Community Services Directorate will negotiate these with Cardiff
Council and influence how this service is monitored against actual
performance (formal SLA will be required).
31/03/05
R4Ensure that issues relating to externally provided services
are captured in the action planning process.See R2 above. In
addition, this will be a matter for the Community Services
Directorate to address as part of the on-going review and
monitoring of the EDT service.
31/12/04
Clarification had now been received from the various services
relating to the following issues or comments raised in the ACiW
report:
Paragraph No.Issues / Comments by ACiWResponse
11The review has noted the Government’s intention to publish a
Civil Contingencies Bill and it would be prudent for the Authority
to review its processes with regard to the draft Bill.A report on
the Civil Contingencies Bill has been submitted to Cabinet and
further reports will appear after the publication of the Guidance
and Regulations.
C1363
13The Emergency Planning Officer for Cardiff and the Vale of
Glamorgan responded to the review process by completing a
questionnaire and also giving a presentation to the Improvement
Review Panel on 30th July, 2003.The Government in England and Wales
has undertaken a resilience review which has involved all local
authorities returning a questionnaire to the Cabinet Office
assessing the ability of each Council to respond to the new threats
of Chemical, Biological, Radiological and Nuclear (CBRN). The
Emergency Planning Unit for Cardiff and the Vale returned this
document but has yet received no feedback.
26Some success criteria are vague and will be difficult to
measure. In addition, the actions within the Action Plan are all
service related and some serious issues raised within the Service
Plan are not addressed in the Action Plan.· It is accepted that to
some degree the success criteria are vague for Emergency Planning
but it is also acknowledged that improvement actions in this area
are difficult to measure.
· The review work has been overtaken by a number of improvement
initiatives on-going within the Authority which may impact on
services out of hours.
C1363
27The Emergency Planning Team has taken part in a benchmarking
exercise undertaken by Syniad during 2003. Due to the failure of
all 22 Welsh Local Authorities to agree the PIs drawn up by Syniad,
the Welsh Emergency Planning Benchmarking Team failed to take off.
Its work has now been overtaken by the Civil Contingencies Bill,
which currently allows for an auditing process to be undertaken by
the Audit Commission. A pilot scheme, drawn up by the Audit
Commission would, if adopted under the Bill, greatly impact on the
way the service is run in local authorities in England and
Wales.
30Although the VCAS is part of the Housing and Community Safety
Directorate, the Service is only mentioned in passing in the
Service’s 2003/04 Service Plan and, in addition, various
consultations and operational issues raised by residents and
wardens were not fully documented.
Actions for the development of VCAS are included in the Service
Plan for Housing and Community Safety 2004/05. Operational issues
are being addressed as they arise.
31VCAS have joined the Association of Social Alarm Providers
which have a two part code of practice covering call handling and
dispersed alarm handling. They are also beginning to compare their
performance with others through the Syniad Benchmarking Centre.This
Council is a member of a Syniad Benchmarking Club and has fully
participated in this benchmarking exercise and is using it as the
basis to move the service forward.
Details relating to the progress to date in the implementation
of the Action Plans for both Emergency Planning and VCAS were
appended to the report, as was the Executive Summary of the final
review report. That report contained the following recommendations
arising from the review:
Vale Community Alarm Service
Action
No.Service Improvement Priority
1Join the Association of Social Providers (ASAP) which is
nationally recognised as the regulation body for organisations
providing community alarm services.
2Implement ASAP’s Code of Practice covering all aspects of
welfare monitoring.
3Develop a strategic Business Plan for the service
(ongoing).
4Complete a Team Plan for VCAS.
C1363
Emergency Planning
Action
No.Service Improvement Priority
1Undertake an analysis of job descriptions and roles in view of
new legislation being introduced.
2Plan for anticipated legislative changes (Civil Contingency
Bill).
3Develop a monitoring and control system for plans.
4Ensure rest centres are accessible and appropriate to the need
of all local people (including disabled).
5Develop mechanisms to ensure regular and meaningful
communication with industry groups, community organisations and
statutory bodies and ensure greater co-operation and co-ordination
of emergency planning across Council services.
6Regular liaison with blue light services and other parties
resulting in an annual exercise programme.
7Prepare a briefing note containing core procedural information
for induction packs for new starter Council employees.
8Undertake an assessment of all plans as to their frequency,
review, amendments and distribution.
9Co-operation with adjacent authorities to be improved by way of
cross border seminars, exchange of plans, examining procedures and
operations and joint exercises.
10Emergency Planning service to take the lead in developing
business continuity arrangements aimed at maintaining service
delivery following an incident which disrupts the normal business
operations of the Council.
11Council to ensure that the service continues to plan for and
provide an effective EP service to the public by assessing and
monitoring training needs of staff, monitoring staff attendance,
improving emergency contact lists, clarifying responsibilities for
dealing with flooding and managing and evaluating performance.
12Training on EP across the Council to be increased particularly
for front line staff.
Emergency Duty Team
Action
No.Service Improvement Priority
1Develop a specification based on the needs and quality of
effectiveness of service provision from a users perspective (with
partner agencies). Determine extend and range of out of hours
services based on an evaluation of the whole community.
2Monitor out of hours’ services to ensure it responds to
changing needs, new service developments and other demands of other
agencies.
3Analyse demand and establish meaningful response times that are
linked to performance standards. Provide systematic feedback to
managers in meeting performance standards.
4Improve access to and knowledge of services to all users
including hard to reach groups.
5Introduce appropriate performance indicators to measure service
performance.
6Undertake an annual survey with users and monitor the
experiences and views of users against service standards.
7Ensure that all managers and staff give due consideration to
the impact and application of the working time directive.
C1363
8Map current working practices and security with staff in
respect of lone working and identify improvements.
9Develop a service level agreement with Cardiff incorporating
service standards, quality expectations and performance
measures.
Following further consideration of the above and related
matters, including the future provision of an out of hours
emergency service and improvements to the current service, it
was
AGREED -
(1) T H A T the Responding to Emergencies (including Out of
Hours) Improvement Review Light Touch Final Report May 2004, with
recommendations and action plans, be endorsed.
(2) T H A T the minutes of this meeting be referred to Cabinet
for acceptance and that Cabinet thereby approve the Final
Report.
(d) Legal Services: Final Report and Action Plan -
Whilst there was no statutory requirement for the Council to
provide a legal service, the Directorate of Legal and Regulatory
Services had been charged, inter alia, with responsibility for
providing the full range of legal services (Minute No. 1309,
1999/2000). Legal Services undertook both contentious and
non-contentious work and the review had examined all aspects of
Legal Services, excluding the Monitoring Officer function, the
scope of the review having been approved in May 2002 and further
discussed by this Panel in June 2003.
The report contained a summary of the issues which had arisen
from the review under the headings of challenge, consult, compare
and compete. The need to re-align service aims and objectives to
the Authority’s corporate strategic direction was an important
element of the challenge process, and a re-alignment exercise had
been undertaken as part of the service planning process for 2003/04
identifying the key indicators that would demonstrate that both
service and corporate priorities were being met with targets set
where appropriate. Following efforts to analyse the competitiveness
of the service and from the evidence available, the preferred
option for future service delivery of Legal Services had been
identified as a hybrid approach, combining a restructure of the
in-house service with the externalisation of some areas of work and
the return of non-legal work to client departments. A further
review of Legal Services would take place in some twelve to
eighteen months time and the ACiW would be invited to comment on
the progress made. If appropriate, further consideration would be
given at that time to the procurement options.
The following recommendations had been identified from the
review process and had been incorporated into the Action Plan which
was appended to the report and which detailed, for example, the
anticipated outcome together with the start and finish date for
each identified action:
C1363
Strategic
1Strategic Action Plan Ref
Recommendation
1.1Externalise the following service areas to external providers
with no in-house bid:
Litigation Service area
· Debt Recovery
Miscellaneous:
· Animals Act 1971
Agricultural Land
9.5
9.6
Legal Services to cease providing training to client
departments.9.7
1.2Return of non-legal work (work that does not require a
lawyer) to the relevant instructing departments. 9.9
Undertake an annual review of non-legal work (work that does not
require a lawyer) with the transfer of such work to appropriate
client departments renegotiated as part of service level
agreements.
9.9
1.3Cessation of current call-off contract arrangements. Where
work areas are externalised on more than an ad-hoc basis
comprehensive contracts with external service providers should be
developed based on detailed specifications including performance
measures and standards, work volumes, clear instructions, costs,
timely and measurable monitoring arrangements.
9.1
1.4Establish in conjunction with Financial Services Department
clear, accurate and transparent approach for the funding of
counsel, external solicitors and Court and expert fees. Agree and
communicate this to all clients.
5.3
Undertake unit costing of work and introduce clear reporting of
all actual costs/charges of legal work to internal clients.
5.1
The future budget allocation process for the provision of Legal
Services to be informed by improved service planning and actual
costs.
6.4
1.5Review external charging policy on an annual basis to
re-evaluate income generation potential.
5.2
1.6Explore opportunities for developing partnership arrangements
in delivering Legal Services within the public, voluntary and
private sectors.
9.4
1.7Revise Service Level Agreements with instructing departments,
properly negotiated and tailored to suit their requirements and
including performance measures and standards, work volumes, clear
instructions, costs, timely and measurable monitoring
arrangements.
6.1
1.8Undertake an annual review of capacity and work programmes
within the service to review all service procurement options and
identify whether there is a need to externalise any work areas.
9.8
C1363
1.9Restructure existing service to improve team working, to
clarify roles and responsibilities and to focus resources at key
service areas in line with identified best practice. This will
include:
· The Operational Manager post to be redesigned along the lines
of a Practice Manager and job description updated accordingly.
· The appointment of a dedicated Business Support Manager to
support the OM and with responsibility for benchmarking, developing
and implementing management information systems and performance
management systems.
· Adopting a flexible team approach across the service with team
leaders responsible for managing staff and delegating work.
· Review self-servicing approach currently adopted with
consideration given to increasing administrative support.
· Review the fee earner structure to fill existing frozen posts
and strengthen key areas (education and employment, social services
and planning and highways)
1.1
1.10Re-launch a team based Legal Service aligned to support and
enhance client work. The Chief Executive to take a lead in the
re-launch with commitment to support the rebuilding and development
of the legal services team.
4.1
1.11Take the lead in the development of a formal protocol for
the management of new legislation that has corporate wide
implications in line with best practice organisations.
3.13
Team leaders should have ownership of relevant Acts and be
responsible for ensuring that their teams are knowledgeable of
relevant new or amended legislation. They should also be
responsible for ensuring that client departments are aware of the
implications of new or amended legislation.
3.14
1.12Develop a formal process for forward work programming
involving all customers. The process should aim to identify as far
as possible future workloads, which will enable the service to
strategically plan resources and deliver them accordingly.
6.2
1.13Work with client departments to develop guidance on when
legal advice is necessary.
6.3
1.14Develop a procedure for analysing legal work commissioned by
client departments to identify issues and trends and where
identified provide feedback on important implications that should
influence wider corporate policy making.
3.15
1.15Identify the role and responsibility of Legal Services in
both corporate and service working environments and proactively
communicate this all clients.
3.16
C1363
Operational
2CommunicationAction Plan Ref
Recommendation
2.1Develop a consultation and complaints strategy. (In liaison
with the Policy Officer - Consultation).
7.1
2.2Improve communication between Legal Services management and
staff through the following:
· An annual staff forum, with attendance by Director of Legal
and Regulatory Services. Planning initiatives and setting targets
and responding to customer feedback to be included as standard
agenda item at Legal Services annual staff forum.
7.2
2.3Director of Legal and Regulatory Services to attend Legal
Services team meetings on a minimum quarterly basis to discuss with
staff service related issues.
3.1
2.4All Legal and Regulatory Chief Officers to attend all future
Departmental Management Team meetings.
3.2
2.5Head of Legal Services to chair monthly performance meetings
(service performance with regard to complaints, indicators,
workload analysis, Lexcel progress, service level agreements,
etc.). Issues discussed to inform team meetings [performance
management issues set as standard agenda item].
3.3
2.6Agree and communicate risk management strategy with client
departments including briefings on how this is linked to work
prioritisation overall.
8.1
3Customer CareAction Plan Ref
Recommendation
3.1Undertake an annual satisfaction survey (agreed with Policy
Officer – Consultation) to assess satisfaction with service
provided, determine client service priorities and areas for
improvement to inform the service planning process.
8.8
3.2Carry out ‘how are we doing?’ surveys of work on conclusion
of cases undertaken on behalf of instructing departments to
identify specific improvement areas.
8.9
3.3Develop and agree clear service standards of performance with
client departments. The service standards to be supported by timely
and measurable monitoring and reporting arrangements.
8.2
3.4Improve communication about the service including
publicising
· The skills and qualifications of lawyers.
· Outlining to clients the full range of legal services
available.
· Establishing a point of contact for each key service area
ensuring all parties are aware of this.
8.7
C1363
3.5Introduce quarterly meetings and an annual review/planning
meeting with all client departments to:
· Discuss issues surrounding Service Level Agreements
· Report on performance with regard to measures, standards,
costs/ quality of work, work volumes and trends, case outcomes,
complaints, customer satisfaction etc. Performance issues to be
included as a standard agenda item at all quarterly meetings.
· Review and discuss the forward work programme.
· Explore opportunities for development on both sides.
8.3
4Performance ManagementAction Plan Ref
Recommendation
4.1Improve service planning by using actual costings for work
and report to relevant client departments at regular meetings.
5.1
4.2Develop team/individual targets for staff linked to
service/individual priorities and the Personal Development and
Review process.
3.7
4.3Reduce sickness absence levels within the service by ensuring
compliance with Corporate Policies and tackling any underlying
issues identified in staff consultation.
3.4
4.4Undertake and report quarterly best practice research to
inform service improvement initiatives and to monitor cost
effectiveness and service quality against other service
providers.
2.9
4.5Benchmarking activities undertaken through the review e.g.
ACSeS and BMSIG should be continued by the service in order to
actively seek out opportunities for learning from others and for
keeping up to date on wider developments.
2.3
Actively participate in other benchmarking activities within the
public and voluntary sector, in England and Wales including the All
Wales Legal Services Group.
2.3
4.6Develop meaningful management information systems (especially
case management and time recording) to improve performance
information in all significant service areas.
2.4
4.7Establish a monitoring system to deal with workload
fluctuations and to facilitate better prioritisation of resources
at ‘peak’ times.
2.7
4.8Develop working relationships between legal officers and
court clerks by attending regular liaison groups and utilising any
other opportunities to discuss pertinent issues and improve working
relationships.
8.4
4.9Determine annual chargeable hours for all fee earners and
measure achievement against targets on a monthly basis. 2.2
Review the workload for the Head of Service and Operational
Manager Legal Services to remove responsibility for casework and to
enable effective management of the service.
2.1
C1363
5Processes/ ProceduresAction Plan Ref
Recommendation
5.1Discontinue the use of the Standard Instruction Sheet in all
cases and produce guidelines in line with customer requirements,
communicate this to all clients.
8.5
5.2Formalise the process for reviewing and monitoring the agreed
list for solicitors and Counsel used by Legal Servcies.
Documentation to include:
· How regularly the list is to be reviewed.
· How parties are identified and added/deleted from the
list.
· Agree above protocols and communicate to all customers.
9.2
5.3Establish a procedure to monitor the cost and quality of work
out-sourced by legal services and to take rapid action to improve
performance, where appropriate.
9.3
5.4Implement quality assurance systems with regards to
procedures, documentation, policies, and consistency of service
delivery in line with Lexcel practice management standards. This
will include:
· The implementation of a system of case file reviews and audits
with the development of appropriate audit documentation including
corrective action and timescales.
· The reorganisation of current file management practices to
ensure effective file management.
· The development of documented procedures on the conclusion of
matters to report the outcome to the client and to formally close
the case.
· The development of formal validation systems to ensure
accuracy of performance data collected.
· The production of a formal documented office manual in line
with Law Society guidelines, ‘Managing for Success’ and ensure full
deployment within service.
2.8
5.5Establish with the Finance Department a formal procedure for
the returning of court costs recovered to relevant client
departments and agree and communicate this to all clients.
5.4
5.6Review with Scrutiny Chairmen the requirement for a legal
officer to attend all Scrutiny Committees as a matter of
course.9.10
6ICTAction Plan Ref
Recommendation
6.1Develop a more proactive approach to electronic service
delivery incorporating the greater use of e-mail, internet and an
intranet site containing comprehensive information based on
identified best practice.
8.6
6.2Develop a comprehensive ICT strategy including a detailed and
fully costed implementation plan to support an effective and modern
legal service.
8.6
C1363
6.3Implement appropriate ‘electronic/ on-line forms’ to improve
service delivery.
8.6
6.4Implement an on-line legislative library and search package
e.g. Lawtel to improve case law awareness and speed up
research.
8.6
7Leadership and ManagementAction Plan Ref
Recommendation
7.1Chief Officers to undertake appropriate management training
to develop a more participative and consultative management style
to tackle identified management/staff issues:
· Recognition of staff efforts
· Identify and implement measures to reduce pressure on
available staff resources
· Workload/ work allocation issues
· Perceived lack of respect/consideration by managers
· Perceived lack of management support
· Low team spirit within Legal Services
3.5
7.2Establish a staff recognition scheme to recognise and share
all staff achievements.4.2
7.3Develop revised Job Descriptions to reflect the role and
responsibilities of all posts within Legal Services, to include
supervisory lines of reporting.1.2
8TrainingAction
Plan Ref
Recommendation
8.1Identify and implement training for team leaders to help meet
identified supervisory responsibilities within revised job
descriptions.
3.9
8.2Work with client departments to develop their own capacity so
that they become less dependent on Legal Services for minor or
routine matters and use the service more efficiently, to
include:
· The production of templates for routine matters.
· The provision of a legal overview on completion of routine
elements which are part of more complex matters.
· The production of guidance notes and formal training for
professional witnesses to prepare for court appearances.
· Early notification of potential legal involvement.
· Early notification in identification of potential legal
implications of reports to the executive.
9.11
8.3Identify and implement training / refresher courses for legal
officers in key skills to ensure effective service delivery. Key
skills to be linked to the annual skills audit and PDRS.
3.10
8.4Develop project management skills within Legal Services to
ensure that key service improvements are implemented during agreed
timescales, including all managers and team leaders.
3.11
C1363
8.5Develop succession planning within the service in line with
identified best practice.4.3
8.6Implement the Corporate Personal Development and Review
process within the service and link personal reviews to performance
measures supporting service and team aims and objectives and key
service areas.
3.8
8.7Undertake training for all staff on implementation of case
management.
2.5
8.8Undertake training for all staff on implementation of time
recording.
2.6
8.9Develop skills in the design and use of service level
agreements within the service.
3.12
8.10Undertake an annual skills audit to meet key service
requirements and inform future service delivery.
3.6
Following the feedback from the independent external challenge
provided by the ACiW, Amanda Jenkins had worked closely in drafting
the Improvement Action Plan with the Head of Service and the
Operational Manager, both of whom confirmed that they were happy
with the Plan as presented. Service officers would be responsible
for delivering individual improvement tasks to the agreed
timescales outlined in the Action Plan which would be monitored on
a monthly basis by the Operational Manager Legal Services. Service
officers would, in addition, be responsible for the continual
monitoring of service performance and the implementation of
alternative working practices. The report also detailed the
mechanisms in place for the monitoring on a corporate level of the
Action Plan.
Following further consideration of the above and related
matters, including the fact that Cabinet would be receiving a
report in June 2004 relating to frozen posts which would contain
proposals for the expenditure of the additional budget allocated,
it was
AGREED -
(1) T H A T the Legal Services Improvement Review Final Report,
2004 with recommendations and action plan, be endorsed.
(2) T H A T the minutes of this meeting be referred to Cabinet
for acceptance and that Cabinet thereby approve the Final
Report.
C1364 COMMUNITY STRATEGY ACTION PLAN (CMT) (SCRUTINY - ALL)
-
The Cabinet had, on 21st April, 2004, endorsed the Community
Strategy Action Plan 2004/08 and referred the same to all Scrutiny
Committees for consideration. The Action Plan had been endorsed by
all four Scrutiny Committees and the small number of minor
amendments requested had been incorporated into the final
version.
C1364
RESOLVED -
(1) T H A T the final version of the Community Strategy Action
Plan 2004/08 be endorsed.
(2) T H A T the Chief Executive be authorised to submit the
Action Plan to the Welsh Assembly Government.
Reasons for decisions
(1)&(2) To allow the deadline specified by the WAG to be
met.
C1365 STAFF ATTITUDE SURVEY (PROGRESS REPORT AND NEXT STEPS)
(CX) (SCRUTINY - CORPORATE RESOURCES) -
Action CR10 of the Corporate Plan 2003/08 committed the Council
to “undertake regular Staff Attitude Surveys across the Council’s
workforce”. The Staff Attitude Survey contract had been awarded to
Hemsley Fraser in February, 2003 (Minute No. C627), the first Staff
Attitude Survey having been undertaken in May 2003 with the second
to be undertaken during 2005. Details pertaining to the management
of the project, the work undertaken prior to the commencement and
during the survey, and the dissemination of the survey results were
contained in the report.
The Corporate Management Team considered that across
Directorates the results of the survey would need to be progressed
in a different manner due to the complex nature of the
organisation, and a toolkit had been designed based on the Nine
Factors of the survey to provide managers with a variety of
suggestions and options to respond to the survey results and
comments made. The only corporate requirement was that actions
required to ensure improvement were built into each Division’s
Service Plan. A number of corporate issues had been identified,
such as a lack of confidence by staff in way the Council was run,
the way in which the Corporate Management Team explained its
decisions, and a feeling that the Council did not value and develop
its staff which needed to be considered on a cross-Directorate
basis. The current position by Directorate was summarised as:
Learning and Development -
Heads of Service had progressed the necessary actions through a
series of specific team meetings and had either already or were
currently promoting actions within Service Plans for short and some
medium term issues. Feedback on the process had been generally
positive. The Director of Learning and Development had facilitated
a supervisors’ awayday as a consequence of the more specific issues
arising with the Human Resources Division, which had been followed
by two staff awayday sessions.
Finance, ICT and Property -
The Director of Finance, ICT and Property had met all staff
through the team meeting system and requested support from the
Policy Officer (Consultation). To date, all staff had been invited
to Focus Group sessions and had received reports, along with
C1365
recommendations for their action plans. The majority of
recommendations had been made by staff and, where those
recommendations for improvement were within the capability of each
Section to address, the Director had given the go-ahead to make the
improvement. A number of recommendations formed part of the 2004/05
Service Plan.
Environmental and Economic Regeneration -
The Director and Heads of Service requested the support of the
Policy Officer (Consultation) and were currently undertaking the
same process as outlined above with both Section and Directorate
Focus Groups currently underway. The reports of each group were
considered fortnightly by the Directorate Management Team in order
to respond to the recommendations. It was anticipated that the
process would be completed during June 2004.
Legal and Regulatory -
In respect of Legal Services, the results of the survey had been
disseminated, internal recommendation groups had been held, and, as
part of the Legal Services Improvement Review process, had included
recommendations both within the Improvement Action Plan and the
Service Plan. In respect of Democratic Services, the support of the
Policy Officer (Consultation) was requested and, following
Section-based Focus Groups, had recently made progress in some
service areas. The Consultation Officer had reported the Service -
based recommendations across the Department to the Operational
Manager. In respect of Regulatory Services, two Division-wide
meetings had been held, facilitated by the Policy Officer
(Consultation). The issues from both meetings had been shared at a
Departmental Management Team meeting and good deal of progress had
been made. The Operational Manager had addressed the short term
actions and adopted the medium and long term requirements within
Team Service Plans.
Chief Executive -
The Improvement and Development Team, followed by an external
facilitator, held a series of four Focus Groups. Priority actions
had been agreed and had been included in the Service Plan.
Community Services -
Community Services, following its first Staff Attitude Survey,
had established a Working Group to manage the outcomes and the
issues from the survey. It was noted with pleasure that within
Social Services, where Hemsley Fraser had been commissioned two
years previously to undertake a similar survey, the scores had
increased. The Audit Commission in Wales had also noted the good
practice and had been in contact for advice regarding a similar
exercise it was considering as part of future SSIW Joint Reviews.
The score within Housing and Community Safety had, however,
decreased. The Director had addressed this matter by holding a
one-day Staff Conference which had been well attended, and staff
engagement in that process had allowed colleagues to define their
own priorities and senior management had
C1365
pledged to address those issues within the short, medium and
long term. All staff within the Directorate had received a report
of the day.
Corporate Issues -
Although it had been intended to hold a number of corporate
Focus Groups in 2003, it had become apparent that following the
activities in Directorates, it would have been premature to have
convened corporate Focus Groups at that time. It was considered,
however, that it would now be timely to commence corporate Focus
Groups and to submit proposals to the Corporate Management Team by
June 2004. The proposal that, to plan and facilitate the necessary
processes to undertake the second Staff Attitude Survey during May
2005, the original Project Team chaired by the Head of Performance
and Development be reconvened, was accepted. Appendix A set out the
progress so far and proposed next steps and the suggestion that
Cabinet Members liaised with appropriate Directors prior to
finalising arrangements in respect of those actions yet to be
completed, accepted.
RESOLVED -
(1) T H A T the contents of the report be endorsed.
(2) T H A T a programme to interface with Council employees be
agreed.
Reasons for decisions
(1) To ensure that the Council continues to monitor culture
within the Authority.
(2) To demonstrate Executive Member commitment.
C1366 PRIORITISATION OF DISABLED FACILITIES GRANTS (DCS)
(SCRUTINY - COMMUNITY WELLBEING AND SAFETY) -
Disabled Facilities Grants were awarded following
recommendations made by the Council’s Occupational Therapy Team.
When an Occupational Therapist’s recommendation was received in the
Housing Assistance section, it was currently dealt with in date
order of receipt. It was considered that processing Disabled
Facilities Grants in date order might be seen to be unreasonable
given that prioritisation had already been made by Occupational
Therapists at the point of assessment, and details were presented
of a prioritisation scheme for the processing of Disabled
Facilities Grants to ensure that those with the greatest need were
dealt with expeditiously given that expected demand would exceed
the financial allocation for 2004/05. Following consideration of
the scheme of prioritisation based on need that would also provide
for a ‘fast track’ system for exceptional cases as appended to the
report, it was
RESOLVED - T H A T the system of prioritisation according to
need and ‘fast tracking’ according to urgency and as set out in
Appendix 1 to the report be adopted.
C1366
Reason for decision
To ensure that all applications for Disabled Facilities Grants
are dealt with in order of need and to speed up consideration of
the most urgent cases.
C1367 PROPOSED INCREASE IN LIMIT FOR MINOR WORKS OF ADAPTATION
(DCS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY) -
Proposals were presented to increase the financial limit for
minor works of adaptation administered by the Occupational Therapy
Team from £250 (which had been in place for more than ten years) to
£375 which would enable more work to be undertaken without referral
to the Housing Assistance Team for processing as Disabled
Facilities Grants, reduce the number of cases kept open on the
Occupational Therapist system, and enable more people to receive a
speedier service. The additional expenditure could be met from
within the present budget.
RESOLVED - T H A T the Minor Works limit be increased for £250
to £375.
Reason for decision
To allow a wider range of adaptations to be carried out by way
of minor works assistance and to improve performance and response
times.
C1368 PREFERRED SUPPLIER AGREEMENT FOR DOMESTIC COUNCIL
PROPERTIES BETWEEN THE COUNCIL AND SCOTTISH POWER THROUGH THE SOUTH
WALES ENERGY PARTNERSHIP (SWEP) (DCS) (SCRUTINY - COMMUNITY
WELLBEING AND SAFETY) -
The main purpose of SWEP, a consortium of thirteen local
authorities and housing association across South Wales of which
this Council was the lead Authority, was to enable low-income
households to access lower fuel prices. Following a tender process
in 1999, SWEP entered into a Preferred Supplier Agreement with
Northern Electric and Gas. Northern Electric and Gas subsequently
withdrew from SWEP in 2002 following which SWEP sought renewed
proposals directly from suppliers previously short-listed under the
original tender procedure. Following evaluation, Scottish Power’s
proposal had been identified as offering the best deal in terms of
energy prices, commission rates and demonstrable success with
similar schemes. The preferred option, therefore, was to enter into
an agreement with the Scottish Power whereby that company would
become the nominated supplier for electricity and gas in relation
to void properties.
It was considered that the scheme would be a net income
generator for the Council which would be used to implement energy
efficiency schemes. The scheme would reduce void periods and
increase rental income, removing the cost to incoming tenants of
re-connecting gas or electricity supplies where the supplier had
disconnected those during the void period. There would also be an
overall reduction in workload dealing with utility invoices in void
properties, releasing administration
C1368
staff to carry out other duties. An exemption from Contract
Standing Orders would be required to enter into a Preferred
Supplier Agreement with Scottish Power on the grounds that the
previous tender procedure did not procure a satisfactory supplier
and that Scottish Power was the only company currently offering a
co-ordinated service for dealing with void properties, competitive
commission rates and competitive gas and electricity prices for
tenants. The Preferred Supplier Agreement would be for a period of
three years from the date of signature of that Agreement and
progress would be reviewed at monthly meetings of the SWEP
partners. A progress report would also be submitted to members
twice yearly.
RESOLVED -
(1) T H A T, since this Council was the lead Authority on SWEP,
approval be granted for SWEP to enter into a Preferred Supplier
Agreement with Scottish Power for the supply of electricity and gas
to domestic Council properties, and that the appropriate Contract
Standing Orders be waived.
(2) T H A T a further report be submitted to Cabinet as to how
the above initiative could be promoted for private sector
households.
Reasons for decision
(1) To enable the Council to enter into a Preferred Supplier
Agreement for domestic properties through the SWEP, which will
enable tenants to access lower fuel prices and lower cost payment
methods, provide funds for energy efficiency measures to the
Council, and reduce officer time spent dealing with utility bills
relating to void properties.
(2) To enable private sector households to benefit.
C1369 GRANTS TO COMMUNITY/VOLUNTARY ORGANISATIONS AND
PROFESSIONAL ARTS ORGANISATIONS 2004/05 (DFICT&P) (SCRUTINY -
CORPORATE RESOURCES) -
Financial provision of £264k. had been made within the Corporate
Policy Revenue budget for 2004/05 and, having regard to the
recommendations as contained in Appendix A to the report and
without further discussion, it was
RESOLVED - T H A T the undermentioned grants be awarded as
indicated:
SPORTS & RECREATION
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Rhoose Lifeguard Club
Equipment trailer
500
C1369
Jacksons Bay Surf Lifesaving Club
General running expenses, replacement and maintenance of rescue
craft
500
Cardiff and Vale Amateur Swimming Association
Assisting disadvantaged children to improve their swimming
500
Barry Referees Society
To continue the Fair Play Award Scheme and recruitment and
training of referees
100
Penarth Horticultural Society
Annual Show
750
Penybont Surf Lifesaving Club
Purchase of Nipper boards (8)
500
Barry Veteran Bowlers Association
General expenses
100
Cowbridge Art Society
To offset costs of room hire, tutors costs, annual
exhibition
100
Llantwit Major Surf Lifesaving Club
Premises maintenance and insurances
500
Cold Knap Lifeguard Club
General running costs
500
Vale of Glamorgan District Sports Council
Sports Personality of the Year Awards 2004
2000
Sea View Lads Angling Club
General club expenses and staging of Junior Angling
Championships at Barry Waterfront
100
Barry Beavers Disabled Swimming Club
Towards costs of staging gala at Barry Leisure Centre
100
Park Table Tennis Club
General running expenses
100
East Region Welsh Federation of Sea Anglers
Costs of staging “Barry Angling Festival”
250
Barry Camera Club
Hire of Memorial Hall and other costs in staging the annual
“Barrian Cup” photographic competition
100
C1369
Barry YMCA
Ground rent
3200
Llantwit Major Archery Club
Towards purchase of equipment, particularly targets
250
Barry and District Chrysanthemum Society
Annual Show
250
Cowbridge Bowling Club
Furniture and fittings for new bowls pavilion
250
Barry Sub Aqua Club
Emergency oxygen equipment
100
Baruc Art Group
Towards costs of equipment, art materials and visits to
exhibitions
100
Cardiff 100 Miles Road Cycling Club
Two day cycle event based on Cowbridge Leisure Centre
250
Positive Images Photographic Society
General running expenses
100
Barry Chess Club
Costs of staging chess tournament
100
Sully Bowls and Social Club
Mobile electric heaters for club building in South Road,
Sully
500
Sully Terrace Allotment Association
Improvements to vehicular access
100
Cowbridge Allotments Association
Purchase of mowing machine
100
South Vale District Bowling Association
General running costs including trophies and other mementoes for
visiting teams
100
Barry Amateur Swimming Club
To offset costs of travel to galas and pool hire
100
Dinas Powys Lawn Tennis Club
Equipment and training aids for junior members
250
Llantwit Major and District Pool League
Travelling costs to away events and office costs
100
Llantwit Major Ladies Bowling Club
Provision of score boards (3)
100
C1369
Colcot Sports Amateur Boxing Club
Provision of equipment
250
Barry Eastend Amateur Boxing Club
Provision of equipment
250
Prudential Amateur Radio Society (Dinas Powys)
Assistance with costs of participating in National Science Week
2004. Lectures/demonstrations given at Stanwell School, Penarth
200
Barry Lacrosse Club
Provision of equipment
250
Whitmore Bay Surf Lifesaving Club
Purchase of Malibu rescue board
500
Rhoose and St. Athan Camera Club
Provision of equipment and general running costs
100
Welsh Federation of Sea Anglers
Contribution to Welsh Junior Sea Angling Team in respect of Vale
participant
100
Sully Painting Group
Provision of equipment
100
Barry Rhythmic Gymnastic Club
Provision of equipment, towards coaching costs and
advertising
250
SCHOOLS AND YOUTH
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Barry Sea Cadet Unit “T.S. Cossack”
Further contribution to purchase of boat, crane refurbishment
and re-engining of mini bus250
Llantwit Major Boys Brigade (2nd)
Provision of equipment, football kit, and general running
costs
350
No. 293 Squadron A.T.C. (Cowbridge)
General running expenses comprising of transport costs,
food/rations, camping fees, equipment
100
C1369
Barry Scout and Guide Fete Committee
Costs of programme printing for Annual Fete
500
The Boys Brigade (1st Penarth) (Albert Road Church)
To offset costs of participation in Duke of Edinburgh Award
Scheme
100
The Guide Association (Cardiff and East Glamorgan)
Provision of tables and chairs for newly completed Caeglas
County Activity Centre at St. Nicholas
250
Barry Brownies (1st)
Pack’s 80 years Celebration and general running expenses
100
Wick and Marcross Youth Club
Laptop computer
250
372 Squadron ATC
Replacement drums etc. for band
250
Penarth Scout Group (5th)
Building improvements to headquarters at Elfed Avenue,
Penarth
250
Penarth District Scout Council
Provision of light weight tents, also security improvements to
headquarter building
250
5th Barry Salem Baptist Scout Group
Central heating improvements and replacement chairs and tables
at HQ building at Everard Street, Barry
250
Cardiff and the Vale of Glamorgan Area Scout Council
Annual Swimming Gala at Cogan Leisure Centre (contribution to
costs of pool hire)
100
Dinas Powys Brownie Pack (1st)
Towards Summer “Pack Holiday” to maintain costs at a level
affordable by all families
100
Barry Guides (10th) (Romilly Road, Barry)
Towards costs of conservation weekend on Flatholm Island
100
Penarth Brownies (9th)
Towards Summer “Pack Holiday” to maintain costs at a level
affordable by all families
100
C1369
Megabyte (Barry YMCA)
“Barry Youth Together Energised”. To expand a monthly youth
events programme run by local churches. Assistance is sought with
costs of acquiring IT and other equipment and with unspecified
running costs
250
South Wales Police “E” Vale Division
Fees charged by Cogan and Barry Leisure Centre for “We are the
Champions” events 2003 and 2004
600
Penarth Sea Cadet Corps. (TS Glamorgan Unit No. 266) (Stanwell
Crescent, Penarth)
General running costs
100
Barry Rangers
To offset costs of attending Welsh Guides International Camp
2003, provision of rucksacks and general running expenses
250
Dinas Powys Brownies (4th)
Provision of items and equipment for use on “Pack Holiday”
100
Penarth Brownies (12th)
Purchase of equipment
250
St. Peter’s Youth Group (St. Peter’s Church Hall, Rhoose)
Running expenses and purchase of equipment
250
2300 (St. Athan) Squadron Air Training Corps.
Purchase of equipment
250
Barry Sea Scout Group (11th)
Replacement of tables and chairs and improvements to HQ building
in Ilminster Street, Barry
250
Vale District Explorer Scouts
Camping equipment
250
Penarth Woodcraft Folk
Recently established organisation providing outdoor activities
for children aged 5-13. Assistance is sought towards the provision
of camping equipment
250
C1369
Lower Penarth Brownie Group (1st) (Brockhill Community Hall)
General running costs
100
Barry District Explorer Scouts
Visit to Fécamp
300
NATIONAL
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Wales Council for the Deaf
Continued provision of complimentary support services throughout
Wales
500
Wales Council for the Blind
Contribution towards project work and services costs of the
organisation
1500
GENERAL
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Llanilltyd Fawr In Flower
Spring and Summer flower displays
100
Rotary Club of Barry
2004 “Firework Fiesta” event
2000
Axis Historical Society
Computer publishing software
100
Vale of Glamorgan Agricultural Society
Annual Show Fonmon Castle grounds
1500
Best Kept Village in Vale of Glamorgan
Annual competition, mainly costs of prizes
750
Penarth Bonfire Night Committee
Annual public fireworks display
500
Merchant Navy Association of Wales (Barry Branch)
General running costs and costs of annual Church Service
100
Barry Horse and Horticultural Society
Annual Show
1000
Barry Island Historical Group
General running expenses
100
C1369
Cowbridge in Bloom
Contribution towards costs of Summer and Winter floral
displays
500
Barry Yacht Club
Contribution towards Club’s costs in supporting Waterfront
Festival and other Waterfront events
3500
Cwm Talwg Woodlands Residents’ Group
Coppicing and light felling to improve health of the
woodland
200
Cowbridge Charter Trust
750 anniversary celebrations Summer events June to September
2004 (estimated costs £41,000). Contribution sought in particular
towards church illumination equipment £13k., Llanblethian “Party in
the Park” and Jazz in the Walls £7k., Arts Festival and musical
programmes £13k.
10000 Subject to the Council’s contribution being acknowledged
in publicity and other material
Wenvoe Environmental Group
Improvements to area of abandoned land at junction of Vennwood
Close/Old Port Road to create an attractive seating area
1750
Birch Grove Wood Conservation Group
Bulb planting
200
WELFARE
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Cardiff Shopmobility
Contribution towards general running costs
1000
ChildLine Cymru/Wales (24 hr. helpline for children and young
people)
Towards the costs of counselling 30 children
500
C1369
Voluntary Emergency Service Transport (V.E.S.T.)
Vehicle service and maintenance, dead mileage costs and
advertising costs
900
Barry Island Community Association
Replacement of tables and chairs
1500
Vale Council for Voluntary Services (VCVS)
Core funding in accordance with Service Level Agreement. Grants
in 2004/05, 2005/06 and 2006/07 be released in accordance with the
terms of the Service Level Agreement (Cabinet Min. C938 21.09.03.
refers).
WRVS Colcot Darby and Joan Club
Members outings
100
Smashers Disabled and Able-Bodied Club
Contribution towards coach hire
100
Cambrian Educational Foundation for Deaf Children
Continuation of the activities of this grant making trust
500
Vale of Glamorgan Crime Prevention Panel
To fund the exhibition unit, including promotional aids and
travelling expenses
500`
St. Athan Community Association
Replacement chairs
500
OAP Association - No. 6 Barry (Aneurin Hall r/o Crossways
Street/Everard Street, Barry
Building renovation works
1000
The Samaritans (Bridgend Branch)
General running expenses
100
St. John’s Ambulance Brigade (Vale of Glamorgan Branch)
Further contribution towards major improvement works to Vale
Council owned premises in Gladstone Gardens, Barry, used as
ambulance hall
15000
Royal British Legion (Barry Branch)
General office expenses and assistance with costs of Poppy
Appeal and other charity events
100
Vale of Glamorgan Pensioners Forum
Towards costs of staging one day seminar on awareness of
services available to an ageing population
500
C1369
Vale of Glamorgan Neighbourhood Watch
Towards expenses of area co-ordinators
500
Peterston Over 60’s Club
Expenses of speakers
100
Jerusalem Ladies Guild (Jerusalem Congregational Church
Hall)
General running expenses
100
Cowbridge Senior Citizens Association
Hire charges for the Lesser Hall plus general running
expenses
100
Friends of Belle Vue Park (The Belle Vue Park Community
Association)
General running expenses in promoting events in the park
200
Cruse Bereavement Care (Cardiff and Vale Branch)
Funding is sought for training costs to facilitate expansion of
support groups in Vale’s area.
500
Carers (Vale of Glamorgan Branch)
Transport and other costs in providing respite breaks for
carers
500
St. Nicholas Community Association
Purchase and installation of hand driers
500
Monday Club No. 2 Branch OAP Association (Tynewydd Church
Hall)
General running expenses
100
Vale Insight (Support Group for the visually impaired)
Towards costs of using Cowbridge Leisure Centre for meetings
100
Rhoose Community Association
Replacement furniture and curtains
1000
Sully Monday Club (Jubilee Hall, Sully)
To offset transport costs
100
Colwinston Seniors Club (Colwinston Village Hall)
To offset the costs of excursions
100
WRVS Cowbridge Luncheon Club (Lesser Hall, Cowbridge)
To offset the cost of excursions
100
Colcot Community Association
Kitchen redecoration and replacement crockery etc.
1000
C1369
Llancarfan and District Community Association (Community Hall,
Llancarfan)
Cleaning and kitchen equipment
1000
South Wales Meniers Support Group (Stanwell Road Baptist
Church)
Speakers costs and costs of attending annual conference
100
The Barry Toy Hospital (Arthur Davies Court, Barry)
General running expenses
50
Aberthin Community Village Hall
Internal and external refurbishment
1500
BECA (BESST Estates Community Association)
Refurbishment of former MoD shops East Camp for use as temporary
community centre
6000
Murchfield Community Association
Replacement furniture and equipment, in particular 20 no.
folding tables
1500
PERFORMING ARTS
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Barry Choral Society
Towards fees of conductors, soloists and orchestra in staging
choral concerts
100
Barry Male Voice Choir
Towards visit to twin choir in Rheinfelden
750
Penarth Male Voice Choir
Towards the fees of a music director and accompanist, and the
purchase of music manuscript and uniforms
100
Llantwit Major Ladies Choir
Towards the costs of purchasing music manuscript and transport
costs in providing concerts at residential homes and pensioners
centres in the Council’s area
100
RAF St. Athan Voluntary Band
Purchase of euphonium
500
C1369
Vale of Glamorgan Brass Band
Towards the costs of purchasing music manuscript and music
stands
500
Cowbridge Amateur Operatic Society
Towards production of “Die Fledermous”
500
Barry Ladies Choir
General running costs, i.e. premises rental, transport of
disabled members, music manuscript and honoraria
100
Llantwit Major Youth Brass Band
Towards the costs of purchasing music manuscript
250
Barry Brass Band
Rental of premises at £8 per week
250
Dinas Powys Festival
Towards the cost of staging high quality live performance of
professional musicians at affordable prices
1000
Penarth Community Arts Project
Third annual Penarth Winter Lantern Festival
1000
Rhoose Music Festival Committee
Towards staging Annual Festival
500
Meibion-y-Machlud (Cowbridge) (Welsh Male Voice Choir)
General running costs comprising of premises rental, uniforms,
travelling expenses and honoraria
100
Council for Music in Hospitals
Towards the costs of staging concerts at residential homes and
pensioners centres throughout the Council’s area
750
The Rainbow Concert Party Llantwit Major
Uniform shirts and blouses
100
Peterston Arts Festival
Mainly towards fees of artists
1500
Colwinston Village Players
Towards costs of staging village pantomime 2004
250
C1369
PROFESSIONAL ARTS
Name of OrganisationSpecific Purpose for which grant
requestedGrant approved
£
Vale of Glamorgan Festival
Staging of 2004 Festival
7500 (interim pending Service Level Agreement)
Live Music Now
As in the last three years, funding is sought for the continued
provision of c.30 performances in Council run special schools, day
centres, residential homes, hospitals etc. in the Council’s
area
1000
Vale of Glamorgan Artists
To fund exhibitions at Llantwit Major Town Hall, Barry Library,
Woolbarn Cowbridge, workshops at Evenlode School and The Kymin,
Penarth and Barry Island Community Centre, plus “Artists working in
the Street”, Glebe Street, Penarth
500
Rubicon Dance (Welsh Dance Theatre Trust Ltd)
Towards maintaining the weekly dance sessions for Ysgol Erw’r
Delyn
500
Hijinx Theatre Company
Contribution towards the costs of touring two productions.
Venues in this Council’s area are Barry College, St. Donats Arts
Centre, Albert Road Centre, Penarth, Llantwit Major Comprehensive
School
500
Ewenny Early Summer Festival Committee (Ewenny Priory
Church)
Concert featuring musicians of Welsh National Opera
400
C1370 EUROPEAN SOCIAL FUND PROPOSAL: PASSPORT TO LIFE: AN
EXTENSION OF THE CURRENT ESF “VALE WHEELS” AND YOUTH ACCESS
PROGRAMMES (DLD) (SCRUTINY - LIFELONG LEARNING) -
Approval was sought for the submission of an application for
funding from the European Social Fund (ESF) Objective 3: Priority
1: Developing active labour market policies to prevent and combat
unemployment; Measure 3: Supporting the transition from education
to the labour market. The Youth Access Alternative Curriculum
Programme for young people in Key Stage 4, had operated
successfully for a number of years and was now funded from within
Cymorth as part of the Children and Young People’s Framework. The
funding for the “ValeWheels” motor vehicle maintenance programme at
Barry College for Youth Access students and an extension of the
Training Provider programme from the ESF would cease in July
2004.
The Youth Access Steering Group had considered how to build on
the “ValeWheels” model and develop a multi-option programme at
Barry College within the Alternative Curriculum programme. That
programme could include carpentry, bricklaying, art and design,
plumbing, electronics, hair and beauty, care and vehicle
maintenance. Each of those courses came within the “Passport to
Life” framework, a national programme developed by UWIC consisting
of twenty modules focusing on, for example, academic and vocational
skills, citizenship, interview skills, and communication. The
Passport to Life programme would be delivered in Barry, Llantwit
Major and Penarth, allowing for students to transfer between
venues. The programme’s duration would be from September 2004 -
December 2006 and would link with the development of the Vale’s 14
- 19 Learning Pathways Initiative. The cost of delivering the
programme would be an annual cost of approximately £390k. - 45%
funded from ESF, 55% match funded from Cymorth (Youth Access) and
the Youth Service budget. The ESF Programme Manager would be
employed on a fixed term contract from September 2004 - December
2006, and session tutors would be employed for the duration of each
ten week programme.
RESOLVED -
(1) T H A T the submission of an application for funding from
the European Social Fund Objective 3 in respect of the Passport to
Life programme be supported.
(2) T H A T, should the application be successful, the Director
of Learning and Development submit a further detailed project and
finance plan to Cabinet for approval.
Reasons for decisions
(1) To enable a funding application to be made.
(2) To ensure that the project is effectively planned and
managed, and that an appropriate exit strategy is in place on
cessation of funding.
C1371 HOME TO SCHOOL TRANSPORT (SPECIAL EDUCATIONAL NEEDS):
EXTENSION OF CONTRACTS FROM SEPTEMBER 2004 (DLD) (SCRUTINY -
LIFELONG LEARNING) -
Approval was sought to extend non-passenger carrying vehicle
(PCV) school transport for contracts which mainly catered for
Special Educational Needs pupils which were due for renewal in
September 2004, details of which were appended to the report. For
2003-04, the tendering process ensured that routes were offered
based on the lowest tender value. In addition to the annual
contracts, sixteen contracts for three years had also been offered.
In the interests of consistency, consideration was given to moving
all contracts to a three year period which could then be tendered
appropriately every three years. To achieve that, the existing
annual contracts needed to be extended by two years. Contracts
would be reviewed annually and, if necessary, re-tendered in cases
where significant changes were required. In terms of value for
money, the annual contracts which needed to be extended by two
years had all been subject to a stringent tendering process and
offered to contractors based on the lowest price. The extended
contracts would be based on those prices with adjustments for
annual inflationary increases. The cost of extension to those
contracts, including any annual increase, had been built into the
financial estimates for 2004/05 and would be included in those for
2005/06.
RESOLVED - T H A T the contracts for school transport as
detailed in Appendix 1 to the report be extended for two years
until September 2006.
Reason for decision
To provide stability, particularly in respect of the pupils who
may be vulnerable to a change of contractor.
C1372 JOB EVALUATION - PROGRESS (DLD) (SCRUTINY - CORPORATE
RESOURCES) -
The Job Evaluation process was administered jointly by
Management and the Joint (Non Teaching) Trade Unions and mentors
had been trained to offer advice and guidance to employees. Job
evaluation was being undertaken using the GLPC Job Evaluation
scheme, the first evaluations throughout the Council having
commenced 1st October, 2003 with a targeted completion date of the
end of November 2004 (Minute No. C1217). Details of the progress to
date were contained within the report which also contained the
following statistical data for the period September 2003 - 18th
May, 2004:
Interview Process:
Prior to the changes to the process, evaluations had been
conducted by an interviewing process which commenced in the
Directorate of Environmental and Economic Regeneration -
Total number of letters sent106
Total of interviews completed82
C1372
Total number of posts evaluated under the new process
(questionnaire)24
Total number of overviews sent out to postholders78
Total number of overviews returned32.
Amended Process:
Within the amended process, postholders were requested to
complete questionnaires rather than attend interview. Evaluations
had commenced in the Chief Executive’s Department and progressed
through a large number of other divisions within the Council. The
following statistics had been collated at this stage of the
process:
Total number of letters/questionnaires sent to
postholders264
Total number of questionnaires returned148
Total number of questionnaires overdue116
Total number of questionnaires returned within return date16
Total number of overviews sent out to postholders69
Total number of overviews returned27.
The Corporate Management Team had agreed to ensure that
individuals were given appropriate time to complete their
questionnaires during work time and, in order to progress the
timetable for the completion of the Job Evaluation scheme,
Directors would continue to communicate to staff their expectations
that the agreed timetables would be adhered to. Joint communication
from the Chief Executive and the Joint Trade Unions had also been
distributed stressing the importance of returning documentation by
due dates. Prior to evaluations commencing within
Directorates/Sections, briefing sessions were provided to allow
staff the opportunity to ask any questions. During May/June
corporate briefing sessions had been arranged within the Civic
Offices, Dock Office, The Alps, and the three Leisure Centres. The
importance of keeping employees fully informed of the progress of
job evaluation was recognised and, to that end, progress was being
communicated within “Changing Times” on a quarterly basis and all
communication was included on the Intranet.
Following further consideration of the report and related
matters, it was
RESOLVED - T H A T the progress to date be noted.
Reasons for decision
To provide feedback on the progress of job evaluation.
C1373 PROPOSED FEES AND CHARGES FOR REGULATORY SERVICES 2004/05
(DLRS) (SCRUTINY - CORPORATE RESOURCES) -
Proposals for service charges in respect of Trading Standards,
Licensing, General Environmental Health, Industrial Processes and
Pest Control, to come into effect on 1st July, 2004 were contained
in Appendices A - E to the report. It was proposed that the charges
were increased generally in line with inflation except those fees
prescribed by regulations; increased above the rate of inflation
for some activities to
C1373
bring them into line with charges in other local authorities;
based on the number of animals to be kept in respect of Dangerous
Wild Animals and Riding Establishments; and based on guidance
published by LACORS in respect of Trading Standards. In the case of
animal licensing, since the Council could incur significant
veterinary costs in determining licence applications or during the
period for which the licence was valid, it was proposed that in
future veterinary fees incurred by the Council in the determination
of licence applications or during the period for which that licence
was valid be paid by applicants as an addition to and part of the
licensing fee.
RESOLVED -
(1) T H A T the following Schedule of Fees and Charges as
contained in Appendices A - E of the report be approved and
implemented from 1st July, 2004:
TRADING STANDARDS
FEES AND CHARGES 2004/2005
Increases in Trading Standards fees and charges for 2004/05 are
in accordance with Guidance issued by LACORS and inflation.
04/05
£
1. Weights
Exceeding 5kg or not exceeding 500mg, 2CM 6.30
Other weights 4.80
2. Measures
Linear measures not exceeding 3m or for each scale 7.00
Capacity measures, without divisions, not exceeding 1 litre
5.00
Cubic ballast measures (other than brim measures) 124.60
Liquid Capacity measures for making up and checking
average quantity packages 19.70
Templets
(a) Per scale - first item 34.50
(b) Second and subsequent item 13.30
C1373
3. Weighing Instruments
Non -EC
Not exceeding 1 tonne 44.70
Exceeding 1 tonne to 10 tonne 72.30
Exceeding 10 tonnes 151.30
EC (NAWI)
Not exceeding 1 tonne 74.40
Exceeding 1 tonne to 10 tonne 120.40
Exceeding 10 tonnes 252.20
A charge to cover any additional costs involved in testing
instruments incorporating remote display or printing facilities
will be based upon the basic fee plus additional costs at the rate
of £56.60 per extra officer/hour.
4. Measuring Instruments For Intoxicating Liquor
Not exceeding 150ml 12.30
Other 14.20
5. Measuring Instruments For Liquid Fuel And Lubricants
Container type (unsubdivided) 51.40
Single /multi-outlets (nozzles)
First nozzle tested per site 83.90
Each additional nozzle 51.50
Testing of peripheral electronic equipment
on a separate visit (per site) 56.60
Testing of credit card acceptor
(per unit, regardless of no. of slots/nozzles/pumps) 56.60
6. Road Tanker Fuel Measuring Equipment (Above 100 Litres)
Meter measuring systems
Wet hose with two testing liquids 180.00
Wet hose with three testing liquids 210.00
Dry hose with two testing liquids 200.00
Dry hose with three testing liquids 230.00
Wet/dry hose with two testing liquids 280.00
Wet/dry hose with three testing liquids 300.00
C1373
Dipstick measuring systems
Up to 7,600 litres ( for calibration of each
compartment and production of chart ) 122.50
(N.B for any compartment over 7,600 litres,
basic fee plus additional costs at the rate of £56.60
per extra officer/hour )
Initial dipstick 14.20
Spare dipstick 14.20
Replacement dipstick (inc. examination of compartment) 31.10
7. Special Weighing and Measuring Equipment
The charges for examining, adjusting, testing, certifying,
stamping, authorising or reporting of special weighing or measuring
equipment may be individually calculated by a local authority based
upon a figure of £56.60 per officer/hour at the place where the
service is provided. Such types of equipment, specifically excluded
from tables (B) to (G) below, include:
1) Automatic or totalising weighing machines
2) Equipment designed to weigh loads in motion
3) Bulk fuel measuring equipment tested following a Regulation
65 or 66 occurrence
4) Weighing or measuring equipment tested by means of
statistical sampling
5) The establishment of calibration curves from templets
6) Templets graduated in millilitres
7) Testing or other services in pursuance of a Community
obligation other than EC initial or partial verification
8. Poisons Act
Initial registration 25.80
Re-registration 13.60
Change in details of registration 6.90
9. Explosives {Statutory}
Store Licence 75.00
Renewal of store licence 75.00
Registration and renewal of registration of premises for the
keeping of explosives with a local authority 13.00
C1373
10. Petroleum {Statutory}
Licence to keep petroleum spirit of a quantity
Not exceeding 2,500 litres 36.00
Exceeding 2,500 but not exceeding 50,000 litres 51.00
Exceeding 50,000 litres 102.00
Transfer of licence 8.00
Animal Licensing
2003/4 2004/5
Performing Animals Licence - 15.00
(application fee only – approval fee to be determined
by Licensing Committee)
-
Breeding of Dogs Act 1975 96.00 99.00
Animal Boarding Establishments Act 96.00 99.00
Pet Animals Act 1951 96.00 99.00
Dangerous Wild Animals Act 1976 422.00 (revised as below)
Application fee by species Grant
Mammals - up to 5 mammals - 210.00
6 to 10 mammals - 260.00
11 mammals and over - 310.00
Birds - up to 5 Birds - 150.00
6 to 10 Birds - 175.00
11 Birds and over - 200.00
Reptiles - up to 5 Reptiles - 99.00
6 to 10 Reptiles - 124.00
11 Reptiles and over - 149.00
Invertebrates - up to 5 Invertebrates - 99.00
6 to 10 Invertebrates - 124.00
C1373
11 Invertebrates and over - 149.00
Multiple Species Licence highest applicable fee only
Variation to Licence - 50.00
Riding Establishments Act 1964 367.00 (revised as below)
Application fee based on Number of Horses Grant Variation
Up to 10 horses 99.00 25.00
11to20 horses 105.00 25.00
21 to 30 horses 112.00 25.00
Over 30 horses 120.00 25.00
Zoo Licensing Act 1981
Application fee only – (approval fee to be
Determined by Licensing Committee) - 500.00
(The fees payable in respect of animal licences will be as above
plus the additional associated Council’s costs of veterinary fees
in determining the application or during the period for which the
licence is valid).
Other Licences
Butchers Licence
(fee determined nationally) 100.00 100.00
Late Night Refreshment Houses Act 1969 213.00 219.00
Theatres Act 1968
Schools/Charities (Indoor & Outdoor) 25.00 25.00
Annual - Grant/Renewal 300.00 308.00
Occasional (per event) 28.00 29.00
Outdoor (non charitable/school) 300.00 308.00
Cinema Act 1985
Schools/Charities Grant/Renewal/Transfer 25.00 25.00
Annual – Grant / Renewal 300.00 308.00
Transfer 51.00 53.00
C1373
Video Juke Box – Grant/Renewal 100.00 103.00
Transfer 51.00 53.00
School/Charities – Grant/Renewal/Transfer 25.00 25.00
Local Government (MP) 1982
Acupuncture/Tattooing/Ear Piercing/Electrolysis/
Cosmetic Piercing/Semi-permanent Skin Colouring
Premises Registration 67.00 69.00
Personal Registration - 15.00
Street Trading 32.50 35.00
(Application fee; balance of fee to be determined
by committee if application is granted )
Public Entertainments
Music/Dancing/Karaoke or Music and Dancing
for premises holding a Justices on Licence and
Indoor Sporting Events:
up to 200 persons 540.00 555.00
200 - 500 persons 725.00 745.00
over 500 persons 1082.00 1110.00
Consent to Structural Alteration 60.00 62.00
Consent for Hypnotist
One off performance 40.00 45.00
Music/Dancing for premises including Theatres,
cinemas and premises not holding a Justices
Licence 330.00 340.00
Music & Karaoke or Music Only Licences 230.00 236.00
Occasional Music/Music Dancing Licence 100.00 103.00
Occasional Music Licence for open air concerts:
(Application fee only, approval fee to be determined
by committee if licence is granted)
Up to 1,000 capacity - 50.00
Over 1,000 capacity 1050.00 1080.00
C1373
Transfer of Music/Music and
Dancing Licence/Indoor Sporting Event Licence 51.00 53.00
Variation of Hours or Permitted Numbers
of Music/Music and Dancing Licence/Indoor
Sporting Event Licence 51.00 53.00
Lotteries {Statutory}
Application fee 35.00 35.00
Annually after issue 17.50 17.50
Gaming Licence {Statutory}
Section 34 (1) 32.00 32.00
Section 34 (5e)
up to 5 machines 90.00 93.00
6 - 20 machines 180.00 185.00
21 machines and over 250.00(max) 250.00(max)
Nurses Agencies {Statutory}
Initial Application 176.00 176.00
Renewal 122.00 122.00
Licensing of Wedding Venues
Grant/Renewal 3 year licence 650.00 725.00
Variation to Licence - 70.00
GENERAL ENVIRONMENTAL HEALTH FEES AND CHARGES
2004/2005
03/04 04/05
Commercial Freezer Breakdowns
Disposal of Food Certificate 51.40 55.00
(charge for subsequent collection
and disposal of food to be invoiced at cost)
Inspection of Ships: Deratting Certificates and
Deratting Exemption Certificates (charges set by Welsh
Assembly Government)
Ships below 1,001 gross tonnage 42.00 43.00
Ships from 1,001 to 3,000 gross tonnage 84.00 86.00
C1373
Ships from 3,001 to 10,000 gross tonnage 125.00 129.00
Ships from 10,001 to 20,000 gross tonnage 167.00 172.00
Ships from 20,001 to 50,000 gross tonnage 208.00 214.00
Ships over 50,000 gross tonnage 250.00 257.00
Dogs
Fine in respect of stray dogs 25.00 25.00
Collection of unwanted dogs - 30.00
(All the above charges are outside scope VAT).
INDUSTRIAL PROCESSES FEES AND CHARGES
Regulation of Industrial Plant
Local Air Pollution Control (LAPC) and
Local Authority Pollution Prevention and Control (LAPPC)
(charges set by DEFRA)
03/04 04/05
Application Fee
Standard Process 1303.00 1342.00
Service Stations 122.00 126.00
Waste oil burners under 0.4MW 122.00 126.00
Mobile screening & crushing plant 1303.00 1342.00
for the third to seventh applications 779.00 803.00
for the eighth and subsequent applications 392.00 406.00
Annual Subsistence Charge
Standard process 812.00 837.00
Standard charge where paid quarterly 842.00 868.00
Service stations 124.00 128.00
Waste oil burners under 0.4 MW 124.00 128.00
Odorising of natural gas 298.00 309.00
Mobile screening & crushing plant 806.00 831.00
for the third to seventh applications 483.00 499.00
for the eighth and subsequent applications 242.00 252.00
Transfer & Surrender
Transfer 130.00 137.00
Partial transfer 391.00 405.00
Surrender 0 0
Annual Subsistence charge for process
transferring to LA IPPC
Standard Process 869.00 896.00
Standard charge where paid quarterly 869.00 896.00
C1373
Substantial changes S10 & s11
Standard process 830.00 856.00
Service Stations 81.00 84.00
Waste oil burners under 0.4 MW 81.00 84.00
Change due to implement an upgrading plan 122.00 128.00
Local Air Pollution Control (LAPC) and
Local Authority Pollution Prevention and Control (LAPPC)
Mobile Plant Charges
Number of authorisationsApplication fee 2004/05
£Subsistence fee 2004/05
£
11,342831
21,342831
3803499
4803499
5803499
6803499
7803499
8 and over406252
Pest Control Fees
2004/5
Domestic Premises
Benefit
Recipient
Rats, Mice, Bedbugs, Cockroaches FREE FREE
Wasps (Treatment & Removal of Nest) £52 £26
Wasps (Treatment Only) £26 £13
Flies £52 £26
Squirrels (3 visits) £78 £39
Other Nuisance pests (Spray Treatment)
(Fleas, Carpet beetles etc)
Single Floor £52 £26
Whole House (up to 3 bedrooms) £79 £39.50
Whole House (4/5 bedrooms) £104 £52
Note: All above fees are inclusive of VAT
Means Tested Benefits
Clients (Heads of Households) who qualify for reduction in fees
must be in receipt of one of the following Means Tested
Benefits:-
Income Support
Job Seekers Allowance
C1373
Pension Credit
*Proof of benefit receipt must be obtained prior to booking
appointment
Commercial Premises
Rats, Mice
(First hour/part thereof) £52
(Half hourly increments) £26
Insect Spray Treatment
Consult officer for estimate of treatment
(prices vary according to premises size)
A 25% reduction in commercial charges will be made for
Registered Charities.
(2) T H A T veterinary fees incurred by the Council in
association with licence applications or during the period for
which the licences were valid, be paid by the applicants in
addition to the licensing fee.
Reasons for decisions
(1) To increase fees in line with inflation, statutory
requirements or those of other local authorities.
(2) To ensure the full costs of determining and enforcing animal
licences are recovered from applicants.
C1374 SEVERN ESTUARY PARTNERSHIP - JOINT ADVISORY COMMITTEE AND
PROPOSED FUNDING FORMULA (DEER) (SCRUTINY - ECONOMY AND
ENVIRONMENT) -
The Severn Estuary Partnership (SEP) (originally known as the
Severn Estuary Strategy) was an independent estuary-wide project
set up in 1994 by local authorities, the Environment Agency, and
other countryside agencies with an interest in all aspects of
estuary management. The SEP operated as an umbrella body to
numerous estuary groups, rationalising administration and enabling
the co-ordination and integration of meeting arrangements. The key
aim of the project had been to develop a strategic management
framework and, in September 2001, the “Strategy for the Severn
Estuary” had been published. This Council had been a member of the
SEP, Les Esturiales, the Standing Conference of Severnside Local
Authorities (SCOSLA) and the Association of Severn Estuary Relevant
Authorities (ASERA) since their inception and had contributed
financially to the operation by way of annual membership fees. The
statutory duty of this Council to ensure that its operations
complied with the Conservation (Natural Habitats etc.) Regulations
1994 was delivered throughout the estuary by the ASERA partnership
which was an important element within the SEP.
C1374
The SEP had now established the Severn Estuary Partnership Joint
Advisory Committee (JAC) to ensure the effective implementation of
the aforementioned strategy. A copy of the draft terms of reference
of the JAC which detailed the objectives of the Partnership; the
proposed operational structure; the roles and responsibilities of
each element of the structure and the proposed future funding
formula, was attached as an appendix to the report. It was
considered that the terms of reference provided a sensible and
functional framework for those involved in the management and use
of the Severn Estuary. Representation for this Council would
comprise one member and one officer to sit on the JAC and one
officer to sit on the Management Group. The proposed funding
formula had been developed to provide a transparent, equitable
financial structure. It was noted that while this Council’s
membership commitment for 2004/05 of £3.3k. (which included the
Council’s contribution to Les Esturiales and SCOSLA) had already
been met, the JAC sought endorsement of the funding formula for
future years. Although this would entail an increase in the level
of contribution from this Council, it was recognised that the
current formula utilised a tiering system that had been adopted by
ASERA and was seen to provide a transparent and equitable financial
structure for all partners.
RESOLVED - T H A T the Draft Terms of Reference proposed by the
Severn Estuary Partnership Joint Advisory Committee, including the
proposed future funding formula, be endorsed.
Reason for decision
To enable the Council to contribute on a formal basis to the
work of the SEP in the management and development and use of the
Severn Estuary.
C1375 WASTE COLLECTION, RECYCLING AND OTHER CLEANSING CONTRACT
(DEER) (SCRUTINY - ECONOMY AND ENVIRONMENT) -
Cabinet had, in March, 2003, agreed to the extension of the
contractual arrangement for the delivery of the refuse collection,
recycling and other cleansing services to 31st March, 2005 (Minute
No. C644). A contract for the Disposal of Waste from the Vale had
recently been put out to tender. Since the final disposal point of
the waste would have a direct bearing on the refuse collection,
recycling and other cleansing services contract, it was considered
to be more efficient to advertise for tenders for that contract
once the Waste Disposal contract had been finalised. Approval was
therefore sought to extend the current Refuse Collection, Recycling
and Other Cleansing Contract for a period of one year to 31st
March, 2006. The extension of the current contract would have no
additional staffing or resource implications and would ensure the
continuing safe and appropriate collection of waste in the
Vale.
RESOLVED - T H A T the current Refuse Collection, Recycling and
Other Cleansing Contract be extended for a period of one year to
31st March, 2006.
C1375
Reason for decision
The impending termination of this Refuse Collection, Recycling
and Other Cleansing Contract.
C1376 WINTER MAINTENANCE (DEER) (SCRUTINY - ECONOMY AND
ENVIRONMENT) -
All highway authorities were required to ensure “so far as
reasonably practicable” that safe passage along a highway was not
endangered by ice or snow. Given that recent change to the relevant
legislation, a review of the planned pre-salting operations and
winter maintenance activity had been carried out. Approval was
sought of the Winter Maintenance Manual which listed all the
pre-salting routes and operations together with the Emergency Plan
for snow emergencies. The Winter Maintenance policies had been
determined in accordance with the Institution of Civil Engineers
Design and Practice Guide - Highway Winter Maintenance and the
Highway Maintenance Code of Practice. It was proposed that two
additional Gritters be purchased to enable the existing salting
lengths to be spread over more routes so that the length of each
route was reduced. Following an analysis, it had been considered
beneficial to purchase the Gritters rather than hiring or leasing.
Should that proposal to purchase additional Gritters be accepted,
the existing routes would be amended and a copy of the 2004/05
Winter Maintenance Manual and Snow Plan circulated in due course.
The aforementioned vehicles would be purchased from the Vehicles
Renewals Funds which would be reimbursed by the Revenue budget over
ten years.
RESOLVED -
(1) T H A T the Winter Maintenance Manual, policies, procedures
and Snow Plan be approved.
(2) T H A T two additional Mercedes Atego 4x4 gritting vehicles
be purchased from the Vehicles Renewals Funds and that the Capital
Programme for 2004/05 be amended accordingly.
Reasons for decisions
(1) In order that these policies, procedures and plans may be
Council policy.
(2) To enable the Council’s duties pursuant to the Highways Act
1980 Section 41 (1A) to be carried out in the most financially
efficient manner.
C1377 VISIBLE SERVICES ASSET RENEWAL - 2004/2005 (DEER)
(SCRUTINY - ECONOMY AND ENVIRONMENT) -
The Council had agreed an Asset Renewal Budget of £800k. for
Visible Services as part of the Capital Budget for 2004/05. The
following details were presented of the proposed allocation of that
budget:
C1377
Parks and Grounds Maintenance - £150k.:
· Improvements to play areas - £54.5k.;
· Path re-surfacing and bench replacement - £23.5k.;
· Various drainage and improvement schemes - £49.5k.
It was noted that the above works were expected to realise fees
of approximately £22.5k. which would also assist with the overall
trading position for the section.
Engineering Design and Procurement - £300k.:
· Traffic Management - £100k.;
· Highway Structures - £150k.;
· Coastal Protection - £50k.
Highway Maintenance - £350k.:
· Street Lighting - £160k.;
· Surfacing - £170k.;
· Flooding Prevention and Traffic Signal Works - £20k.
Following consideration of the above and related issues, it
was
RESOLVED - T H A T the proposals for the allocation of the
Visible Services Asset Renewal Budget