CABINET
MINUTES of a meeting held on 28th November, 2007.
Present: Councillor Ms. M.E. Alexander (Chairman); Councillor N. Moore (Vice-Chairman); Councillors R.F. Curtis, S.C. Egan, N.J. Gibbs, Mrs. V.M. Hartrey, G. John, Mrs. M. Randall, Mrs. M.R. Wilkinson and C.J. Williams.
C3288 MINUTES -
RESOLVED - T H A T the minutes of the meeting held on 21st November, 2007 be approved as a correct record.
C3289 DECLARATIONS OF INTEREST -
Councillor N.J. Gibbs declared an interest in agenda item no. 11 in view of his situation as a member of the Local Health Board, and vacated the room whilst this matter was under consideration.
C3290 JOINT CONSULTATIVE FORUM - 8TH NOVEMBER, 2007 -
RESOLVED - T H A T the report of the meeting of the Joint Consultative Forum held on 8th November, 2007 be accepted and that the recommendation contained therein be endorsed, and that Cabinet address its thanks to the Director of Learning and Development and all Vale staff who assisted the schools affected by flooding.
Present:Councillor Mrs. M. Randall (Chairman); Councillors Miss. J. Cole, E. Hacker, A.D. Hampton and Mrs. A.J. Preston.
Representatives of the Trade Unions:Mr. G. Beaudette (NUT); Mr. G. Moseley (UNISON), Mr. D.C. Jones (UNISON), Mr. R. Phillips (GMB) and Mr. G. Lewis (GMB).
It was noted that the meeting was inquorate by virtue of the fact that the number of Trade Union representatives was only five, and not eight as required by the Constitution. It was agreed that the business before the Forum should nevertheless be transacted.
(a) Apologies for absence -
These were received from Councillor M.R. Wilson, Mr. D. Griffiths (NAHT), Mr. G. Moses (ATL), Mr. N. Patterson (T&G) and Mr. P. Carter (UNISON).
(b) Minutes -
AGREED - T H A T the minutes be accepted as a correct record.
The following matters arising from the minutes were noted:
(3) Disciplinary Procedure
The following amendment at paragraph 1.16 was agreed with the Single Status Group and a revised Disciplinary Procedure was implemented 17th July, 2007:
“In circumstances where the Head of Service cannot be readily released or identified within the employing Directorate / service the Chief Executive will identify and nominate an alternative or another Head of Service within the Council.”
(f) Sickness Absence Pilot Scheme at the Alps - Overtime and Flex Leave Accruals -
The report on the outcome of the pilot project in respect of flex leave accrual control together with the detailed statistics requested will not be forthcoming until the Oracle system is able to produce reports with sufficient detail to inform the report. The Head of Visible Services will provide a report to the Forum when the information required is available from the oracle system.
(i) Teacher Association Facilities for National Appointments -
A report went to Cabinet on 25th July, 2007 to determine a policy for Teacher Association Facilities including local and national appointments, which has been circulated to Teacher Association members.
(c) Minutes of Directorate Consultative Groups -
AGREED - T H A T the minutes of the Learning and Development Directorate Consultative Group held on 17th May and 13th September, 2007 be noted.
(d) Minutes of Corporate Occupational Health and Safety Committee -
AGREED - T H A T the minutes of the Corporate Occupational Health and Safety Committee held on 4th July, 2007 be noted.
(e) Feedback on Policy Development -
AGREED - T H A T the details as submitted relating to the above, which included those policies recently approved, those about to be submitted for approval, those concerning which ongoing discussions were being held and those in the process of being drafted, be noted.
(f) Proposed Amendment to the Corporate Smoke Free Workplace Policy -
It was reported that, following the Single Status sub-group meeting relating to the Smoke Free Workplace Policy, it had been recommended that, under the Section entitled “Smoking”, the first sentence be changed from “contracted hours” to “working hours” as per the Trade Union’s suggestion.
However, it had not been extended to end the second sentence with “during working hours” as this sentence related to areas where employees smoke rather than when they can smoke.
By way of explanation, it was reported that the recommendation would not result in the provision of smoking breaks. However, should a member of staff on Flexi-time chose to “flex” out for a flexi-break (in line with the terms of the Flexi-Policy), and has a smoke coincidentally to the break, then this will not fall under the disciplinary procedures.
It was also reported that, in the event of Cabinet approval to the recommendation being granted, a revised Flexi-Time Scheme would be implemented at the same time as the revised Smoke Free Workplace Policy, removing all mention of smoking breaks. Further guidance on the policy would also be issued.
RECOMMENDED - T H A T, within the Corporate Smoke Free Workplace Policy, under the Section entitled “Smoking”, the first sentence be changed from ”contracted hours” to “working hours”.
(g) Personal Use of the Internet and Other Matters -
Following on from an earlier request that the Forum receive information regarding potential computer misuse, Members were advised that there had been 38 instances since May 2006 where the activities of individuals had been considered serious enough to notify their respective Head of Service. Members noted that Internal Audit did not routinely proactively monitor internet or e-mail activity but only acted when requested to do so by Senior Management.
In the previous four years, one serious misuse of computer facilities had been discovered which had resulted, in part, to the perpetrator receiving a custodial sentence.
Reference was also made to a recent case involving Neath Port Talbot Council in which is had been reported that nine office workers had been sacked after it had been discovered that they had been spending up to two hours a day on the website E-Bay.
The recommendation of ICT and Audit was that a relaxation of the current policy should not be approved.
Additionally, it was reported that six personal computers had been acquired for use by staff who did not normally have access to a personal computer and a survey to ascertain exact locations across the Authority was ongoing.
AGREED -
(1) T H A T the contents of the report be noted.
(2) T H A T no relaxation of the current Council policy on the use of the Internet be considered.
(3) T H A T the provision of personal computers for use by staff who do not normally have access to a PC be applauded.
(h) Proposed Timetable of Meetings -
AGREED - T H A T the dates of meetings for the 2008/09 municipal year be:
· 17th July, 2008
· 23rd October, 2008
· 29th January 2009
· 30th April 2009
the time of commencement for each meeting being 10.00am.
(i) Car Pool -
The Joint Trade Unions reported their pleasure that, following the removal of essential car allowance, alternative methods of staff work travel were being actively pursued. It was hoped that this issue would be brought back to the JCF in the near future for resolution.
AGREED - T H A T the comments of the Joint Trade Unions be noted.
(j) Items Which the Chairman had Decided Were Urgent -
AGREED - T H A T the following matters which the Chairman had decided were urgent in view of the need to raise the issues prior to the next meeting of the Forum be considered.
(k) Collective Grievance for Equal Pay -
An earlier meeting of the Forum had agreed a collective grievance policy for equal pay which had subsequently been agreed by the Cabinet.
It was reported that questions had been raised as to whether, under the Council’s Constitution, Cabinet had the authority to approve such a policy, and legal advice had been sought on this matter.
The advice provided was that it was necessary for the Council to adopt the policy, and a request would be made to Council on 5th December, 2007.
AGREED - T H AT the course of action to be pursued be endorsed.
(l) Child Care Voucher Scheme -
Members of the Forum were advised that as at 1st October, 2007 there were 17 employees in the new salary sacrifice child care voucher scheme.
It was reported that:
· there were 9 employees on the old child care scheme in 2005/06
· there were 5 employees on the old child care scheme in 2006/07.
Feedback would be sought on the effectiveness of the new scheme.
(m) Flooding -
Mr. Beaudette proposed that the Director of Learning and Development and all Vale staff involved in responding to those schools affected by the flooding in July be congratulated for their efforts to reinstate the schools and minimise the effects of the flooding on the pupils’ education.
AGREED - T H A T Mr. Beaudette’s sentiments be endorsed.
(n) Mobile and Home Work Policy -
The Forum were advised that the Council had established a Working Group to develop a draft Mobile and Home Working Policy.
The draft Policy would be brought before the Forum in due course.
______________
C3291 FLOODING EVENT IN THE VALE OF GLAMORGAN ON 20TH JULY, 2007 (REF) -
Scrutiny Committee (Economy and Environment) on 13th November, 2007, had considered a request for consideration received from Councillor Bertin that “this Committee receive a report and discuss the recent flooding which had taken place in the Vale of Glamorgan, pointing out that there were several issues raised as a consequence of that dreadful event which required to be addressed” and that discussion should take place on ways in which improvements could be made to reduce the devastation and damage by the changing weather climate in future years. The meeting had been addressed by the Council’s Head of Visible Services and external witnesses from the Environment Agency, Dwr Cymru / Welsh Water, WAG, the Headteacher of St. Richard Gwyn School and the South Wales Fire Service.
Comments from members of the public had also been requested at the meeting.
Following discussions, the Scrutiny Committee had
RECOMMENDED -
“(1) T H A T consideration be given to the provision of sand bags free of charge.
(2) T H A T a review of the Council’s cycle of drain and gulley cleansing be undertaken, together with ditch maintenance.
(3) T H A T a review be undertaken of the affects of the proposed White Farm development on the passage of water across the Coldbrook catchment area.
(4) T H A T every effort be made to maximise access to the amount of external funding available.
(5) T H A T a review of the Council’s internal and external communications be undertaken to improve the quality and extent of information available so as to alleviate the threat and mitigate the effects of flooding.
(6) T H A T the comments of residents and Members as outlined at the meeting be taken on board.
(7) T H A T the above recommendations be referred to Cabinet for positive determination.
Reasons for decisions
(1)-(6) To deal with the threat of flooding effectively.
(7) To obtain executive authority to progress the recommendations of the Committee.”
Cabinet, having considered the recommendations of the Scrutiny Committee (Economy and Environment)
RESOLVED -
(1) T H A T, in respect of recommendations (1) - (5), further reports be brought before a future meeting of Cabinet.
(2) T H A T the comments of residents and Members be fully considered in the preparation of these reports.
C3292 EUROPEAN STRUCTURAL FUNDS FOR THE PERIOD 2007-2013 (CX) (SCRUTINY - CORPORATE RESOURCES) -
Cabinet received a report which highlighted the current position regarding proposals for European funding for the period 2007-2013 and which detailed changes to future delivery mechanisms.
During the early part of 2004, the European Commission published documents setting out proposals for the budget and direction of European Cohesion Policy for the period 2007-2013.
For the period 2007-2013, the Commission will continue to define Wales in terms of two distinct geographical areas:
· West Wales and the Valleys
· East Wales.
The Vale of Glamorgan would continue to fall within East Wales (Regional Competitiveness and Employment priority).
The Regional Competitiveness and Employment priority would encompass certain economic development activities similar to the previous Objective 2 Programme and employment and skills development activities similar to the Objective 3 Programme. The Programme will be based on themes in contrast to the previous Objective 2 Programme targeted on specific wards.
The Welsh Assembly Government has set out a number of key principles for the new programmes. These principles highlight some of the key differences between previous and future programmes. Two issues in particular will have a significant impact on the new programmes. Firstly, programmes will be aligned much closer to the Lisbon strategy for Growth and Jobs with an increased emphasis on skills development (the so-called “competitiveness agenda”) and support for the knowledge-based economy. Secondly, the Welsh Assembly Government is eager to play a far more pro-active role in the management of the new programmes with closer alignment to the Welsh agenda in terms of strategies and processes.
Two operational programmes have been developed for East Wales, one for the European Regional Development Fund (ERDF) and one for the European Social Fund (ESF).
A £52m. allocation has been proposed for ERDF activities and £45m. for ESF across the whole of East Wales.
The ERDF programme had been approved and has formally launched on 26th November.
Detailed below are the four priorities under the European Regional Development Fund programme with approximate grant resources available in pounds sterling:
· Priority 1, Knowledge and Innovation for Growth - promoting a high-value added economy by improving the utilisation of knowledge and innovation for growth, fostering the commercialisation of research, development and technology and increasing take-up by firms (£21.6m);
· Priority 2, Business Competitiveness and Growth - promoting a high value added economy by assisting the growth and expansion of new and existing businesses ventures, particularly enterprises with the capacity for high growth (£9.4m.);
· Priority 3, Environment for Growth - development of clean and renewable energy, encouraging greater energy conservation and resource efficiency, and management of environmental risks and constraints (£9.4m.);
· Priority 4, Regeneration for Growth - carefully targeted support for integrated approaches to the long term regeneration of the Region’s most deprived communities (£7.1m.).
The ESF Competitiveness programme was launched on 20th September and comprised two priorities:
· Priority 1, Increasing Employment and Tackling Economic Inactivity - co-ordinated action to overcome barriers and incentives to work and thereby promote inclusion. The majority of resources were likely to be targeted on those economically inactive with particular priority given to disadvantaged groups within the community including those not in education or training, black and minority ethnic (BME) groups, those with a disability, those with low skills and the workless (£20.14m.);
· Priority 2, Raising Skill Levels and Adaptability in the Workforce - improving skills as a means of tackling economic inactivity and promoting higher value added employment. Resources were likely to be targeted on support for small businesses with priority given to particular groups including those with a disability, part-time workers, BME, older workers and women (£22.3m.).
Ministers had agreed that the new programmes should adopt a more strategic approach to delivery. This meant ensuring what programmes were aligned with relevant government policies and strategies. There would also be more emphasis on sub-regional collaboration. There would be greater concentration of funding through fewer projects, implemented over a longer term, and which were strategically linked within “strategic frameworks”. The definition of a strategic framework was “a fully developed plan to achieve a particular purpose by means of a number of project interventions that are strategically linked”. Strategic frameworks were intended to be planning rather than financial instruments. WAG had agreed their content and would use them to inform project development and approval. The Welsh European Funding Office (WEFO) would independently select and approve projects. This represented a more discretionary approach to project prioritisation.
Most of the Frameworks were drafted for the Convergence Programme (West Wales and Valleys) and further work was required to ensure they reflected East Wales (Competitiveness) areas. It was hoped the ability for frameworks to cover both Competitiveness and Convergence funds would lead to a more strategic and streamlined approach to delivery reducing barriers between the two programmes and enabling integrated delivery.
WAG had proposed that the following frameworks cover East Wales:
ERDF Thematic Frameworks
ERDF Spatial Framework
ESF Frameworks.
The Programmes highlight the Wales Spatial Plan as providing the overall framework for future collaborative action between the Welsh Assembly Government and its partners. It was proposed the Wales Spatial Plan provide the framework for Structural Funds implementation and partnership arrangements including both on priorities and delivery.
The WLGA had previously agreed the priority areas should include Transport, Waste, Town Centre Regeneration and supporting local businesses. The Connecting South East Wales Regional Board had been identified as the body to discuss and endorse the approach for collaborative local government projects and delivery. Projects and proposals would include contributions from all ten constituent local authorities in South East Wales where the priorities of both the Convergence and Competitiveness Programmes coincide.
This would ensure synergy across the whole of South East Wales and build on the work of the South East Wales Economic Forum (SEWEF), South East Wales Transport Alliance (SEWTA) and the Spatial Plan.
A Valleys Sub Regional Working Group had been established in 2006 to consider the issues around collaboration and how to maximise opportunities presented by the proposed new delivery arrangements.
The Sub-Group initiated the establishment of a Joint Regeneration Officers Group (JROG), which was comprised of Chief Regeneration Officers. The JROG was investigating the potential for collaborative projects to be developed in line with the key eligible activities.
The Group had established task and finish groups with a different council taking a lead to consider a number of opportunities for collaboration.
The Connecting South East Wales Regional Board agreed in July 2006 to expand membership to include councils from East Wales and identify opportunities for collaboration with Competitiveness areas such as the Vale of Glamorgan.
Officers from the Vale of Glamorgan had been nominated to attend each of the groups and the Council was seeking to maximise funding opportunities which may become available. However, as the Convergence Programme (West Wales and the Valleys) was approved before the Competitiveness Programme (East Wales), the focus had been on project proposals for Convergence areas, due to the greater level of financial resources available.
Officers from the four Competitiveness Authorities met in the Civic Offices on 26th September to discuss joint priorities for collective projects to maximise funding opportunities available via the Competitiveness programmes.
It was agreed that the Vale of Glamorgan facilitate further discussions in respect of European Social Fund projects (ESF priorities 1 and 2), Monmouth in respect of the ERDF priorities to develop business competitiveness, innovation and growth (ERDF priorities 1 and 2) and Cardiff in respect of ERDF priority 4.
It was decided that joint project ideas should be developed and be used to facilitate intern and external discussions. Proposals for joint projects will in time be presented to the External Funding Steering Group, CMT and Cabinet in line with the Council’s External Funding Framework before entering the formal WEFO appraisal process.
Although discussions were still taking place, project ideas included support for community enterprises, development of entrepreneurs, longer term support for technology led businesses and a range of activity to increase employment and tackle economic activity. Potential collective projects, which could seek European funding via the Competitiveness European Social Fund or European Regional Development Fund programmes were being developed.
It was proposed that spatial European teams would be established to support the delivery of the new European Structural Fund programmes. The teams would be managed by the Department of Enterprise and Transport in WAG and would mirror the DE&T regional structure creating one SET for the ten authorities in South East Wales.
In South East Wales, it was proposed that the core function be recruited by DE&T whilst the dispersed element would be provided by local authorities and WCVA. The SET function aimed to:
· provide a well-informed working interface between Framework co-ordinators (Spatial and Thematic) and the relevant partnerships at a local, regional and national level;
· engage partnerships and other stakeholders at the national, regional and local levels in the development and periodic review of spatially driven Frameworks;
· engage with Framework teams in the ongoing monitoring and evaluation of project activity in their area;
· maintain links, co-ordination coherence with other programmes - Transnational, RDP etc;
· maintain links between SETs and support collaboration on cross boundary interventions;
· encourage and facilitate collaborative project development;
· provide, together with WEFO Help-line staff and Project Development Officers, early advice on project ideas and the potential development of projects;
· assist in the post-approval support for project sponsors in their regions;
· ensure that partnerships remain fully informed about the progress of projects covered by the Frameworks;
· generally provide a communications interface to promote the Framework interventions.
Whilst the structures in place and grant available, to local authorities in the Valleys made it practical and financially viable for each authority to deliver the role envisaged, this was not feasible for Competitiveness for authorities in South East Wales. Three of the four local authorities in East Wales no longer employed dedicated staff part funded by European grant to support access to the European Structural Funds.
The authorities were conscious of the need to provide appropriate support on the ground for applicants / delivery agents, which dovetailed with WEFO/WAG as managing body of the funds. However, the European grant available from technical assistance to deliver the service, the requirement to provide match funding, the limited resources from the Competitiveness Programmes and complexity of delivery made it not practical for individual authorities in the Competitiveness area to deliver this outreach function.
It was therefore proposed that officers collaborate with neighbouring authorities eligible for Competitiveness funding to draft proposals for a joint dispersed service, possibly hosted by one of the authorities.
Bearing in mind the collaborative nature of delivery, it was recognised that appropriate governance arrangements would need to be put in place and would be subject to a separate Cabinet report before the Council entered into any formal relationship or staff were appointed by the host authority.
Due to the limited funds available from the Competitiveness Programmes and new delivery mechanisms, there was no longer a need for the Vale of Glamorgan European Partnership. It was therefore proposed that the Partnership be wound up. Cabinet would continue to receive reports highlighting the impact of the available funds on the Vale of Glamorgan. It was proposed that the Policy Officer (External Funding) write to members of the Partnership following agreement on the support available from the spatial European teams.
This was a matter for Executive decision.
RESOLVED -
(1) T H A T developments regarding proposals for European Funding for the period 2007-2013, and changes to future delivery mechanisms be noted.
(2) T H A T the winding up of the Vale of Glamorgan European Partnership and discussions with neighbouring authorities to deliver a collaborative spatial European function be approved.
(3) T H A T Cabinet receive further reports seeking approval to submit specific bids for European grant, enter into agreements with neighbouring authorities to deliver collaborative projects and proposed arrangements to deliver the dispersed SET function.
Reasons for decisions
(1) To maximise resources available to the Council to support the delivery of the Council’s corporate objectives.
(2) To ensure partnership structures reflect the new delivery arrangements and the collaborative nature of delivery.
(3) To ensure applications and support mechanisms meet the spatial needs of the Vale of Glamorgan.
C3293 POST OFFICE CLOSURE PROGRAMME: CARDIFF AND THE VALLEYS AREA PLAN (DEER) (SCRUTINY - ECONOMY AND ENVIRONMENT) -
Cabinet were advised of the Post Office Closure programme and were asked to agree comments for submission to Post Office Limited.
Post Office Limited published its proposals for Local Public Consultation on the Area Plan proposal on 30th October, 2007. The Local Public Consultation would last for a period of six weeks and the closing date for feedback was 10th December, 2007.
Three Post Offices in the Vale of Glamorgan were proposed for closure: Cogan Pill, High Street, Barry and Treoes. In respect of the Cogan branch, the alternative post Offices mentioned are Penarth town centre (35 Windsor Road) and Cornerswell Road. In respect of the High Street branch, the alternatives mentioned are Park Crescent and 3-5 Holton Road. In respect of the Treoes branch, the alternatives mentioned are Bridgend Industrial Estate and Brackla.
Post Office closures in the Vale in recent years had included the branches at Vere Street (Cadoxton), Weston Hill (Barry), Bron y Mor (Barry Garden Suburb), Llandough (Penarth), Queens Road, Sully Terrace and Tennyson Road (all Penarth) and Llandow. It was noted that in the closure of the foregoing branches, some of those now scheduled for closures were cited as alternatives.
In setting out its reasons for closures, the supporting information stated that the government had recognised that fewer people are using Post Office branches partly because traditional services, including benefit payments and other services are now available in other ways, such as online or directly through banks. The programme will involve the compulsory compensated closure (subject to EU State Aid clearance) of up to 2,500 Post Office branches out of a current network of 14,300 branches. Among the statistics used was one which stated that nationally 99% of the UK population to be within three miles and 90% of the population to be within one mile of their nearest Post Office branch. When developing the area plan proposal for Cardiff and Glamorgan Valleys, Post Office Limited analysed a number of factors including proximity of other branches, the number of customers using a particular branch, the size and ability of nearby branches to absorb extra customers and the customer implications of any decision for Post Office Limited.
Each Area Plan Proposal was subject to local public consultation to ensure that the views of local people were taken into account before any final decisions were made.
In commenting on the proposed closures, Cabinet considered a number of factors in respect of each of the Post Office branches:
· the Cogan branch could potentially benefit from the proposed new housing development at Penarth Heights as well as being convenient for Llandough residents. Based on 2001 Census figures, Llandough does contain a higher proportion of people over 60 years of age compared to the average for the Vale;
· the High Street, Barry branch was in a particularly vibrant District Shopping Centre and local businesses would be adversely affected by its closure. This area of Barry would be affected by the nearby development of Waterfront Phase 2 which would increase footfall in High Street and Broad Street;
· the Treoes branch was in a rural part of the Vale albeit in close proximity to Waterton Industrial Estate. The nearest alternative branches were located in Bridged or Coychurch, involving a crossing of the busy A473. Additional development in the Brocastle area could potentially increase use of the Treoes branch. Currently, it was understood the branch on average only served some 17 customers a week and may not therefore be a viable proposition. The Treoes branch is the least well served by public transport with only six trips to Bridgend and five to Cowbridge. The other affected branches were relatively well served by bus services.
This was a matter for Executive decision.
RESOLVED -
(1) T H A T the Post Office Network Development Manager be informed that the proposed closure of Post Office branches at Cogan Pill, High Street (Barry) and Treoes or, indeed, any other branches are totally unacceptable because of the affect on local communities, especially older people and those with access disabilities, together with those on low incomes.
(2) T H A T a copy of the Cabinet report be sent to Post Office Limited and to Postwatch Wales.
(3) T H A T the Urgent Decision Procedure under paragraph 13.09 of the Constitution be implemented to enable the Director of Environmental and Economic Regeneration to proceed immediately with resolutions (1) and (2).
(4) T H A T Cabinet request a further report from the Council’s representative on Postwatch.
Reasons for decisions
(1) To inform Post Office Limited of the Council’s views.
(2) To inform Post Office limited and Postwatch Wales of the Council’s views.
(3) To enable resolutions (1) and (2) to be implemented in accordance with the Urgent Decision Procedure.
(4) To be advised of Postwatch’s position.
C3294 COUNCIL TAX BASE 2008/09 (DFICTP) (SCRUTINY - CORPORATE RESOURCES) -
Approval was sought for the Council Tax Base for 2008/09.
This was a matter for Executive decision.
RESOLVED - T H A T pursuant to the report and in accordance with the Local Authorities (Calculation of Tax Base) Regulations, the amount calculated by the Vale of Glamorgan Council as its Council Tax Base for the year 2008/09 shall be:
For the whole area: 54,870
For the area of Town and Community Councils:
|
Barry |
18,476 |
Pendoylan |
235 |
|
Colwinston |
280 |
Penllyn |
963 |
|
Cowbridge with Llanblethian |
2,487 |
Peterston-Super-Ely |
552 |
|
Dinas Powys |
3,571 |
Rhoose |
2,725 |
|
Ewenny |
431 |
St. Athan |
1,333 |
|
Llancarfan |
446 |
St. Brides Major |
1,117 |
|
Llandough |
913 |
St. Donats |
190 |
|
Llandow |
428 |
St. Georges & St. Brides-Super-Ely |
234 |
|
Llanfair |
368 |
St. Nicholas & Bonvilston |
525 |
|
Llangan |
372 |
Sully |
2,387 |
|
Llan-maes |
234 |
Welsh St. Donats |
301 |
|
Llantwit Major |
3,982 |
Wenvoe |
1,065 |
|
Michaelston |
219 |
Wick |
372 |
|
Penarth |
10,664 |
|
|
Reason for decision
It is essential that the Council Tax Base is set in order that it can be submitted to WAG and used by Councils and levying bodies to set precepts.
C3295 CRIMINAL RECORDS BUREAU DISCLOSURES POLICY (DLD) (SCRUTINY - CORPORATE RESOURCES) -
The report was withdrawn.
C3296 SAFER VALE COMMUNITY SAFETY PARTNERSHIP - MANAGEMENT RESTRUCTURE (DLPPHS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY) -
Cabinet were provided with an update of the structure changes agreed by the Safer Vale Community Safety Partnership.
In view of the imminent introduction of the Local Service Boards and new regulations, the Statutory Partners Group agreed that their Group should be merged with the Safer Vale Community Safety Partnership to form a single group called the Safer Vale Strategy Group. This would remove one tier of meeting which would avoid duplication and clarify the Community Safety Partnership decision making process.
The Safer Vale Statutory Partners Group also felt that this was an opportune time to review the current working structure that was in existence and develop a clear, shared vision of priorities. The revised priorities were:
- Substance Misuse
- Community Engagement
- Youth Issues
- Prolific and Persistent Offenders
- Domestic Abuse.
The overall structure was set out at Appendix 1 to the report.
Task and finish groups would be established as and when a particular crime increased that required a multi-agency approach in order to resolve issues quickly and to minimise impact on the community.
A review of the current membership had also been undertaken in order to be more effective and to consider cross-cutting issues. This was currently in draft form and would be written into the Terms of Reference.
By focusing on shared priorities, it would enable the Partnership to plan and commission services over the next three years and have a greater impact on reducing Crime and Disorder. The partnership was committed to monitoring the services to ensure best practice and to review outcomes in order to support change in the future.
The agreed Commissioning and Co-ordination Group was currently in the process of being established and would include Statutory Partner representatives.
This was a matter for Executive decision.
RESOLVED - T H A T the changes in the structure of the Safer Vale Community Safety Partnership be endorsed.
Reason for decision
To apprise Cabinet of the new Community Safety Partnership structure.
C3297 JOINT STRATEGY WITH THE LOCAL HEALTH BOARD (IDSS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY) -
Cabinet received a report which:
- proposed the establishment of a formal link between the Council and the Local Health Board (LHB) in the commissioning and provision of services by the agreement of common strategic aim and approach;
- proposed options for increased business efficiency by the creation of joint management posts between the Council and the LHB.
There were obvious similarities and overlaps in the role of the Local Health Board and the Council and it was arguable that the distinction between the “health” function of the LHB and the “care” functions of the Council were becoming increasingly blurred.
In that context, the primary reasons for a closer working relationship between the two organisations was pragmatic. At a policy level, there was, arguably, clarity of organisational role, but for a “case” or “patient” the distinctions and boundaries of organisational responsibility were harder to identify. Definition of, for example, a continuing health care need as opposed to an intensive home care or rehabilitation package could appear more an organisational device designed to agree a funding stream rather than a mechanism to ensure the needs of the individual citizen were met.
A similar argument could be applied to other service areas. For example, within Children’s Services, action was underway within the Council to ensure that the transition made into adulthood by children with disabilities was better managed, and included long term financial planning. These young people often had long term medical and health needs alongside their social and education requirements and aspirations. The closer the working and understanding between Health and Social Care bodies, the greater the potential for efficient and responsive action to address change in needs.
There was scope for more explicit commitment by both partners to concrete outcomes from whole systems working, including:
· Improvements to the range and quality of social care services in the Vale of Glamorgan;
· Action to tackle effectively and efficiently some of the Council’s major risks, including budget overspends and limited management capacity in Social Services.
The past few months had seen significant change in senior officers within the Social Services Directorate, and the LHB and there was therefore, opportunity to develop joint working to manage the systems and services to people across the traditional agency boundaries. Joint posts had been established in Wales in places such as Torfaen, Wrexham and Carmarthen.
There were several options available. For example, it could be possible to create a joint post for integrated services and commissioning, with a specific brief to manage delivery and commissioning of services to Adults and Older People by the introduction of common management systems.
However, the approach would not be without risk. There would need to be clear accountability, protocols and management structures to deal with inherent tensions between the two organisations. There was also some possibility of structure change in respect of LHBs, with moves towards “federalisation”. This would not necessarily affect any joint appointment, given that it would not be one of the mandatory posts in the LHB, but it did introduce additional uncertainty.
Taking all these factors into account, it was considered that there may be merits in considering the possibility of creating an interim post. This would provide the Council with an opportunity to move relatively quickly in filling the void in the management of Social Services and to share costs whilst, at the same time, testing out the extent to which collaboration could deliver the concrete outcomes required. The post would be perceived as innovative and exciting, likely to attract interest from the small number of people with the relevant experience and skills.
This was a matter for Executive decision.
RESOLVED -
(1) T H A T the Council and the LHB agree to consider an overall strategy of Building and Promoting Independence in delivery of services.
(2) T H A T the Council and the LHB consider options for closer working between the two organisations including senior management posts.
(3) T H A T a further report be presented to Cabinet by the Interim Director of Social Services, in consultation with the newly appointed Director of Social Services setting out the proposed strategy and detailed proposals for working arrangements including cost implications.
Reasons for decisions
(1) To provide clarity of direction and for the people who receive our services and those who provide them.
(2) To increase efficiency and management capacity in order to improve services.
(3) To provide Members with further information.
C3298 FLYING START: TENDERING AND EMPLOYMENT (DLD&IDSS) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY) -
Cabinet were updated on developments relating to employment implications for the Flying Start Initiative relating to
· the tender for Early Years Support Services
· other elements of Flying Start.
The Vale Flying Start programme was designed to meet the needs of the most deprived children and families in the Vale. Flying Start Services would be delivered in those communities that made the greatest demands on Children’s Services. For example, half of the children currently looked after by the Vale were from the three Flying Start wards. Vale Flying Start Services would work pro-actively with families at risk, and would prevent some children from becoming looked after. The target was to reduce the number of looked after children (age 0-3 years) in the Flying Start area by 10% within three years. Additional services would work pro-actively with families where there were issues of parental substance misuse.
For 2007/2008 approximately £340,000 had been set aside within the Flying Start Plan for the Early Years Support Worker element. The intention within the Flying Start Plan was that the Early Years provider would be selected through competitive tendering. Some of the Early Years Support Worker elements of the plan had been provided within Sure Start by NCH Cymru. Earlier this year, NCH were given notice of termination of the Sure Start service.
A specification to tender for this Early Years Support Worker element was prepared and distributed to those who had expressed an interest. No submissions were received by the closing date of 20th July.
In respect of the Early Years support, a meeting had been held involving the Vale of Glamorgan Commissioning Team, Flying Start Project Manager and three Communities Strategic Executive Group (SEG) members on 23rd July to discuss options following the unfruitful tendering exercise.
The tendering process had followed all the standard commissioning rules, financial regulations and good practice. The service specification for the tender was based on the agreed needs of the service which had been set out in the Flying Start Plan, and included:
· One to one support in the family home
· Group work e.g. Gym Tots, Get Cooking, Baby Massage;
· Play-together-Groups;
· Toy Library;
· Crèches;
· Gladstone College Partnership for Young Parents Crèche;
· Cadoxton Playgroup.
As no organisation had tendered for the service, the possible further options explored were:
(a) To review and revise the service specification and then re-tender.
(b) That the Vale of Glamorgan Council should provide the service to reflect the service specification developed for the tender.
Option (a) was not favoured for two reasons. Firstly, that the service specification had been identified by all members of SEG as the best way of achieving the desired outcomes for children and families. Secondly, the process would delay the commencement of the service by several more months. Option (b) was agreed by the SEG as the preferred way forward.
This was a matter for Executive decision.
RESOLVED -
(1) T H A T the proposal for the Social Services Directorate to provide the service identified in the Flying Start Plan be approved.
(2) T H A T the incoming Director of Social Services report to Cabinet as soon as practicable on the appropriate exit strategy for this initiative, together with six monthly progress reports.
Reasons for decisions
(1) To ensure the provision of services as specified in the Flying Start Plan so that families in the Flying Start areas receive their entitlement.
(2) To ensure appropriate long term arrangements and to keep Cabinet appraised.
C3299 HOUSING REVENUE ACCOUNT BUSINESS PLAN (DLPPHS&DFICTP) (SCRUTINY - COMMUNITY WELLBEING AND SAFETY AND CORPORATE RESOURCES) -
Cabinet endorsement was sought for the revised Housing Revenue Account Business Plan.
The general requirement of the Welsh Housing Quality Standard (WHQS) was to ensure that all social housing (Council owned and Registered Social Landlord) would be:
· In a good state of repair;
· Safe and secure;
· Adequately heated, fuel efficient and well insulated;
· Fitted with up to date kitchens and bathrooms,
· Well managed;
· Located in safe and attractive environments;
· Where possible, suited to the specific needs of the household e.g. through the provision of medical aids and adaptation.
With regard to this Council’s housing stock, an initial assessment of the likely costs was made via a stock condition survey which identified initial expenditure of around £50m. in order to reach WHQS by 2012 and a total investment of £240m. over the 30 year business plan period.
Tribal Consultancy were appointed in 2005 by the Council in order to undertake a review of the Housing Investment Options to meet the WHQS.
Tribal explored the options open to the Council and came to the conclusion that only two options were realistically open to the Council: stock retention and stock transfer.
(a) Stock Retention
The Council would retain ownership of the stock and full ongoing responsibility for the management and maintenance. It would find the cost of delivering WHQS from its own current and future capital resources. These were:
· Useable proportion of the net Right to Buy sales proceeds;
· Other capital receipts from the sale of HRA assets;
· Capital expenditure met from the HRA;
· Major Repairs Allowance paid to the Council by WAG (currently around £2.7m. per annum);
· Supported borrowing where the Council receives subsidy on loan interest and repayment costs;
· Prudential borrowing where the Council receives no subsidy towards loan interest and repayment costs which have to be met from Surplus Revenue Resources in the HRA.
Under the retention option, the Council would still have to operate within the HRA subsidy regime and the current financial regulations which were:
· The requirement to maintain a “balanced HRA” e.g. the Council cannot budget for an annual revenue deficit. In accordance with best practice, a balance of 3.5% of expenditure should be maintained;
· Annual payment of negative HRA subsidy to WAG (currently £5m. per annum);
· The ability to use only 25% of Right to Buy proceeds;
· The rent rebate limitation on rents above the Assembly’s guideline figure which will be 70p in the £1 paid to WAG on rent above the guidance figure.
A retention option did not require a ballot of tenants but would be dependent on the acceptance of the Housing Business Plan by WAG. Transfer would still be an option at a later date (should the HRA Business Plan not prove to be sustainable) but any HRA prudential borrowing would then become a debt on the general fund and not able to written off.
(b) Stock Transfer
This would involve the Council transferring ownership of all of its housing stock and associated HRA assets to another landlord. The new landlord would have to be a not for profit body registered with WAG and could either be a new body formed by the Council or an existing Registered Social Landlord.
The Stock would have to be valued and transferred at tenanted market value which is a 30 year cash flow projection of the real value of the income and expenditure relating to the transferring housing stock. Where there was a negative TMV, WAG would provide financial support for up to 30 years to the new landlord via an annual housing payment.
The transferee RSL landlord would be responsible for preparing a detailed Business Plan which would show how the delivery of WHQS would be financed. The main features of a transfer option, compared to a stock retention model, was that the transferee RSL landlord would:
· keep all rent income (unlike the Council which had to pay negative subsidy to WAG);
· keep 100% of the net capital receipts from Right to Buy sales (the Council could only keep 25%);
· can receive an annual Dowry Payment (equivalent to the Council’s MRA) from WAG as long as its Business Plan required the financial support, up to a maximum of 30 years;
· is free to borrow to meet the balance of its stock investment requirement (or to build new homes) repayable from the net rent income.
On transfer, the Council’s existing historic HRA debt would be written off. Transfer could only take place after a positive ballot of tenants and with the support of the Council and with the agreement of the Assembly.
There were a number of potential advantages for tenants in transferring the housing stock to RSL:
· RSLs are not subject to government restrictions on borrowing. They are free to borrow funds in order to invest in the stock;
· If the WAG supported a transfer proposal, the RSL would not inherit any existing debt on the housing stock;
· Tenants would have the opportunity to play a more formal and direct role in the governance of a new RSL with at least a third of the board being tenants;
· Rents for existing tenants transferring to an RSL landlord remained at the level they would have been had they remained with the Council;
· The transferee RSL may provide services/standards above the level that the Council could.
The view of those tenants consulted with during the Tribal options appraisal process was an overwhelming support of the Council retaining its stock.
Cabinet, on the 8th November, 2006 had resolved:
“That a stock retention strategy to enable the Council to meet the WHQS by 2012 be supported. The resolution was to be dependent on the Council agreeing to a range of key financial issues”.
WAG had requested that the Council submit its HRA Business Plan to achieve the WHQS by 2012 before 1st April, 2007.
WAG had subsequently met with the Leader, Deputy Leader. Cabinet Member for Housing and Senior Managers of this Council, and the Council is required to submit its finalised Business Plan by the end of December 2007. It was a requirement that the Business Plan be agreed by the Executive.
Since the further refining of the Business Plan financial assumptions in April 2007, a number of activities had occurred:
· a further 10% survey of the condition of the Council housing stock had been undertaken. Expenditure profiles had been reviewed in an effort to reduce the peaks and troughs of the current investment plan thus creating a more even spread of expenditure over the plan and to also revisit their investment cost estimates to ensure that the Council is only undertaking that work essential to satisfying the WHQS;
· recruitment of an Interim Head of Housing and permanent Tenant Engagement staff;
· a review of Building Services in order to meet required operational savings;
· commissioning of a review of the Council’s rent charging policy and service charging arrangements which was due to report shortly;
· a revision of the work programme contained within the interim investment plan 2007/08 and 2008/09;
· a proposed restructure of housing services in order to meet the WHQS requirements of being well managed;
· a review of the HRA Business Plan assumptions and sensitivities in order to take account of action/outcomes that had occurred since April 2007.
The Director of Finance, ICT and Property highlighted that the Business Plan was based on the Council achieving the WHQS by 2014/15 which was two years later than the WAG target date.
This was a matter for endorsement by the Cabinet, and approval by the Council.
RESOLVED -
(1) T H A T the Housing Revenue Account Business Plan be endorsed and forwarded to Council for approval.
(2) T H A T Council be recommended to agree an increase in the 2007/2008 HRA capital programme of £22,000 to account for changes in the plan, to be funded by the HRA receipts.
(3) T H A T, in the event of any further necessary changes being required to be made to the Business Plan, authority be granted to the Chief Executive, in consultation with the Leader and Deputy Leader, to agree such necessary changes.
(4) T H A T officers be thanked for their efforts in producing the Housing Revenue Account Business Plan.
Reason for decisions
To satisfy the WAG requirements of an approved Housing Revenue Account Business Plan which provided the investment required to satisfy the WHQS.
C3300 LICENSING POLICY (DLPPHS) (SCRUTINY - CORPORATE RESOURCES) -
Cabinet were
- apprised of the outcome of public consultation in respect of the Council’s Statutory Review of its Statement of Licensing Policy;
- asked to endorse the Council’s Statement of Licensing Policy, and recommend its referral to Full Council for ratification.
The Licensing Act 2003 placed a duty upon local authorities to develop a Licensing Policy which promoted the four licensing objectives:
· The Prevention of Crime and Disorder
· Public Safety
· Prevention of Public Nuisance
· Protection of Children from Harm.
Section 5 of the Licensing Act 2003 placed a duty on local authorities to review this policy and revise it if necessary, every three years.
Licensing authorities would not be able to determine applications for licences under the Licensing Act 2003 without having a reviewed Statement of Licensing Policy in place prior to the beginning of the second statutory three-year period - 7th January, 2008.
The Statement of Licensing Policy, attached at Appendix A to the report, had been subject to extensive consultation. Section 5(3) of the Licensing Act 2003 set out the statutory consultees in relation to an authority’s Statement of Licensing Policy. These are:
· The Chief Officer of Police for the licensing authority’s area;
· The fire authority for that area;
· Such persons as the licensing authority considers to be representatives of holders or premises licences issued by that authority;
· Such persons as the licensing authority considers to be representatives of holders of club premises certificates issued by that authority;
· Such persons as the licensing authority considers to be representatives of holders of personal licences issued by that authority;
· Such other persons as the licensing authority consider to be representatives of businesses and residents in its area.
In addition to the statutory list, the Licensing Department had consulted various other bodies and persons. The consultation process commenced on 10th September, 2007 and ended on 4th November, 2007.
All responses to the consultation had been formally acknowledged and respondees made aware of any amendments to the draft as a result of their responses.
The Council’s Reviewed Statement of Licensing Policy had been amended to incorporate issues raised during consultation. The Licensing Committee considered and approved the amendments on 13th November, 2007.
Formal ratification of the Statement of Licensing Policy for the Vale of Glamorgan Council was a matter for Council.
RESOLVED - T H A T the Council’s Reviewed Statement of Licensing Policy be endorsed and referred to Council on 5th December, 2007 for ratification.
Reason for decision
To comply with the Licensing Act 2003, Secretary of State Guidance and ensure stakeholders’ views are represented.
C3301 MATTER WHICH THE CHAIRMAN HAD DECIDED WAS URGENT -
RESOLVED - T H A T the following matter, which the Chairman had decided was urgent by reason of the need to update on sickness absence and Oracle reports in the Council be received.
C3302 SICKNESS ABSENCE REPORTS FROM ORACLE - APRIL TO SEPTEMBER 2007 (DFICTP&DLD) (SCRUTINY - CORPORATE RESOURCES) -
Cabinet received a report which provided an update on the progress of sickness reports from Oracle and which presented information for the April to September 2007 period.
Delays had been encountered in producing information from the Oracle HR system and significant work had been undertaken since its introduction in December 2006 to rectify the issues.
Reports with details of Employee data were circulated to all Heads of Service for their review on 22nd August, 2007 and some areas had yet to be forthcoming with responses. Therefore, data review was still ongoing. There are not anticipated to be any major impact on this area. However, there was some data cleansing to be done within Service Areas to ensure individuals were in the correct service/section/team.
In addition, some recent organisational changes needed to be effected on the database i.e. Housing and Catering move from Community Services. For the purpose of illustration, this ensured that like with like service area comparison was still available to previous years below.
Illustrated below was a summary of the information for the period April to September 2007 (excluding school based employees). These figures included sickness absence for all staff as reported to and input by Transact:
|
Average Lost Days/Shifts per FTE |
10.20 |
|
Sick Rate, FTE |
8% |
|
Lost days for the period |
22,472.82 |
The report before Cabinet was not the sickness absence comparison report. However, based upon information in previous Cabinet reports, some high level comparison information was provided below. This comparison excluded schools based data which was sourced from the separate EMS system:
|
|
Actual Average Days Lost Per FTE
Half Year 2005/2006 |
Actual Average Days Lost Per FTE Half Year 2006/2007 |
Actual Average Days Lost Per FTE Half Year 2007/2008 |
|
Chief Executive |
2.14 |
8.25 |
1.29 |
|
Finance, ICT & Property |
3.38 |
2.82 |
5.59 |
|
Legal & Regulatory |
6.80 |
5.03 |
4.18 |
|
Education (Civic) |
1.80 |
1.61 |
2.44 |
|
Community Education |
4.99 |
7.22 |
12.43 |
|
Libraries |
4.18 |
1.85 |
|
Human Resources & Equalities |
3.58 |
3.84 |
7.29 |
|
Housing |
7.46 |
8.11 |
9.64 |
|
Community Services |
7.68 |
8.34 |
12.23 |
|
Catering |
8.21 |
7.32 |
|
Visible Services |
10.42 |
8.11 |
13.70 |
|
Building – Cleaners |
5.87 |
9.89 |
11.04 |
|
Building Services |
7.68 |
5.39 |
|
Leisure Centres |
7.46 |
8.30 |
11.04 |
|
Support Services/Planning & Transportation/Economic Development & Leisure
Other |
8.05 |
4.78 |
|
Chief Officers |
0.79 |
1.29 |
1.91 * |
This was a matter for Executive decision.
RESOLVED -
(1) T H A T Cabinet note this interim and initial sickness report whilst understanding that the data supplied by all services needed to be reviewed to determine that accurate figures were inputted into Transact.
(2) T H A T, to that end, Cabinet instruct every service to report regularly and not less than monthly so as to meet the deadlines for the preparation of Cabinet sickness report and that the Director of Finance, ICT and Property and Director of Learning and Development report any failures in this regard to Cabinet.
(3) T H A T all services, in preparation for the next Cabinet report, urgently carry out a further review of their sickness absence data.
(4) T H A T this interim and initial sickness report be referred to Scrutiny Committee (Corporate Resources) for information.
Reasons for decisions
(1),(2),(3)&(4) To bring sickness absence figures and trends to the attention of Members in line with corporate aims and objectives.
C3303 EXCLUSION OF PRESS AND PUBLIC -
RESOLVED - T H A T under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in Part 4 of Schedule 12A (as amended) of the Act, the relevant paragraphs of the Schedule being referred to in brackets after the minute heading.
C3304 WASTE MANAGEMENT CONTRACT 2008-2013 RECYCLING CENTRES AND MATERIALS RECYCLING FACILITY - SHORTLIST OF CONTRACTORS (DEER) (EXEMPT INFORMATION - PARAGRAPH 14) (SCRUTINY - ECONOMY AND ENVIRONMENT) -
Agreement was sought for the shortlist of contractors for the Waste Disposal Contracts 1st April 2008 to 31st March 2011, with an option for extending up to 2013.
This was a matter for Executive decision.
RESOLVED - T H A T the shortlist of potential contractors as shown below be endorsed:
|
Company |
Recycling Centres |
Material Recycling Facility |
|
Environmental Waste Controls |
X |
|
|
Oran Recycling |
X |
X |
|
Cuddy Group |
X |
X |
|
Biffa Waste Services |
X |
X |
|
Cardiff Council |
X |
X |
|
Wales Environmental Services |
X |
X |
|
Grovenor Waste Management Ltd |
X |
X |
|
Verdant Group |
X |
|
|
Greenstar Environmental Ltd |
X |
X |
Reason for decision
To agree the shortlist of potential contractors.
C3305 MATTER WHICH THE CHAIRMAN HAD DECIDED WAS URGENT -
RESOLVED - T H A T the following matter, which the Chairman had decided was urgent be received.
C3306 THOMPSON STREET FOOTBRIDGE: BARRY (DEER) (EXEMPT INFORMATION - PARAGRAPH S 14 and 18 (a)) (SCRUTINY - ECONOMY AND ENVIRONMENT) -
Urgent by reason of the need to commit to contract to enable sufficient spending of grant allocation in this financial year
Cabinet received a report which:
- sought approval for the additional funding to finance the construction of the bridge as set out in the report and for the Chief Executive to utilise his Emergency powers to enable the construction contract and other legal agreement to be quickly entered into to enable the required expenditure in this financial year;
- sought delegated powers for the Director of Legal, Public Protection and Housing Services, in consultation with the Director of Environmental and Economic Regeneration and the Director of Finance, ICT and Property, to award the contract for the construction of the bridge to the preferred contractor as set out in the report;
- sought delegated powers for the Director of Legal, Public Protection and Housing Services to enter into an Overbridge Agreement with Network Rail in respect of Network Rail land and easement required for the construction of the footbridge abutment;
- sought approval for the Director of Environmental and Economic Regeneration to appoint Parsons Brinkerhof to carry out the additional contract management and supervision duties required;
- sought delegated powers for the Director of Legal, Public Protection and Housing Services to enter into the Licence Agreements required to provide the access to land not in the Council’s control to provide for the space required for the contractor’s compound site.
This was a matter for Executive decision.
RESOLVED -
(1) T H A T the Chief Executive be authorised to use his Emergency powers to approve an additional £500,000 contribution to the scheme which will be met from Capital receipts and to amend the Capital Programme accordingly.
(2) T H A T delegated powers be given to the Director of Legal, Public Protection and Housing Services, in consultation with the Director of Environmental and Economic Regeneration and the Director of Finance, ICT and Property, to award the contract for the construction of the bridge to the preferred contractor as set out in the report.
(3) T H A T delegated powers be given to the Director of Legal, Public Protection and Housing Services to enter into an Overbridge Agreement with Network Rail in respect of Network Rail land and easement required for the construction of the footbridge abutment.
(4) T H A T delegated powers be given to the Director of Environmental and Economic Regeneration to appoint Parsons Brinkerhof to carry out the contract management and supervision duties required.
(5) T H A T delegated powers be given to the Director of Legal, Public Protection and Housing Services to enter into the Licence Agreements required to provide the access to land not in the Council’s control to provide for the space required for the contractor’s compound site.
(6) T H A T delegated powers be given to the Director of Finance, ICT and Property, in consultation with the Director of Environmental and Economic Regeneration and the Director of Legal, Public Protection and Housing Services, to accept the offers of grant support of £600,000 from the Welsh Assembly Government and £400,000 from Associated British Ports in support of the project under the terms and conditions attached to those offers of grant.
Reasons for decisions
(1)&(2) To allow a contract for the construction of the footbridge to be let.
(3) To allow the extension of the appointment of Parsons Brinkerhof.
(4) To allow the Licence Agreements required for the provision of a site compound to be entered into.
(5) To provide sufficient allocation in the Capital Programme to finance the scheme.
(6) To enable officers to accept the offers of grant and financial support from both Associated British ports and the Welsh Assembly Government.