Welcome to the
Vale of Glamorgan Council

CABINET

 

Minutes of a meeting held on 16^th December, 2009.

 

Present:  Councillor G.C. Kemp (Chairman); Councillor T.H. Jarvie (Vice-Chairman); Councillors Mrs. J.E. Charles, P. Church, G.A. Cox, A.M. Ernest, A.D. Hampton, H.J.W. James, R.L. Traherne and Mrs. D.M. Turner.

 

 

C703              MINUTES -

 

RESOLVED - T H A T the minutes of the meeting held on 2^nd December, 2009 be approved as a correct record.

 

 

C704              DECLARATIONS OF INTEREST -

 

No declarations were received.

 

 

C705              CARDIFF BAY ADVISORY COMMITTEE -

 

The following minutes of the meeting held on 18^th November, 2009 were submitted:

 

Present:

 

CouncillorP. Church(Chairman)	Vale of Glamorgan Council
Mrs. C. Dimond (Vice-Chairman)	CardiffFlood Action Committee
Councillor A.M. Ernest	Penarth Town Council
Councillor N. Howells	CardiffCityand County Council
Mr. J. Harrison	Environment Agency
Mrs. S. Howard	Countryside Council for Wales
Mr. S. Johns	Marina Manager - Penarth Marina
Mr. T. Rees	Glamorgan Anglers

 

Also present:

 

Mr. S. Howell	CardiffHarbourAuthority
Mrs. K. Bowen	Vale of Glamorgan Council

 

 

(a)       Apologies for absence -

 

These were received from Mr. R. Harvey (Canoe Wales) and Mr. P. Barry (Cardiff Yacht Club).

 

 

(b)       Minutes -

 

AGREED - T H A T the minutes of the meeting held on 16^th September 2009 be approved as a correct record.

 

 

(c)        Matters Arising -

 

The Chairman welcomed Mr. T. Rees to his first meeting of the Cardiff Bay Advisory Committee (representing Glamorgan Anglers). 

 

(i)         Penarth Marina Escarpment - The Chairman advised that certain remedial drainage works needed to be undertaken in an attempt to mitigate problems with escarpment slippage at Penarth Marina Site.  The first phase of the work had been delayed and the Vale of Glamorgan Council’s Cabinet had been informed that day that the work might not fully correct the problem and further extensive works could be required.  The Chairman stated that the outcome of the works would not be known until future checks had been carried out at the site.  A bid for £250,000 had also been submitted for 2010/11 in case alternative works were still to be required during 2010/11. 

 

(ii)        Penarth Heights - The Vale of Glamorgan Council was currently in negotiations with Crest Nicholson and as soon as any further information was available the Chairman would report to Committee.

 

AGREED - T H A T the Chairman be thanked for providing the Committee with the above updates.

 

 

(d)       Penarth Quays Marina -

 

Current situation within Cardiff Bay:  Mr. Stuart Jones, Marina Manager, presented the Committee with a report which detailed the benefits and challenges for the marina with the development of Cardiff Bay.  Mr. Jones advised that the number of events and the development of new facilities such as the WMC, Mermaid Quay, International Pool and White Water Rafting Centre were great for marketing the area to new customers but in parallel there had been some challenges for the Marina.  He referred to these as follows:

 

·                    The impoundment of the Bay had allowed both Cardiff Bay and Cardiff Yacht Clubs to establish extensive berthing systems, significantly increasing berth availability within the Bay. 

·                    Cambrian Marine had been granted permission to extend their berthing up the River Ely and create Cardiff Marina.

·                    CardiffHarbour Authority had provided new berths at Taff and Avondale Gardens

·                    CardiffHarbourAuthority operated a public slipway at Channel View which was widely used by day visitors.

·                    CardiffHarbourAuthority had developed visitor pontoons at Mermaid Quay and until recently had been allowing visitors to stay on these berths at minimum charge.

·                    CardiffHarbour Authority were in the process of providing new berths for Cardiff Commercial Boat Operators.

 

As a result of the above the boating population had increased.  However, with the number of berths increasing more quickly than the boating population, this had resulted in suppression of the fees for berthing licences and in 2008/09 the Marina had to drop their prices to retain market share in a very competitive environment.  The report also noted that throughout South Wales berthing charges were significantly lower than the South Coast and additionally, with the availability of new berths and dilution of the market, all the marina locations in South Wales had available berths.  Over the last few years also the size of the boating population within Cardiff Bay had levelled off.  New boat sales across the UK were also reportedly 90% down on the previous year’s performance so inevitably some leaner times were around the corner. 

 

The additional challenges reported as issues for the Marina were:

 

·                    The change to fresh water had resulted in growth of pondweed in the Marina as well as the main body of the Bay.  This had resulted in a significant amount of maintenance within the Marina.

·                    Invasive species such as Zebra Mussels had increased maintenance issues for the Marina.

·                    In view of the stabilisation issues of the escarpment to the rear of the Marina’s car park, the Marina had been without a substantial number of parking spaces.

·                    The level of Harbour dues that were charged by the Cardiff Harbour Authority were considered to be high, but a review had been requested and had taken a considerable time to proceed through the Department of Transport.

·                    The commencement of car parking charges at the Barrage Car Park had resulted in the Marina having to bring in its own car park management system, which had been expensive.  It was however anticipated that when the Pont y Werin Bridge was opened there would likely be further visitors wishing to park on the Penarth side of the Ely.

 

In presenting the report the manager highlighted that despite some difficult trading conditions Penarth Quays Marina had recently retained its 5 Gold Anchors, which was the highest level of award given by the yacht Harbour Association, and in 2009 the Marina was also awarded a European Blue Flag for the Environment.  The Marina would also still continue to market itself as a top quality berthing destination and the development of the Bay and the events and attractions of the area were an integral part of such marketing.

 

The Chairman took the opportunity to congratulate the Manager and his staff on obtaining the 5 Gold Anchors and the Blue Flag award.  Councillor Ernest stated that the issue of car parking was, in his opinion, a major one and that a strategy document was imperative to look at all the issues affecting the area. 

 

Having considered the report it was

 

AGREED - T H A T Mr. Jones, Marina Manager, be thanked for providing a comprehensive and interesting report on the issues affecting the Penarth Marina.

 

 

(e)       Progress / Update Regarding Cardiff Harbour Authority - Mr. Simon Howell -

 

Mr. Howell reported on three particular areas, the Barrage, the environment and general issues.  With regard to the Barrage, high wind speeds of up to 35 knots and heavy rainfall had resulted in river flows approximately 250 cumecs, at the recent weekend.  In addition to this, the stormy estuary had resulted in surges that increased the anticipated high tides by 600mm.  The Barrage had kept the Bay level within 700mm of the normal mean level during tide lock but the weather forecast for later in the week was for heavy rain and the river flows were likely to be in excess of 300 cumecs. 

 

Under the environment the Harbour Authority had met the statutory dissolved oxygen standard since the last meeting, one with the lower temperatures and higher river flows it was unlikely that there would be a dip in oxygen levels until at least the Spring.  A compactor unit was currently being installed on the Harbour Authority Quay which would compact the waste removed from the Bay and would reduce the number of skip lorry movements to around 10% of the number in previous years.  The construction of the new Black Weir fish pass had been completed by the Environment Agency and the new fish pass would make it easier for migratory fish to pass up the river.  The Harbour Authority had part funded the capital work through a formal agreement that produced the ongoing revenue costs associated with fish migration.  The Countryside Council for Wales had recently confirmed their support for the designation of the Cardiff Bay Wetlands as a local nature reserve and a report was to go to Cardiff Council to consider the actual designation of the wetlands in due course.

 

General Issues-

 

The Pont y Werin scheme was on track to be completed by the Summer of 2010 and the Canoe Slalom Centre construction was progressing well with the course nearing completion.  It was anticipated that the work would be completed in February 2010 and it was suggested that the March meeting of the Cardiff Bay Advisory Committee (24^th March 2010) be held at the Centre to enable the Members to have a guided tour of the facility before it was opened to the public. 

 

AGREED -

 

(1)       T H A T Mr. Howell be thanked for his comprehensive report.

 

(2)       T H A T the meeting of the Cardiff Bay Advisory Committee scheduled for 24^th March 2010 be held at the Canoe Slalom Centre.

 

 

(f)         Progress / Update - Environment Agency - Mr. John Harrison -

 

Mr. Harrison confirmed that the building of the fish pass at Black Weir had been an excellent model of partnership working.  On 2^nd February 2010 an official launch would take place at Cardiff Castle followed by a visit to the fish pass. Invitations would be extended to CBAC members and Elin Jones WAG Minister and Cllr N Howells Cabinet Member for CHA would also be guest speakers. 

 

There were no issues of concern regarding bay water to report but the Agency had also been pleased to receive advanced notice of a dredging request from Cardiff Yacht club. The recent excellent results for SE Wales bathing water monitoring although not directly related to the bay was also raised by Mr. Harrison and the Agency was also working well with the Vale of Glamorgan and its regeneration partnership which aims to build tourism opportunities within the Vale.

 

AGREED - T H A T Mr. Harrison be thanked for his report.

 

 

(g)       Any Other Business -

 

·                    Mrs. Dimond advised the Committee that she had been approached by local allotment owners as to whether they could view the documentation on ground water levels.  Simon Howell advised that this information was publicly available and there would be no problem for Mrs. Dimond (as she received the documents on behalf of the Committee) to provide the information. 

·                    Vale of Glamorgan Tourism Strategy - Councillor Ernest advised that he had requested that a copy be presented to the Cardiff Bay Advisory Committee in due course.

·                    The Chairman stated that he had been approached by two Vale of Glamorgan Councillors as to whether they could attend future meetings of the Cardiff Bay Advisory Committee.  Members of the Committee considered that the meeting was not a public meeting and that as the membership had been reviewed in 2007 that sufficient representation was already catered for.

 

AGREED - T H A T the above matters be accepted.

 

 

(h)       Date of Next Meeting -

 

AGREED - T H A T the next meeting of the Committee be held on Wednesday, 20^th January 2010 at 5.15 p.m. at the Cardiff Harbour Authority Offices.

 

- - - - - -

 

RESOLVED - T H A T the minutes be noted.

 

 

C706              NATIONAL TRANSPORT PLAN (REF) -

 

Scrutiny Committee (Economy and Environment) were advised on 10^th November, 2009 that Cabinet had, on 30^th September, received a report on consultation by WAG on the first National Transport Plan (NTP).  The National Transport Plan set out how the Wales Transport Strategy One Wales: Connecting the Nation would be delivered over the next five years to 2015.  The Plan suggested solutions to transport issues covering all transport modes along the main movement corridors in North, Mid and South Wales and the North / South corridor.  It also attempted to provide solutions that were relevant to Wales as a whole in terms of improving access to key sites, settlements and services.  The National Transport Plan would sit alongside the Regional Transport Plan in Wales in delivering the Wales Transport Strategy.  The report to Cabinet highlighted that one of the main long term aims of the NTP was to enable people to choose the most healthy and sustainable methods of travel such as walking and cycling whilst making better use of the existing road network for sustainable travel modes.  Cabinet had been advised that the NTP had been split into the following areas for transport improvements:

 

·                    all Wales

·                    north / south corridor

·                    east / west corridor in South Wales

·                    east / west corridor in North Wales

·                    east / west corridor in Mid Wales.

 

The main issues listed under each heading had been outlined within the report.  In considering the report it was noted that Cardiff had been identified as a sustainable travel town in early 2009 and it was proposed to identify up to three additional sustainable travel towns.  The Vale of Glamorgan it had been considered had several towns which would be ideal candidates and reference was made to two distinct areas which the NTP should consider, namely the area of the eastern Vale focussing on the settlements of Barry, Penarth and Dinas Powys and the area based around the Wales Spatial Planning Strategic Opportunities Area, focussing on St. Athan, Llantwit major and Rhoose corridor.  The Cabinet had also considered that further consideration should be given to the role of Cowbridge.  The NTP sought to make people less reliant on their cars by making it easier for them to use public transport and by walking and cycling and that the NTP should identify Barry Dock Station as a strategic multi-modal park and ride site and that greater funding was needed to be made available for cycling.

 

Members of the Scrutiny Committee considered the report had not gone far enough for the Vale of Glamorgan and the Cabinet Member for Economic Development and Regeneration present at the meeting further advised that the Cabinet had been disappointed in the National Transport Plan as the Vale did not appear to have been properly considered.  In particular Barry as a key settlement did not have a decent trunk road and the report also did little to highlight the Vale’s assets.  Members welcomed some of the proposals within the document but that further consideration should be made in a number of areas as set out in the recommendations below:

 

Having considered the report, Scrutiny Committee had

 

RECOMMENDED -

 

(1)       T H A T WAG be requested to pursue the electrification of the Valley Lines as a matter of urgency.

 

(2)       T H A T further integration for better transport be pursued.

 

(3)       T H A T the provision of cycle carriages on trains be requested to be re-established.

 

(4)       T H A T strong representations be made to WAG to ensure that the infrastructure and investment required are put in place.

 

(5)       T H A T the recommendations of the Scrutiny Committee be referred to Cabinet for endorsement.

 

Cabinet, having considered the recommendations of the Scrutiny Committee (Economy and Environment),

 

RESOLVED - T H A T Recommendations (1 - 4) of Scrutiny Committee (Economy and Environment) be adopted.

 

 

C707              LEISURE CENTRE CHARGES 2010 - 2011 (REF) -

 

On 24^th November, 2009, the views of the Scrutiny Committee (Economy and Environment) were sought on recommendations to the Cabinet for increasing leisure centre charges from 1^st January, 2010 until 31^st March, 2011. 

The report advised that the VAT rate was due to revert to 17.5% on 1^st January, 2010 and as a result it was necessary to review leisure charges.  Members were advised that leisure centres were struggling financially as a result of increased competition, general economic conditions and increased operating costs.  The Committee had, however, previously recognised to purely increase charges would not necessarily increase income as price increases could be a barrier to participation and a drop in attendances would reduce income overall. 

 

The Operational Manager informed the Committee that the most profitable element of the leisure centre operation was Lifestyle Health and Fitness and for this area a benchmarking exercise had been carried out with similar facilities in the area, which was attached at Appendix A to the report.  The report proposed to increase charges by 3.75% which would be fixed until April 2011.  The increase would take into account the 2.5% increase in VAT as well as inflationary increases.  There would however be exceptions which had been identified and these were attached at Appendix B to the report.  However, as in previous years it was likely that there would be some new courses and classes during the course of the year and items such as saleables could be subject to sudden price increases by supplier.  As such, it was requested that flexibility be maintained to set some prices as required in consultation with the Cabinet Member for Leisure and Tourism. 

 

Scrutiny Committee had

 

RECOMMENDED -

 

(1)       T H A T all leisure charges with the exception of those detailed in Appendix B to the report be increased by 3.75% from 1^st January, 2010 and be fixed for a 15 month period to 31^st March, 2011 with all prices to be round up to 5 pence. 

 

(2)       T H A T the Director of Environmental and Economic Regeneration in consultation with the Cabinet Member for Leisure and Tourism set or increase prices for sports and play development courses, saleables, some additional leisure activities and food and beverage charges as appropriate.

 

(3)       T H A T all leisure charges set be maximum cost with officers having the ability to reduce prices if appropriate for promotions or market force reasons in consultation with the Cabinet Member for Leisure and Tourism.

 

(4)       T H A T the above recommendations be referred to Cabinet.

 

Cabinet, having considered the recommendations of the Scrutiny Committee (Economy and Environment),

 

RESOLVED -

 

(1)       T H A T Recommendations (1) and (2) be adopted

 

(2)       T H A T Recommendation (3) be not accepted.

 

 

C708              SUPPORT FOR STAFF IN RELATION TO DOMESTIC ABUSE (REF) -

 

 

Scrutiny Committee (Housing and Public Protection), on 26^th November, 2009, considered a “Request for Consideration” received from Councillor R.F. Curtis in respect of the possible introduction of a Council-wide Domestic Abuse Liaison Staff Support Scheme. 

 

The report detailed the effects of domestic abuse in addition to the responsibilities of managers and employees in regard to the adherence to the Sickness and Management of Attendance Policies.  Having regard to the complexities of managing instances of staff suffering from domestic abuse the following actions were proposed to raise awareness and to provide support:

 

·                    Level One Domestic Abuse training would be provided free to all relevant officers from both voluntary and statutory agencies, facilitated by the Council’s Domestic Abuse Co-ordinator and Independent Domestic Violence Advisor.

·                    The Local Safeguarding Children's Board (LSCB) would be available to provide Domestic Abuse Level 2 and 3 training which included Forced Marriage and Honour Based Violence.  Training would be available to all agencies including the Council at cost of £40 per full day and £25 half day.

·                    The Council’s Domestic Abuse Co-ordinator would undertake an awareness raising campaign within the Council which could include helpline posters and leaflets covering all equality strands, communal walls.

·                    A short film posted on the Intranet showing the effects of Domestic Abuse on work and personal life.  This film was key to explaining why a person's work may be suffering and that it was not their fault.

·                    Update the contacts list on the Safer Vale Intranet site so that victims could simply log on and find what support or information they specifically needed.

·                    The Council currently offered a counselling service to all of its employees.  The Council’s Domestic Abuse Co-ordinator would facilitate training to complement the current service provision. 

·                    Awareness raising of the Multi Agency Risk Assessment Conference (MARAC) to enable staff to have an awareness of domestic abuse services should they believe a victim was high risk.  A MARAC was a multi agency meeting, (including police, the Council, probation, health and voluntary services) working in partnership to ensure a joined-up approach was taken to achieve better service delivery for the victims and reduce the risk of duplication of services.

 

Councillor Curtis welcomed the proposals and considered that the issue was particularly relevant given Central Government’s proposals to include the subject area in the education curriculum.

 

Scrutiny Committee

 

RECOMMENDED - T H A T the Cabinet be requested to approve  the undertaking of an Internal Domestic Abuse awareness raising campaign within in the Council including the facilitation of training in relation to the counselling service.

 

Cabinet, having considered the recommendations of the Scrutiny Committee,

 

RESOLVED - T H A T the Recommendation be approved.

 

 

C709              TENANT ENGAGEMENT ASSOCIATES - PILOT PROJECT (REF) -

 

Scrutiny Committee (Housing and Public Protection) on 26^th November, 2009 were advised that the Welsh Assembly Grants National Tenant Participation Strategy required that all social landlords in Wales prepare a Local Tenant Participation Strategy.  The Council had met this requirement through the production of its Tenant's Engagement Strategy and associated Action Plan 2008-2010.  In addition to this, the Housing Division had developed a number of different strands to its interaction with tenants.  These included several residents groups supported by the Council, a 'Tenants Panel' which was a consultative body for the Vale of Glamorgan Council's tenants and the development of a Tenants Newsletter 'The Vale Standard' which involved tenants as part of its editorial group.  Having regard to the above initiatives it was now proposed to introduce voluntary Tenants Engagement Assessors.  Officers had visited neighbouring authorities who already have existing programmes of tenant led inspections.  Both Tenants and Landlords reported positive experiences of Tenant Engagement Associates in both monitoring existing services and developing new services in a way which was most beneficial for tenants.

 

The proposed terms of reference, job description, person specification and the draft Code of Conduct for Tenant Engagement Associates were attached for consideration. 

 

Tenants involved in the inspection process would receive training in survey techniques, personal health and safety, presentation skills, IT and child and adult protection issues and it was hoped that this would assist some tenants back into paid employment.  Candidates selected for the role would receive a job description, person specification etc. as detailed in the report and they would be required to abide by these whilst carrying out work on behalf of the Council.

 

Scrutiny Committee (Housing and Public Protection) had

 

RECOMMENDED - T H A T the Tenant Engagement Associates - Pilot Project be supported by the Scrutiny Committee and be referred to Cabinet for approval.

 

Cabinet, having considered the recommendations of the Scrutiny Committee,

 

RESOLVED -

 

(1)       T H A T the Tenant Engagement Associates - Pilot Project be approved.

 

(2)       T H A T Cabinet receive a progress report in one year's time.

 

 

C710              BARRY ISLAND STATION FOOTBRIDGE (REF) -

 

At a meeting on 3^rd November, 2009, Scrutiny Committee (Corporate Resources) had questioned the under-estimation of costs of the Barry Island Station Footbridge and requested that the appropriate officer attend the next meeting to explain the position (Minute No. 543). A meeting of the Committee on 1^st December, 2009 received a report which covered the background to the present position and the Principal Regeneration Officer overseeing the project responded to questions. He confirmed that anecdotally the route was considered important locally (although actual footfall figures could be provided if required) and that the scheme had been considered a corporate priority at the time. He explained that significant changes to the scope of the scheme had been necessary to achieve compliance with the Disability and Discrimination Act 2005 and the standards in the Department of Transport Code of Practice, which resulted in increased costs over the original estimate, and that the timeframe had slipped due to the availability of funding and ongoing negotiations with Network Rail.

 

Given that the commencement of works in respect of the replacement footbridge and access way was programmed for April 2010, Scrutiny Committee had

 

RECOMMENDED – T H A T the budget position in relation of the above scheme be noted and that Cabinet be requested to expedite progress as soon as possible.

 

Cabinet, having considered the recommendation,

 

RESOLVED - T H A T the Recommendation be noted.

 

 

C711              INITIAL REVENUE BUDGET PROPOSALS 2010/11 (REF) -

 

Scrutiny Committee (Corporate Resources), on 1^st December, 2009 had been informed of the amended original budget for 2009/10 and the initial revenue budget proposals for 2010/11 which had been submitted to the various Scrutiny Committees for consultation.  Details as to the final Revenue Support Grant (RSG) settlement from WAG were awaited, although the Council had been provisionally informed that, for 2010/11, it would receive RSG of £119.159m. and Non-Domestic Rates (NDR) of £33.002m. Those sums constituted the Council’s Aggregate External Finance which was equivalent to 2.4% over that received in 2009/10.

 

Appendix 1 to the report set out the necessary transfers to the original estimate for 2009/10 which were required to be made and the table shown below compared to the amended original budget with the projected outturn for 2009/10:

 

	2009/10	2009/10	Variance
	Amended Original	Projected	(+)Favourable
Directorate/Service	Budget	Outturn	(-) Adverse
	£’000	£’000	£’000
Learning and Development
Education and Schools	88,190	88,109	(+) 81
Libraries	2,619	2,619	0
Lifelong Learning	1,995	2,076	(-) 81
Catering	1,102	1,102	0
Social Services
Children and Young People	13,340	13,340	0
Adult Services	31,191	31,191	0
Service Strategy	341	341	0
Total Social Services	44,872	44,872	0
Environmental and Economic Regeneration
Planning and Transportation	3,166	2,983	(+) 183
Economic Development and Leisure	6,046	6,289	(-) 243
Visible Services	19,542	19,482	(+)  60
Building Services	0		0
Legal, Public Protection and Housing Services
Legal, Democratic and Registrars etc	191	191	0
Public Protection	2,730	2,730	0
Private Sector Housing/Community Safety	3,436	3,436	0
Finance ICT and Property
Finance ICT and Property	0	0	0
Human Resources and Equalities	0	0	0
General Policy	21,502	21,502	0
Chief Executive	0	0	0
Youth Offending Service	629	629	0
Total	196,020	196,020	0
Met from General Reserve	(1,000)	(1,000)	0
Grand Total	195,020	195,020	0

 

Further details in respect of the above were contained within the report, particular reference being made to the following:

 

Education and Schools - Overall, the Education Budget was projected to outturn with a surplus of £81k. which would be used to offset the projected overspend on Lifelong Learning. 

Lifelong Learning - The adverse variance of £81k. was due to delays in meeting efficiency savings and changes to the payment timescales of new Training Contracts.

Children and Young People Services - The Service was project to outturn on target as the projected underspend of £100k. on staffing budgets and £200k. on Fostering Allowances would be used to offset an over commitment on Children’s Placements of £85k., due in the main to a Remand Placement, adoption allowances of £60k. and the delay in the current year’s budget savings.

Planning and Transportation - the Service was projected to show a favourable variance of £183k. due primarily to savings on employee costs.

Economic Development and Leisure - The Service was anticipated to outturn with an adverse variance of £243k. primarily due to the need to identify funding of £125k. for the Leisure Centres to cater for the fall in income as a result of continuing competition.  The adverse variance would be found from the savings of £183k. in Planning and Transportation and £60k. from Visible Services.  It was noted that there was an estimated Council Tax surplus for 2009/10 of £700k. which would be transferred to the Council Fund and that General Reserves at 1^st April 2009 amounted to £4.8m. 

 

A summary of the overall base budget for 2010/11 was appended to the report.  The base budget had been arrived at by adjusting the 2009/10 budget for items such as inflation, unavoidable growth and it reflected a greater proportion of recharges falling on the General Fund of £347k.  A number of budget transfers had also been made to reflect transfers of functions and responsibilities between services;  those transfers were detailed within the report.  The figure indicated in the Appendix for inflation (£3.139m.) related to general price increases, the teachers’ pay award (2.3%) and non-teaching staff in schools (1%).  No allowance had been included for pay awards for other staff.  It was noted that the 1% increase in pay (excluding schools) amounted to approximately £700k.  Committed Growth totalled £3.903m. and details relating thereto were contained within the report.  Attention was drawn to the list of 2010/11 cost pressures as identified by Services which was also appended to the report.  Those cost pressures totalled £9.443m. and excluded the cost of redundancies, the costs of which if required could be significant.  Cost Centre analyses, providing Members with more background information on Services’ budgets, were also appended to the report.  The Head of Service drew attention to the references from the other Scrutiny Committees which had been tabled as matters which the Chairman had decided were urgent, remarking that whist comments had been made at those meetings relating to cost pressures, those Committees had each noted the initial budget proposals and asked Directors to take the necessary steps to ensure a balanced budget for 2009/10 and to identify measures to achieve their saving targets in 2010/11. The views of the Scrutiny Committees in respect of the initial revenue budget proposals were considered in tandem with the report before Members. Each Directorate was under pressure and at a different stage in meeting the required efficiency savings. Until the final settlement was known and further details were available as to the savings/spend per Directorate, Members agreed to note the position for the time being.

 

As a next step, the Budget Working Group would hold a series of meetings, the recommendations of the Group being submitted in order that Cabinet could make its final budget proposal no later than 24^th February 2010.  Cabinet’s final budget proposals would then be considered by Council at a meeting to be held by 3^rd March 2010.

 

Scrutiny Committee had,

 

RECOMMENDED -

 

(1)       T H A T the amended original budget for 2009/10 as set out in the table above and in paragraph 8 of the report be noted.

 

(2)       T H A T it be noted that the Education Service transfer £464k. saving from business rates into the School Investment Strategy Reserve in 2009/10.

 

(3)       T H A T, as indicated above the deliberations of the Scrutiny Committees be noted and forwarded to Cabinet for further consideration.

 

(4)       T H A T it be noted that Directors would take the necessary steps to ensure a balanced budget for 2009/10 and reports identifying measures to achieve their savings targets for 2010/11 be referred to this Committee.

 

Having considered the recommendations, Cabinet had

 

RESOLVED - T H A T the Recommendations be referred to the Budget Working Group for consideration.

 

 

C712              INITIAL CAPITAL PROGRAMME PROPOSALS 2010/11 (REF) -

 

Scrutiny Committee (Corporate Resources) had, on 1^st December, 2009 received a report which apprised of the revised Capital Programme for 2009/10 and the initial Capital Programme Proposals for 2010/11.  As regards the 2010/11 Capital Programme, the Head of Service indicated that WAG had announced the provisional General Capital Funding in October 2009.  That provision allocation had increased marginally (by £7k.) to £8,209,000 and the final settlement was expected to be announced in January 2010.  The following table detailed the general Capital Funding and internal resources required to fund the proposed schemes:

 

 

The table below detailed the Capital Housing Funding and internal resources required to fund the proposed schemes:

 

 

The following indicative asset renewal budgets had been included in the proposed 2010/11 Capital Programme:

 

Education                                       £800,000

Social Services                                 £150,000

Visible Services                                £800,000

Leisure Services                               £150,000

Miscellaneous Buildings                      £100,000

 

It was noted that those constituted an un-earmarked general provision. 

 

As indicated above, Appendix B to the report contained the proposed Capital Programme for 2010/11 - 2014/15.  It was noted that, due to the anticipated reduction in future capital funding from 2010/11 onwards, and to review historic priorities, it had been decided that all those budgets previously included in the indicative future Capital Programme should be withdrawn other than those schemes which were contractually committed by the end of March 2010.  Officers had been requested to rebid for those sums still regarded as high priority as party of the 2010/11 bidding round the Budget Working Group had prioritised bids based upon the recommendations of the Corporate Asset Management Group utilising the following criteria:

 

Priority Level	Criteria
1	Health and Safety Legislation
2	Other Legislation / Statutory requirement
3	Sufficiency; Corporate Plan; Economic Sense
4	Condition; Suitability
5	Welsh Assembly Government objectives
6	Low Priority

 

Those capital bids which had been unsuccessful in that process, were listed in Appendix C to the report and Committee was requested to consider whether any such scheme should be considered for re-prioritisation.  Given that health and safety legislation had been accorded Priority 1 in the criteria for determination, Members drew attention to the following schemes as contained within Appendix C which had each been assessed as a Priority 4:

 

·                    Cross Common Road Bridge

·                    Barry Docks Link Road

·                    Cliff Hill Penarth

·                    Coast Protection Works, The Kymin.

 

Discussion also ensued in relation to the need to continue the Alleygates programme, allocated as a Priority 6 scheme in the unsuccessful capital bids and to the need to undertake DDA adaptations to the Council Chamber within the Civic Offices (assessed as a Priority 4 within the unsuccessful capital bids).  The Committee was unable to identify any of the schemes within the proposed Capital Programme which would be removed from that list.

 

The Head of Service also drew attention to the references from the other Scrutiny committees which had been tabled as matters which the Chairman had decided were urgent.

 

Scrutiny Committee had

 

RECOMMENDED -

 

(1)       T H A T, in the interests of safety and public protection, Cabinet be asked to request the Budget Working Group to consider advancing the priority accorded to the following schemes:

 

·                    Cross Common Road Bridge

·                    Barry Docks Link Road

·                    Cliff Hill Penarth

·                    Coast Protection Works, The Kymin.

 

(2)       T H A T, as indicated above and in further detail at Minute No. 659 below, the deliberations of the Scrutiny Committee be noted and forwarded to Cabinet for further consideration.

 

Cabinet, having considered the recommendations,

 

RESOLVED - T H A T the Recommendations be referred to the Budget Working Group for consideration.

 

 

C713              INITIAL HOUSING REVENUE ACCOUNT BUDGET PROPOSALS 2010/11 AND REVISED BUDGET 2009/10 (REF) -

 

Scrutiny Committee (Corporate Resources) were, on 1^st December, 2009, advised that the Scrutiny Committee (Housing and Public Protection) had, on 26^th November, 2009 considered the above, had noted both the revised budget estimate for 2009/10 and the initial budget proposals for 2010/11, referring the same to this Committee to allow further consideration of the matter prior to Cabinet making final proposals on the budget.  The Scrutiny Committee (Housing and Public Protection) had also requested a further report in respect of the suggested increase for rent and other services once that information became available from WAG. 

 

Having considered the above, it was

 

RECOMMENDED - T H A T the position be noted and the reference from the Scrutiny Committee (Housing and Public Protection) referred to Cabinet.

 

Cabinet, having considered the recommendation

 

RESOLVED - T H A T the Recommendation be referred to the Budget Working Group for consideration.

 

 

C714              CURRENT ISSUES IN MANAGING THE BUDGET FOR ADULT SOCIAL CARE (REF) -

 

As requested at the previous meeting, the Head of Service was in attendance at the meeting of the Scrutiny Committee (Corporate Resources) held on 1^st December, 2009 to provide information about the current position in respect of the budget for Adult Social Care, especially regarding efficiency savings and pressures.  She opened by drawing attention to the fact that 2009/10 was the third year of an agreed three year process for reducing the level of spend by Social Services in support of a radical Change Plan for the Directorate.  Significant progress had been made with that programme and there was a net surplus of £151k. in the last financial year.  Social Services had no reserves and qualitative issues needed to be addressed sensitively.  In order to acquaint Members with the particular issues relating to supporting Learning Disability service users, she had invited a Senior Practitioner to show a video to Members illustrating the nature of the work which was required to be undertaken and which was costly to provide.  That video would be shown after close of the meeting given the sensitive nature of its content.  She reminded Members that Adult Social Care was heavily subject to statute and that there were regulatory standards enforced by an external inspectorate.  Planning for efficiencies across the Directorate had necessarily to take account of current and projected demand, setting out evidence about need as well as required outcomes.  Adult Social Care faced a period where the scale of need and demand for services would rise inexorably.  The trend was being fuelled by changing demographics, both within the wider community and also by longer life expectancy within groups with particular high support needs.  The number of people resident within the Vale of Glamorgan aged 65 or over was set to increase by 72.1% between 2006 and 2031.  People with a learning disability, too, were generally living longer and it was recognised that as those young people grew into adulthood, the complexity of their condition emerged more obviously and the requirement for highly specialised support became increasingly apparent. There had been an increase also in the number of people with Acquired Brain Injury (ABI) incurred for example through road traffic accidents and as a consequence of active service in armed conflict overseas, who were referred for assessment and support.   Caring for such complex and changing needs meant that the budget for Learning Disability tended to be exceptionally volatile in all local authorities. 

 

Notwithstanding the above, significant improvements had been made in Adult Services.  Paragraph 14 of the report detailed those improvements, which included

 

·                    reducing the number of people delayed in hospital for social care reasons

·                    seen an improvement on Adult Services’ performance indicators as a whole

·                    developed a Deprivation of Liberties service in order to delivery statutory responsibilities under new legislation on behalf of Health and Social Care Agencies across Cardiff and the Vale

·                    reduced sickness related absence across Adult Services

·                    used grant funding to increase the number of Occupational Therapists in the service

·                    used grant funding to recruit additional social workers

·                    introduced budget delegation to Team Manager level, improving accountability and producing a more prudent approach to commissioning individual packages of care.  It was noted that further progress now depended upon the pace of service reconfiguration which was dependant upon a number of factors, not all of which were in the immediate control of the Directorate.  Some of those plans depended upon the speed with which the new NHS reorganisations could respond to the agenda for delivering integrated health and social care services. 

 

Further discussion ensued on the above following which it was

 

RECOMMENDED -

 

(1)       T H A T the report be noted.

 

(2)       T H A T Cabinet be made aware of the Committee’s disappointment and concern that the delays in funding following reorganisation of the Local Health Board are adding pressures to service delivery and budget control.

 

Having considered the report, Cabinet had

 

RESOLVED - T H A T the Recommendations be noted and that it be also noted that the Director of Social Services was actively pursuing funding issues with the Local Health Board.

 

 

C715              ALLOCATION OF FUNDING UNDER THE VOLUNTARY ACTION SCHEME 2010/11 (REF) -

 

A meeting of the Voluntary Sector Joint Liaison Committee had, on 4^th December, 2009

 

AGREED -

 

(1)       T H A T Cabinet be requested to approve grants under the Voluntary Action Scheme 2010/11, in the sum of £126,000 2010/11, £71,000 2011/12 and £71,000 2012/13, as detailed below:

 

Click here to view grants approved

 

(2)       T H A T in future, when considering such applications, all Members of the Voluntary Sector Joint Liaison Committee be provided with copies of the application forms and an evaluation of each, including the views of relevant Partnership Co-ordinators, Heads of Service and Directors.

 

Cabinet, having considered the request,

 

RESOLVED - T H A T the Recommendations be adopted.

 

 

C716              PENARTH TOWN CENTRE TASK AND FINISH GROUP REVIEW (REF) -

 

Scrutiny Committee (Economy and Environment) on 10^th November, 2009 received the report of the Penarth Town Centre Task and Finish Group for consideration.  The Scrutiny Committee (Economy and Environment) had established the Group in order to consider regeneration proposals for Penarth Town Centre and its outlying areas.  In undertaking the review, Scrutiny Members had been encouraged to lead the process and conduct interviews, gather evidence with key stakeholders, attend site visits in the Vale of Glamorgan and other local authorities.  The approach had sought to reflect the concerns and needs of the community by consulting with a variety of agencies and service users which was by the Scrutiny Group itself.  The Chairman, Councillor M.R. Wilson, of the Penarth Town Centre Task and Finish Group, presented the findings of the review to Committee with specific reference to key themes in the report as follows:

 

·                    marketing the Town Centre

·                    parking and accessibility

·                    improving the Town Centre environment

·                    improving the Town Centre for visitors.

 

Councillor Wilson thanked all the Members of the Group involved in undertaking the review, for the time taken in gathering evidence, particularly in respect of their work and Councillor commitments.  He advised that a number of site visits had been held in and around the town, together with various meetings with key stakeholders and the public to gain further information and ideas to progress the review.  He particularly emphasised the establishment of a forum for the town in order that the recommendations within the review could be further pursued and that ownership of the town could be re - established.  He anticipated the forum would consider all the issues raised and ensure that progress on the findings was achieved. 

 

Members of the Group conveyed their views of the process in that it had been an enjoyable and interesting exercise, it had been apparent as a result of site visits that there were areas that required maintenance attention and Members considered that similar exercises should be encouraged to be undertaken throughout the Vale in other areas.  Their knowledge base had been improved and although being fully aware of the financial issues affecting the Authority, they considered that the recommendations in the report could and should be pursued and the report taken forward and progressively completed. 

 

Members were aware that particular areas, for example road management schemes, were currently being put into place and considered that the report should be developed alongside these issues.  Councillor Fraser, Mayor of Penarth Town Council, stated that he was more than pleased with the report but that he had a few issues that he requested be considered and they were duly accepted by the Group as follows:

 

·                    Page 6 recommendation 9 and page 29 recommendation 10 be amended to read “That in addition to their ongoing reporting….”

·                    Page 26 para 4 be amended to read “Penarth Town trail leaflets have been produced by the Vale Council and the Penarth Society……… “

 

The Cabinet Member for Tourism and Leisure stated he had no adverse comments on the report but commented on the lack of finance currently available to undertake a number of initiatives within Penarth. He referred to the establishment of the forum stating that there had been some difficulties recently with a local organisation. Councillor Wilson responded by advising that a strategy had not been agreed for the forum but that the establishment of a forum was a suggested recommendation as a way forward for the Town.   Councillor Ernest however completely concurred with the signage issues identified and stated that they needed to be addressed within the town. 

 

During discussion of the report the suggestion of a bus service around all town centres for certain events taking place i.e. festivals, etc. was discussed as Members had been pleased with the service provision provided for the Vale of Glamorgan Show and considered that this should be further trialled at other town centres when various festivals were being arranged. 

 

Mr. R. Grant (Senior Economic Development officer within the Vale) introduced Mr. Peter Lewis the new full time town centres manager to the meeting and Emma Smith Principal Officer for the department and they commented that the report was a compact document which would be used as a good working tool within the team. Ms. Smith stated that they would certainly consider looking at the proposals for the forum although she stressed that outcomes were important, not just aspirations.  Councillor Fraser concurred that he was 99% happy with the report albeit that he requested that the report should be referred to the Penarth Town Council for comment. 

 

Members of the Committee considered that a considerable amount of consultation had taken place during the review which had included meetings with key stakeholders and the Mayor of Penarth Town Council and members of Penarth Town were also members of the Group and that they now wished to forward the document to the Cabinet. 

 

The Chairman of the Scrutiny Committee took the opportunity on behalf of the Committee to thank Councillor Wilson, all the members of the Task and Finish Group, officers who had been involved with the review and the key stakeholders who had contributed, for all their input. He also thanked the members of the public for attending the meeting.

 

Having considered the report it was

 

RECOMMENDED -

 

(1)       T H A T the amendments suggested by the Mayor of Penarth Town Council detailed below be accepted

 

·                    Page 6 recommendation 9 and page 29 recommendation 10 be amended to read “That in addition to their ongoing reporting….”

·                    Page 26 para 4 be amended to read “Penarth Town trail leaflets have been produced by the Vale Council and the Penarth Society……… “

 

(2)       T H A T the report be amended as detailed in Recommendation (1) above and together with the 19 recommendations be referred to Cabinet for consideration / approval.

 

(3)       T H A T the amended report (as Recommendation (1)) above and recommendations be forwarded to Penarth Town Council for information.

 

(4)       T H A T the Scrutiny Committee receive an update on the development of the recommendations, subject to approval by Cabinet, within six months.

 

Cabinet, having considered the recommendations,

 

RESOLVED - T H A T the Director of Environmental and Economic Regeneration bring a report before Cabinet assessing each of the recommendations of the Penarth Town Centre Task and Finish Group.

 

 

C717              PROPOSED RECONFIGURATION OF CHILDREN AND YOUNG PEOPLE SERVICES (REF) -

 

A report before Scrutiny Committee (Social Care and Health) on 23^rd November, 2009 outlined the continuous improvement agenda required that existing services change in response to changes in circumstances and need so that they provide equity, value for money, quality and efficiency.  The focus was for Children and Young People Services to reduce the number of children and young people entering the Looked After and Child Protection systems inappropriately.  The national picture was that the Looked After Children population was growing significantly, in part due to the impact of Baby Peter and the revised Public Law Outline.  Although to date this had not been the experience in the Vale of Glamorgan, it was noted that future demand and pressures were difficult to predict in this area of social care. 

 

The Head of Service advised that the reconfiguration of Children and Young People Services had been an acknowledged priority and had been based on the following principles:

 

·                    to ensure the services were fit for purpose

·                    to improve the experiences for service users by reducing the number of transfer points

·                    to address the economies of scale and viability experienced in certain areas

·                    to review the current roles of the Assistant Team Manager and Senior Practitioner

·                    to increase frontline Social Workers

·                    to achieve significant resources savings

·                    to support the development of a broader service for young people who are aged 16 and over

·                    to maintain performance improvements

·                    to address current workload inequities - the proposal was based on achieving manageable caseloads across the division and

·                    to ensure equity of managerial and supervisory oversight for all staff.

 

The current staff structure for the Division was attached at Appendix 1 to the report.  Appendix 2 to the report was the proposed staffing structure which related to the broad service priorities which were considered core business for Children’s Services:

 

·                    referral taking

·                    Initial and Core Assessments

·                    longer term case management planning and reviewing

·                    post 16 years support including Leaving Care

·                    services for disabled children and young people including short breaks and transition support

·                    fostering and adoption services (i.e. placements and permanency)

·                    commissioned services, including those delivered in partnership, aimed at family support and prevention.

 

The proposed staffing structure at Appendix 2 had been based on dis-establishing the following posts, 1 operational manager, 3 team managers (1 post was currently vacant), 1.5 specialist workers and 6 social care workers (currently vacant posts).  The savings for dis-establishing these posts will be in the region of £330k.  It was proposed that an additional practitioner manager be created to oversee and manage the placements activity and budget.  Potentially, the proposals would have particular implications for the current team managers where the numbers of posts was being reduced by three.  It was noted that one post was currently vacant, but potentially two existing team managers would be displaced through the process.  Members were reassured to learn from the Head of Service that those affected were unlikely to lose their jobs as one member of staff had expressed a wish to retire and another may be looking for a practitioner manager post. 

 

Although there was to be no loss of posts the other staff group most affected were the existing assistant team managers and senor social work practitioners.  The proposal assumed that these posts would be redesignated as practitioner managers with all post holders assuming managerial and supervisory responsibilities balanced with small caseloads.  The revised job descriptions had also been jointly agreed with Adult Services and were currently being assessed through the job evaluation process.

 

Members were informed statutory consultation processes would commence once the proposal had been agreed and Human Resources officers had been fully involved in the process to date.  Members were pleased to note that consultation with representatives of the Trade Unions had already taken place.  The Head of Service further advised that the Flying Start section had been excluded from the restructuring as this was a grant funded service with ring fenced monies.  He further advised that although he could not guarantee that all staff would remain in their existing positions, he could guarantee that there would be a job within Social Services for them. 

 

The Director confirmed that the restructuring had to take place but that he was looking to maintain practitioner posts at the front line and the proposals were consistent across the whole Directorate.  Members raised concern in relation to a number of descriptions for service areas, for example placements and permanency.  The proposal was for the existing fostering and adoption teams to be merged and renamed to more accurately reflect the service they provided.  However, some Members considered that placements and permanency would not be easy for the general public to understand but the Director advised that they were national descriptions and as such it was important that the Council reflected the national requirements.  In considering the report a motion was put forward that the “Cabinet give serious consideration to making a statement to staff guaranteeing no compulsory redundancies. “ The motion was not carried but was amended to include wherever possible which was voted upon and as such the Scrutiny Committee

 

Scrutiny Committee had,

 

RECOMMENDED -

 

(1)       T H A T Cabinet give serious consideration to making a statement to staff guaranteeing no compulsory redundancies wherever possible.

 

(2)       T H A T the proposals for reconfiguring Children and Young People Services be noted.

 

(3)       T H A T an update from the Head of Children and Young People Services regarding the impact of the changes be presented to the Scrutiny Committee by no later than July 2010.

 

Cabinet, having considered the recommendations,

 

RESOLVED -

 

(1)       T H A T Recommendation (1) be not accepted.

 

(2)       T H A T Recommendation (2) be accepted.

 

 

C718              ADULT CARE PLANNING - RESTRUCTURING PROPOSALS (REF) -

 

A report before Scrutiny Committee (Social Care and Health) on 16^th December, 2009 informed the Scrutiny Committee of the proposed changes which were designed to ensure service improvement and efficiency savings.  The Head of Service advised that, as with the Children and Young People Service’s restructuring proposals, the Trade Unions had been informed and ongoing discussions were taking place.  The proposed structure that was set out at Appendix 1 to the report intended to modernise assessment / care management services in light of the developing strategic vision for social care.  Maintaining staffing capacity at the front line in order to meet the increasing demand for assessment and support was a key principle which underpinned the proposals.  The reconfiguration was also intended to increase the level of generic skills in the social work teams and to achieve equity of workload.  The proposed restructure would reduce the management team but provide for an increase in social work capacity, through funding of Continuing Health Care social workers by the NHS and the development of a review team within Provider Services.  It would also involve merging the Older People’s Team and the Physical Disability Team, in order to achieve a more consistent approach for all adults aged 18+ suffering from chronic illness, physical impairments and frailty.  There would be a single Adult Community Care Team comprising three “virtual” teams covering specific localities (Barry, Eastern Vale and the Western Vale) with a Practitioner Manager in each of the three localities who would be responsible for supervising staff and providing cover arrangements for the Hospital Team in the absence of the Team Manager. 

 

The Head of Service stated that moving to a locality way of working would allow Adult Services to align more closely with community and primary health care which was also planning to base their services on the same localities.  The report also proposed that all non-complex domiciliary reviews would be managed by the new in-house Intermediate Care Service which would be the responsibility of the Operational Manager for Provider Services.  The Cardiff and Vale University Local Health Board currently funded 2.5 social worker posts in Llandough Hospital, which were hosted by the Vale of Glamorgan, and a similar arrangement was in place in University Hospital Wales, which was hosted by Cardiff County Council.  Proposals for developing a joint Integrated Hospital Discharge Team were being progressed with the LHB and Cardiff County Council in conjunction with the new Continuing Health Care and Nursing Home Integrated Team.  Three full time social workers funded by the NHS had recently been recruited to join the latter and the development was anticipated to release pressure on community care management teams. 

 

Proposals for restructuring also included the alignment of Sensory Impairment Services within the Occupational Therapy team and the Transitional Social Worker for Physical Disability within a Transitions Service to be based within the Learning Disability Team.  The proposals would reduce the need for separate team managers for Physical and Sensory Impairment and Older People’s Teams.  The report also advised all current team managers would be eligible to apply for the restructured posts.  For Members’ information, the report had already been discussed with the Social Services Human Resources Strategy Board on 11^th August 2009.  In considering the report a motion was put forward that the Cabinet “give serious consideration to making a statement to staff guaranteeing no compulsory redundancies”.  The motion was not carried but was amended to include wherever possible which was voted upon and as such the Scrutiny Committee

 

Scrutiny Committee had

 

RECOMMENDED -

 

(1)       T H A T the Cabinet give serious consideration to making a statement to staff guaranteeing no compulsory redundancies wherever possible.

 

(2)       T H A T the proposals for restructuring Adult Care Planning be noted.

 

(3)       T H A T the Scrutiny Committee receives an update from the Head of Adult Services regarding the impact of the changes by the Summer of 2010.

 

Cabinet, having considered the recommendations,

 

RESOLVED -

 

(1)       T H A T Recommendation (1) be not accepted.

 

(2)       T H A T Recommendation (2) be accepted.

 

 

C719              PROPOSALS FOR CREATING AN INTERMEDIATE CARE SERVICE (REF) -

 

A report before the Scrutiny Committee (Social Care and Health) on 23^rd November, 2009 informed on proposals to restructure the Provider Services Home Care Teams.  The development of an intermediate level of service, incorporating enablement and rehabilitation services had been promoted in the National Service Framework for Older People.  The Head of Service advised that as the criteria for services had changed so too had the demand for traditional, low level home care provision.  Improvements in technology and the development of voluntary services had meant that lower levels of support were available elsewhere.  The market for providers of domiciliary care was relatively competitive, with a large number of providers able to provide domiciliary care.  As a result there was more choice for service users and commissioners as well as increased cost effectiveness. 

 

The report also highlighted that the level of demand for additional home care services provided by the Council had declined and more care support packages were being provided by the independent sector.  The in-house Home Care service provision currently provided for less than 15% of the support packages commissioned. 

 

Intermediate care support was provided to people on a short term basis initially (up to 6 weeks) and during this period proper assessment of a person’s potential for independence could be assessed by therapists and home carers.  The use of assistive technology and equipment aids, together with a rehabilitation programme if required, allowed many people to achieve increased independence.  There was evidence from other authorities where this had already been fully introduced that the provision was more effective and efficient than traditional in-house home care services and was valued by service users.  As a result the teams would be co-located to support the new development. 

 

The Occupational Therapists based within Provider Services and those working in other areas of the Council had professional support from the Manager of the Community Care Occupational Therapy Team.  The benefits of a regular review of care packages had already been demonstrated within home care services with savings achieved on reviewed support packages.  The further development of a dedicated review service would ensure that progress on reviews was sustained.  The proposed structure as set out at Appendix 2 to the report intended to modernise the services in light of the strategic vision and service developments.  The Head of Service advised a total of 11 staff would be affected by the restructure and the Avoiding Redundancy Procedure would be offered.  The report highlighted that the proposed service reconfiguration was intended to increase the level of skills in the home care workforce and the reduction of the workforce in the Provider Home care Service would be achieved in part through “natural wastage”.  The establishment of a review team responsible for reviewing all care packages for cases that were no longer active and open for social work support would

 

·                    build on and sustain the improvements achieved in the regular review of support services

·                    increase capacity within case management teams and facilitate proposed efficiencies in that service.

 

The creation of an Intermediate Care Service would ensure that individual capacity for independence was maximised and would reduce the number of unnecessary admissions to hospital or residential care.  It would also promote the use of assisted and supported technology to support independence of people how needed additional support.  The service would work together with the Review Team to ensure that any ongoing care packages would be tailored to need and demonstrate efficient use of resources.  The Head of Service further pointed out that Provider Services currently worked well with health colleagues and would build on the good working relationship to ensure that referral to the Council’s services were straightforward and in line with existing care pathways.  The Intermediate Care Service and the Review Team would operate from a joint base at Hen Goleg which would save costs.  Members raised concerns in relation to the joint base at Hen Goleg and the possible increased mileage costs in staff having to attend the base.  The Head of Service advised that the intention was that care workers would work in their patches and only on occasions required to visit the joint base at Hen Goleg for meetings, training etc. 

 

In considering the report a motion was put forward that the Cabinet “give serious consideration to making a statement to staff guaranteeing no compulsory redundancies”.  The motion was not carried but was amended to include wherever possible which was voted upon and as such the Scrutiny Committee

 

Scrutiny Committee had

 

RECOMMENDED -

 

(1)       T H A T Cabinet give serious concern to making a statement to staff guaranteeing no compulsory redundancies wherever possible.

 

(2)       T H A T the proposals for reconfiguring Provider Services Home Care Teams to create an Intermediate Care Service be noted.

 

(3)       T H A T a further update from the Head of Adult Services regarding the impact of the changes be presented to the Scrutiny Committee by July 2010.

 

Having considered the recommendations, Cabinet

 

RESOLVED -

 

(1)       T H A T Recommendation (1) be not accepted.

 

(2)       T H A T Recommendation (2) be accepted.

 

 

C720              IMPROVEMENT AGREEMENT 2008-11 - ANNUAL REPORT (CX) (SCRUTINY - CORPORATE RESOURCES) -

 

Cabinet were updated on the achievement of targets and actions in the Improvement Agreement with the Welsh Assembly Government. 

 

The annual report on achievement was attached to the report.  Although there was some under performance, WAG had agreed that the majority of the agreement had been delivered.  Payment of £1,261,000 had been agreed for the current financial year. 

 

The Improvement Agreement was audited by the Wales Audit Office and the report provided evidence to WAG of the achievement of the targets set out in the plan.  A copy of the audit report was attached at Appendix 2 to the report.

 

2009/10 was the final year of the Improvement Agreement.  The actions and targets that were to be achieved during the current financial year were set out in Appendix 3 to the report.  Officers had been reminded of the need to achieve these actions and targets, and of the serious financial consequences for the Council of not achieving them.

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)       T H A T the annual report of the Improvement Agreement be endorsed.

 

(2)       T H A T payment of the incentive grant by the Welsh Assembly Government be welcomed.

 

(3)       T H A T the report of the Wales Audit Office on achievement of the measures in the Improvement Agreement be noted.

 

(4)       T H A T the targets and actions that must be achieved during the current financial year be noted.

 

(5)       T H A T a progress report be provided early in the New Year on likely achievement of the actions and targets required for payment of the incentive grant in 2010.

 

Reasons for decisions

 

(1-3)    In order to apprise Members of progress on achievement of targets, actions and payment of the incentive grants.

(4&5)  In order to achieve payment of the full incentive grant in 2010.

 

 

C721              ONEVALE BUSINESS CASE UPDATE (CX) (SCRUTINY - CORPORATE RESOURCES) -

 

Cabinet were informed of progress with the OneVale Business Case. 

 

The Business Case was monitored on a regular basis.  The financial summary attached at Appendix A to the report outlined actual costs for 2005/06 to 2008/09 against the revised Business Case.  Overall, there was a favourable variance of £1.535m due to a mixture of savings and expenditure being delayed. 

 

The programme started on 1^st January, 2006 and listed below is an update of progress since the last Cabinet report of 22^nd April, 2009:

 

·                    Oracle Payroll now implemented for monthly, school cleaners and four weekly staff whilst teachers and adult education will go live from April 2010.  The number of payrolls has reduced to 5 (previously 9).  Office based staff on the monthly payroll were now able to access on-line payslips although paper copies would continue to December 2009.  Managers and staff on the monthly payroll were now submitting and approving expenses electronically via Oracle i-Expenses. 

·                    Oracle i-Procurement system continued to be rolled out across the Council.

·                    One stop shop pilot in Cowbridge Library ongoing (to be completed by the end of December) - to be rolled out across other Council libraries during 2010. 

·                    Cardiff Airport Crisis Management Service by C1V - awaiting sign-off of contract.

·                    Concessionary bus passes now issued by C1V.

·                    CCTV now transferring to C1V from January 2010 which would include the upgrading of existing equipment to a digital environment.

·                    A reciprocal business recovery facility had been established with Powys Council for the Telecare Service from September 2009.

·                    Performance data from the Council's Customer Relationship Management System would be available from January 2010. 

·                    A Customer Relations Strategy had been developed. 

·                    Reconfiguration of the automated payment service via the Council's website which had led to a 41% increase in customers now using this facility (mainly Council Tax).  The development of the current website into a full transactional site would enhance customer access and reduce costs.  This was programmed to commence in 2010. 

·                    The Council's electronic filing system (TRIM) had now been implemented in the Chief Executive's, Youth Offending Service, Planning, ICT, Emergency Planning and Licensing.  Implementation had commenced in EER and Legal, Public Protection and Housing.  The TRIM project team would commence implementation within Social Services, HR, Learning and Development and Finance and Property in 2010. 

·                    A Council-wide approach had been adopted to implement mobile working across all Council services.  Implementation Support Teams had been established for each service area.

 

This was a matter for Executive decision.

 

RESOLVED - T H A T the progress with the OneVale Business Case be noted.

 

Reason for decision

 

To note progress with the OneVale Business Case.

 

 

C722              CABINET FORWARD WORK PROGRAMME JANUARY TO APRIL 2010 (CX) (SCRUTINY - CORPORATE RESOURCES) -

 

Cabinet were informed of the Forward Work Programme for the period January to April 2010. 

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)       T H A T the Forward Work Programme for the period January to April 2010, together with the publication of details of availability of the Programme be noted.

 

(2)       T H A T the reasons supplied by officers for the non-submission of the items from the previous Forward Work Programme September to December 2009 be noted.

 

Reasons for decisions

 

(1&2)  To comply with the requirements of the Local Government Act 2000, subordinate legislation and the Council's Constitution.

 

 

C723              REVIEW OF SUPPORTED LOCAL BUS SERVICE 86, 87, 88 AND 89 (DEER) (SCRUTINY - ECONOMY AND ENVIRONMENT) -

 

Cabinet undertook a review of Supported Local Bus Services 88 and 89 with a view to the incorporation of Services 86 and 87 into the same.

 

Currently both services 88 and 89 operated as an integrated service with two vehicles linked at Llandough Hospital but with some duplication of routes in the Penarth area.  The proposals would serve the through operation but there would still be a link facility in Penarth centre.  Service 87 would form part of the package and would see a significant improvement as it would be amalgamated with the revised Service 89 to Cardiff via Penarth and Cardiff Bay.  Both revised Services 88 and 89 would benefit from increased frequencies to run hourly, as opposed to every 90 minute with some route simplification.

 

Service 86 would be revised to include a link from Leckwith, Llandough and Penarth that would otherwise be lost, and would run Mondays to Saturdays instead of the current Thursdays and Saturdays only.  This would form an integral part of the overall package with First Cymru Buses Limited to help retain current links and provide new travel opportunities to Culverhouse Cross from Penarth, Llandough and Leckwith.  The existing contract for Service 86 with Caring Coaches would be terminated in line with the terms of the contract agreement.

 

Appendices B and C to the report detailed the proposed revised service schedules and route maps.

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)       T H A T an enhancement of Services 88/89 to every hour on a more simplified route pattern be approved and also that Services 86 and 87 be incorporated as an extension of the current contract arrangements with First Cymru for Services 87/88/89 for 12 months.

 

(2)       T H A T the existing contract with Caring Coaches for Service 86 be terminated in accordance with the relevant contract provisions.

 

Reasons for decisions

 

(1)       To improve timekeeping and reliability of bus services with a more simple route pattern together with a frequency enhancement.

 

(2)       As a direct consequence of the incorporation of Service 86 into the revised service pattern.

 

 

C724              INDIVIDUAL DISABLED PARKING BAYS - PROPOSED AMENDMENT TO POLICY (DEER) (SCRUTINY - ECONOMY AND ENVIRONMENT) -

 

Cabinet were advised of a proposed amendment to the Council's current policy for the allocation of Individual Disabled Parking Bays to indicate the additional demand that this change is likely to have for such provision together with a suggested mechanism for the introduction of this change.

 

The existing policy and procedure (as amended by Cabinet on 20^th June, 2007) restricted applications to a disabled person who was the owner and driver of the vehicle.  It was proposed that the policy be amended as follows:

 

"The applicant must be a permanent resident at the address, the owner / driver / passenger of a vehicle registered at that address, the holder of a Disabled Persons Parking Badge (Blue Badge) and

 

be in receipt of the higher rate mobility component of the Disability Living Allowance, have a permanent and substantial disability which results in severely restricted mobility, wheelchair dependency or lack of the capacity to understand basic road safety."

 

This would effectively extend the policy to include all disabled residents at a particular address, and could result in applications from non-drivers, both adults and children, who met the additional requirements as indicated above. 

 

The likely increase in demand for Individual Disabled Parking Bays from this wider group could not be quantified. 

 

Each application would still be considered in chronological order. 

 

It was proposed that applicants who did not meet the previous criteria during the last 12 months and had their applications rejected, but who would now meet the revised criteria be contacted and be invited to reapply.  Any approved application under the new policy would be added to the current list for installation.

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)       T H A T the amendment to the Council's current policy for the allocation of Individual Disabled Parking Bays be approved and that the likely increase in demand be noted.

 

(2)       T H A T the mechanism for the introduction of this change be approved.

 

Reasons for decisions

 

(1)       To extend the allocation of Individual Disabled Parking Bays to include disabled passengers following a request from the Council's Social Services Directorate.

 

(2)       To ensure that applicants who did not meet the previous criteria during the last 12 months and have had their applications rejected, but who would now meet the revised criteria, have the opportunity to reapply.

 

 

C725              REVENUE MONITORING FOR THE PERIOD 1^ST APRIL, 2009 TO 30^TH NOVEMBER, 2009 (CMT) (SCRUTINY - ALL) -

 

The projected outturn for the 2009/10 Revenue Budget, as shown in comparison with the amended Revenue Budget at Appendix 1 to the report forecast a balanced budget on the Council Revenue Budget and the Housing Revenue Account.

 

Social Services - the current forecast was for a balanced budget but the position was becoming more precarious due to the time lag in implementing proposed savings.  As previously stated this budget was extremely volatile and could be adversely affected by outside influences such as weather conditions, epidemics and the economic climate.

 

Children and Young Peoples Services - it was anticipated that this service would outturn on target.  The favourable variance of £158k. against the profiled budget was mainly due to staff vacancies and savings on the Fostering Budget.  This would be used to off-set additional costs of Children's Placements and any remaining balance used to off-set overspends elsewhere in the Directorate if required.

 

Adult Services - it was projected that this service would achieve a balanced budget.  The adverse variance of £262k. on the profiled budget was mainly due to the time lag in achieving those efficiencies and savings needed to balance the budget which depended on service reconfiguration.  However, work was ongoing to implement the proposed efficiencies and maximise all income streams.  There were indications that the demand for Community Care packages was increasing and the next months would be extremely testing times as it was a period of highest demand due to inclement weather conditions and health related problems. 

 

Service Strategy - this service was anticipated to outturn on target.  The favourable variance of £66k. was due to staff vacancies and savings on general expenditure.

 

Planning and Transportation - this service was anticipated to outturn with a favourable variance of £183k. which was largely made up of savings in employees costs throughout the whole division especially within Building Control where there were several vacant posts.  In addition, income generated from planning applications has exceeded estimates.  A virement of £183k. was to be made to the Economy Development and Leisure Service to assist in balancing its budget. 

 

Economic Development and Leisure - this service was anticipated to outturn with an adverse variance of £243k.  This variance was largely attributable to the loss of income in the Leisure Centres due to increased competition and loss of income in Economy Development due to the downturn in the economy.  A virement was to be made from the Planning and Transportation Service and Visible Services to balance the budget. 

 

Visible Services - this service was anticipated to outturn with a favourable variance of £60k. by not incurring expenditure which was for special recycling projects.  A virement of £60k. was to be made to the Economic Development and Leisure Service to assist in balancing its budget.

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)       T H A T the position with regard to the Authority's 2009/10 amended Revenue Budget be noted.

 

(2)       T H A T a virement of £243k. to the Economic Development and Leisure budget be made with £183k. coming from the Planning and Transportation Service and £60k. from Visible Services.

 

Reasons for decisions

 

(1)       That the Members are aware of the projected revenue outturn for 2009/10.

 

(2)       That the Budget reflects the virement.

 

 

C726              CAPITAL MONITORING REPORT FOR THE PERIOD 1^ST APRIL TO 30^TH NOVEMBER, 2009 (CMT) (SCRUTINY - ALL) -

 

Cabinet were advised of the progress on the 2009/10 Capital Programme for the period 1^st April, 2009 to 30^th November, 2009. 

 

Director of Learning and Development -

 

Nursery Units - this budget had not been required this year as WAG grant funds for Foundation Phase schools had superseded the need for funding.  Hence, it was proposed that £60k. of the available £75k. budget be transferred to a new scheme at St. Cyres Comprehensive where severe problems have been encountered with the heating system and gas mains. 

 

School Investment Strategy - the Council's grant application for funding under WAG's 21^st Century Schools transitional funding programme had been successful.  A sum of £1,032k. additional grant had been awarded for feasibility and design works relating to the Penarth Learning Community Project and Llantwit Major Comprehensive School.  In keeping with the 21^st Century Schools funding programme the scope of the work had been extended and the Capital Programme needed to be amended to incorporate this.  Expenditure on the Penarth Learning Community was projected to be £1,132k. in 2009/10 and £387k. in 2010/11.  Expenditure on Llantwit Major Comprehensive School was projected to be £368k. in 2009/10 and £753k. in 2010/11.  These figures represented an increase of £1,890k. on the sum of £750k. currently included in the 2009/10 Capital Programme for St. Cyres.  The additional sum could be funded from the increased grant of £1,032k. and the Schools Investment Strategy Fund £858k. 

 

Director of Legal, Public Protection and Housing Services -

 

Housing Improvement Programme - the Director of Finance, ICT and Property in consultation with the Cabinet Member responsible for Finance in accordance with the authority delegated to them had exercised these powers and the amended budget was shown at Appendix 1 to the report.  Within the Housing Improvement Programme was the Council's properties Disabled Facilities Grant budget.  As this budget was also used for minor adaptations works it was also requested that Cabinet endorse the new title of this budget as 'Council Housing Adaptations'. 

 

Cadoxton House - the Authority had been offered a WAG grant in the sum of £1,209153 for the refurbishment of Cadoxton House for use as a multi-agency co-located service for domestic abuse and alcohol abuse.  Cabinet, on 2^nd December had approved the inclusion of this sum in the Capital Programme subject to negotiation with WAG regarding the associated conditions of the grant offer.  When negotiations were concluded and as the scheme developed, it would be necessary to transfer part of the funding into 2010/11. 

 

Director of Environmental and Economic Regeneration -

 

Local Road Safety Grant (LRSG) - the sum of £45k. had been allocated from the 2009/10 WAG grant for traffic works at the A48 Pentre Meyrick.  It had also been reported that should a bid for Camera Partnership Grant Funding for the A48 Pentre Meyrick works be successful that a transfer be made to the Thompson Street Footbridge Pedestrian Crossing Scheme.  The grant bid was indeed successful, albeit not for the full amount of the bid, and it was proposed that the sum of £20k. be transferred from the A48 Pentre Meyrick Scheme to the Thompson Street Footbridge Pedestrian Scheme within the 2009/10 LRSG budget.

 

CCTV Culverhouse Cross - as a condition of the planning application for their replacement store at Culverhouse Cross, Tesco had signed a Section 106 Legal Agreement with the Authority.  This involved the payment of £136k. to the authority to install two CCTV cameras, a variable message sign and a rotating plan sign on the A48.  The payment had been received in June 2006 and had to be spent before June 2011.  It was requested that this be included within the 2009/10 Capital Programme.

 

Dyffryn Gardens Phase 1 - since a previous request to slip part of this budget, in September 2009, for a new glass house, it had become necessary to slip a further £99k. which had been planned for ground works and a walled garden supervisor post.  Although it was planned that the supervisor post be appointed early in the new year, it had not been possible to progress ground works for the glass house as its design was still being finalised.  It was intended to go out to tender for the glass house in January 2010 and for it to be on site in April 2010.  As the whole scheme had to be completed in September 2010, works were to be completed by August 2010.  It was requested that a sum of £99k. be slipped into 2010/11. 

 

Barry Regeneration Partnership - a budget of £7k. for the transfer of a Taff Vale Railway Engine No. 28 delivered to the Hood Road Goods Shed site at the Barry Waterfront for exhibition purposes.  This transfer was about to take place but the cost was now expected to be £2k. for the relocation of the engine parts, and it was requested that the remaining budget be used to fund a replacement boiler at Barry Island Railway Station which would cost around £5k. for the boiler itself plus pipework costs. 

 

Vehicle Replacement Programme - the procurement of vehicles had fallen behind schedule due to workload pressures, and vehicles to the value of £240k. were expected to be delivered shortly and that a full spend would still be achieved by year end. 

 

Part of the report was to be referred to Council as it was contrary to and not in accordance with the budget.

 

RESOLVED -

 

(1)       T H A T the following changes to the Capital Programme be approved:

 

·                    Nursery Units - transfer £60k. from this budget to St. Cyres heating system and gas main works.

·                    School Investment Strategy - amend the Capital Programme to:

 

            Penarth Learning Community £1.132k. (2009/10) and £387k. (2010/11).

            Llantwit Major Comprehensive School £368k. (2009/10) and £753k. (2010/11)

            The increase to be funded from WAG grant and the School Investment

            Strategy fund.

 

·                    Housing Improvement Programme - the change in name of the Disabled Facilities Grant budget to 'Council Housing Adaptations' be endorsed.

·                    Local Road Safety Grant - transfer £20k. from the Pentre Meyrick Scheme to the Thompson Street Footbridge Pedestrian Crossing Scheme within the 2009/10 LRSG budget.

·                    Barry Regeneration Partnership - approve the use of this budget for a new boiler at Barry Island Station

·                    CCTV Culverhouse Cross - increase the capital programme by £136k. (funded from S106 monies).

 

(2)       T H A T Council be recommended to adopt the following change to the Capital Programme:

 

·                    Dyffryn Gardens Phase 1 - reduce the budget to £50k. (slip £99k. into 2010/11).

Reasons for decisions

 

(1&2)  To allow schemes to be undertaken in this or future financial years.

 

 

C727              MATTER WHICH THE CHAIRMAN HAD DECIDED WAS URGENT -

 

RESOLVED - T H A T the following matter which the Chairman had decided was urgent for the reason given beneath the minute heading be considered.

 

 

C728              CASE MANAGEMENT ENQUIRY ACTION PLAN (DSS) (SCRUTINY - SOCIAL CARE AND HEALTH) -

 

Urgent by reason of the need to ensure timely provision of information to the Care and Social Services Inspectorate Wales

 

Cabinet were informed of the revised policies, guidance and procedures required to ensure completion of the Action Plan, produced in response to the recommendations of the Case Management Inquiry. 

 

The report of the Case Management Inquiry, published in May 2009, contained the findings of an urgent and focused review of the way in which a young man was placed by Social Services in a host family where he then seriously abused two children. 

 

The recommendations in the report had been used as the basis for the detailed Action Plan.  This set out comprehensively how the Council would deal with the process of inconsistent or poor practice by staff and managers.

 

The Action Plan had been accepted by Cabinet on 20^th May 2009.  It was agreed that each meeting of the Cabinet should receive an update report on the progress made with the programme of work.

 

In September 2009, Cabinet had required the Director of Social Services to provide a further report outlining the documentary evidence that was available to demonstrate that the actions set out in the Plan had been delivered. 

 

It was reported that the Social Services Directorate had made good progress with the considerable and challenging change programme that the Action Plan required.  Progress had been reported to every Cabinet meeting to the end of September 2009, when all of the actions identified within the Plan had been reported as completed. 

 

The Social Services Improvement Agency had undertaken a review of policies and procedures across Local Authorities.  It identified some examples of good practice that had been used to inform the ongoing developmental work in the Directorate.

 

In response to the requirements of the Action Plan, the following policies, guidance and procedures had been revised:

 

·                    staff supervision

·                    guidance on case file structures

·                    policy for recording chronologies on file

·                    guidance in relation to risk management

·                    protocol for managing transitions between Children and Adult Services.

 

The Quality Assurance Framework and Guidance had been updated to reflect the new requirements.

 

Many of the changes would need to be consolidated, and managing systems tested out before the Council could be confident that improved practice was embedded in all those areas where the problems identified by the Inquiry had occurred.  The next task for the Directorate would be to use the forthcoming review by CSSIW and the WAO as an opportunity to demonstrate that this process was well advanced.

 

This was a matter for Executive decision.

 

RESOLVED -

 

(1)          T H A T the work carried out to revise policies, guidance and procedures as part of the ongoing work to support the changes set out in the Action Plan be noted.

 

(2)          T H A T the Action Plan be signed off.

 

(3)          T H A T it be noted that the documentary evidence would be made available to the Care and Social Services Inspectorate Wales (CSSIW) in advance of their follow up review in 2010.

 

(4)          T H A T the report be referred to the next meeting of the Scrutiny Committee (Social Care and Health).

 

Reasons for decisions

 

(1)          To ensure that Cabinet is aware of the further evidence now available to demonstrate that key elements in the Action Plan had been delivered.

 

(2)          To ensure that Cabinet brings to a conclusion the formal role it assumed in monitoring delivery of this Plan.

 

(3)          To ensure that the Authority provides relevant evidence to CSSIW in readiness for its follow up review.

 

(4)          To ensure that the Scrutiny Committee is able to exercise effective oversight of the way in which the Action Plan has been implemented.