CABINET
Minutes of a meeting held on 29th
September, 2010.
Present: Councillor G.C. Kemp
(Chairman); Councillor T.H. Jarvie (Vice-Chairman); Councillors
Mrs. J.E. Charles, P. Church, A.M. Ernest, A.D. Hampton,
H.J.W. James, R.L. Traherne and Mrs. D.M. Turner.
C1060
APOLOGY FOR ABSENCE -
This was received from Councillor G.A.
Cox.
C1061
MINUTES -
RESOLVED - T H A T the minutes of the meeting
held on 15th September, 2010 be approved as a correct
record.
C1062
DECLARATIONS OF INTEREST -
The following Members declared non-prejudicial
interests as indicated below:
|
Councillor Mrs. J.E. Charles
|
Agenda Item No. 7 in that Councillor Mrs.
Charles is a Member of Barry Town Council.
|
|
Councillor P. Church
|
Agenda Item No. 7 in that Councillor Church is
a Member of Penarth Town Council.
|
|
Councillor A.M. Ernest
|
Agenda Item No. 7 in that Councillor Ernest is
a Member of Penarth Town Council.
|
|
Councillor A.D. Hampton
|
Agenda Item No. 7 in that Councillor Hampton
is a Member of Barry Town Council.
|
C1063
MEDIUM TERM FINANCIAL PLAN 2010/11 TO 2013/14 (L) (SCRUTINY -
CORPORATE RESOURCES) -
Cabinet were requested to approve the draft
Medium Term Financial Plan 2010/11 to 2013/14.
The Medium Term Financial Plan attempted
to:
·
identify the main financial implications resulting from the
increased pressure falling upon Council services, including pay and
price inflation, legislative and demographic changes, and
implementing Council priorities as identified in the Corporate
Plan
·
estimate the financial resources that would be available to the
Council to meet these demands
·
match the predicted expenditure and resources and identify and
appraise options to enable a financial strategy to be devised and
implemented to address the position over the life of the Plan.
The Council was required under statute to fix
the level of Council Tax for 2011/12 by 11th March, 2011
and in doing so would have to agree a balanced revenue budget by
the same date. The Cabinet meeting of 24th July,
2010 had approved the 2011/12 budget strategy to be followed.
This included that, for 2011/12 services would be expected to
identify and achieve current efficiency and other savings,
including (but not restricted to) those identified in the 2010/11
final budget proposals.
The draft Medium Term Financial Plan was
attached to the report covering, for revenue, the period 2010/11 to
2013/14 and, for capital 2010/11 to 2014/15.
Following the change in government in May 2010
and the forthcoming outcome in the Comprehensive Spending Review in
the autumn, the Council's Year 3 settlement (2011/12 onwards) was
expected to show year on year cash reductions of 3% (i.e. over 5%
in real terms after allowing for inflation). These latest
positions were based upon high level forecasts that would almost
certainly be subject to change. There may also be a reduction
in specific grants. Whilst for some it was felt that there
would be a corresponding reduction in the initiatives funded by
these grants, for others some elements of the expenditure would
require continued funding at least in the short term.
The lack of certainty as to the level of
future settlements was insufficient for forward planning
purposes. The predictions constituted the best information
available at present and had been used to inform this Medium Term
Financial Plan. Their accuracy, however, could not be
guaranteed and any changes to these figures or the assumptions
behind them could have a significant financial impact.
As part of the 2010/11 final revenue budget
proposals, initial targets were set for 2011/12 to address the
deficit projected at the time and services had since been drawing
up proposals to achieve £9.2 million of savings. However, the
levels of anticipated reduction in the Council's settlement were
now such that, for 2011/12 alone, it was currently estimated that
the total shortfall in the Council's revenue funding would be in
the region of £14.25 million.
Further work was required to enable this
additional shortfall to be met. This would represent a
significant challenge for all services and Directors had been
requested to identify specific proposals to achieve these
additional savings for consideration as part of the 2011/12 budget
process.
From a Capital Programme perspective, a 10%
year on year decrease in cash terms in the Council's General
Capital Funding allocation and specific grants from WAG from
2011/12 onwards was currently forecast. This, coupled with
limited capital receipts, gave the Council little room for
manoeuvre in progressing its priorities in this area and little
funding to cover overspends. As such, the Council would have
to look to mitigate this situation in so far as it was able and the
actions set out to bridge the funding deficit as set out in the
Council's Capital Investment Strategy may be viewed as of
particular relevance in this respect.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the contents of the draft Medium Term Financial Plan for 2010/11
to 2013/14, including the draft Capital Investment Strategy 2010/11
be approved.
(2) T H A
T the report be referred to the Scrutiny Committee (Corporate
Resources) for comment.
Reasons for decisions
(1&2) To facilitate the integration
of medium term financial planning (including the Capital Investment
Strategy) into the corporate planning process and enable the
2011/12 budget process to be progressed.
C1064
REVENUE MONITORING FOR THE PERIOD 1ST APRIL, 2010 TO
31ST AUGUST 2010 (L) (SCRUTINY - ALL) -
The projected outturn for the 2010/11 Revenue
Budget was shown in comparison with the Revenue Budget at Appendix
1 the report. The forecast was for an estimated balanced
Council Revenue Budget. The Director of Social Services would
continue to closely monitor the position for his Service and review
the savings and efficiencies proposed for the year and report back
to Cabinet if amendments were required.
The forecast was for an estimated balanced
budget on the Housing Revenue Account.
This was a matter for Executive decision.
RESOLVED - T H A T the position with regard to
the Authority's 2010/11 Revenue Budget be noted.
Reason for decision
That the Members are aware of the projected
revenue outturn for 2010/11.
C1065
CAPITAL MONITORING REPORT FOR THE PERIOD 1ST APRIL TO
31ST AUGUST, 2010 (L) (SCRUTINY - ALL) -
Cabinet were advised of the progress on the
2010/11 Capital Programme for the period 1st April, 2010
to 31st August, 2010 and, where necessary, considered
requests for changes to the programme.
Director of Legal, Public Protection
and Housing Services
Disabled Facility Grants (Private Housing) -
Cabinet were advised that the available budget was no longer
sufficient to contain this year's expenditure. Following the
success of the various initiatives to improve the delivery of
Disabled Facilities Grants, the number of recommendations received
in the Grants Section had risen in line with the additional
staffing resources being made available to tackle the Occupational
Therapy Team waiting lists. As such, it had been necessary
for the Grants Section to request an increased allocation in order
to process their claims backlog for the year. This request
was being made to Cabinet in a separate report.
Director of Environmental and Economic
Regeneration
SEWTA Transportation Grants - the South East
Wales Transport Alliance (SEWTA) had awarded the authority a grant
of £35,000 for further design work at the Barry Waterfront Park and
Ride facility. This followed on from monies awarded in
2009/10 for feasibility and outline design on the scheme. In
addition, £7,000 had been approved for bus stop improvements at
Tynewydd Road as well as £13,000 for access improvements at Dinas
Powys Train Station. This money was needed to enable Arriva
Trains Cymru to carry out footway improvements to the access to the
rear entrance of Dinas Powys Train Station, upgrading the surfacing
to increase pedestrian safety. As land was not in the control
of the Council, it was unable to carry out the works so Arriva
would carry out the works and reclaim costs from the Council.
The Council, in turn, would claim grant monies on these
costs. Maintenance of the improved surface would be the
responsibility of Arriva. It was requested that approval be
granted for the inclusion of these three grants in the Capital
Programme.
This was a matter for Executive decision.
RESOLVED - T H A T the following change to the
Capital Programme be approved:
·
SEWTA Transportation Grants - increase the budget by £55,000 to be
funded from South East Wales Transport Alliance (SEWTA) grants.
Reason for decision
To allow schemes to be undertaken in this or
future financial years.
C1066
CHRISTMAS GRANTS 2010 (L) (SCRUTINY - CORPORATE RESOURCES)
-
Cabinet's views were sought on the award of
Christmas grants for 2010.
In previous years, Town and Community Councils
had been requested to submit suitable 'Christmas feature' projects
for CASH funding, and pensioner and similar organisations had been
invited to apply for financial assistance towards the provision of
a Christmas Lunch for their members.
In respect of Christmas CASH, the sum made
available to Town and Community Councils in each of the previous
two years was £400. The total cost of this grant was £10,400
per annum.
In respect of pensioner and similar
organisations Christmas lunches, the sum made available in each of
the previous two years was £3.50 per capita. The total cost
of this grant was approximately £8,000 per annum.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the sum to be made available to each Town/Community Council for
Christmas CASH funding 2010 be maintained at £400.
(2) T H A
T the per capita sum to be made available to pensioner and similar
organisations for Christmas lunches 2010 be maintained at
£3.50.
Reasons for decisions
(1&2) To award grants in accordance
with the approved scheme.
C1067
LOCAL AVERAGE INTEREST RATE (L) (SCRUTINY - CORPORATE RESOURCES)
-
Cabinet received a report which recommended
the rate of interest to be charged on Council mortgages.
This was a matter for Executive decision.
RESOLVED - T H A T the local average rate of
interest on all new loans be set at 5.83% from 1st
September, 2010 and that the rate of interest on all existing
variable housing loans including the sale of Council dwellings be
reduced from 5.91% to 5.83% with effect from 1st
October, 2010.
Reason for decision
Interest rate recalculated in accordance with
statutory requirements.
C1068
DISABLED FACILITIES GRANTS (HCS) (SCRUTINY - HOUSING AND PUBLIC
PROTECTION) -
Cabinet considered a request for additional
capital funding to deal with a temporary increase in Disabled
Facilities Grants (DFGs) demand.
Following the success of the various
initiatives to improve the delivery of Disabled Facilities Grants,
the number of recommendations received in the Grant Section had
risen in line with the additional staffing resources being made
available to tackle the Occupational Therapy Team waiting
list. In order to reduce waiting times for grants, a number
of measures had also been put in place that had led to a
significant number of grants being approved in a short time which
had led to a large carry over of approved grants from 2009/2010 to
2010/2011.
For the next financial year, officers were
working on updating the Housing Renewal Policy to reduce the demand
on the capital budget. There were issues to be dealt with
which included issues such as setting a limit on grant aid to the
£36,000 mandatory limit and clawing back grant aid where applicants
had received the grant work and then sell up immediately.
There was also an opportunity to consider introducing a new
repayment grant where the applicants assessed needs were in excess
of the £36,000 limit. These issues would be reported to
Cabinet in due course as part of the review of the Housing Renewal
Policy.
The measures set out above would go some way
to reducing the pressure on the grant budget in future.
However, the current position was that with the number of cases
part way to grant approval, and the amount already approved and
spent this year, additional resources would be required or a
waiting list would have to be started.
To start a waiting list now would obviously
affect disabled and vulnerable people who could have to wait up to
a further six months for their grant. It would also
significantly impact on the Welsh Assembly Government's Performance
Indicator that the Council had worked so hard to improve over the
past year or so.
It was requested that an additional £300,000
be made available for Disabled Facilities Grants in 2010/11 to
enable the processing of cases already received and also to
continue to process referrals up until November/December. New
recommendations received after this date would probably then fall
for expenditure in 2011/12.
RESOLVED -
(1) T H A
T the current position in relation to the budget for Grants in
2010/11 be noted, and that Council be recommended to increase the
DFG Capital Budget for 2010/2011, to be funded by £300,000 from
capital receipts.
(2) T H A
T the use of the Chief Executive's Emergency Powers to increase the
DFG Capital Budget be authorised.
Reason for decision
(1) To
avoid developing a backlog of applications and enable the
continuation of DFG approvals.
(2) In
view of the next scheduled meeting of the Council not being held
until 8th December, 2010.
C1069
LOCAL BIODIVERSITY ACTION PLAN AND INTERNATIONAL YEAR OF
BIODIVERSITY (TL) (SCRUTINY - ECONOMY AND ENVIRONMENT)
-
Cabinet were advised of the review of the
Local Biodiversity Action Plan and were requested to endorse the
Plan and agree membership to the International Year of
Biodiversity.
The Local Biodiversity Action Plan (LBAP)
incorporated targets and actions to conserve the species and
habitats that had been identified as important to the Vale of
Glamorgan. It was written and managed by the Vale of
Glamorgan Biodiversity Partnership which included government
agencies / organisations, major conservation and other
non-governmental organisations, local experts, businesses, the
farming community and the local records centre.
The Community Strategy 2010-2020 and Corporate
Plan 2010-2014 both supported the need to protect and enhance the
natural environment. Regeneration Action 7 of the Corporate
Plan was for 'implementation of the revised Local Biodiversity
Action Plan'.
The International Year of Biodiversity
campaign was being run by the United Nations and had received
international recognition with partners worldwide. It was
raising awareness of the need to halt the loss of
biodiversity.
The four key messages of International Year of
Biodiversity were:
·
Humans are part of natures rich diversity and have the power to
protect or destroy it.
·
Biodiversity, the variety of life on Earth, is essential to sustain
the living networks and systems that provide us all with health,
wealth, food, fuel and the vital services our lives depend on.
·
Human activity is causing the diversity of life on Earth to be lost
at a greatly accelerated rate. These losses are irreversible,
impoverish us all and damage the life support systems we rely on
everyday. But we can prevent them.
·
2010 is the International Year of Biodiversity. Let us
reflect on our achievements to safeguard biodiversity and focus on
the urgency of our challenge for the future. Now is the time
to act.
Membership to the International Year of
Biodiversity publications would show the Council supports the aims
of the International Year of Biodiversity and would be a useful
tool for Council officers to use to raise awareness of the
importance of halting the loss of biodiversity to the public.
Supporting the LBAP, recognising its use in
planning and becoming a partner of the International Year of
Biodiversity are all ways in which the Council could demonstrate
its work towards its duty to conserve biodiversity under Section 40
of NERC Act 2006.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the Local Biodiversity Action Plan be agreed in its revised
form.
(2) T H A
T membership of the International Year of Biodiversity be
agreed.
Reasons for decisions
(1) To
support and reinforce the Council's involvement with the
Biodiversity Partnership and recognise the role of locally
important species and habitats as a consideration in the planning
process.
(2) To
demonstrate the Council's commitment to the conservation and
enhancement of biodiversity and that the Council is acting upon
their duty under the Natural Environment Rural Communities Act 2006
to have regard to conserving biodiversity.
C1070
OLD PLACE, CASTLE STREET, LLANTWIT MAJOR: DRAFT PLANNING BRIEF (PT)
(SCRUTINY - ECONOMY AND ENVIRONMENT) -
Cabinet approval was sought for the draft
Planning Brief attached at Appendix 1 to the report. The
Brief had been prepared for the following reasons:
·
to provide guidance to prospective purchasers in terms of the reuse
and repair of the site
·
to establish principles to be followed by the Council in the
process of disposal.
Agreement to the marketing and sale of Old
Place had previously been granted at Cabinet on 16th
February, 2005 and 18th January, 2006. A later
report to Cabinet in October 2006 had provided an update on
progress with the disposal. In summary, it was advised that
following consultation under Section 30(2) of the Ancient Monuments
and Archaeological Areas Act 1979, Cadw had expressed concern over
the sale of a nationally significant monument in public ownership
without a better understanding of the prospects for repair and
associated, updates costs. For this reason, it had been
resolved to withdraw the property from auction.
With the benefit of an 80% grant, the original
survey of the monument had now been updated, together with a
prediction of the associated costs of repair. The survey of
the site had included a biodiversity assessment and had involved
extensive clearance of vegetation to allow access for the survey of
the ruins to take place.
Discussions with Cadw regarding the future of
the monument had concentrated on a range of options, i.e.
·
'do nothing'
·
undertake intermediate repair
·
consolidate into an accessible ruin
·
sale with an agreed Development Brief.
In consideration of each option, the first was
not realistic in view of the high cost involved to the Council of
supervising the site and maintaining the boundary fencing.
There remained a major risk to trespassers from falling masonry or
structural failure of the ruinous walls. In respect of the
second and third options, it had been recognised that the costs
identified would be prohibitively expensive for the Council to
consider or for Cadw to give financial support by means of grant
aid.
Given these conclusions, Cadw was satisfied
that the Council had up to date information on the condition of the
monument and had considered the options available to it.
Therefore, it had agreed to the forth option, a planned disposal
based upon a Brief.
The draft Brief was attached at Appendix 1 to
the report, and contained the following:
·
a site description
·
the history of the site and background to the proposed sale
·
the condition of the building
·
status of protection
·
planning policy
·
guidance on prospective repair and reuse
·
advice on submissions for statutory consent
·
prospective sources of grant aid.
It was noted that strict constraints applied
in terms of planning policy in terms of the location of the site in
the 'countryside' where there was a strong presumption against new
development. The reuse of the Monument was also constrained
by its scheduled and listed status. The Brief, therefore,
proposed that the buildings be reused for not more than one
dwelling with the potential for secondary, subservient
accommodation (e.g. for elderly parents, office use/home working)
or annexes.
The Chief Executive reported that the list of
contacts in the Brief required amendment as Nick Lloyd was retiring
from the Council. The Cabinet expressed their thanks to Mr.
Lloyd for his excellent work on conservation and related matters
during his time with the Council.
This was a matter for Executive decision.
RESOLVED - T H A T subject to consultation
with Planning Committee:
(1) the
contents of the Brief be approved as a basis for the disposal,
repair and reuse of the building
(2) the
process to be followed in the disposal, as described in Appendix A
to the Brief, be approved.
(3) T H A
T a further report be brought before Cabinet outlining the
procedures to be followed in marketing the site.
Reasons for decisions
(1) To
assist in the disposal of the site and in order to provide suitable
guidance on the Council's requirements for the repair and reuse of
the building which is recognised as being of national importance in
terms of its designation as a scheduled ancient monument and listed
building.
(2) To
ensure that the site is sold to an interest with appropriate
credentials to undertake the repair of the Monument in accordance
with the strict requirements of the Brief and associated
legislation.
(3) To
advise on the procedures to be followed in the marketing of the
site.
C1071
HISTORIC ENVIRONMENT RECORDS: DRAFT GUIDANCE FOR LOCAL AUTHORITIES
(PT) (SCRUTINY - ECONOMY AND ENVIRONMENT) -
Cabinet received a report which:
·
informed of the Cadw consultation on 'Historic Environment Records:
draft guidance for local authorities'
·
sought approval of the Council's formal response to the
consultation document, a copy of which was attached at Appendix A
to the report.
Part 5 of the Heritage Protection Bill
proposed a legislative duty on local planning authorities to create
and keep up to date a Historic Environment Record (HER).
Whilst Parliamentary time had not been found to read the Bill, Cadw
remained committed to placing local authorities under a duty to
prepare HERs.
HERs were intended to provide access to
information relating to the historic environment for public benefit
and use. The four principal HERs in Wales were the direct
descendants of the Sites and Monuments Records established in the
1970s by the four Archaeological Trusts in Wales to assist their
own work programmes and in response to the lack of archaeological
information available to owners, developers and planners and the
consequent loss of archaeological remains through urban and rural
developments.
The Glamorgan and Gwent Archaeological Trust
(GGAT) had prepared the Vale of Glamorgan's HER.
The draft guidance advised that GGAT created
the HER in 2008 and continued to manage and maintain it. It
was noted that no consultation had been carried out with the
Council regarding the contents of the HER. The draft Guidance
also advised that Cadw still intended to place a duty on local
planning authorities to prepare and maintain a HER. They also
intended making a provision for local authorities to outsource all
of their functions under this duty to another provider (such as
GGAT) by means of a Memorandum of Understanding or Service Level
Agreement.
Furthermore, Cadw's intention was that,
although the HER functions may be exercised by a third party,
responsibility for what was done (or not done) remained with the
authority, so that 'democratic accountability and normal public law
remedies would be preserved'. The Council's most recent
Memorandum of Understanding with GGAT stated that 'the Regional
Historic Environment Record is owned by the GGAT HER Charitable
Trust and incorporated data that should only be used on accord with
the terms and conditions of access.' This placed the Council
in a position where it was responsible for the maintenance of the
HER without retaining ownership of the information.
The draft Guidance advised 'the standards and
service levels of the four regional HERs are monitored on behalf of
the Welsh Assembly Government by RCAHMW' (Royal Commission on the
Ancient and Historic Monuments in Wales). Whilst they were
not statutory, it was noted that HERs were recognised by Planning
Policy Wales and as successors to SMRs had an intrinsic link to
spatial planning. They were relied upon to inform the Council
and public on archaeological matters.
Should a statutory duty be placed on the
Council to prepare and maintain an HER there were effectively two
options open to the Council - to prepare and maintain an HER
itself, or to outsource the HER to a suitable outside body (such as
GGAT or another service provider).
Cabinet's attention was drawn to a letter
which had been sent to the Council by GGAT, dated 3rd
June, 2010, which advised of potential issues relating to its
financial stability as a result of an ongoing VAT issue with H.M.
Revenue and Customs. The letter advised that should GGAT be
found liable for a potentially large VAT bill it would become
unviable with a suitable body to undertake its work unlikely to be
found.
Cabinet would be kept informed of any
developments with regards to GGATs viability.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the response to Cadw (attached at Appendix A to the report) be
approved as the Council's formal response to the consultation on
the Guidance.
(2) T H A
T a copy of the report be presented to Planning Committee for
information.
Reasons for decisions
(1) To
provide the Council's comments to Cadw by 8th October,
2010.
(2) To
ensure that Planning Committee is informed of the publication of
the consultation on the draft Guidance.
C1072
MATTERS WHICH THE CHAIRMAN HAS DECIDED ARE URGENT -
RESOLVED - T H A T the following items which
the Chairman had decided are urgent for the reasons stated beneath
the minute headings be considered.
C1073
SAFE ROUTES IN COMMUNITIES (SRiC) GRANT BID 2011/12 (PT) (SCRUTINY
- ECONOMY AND ENVIRONMENT) -
Urgent by reason of the need to submit
bids to the Welsh Assembly Government
RESOLVED - T H A T consideration of the report
be deferred.
Reason for decision
In order that Ward Members may be consulted on
the proposals.
C1074
PROPOSED RESTRUCTURE OF THE PUPIL REFERRAL UNITS (PRUs) (ELL)
(SCRUTINY -LIFELONG LEARNING)
Urgent by reason of the need to meet
timescales to progress the restructure and to advertise the posts
in October/November following consultation with Trade
Unions
Cabinet considered a new structure for the
PRUs at Amelia Trust Farm and Cowbridge Youth Centre.
A review of the Pupil Referral Units submitted
to Cabinet in March 2010 highlighted a number of changes that were
required to the PRU in order to ensure that young people not in
school received an appropriate education.
The Estyn Inspection further highlighted the
need for significant changes to be made. The report
stated:
'However, the standard provision at two of the
Pupil Referral Units is unsatisfactory. The curriculum
offered is too limited, there is no access to 14 - 19 developments
and the authority does not offer enough advice, support and
challenge. The authority has responded well to these concerns
and has recently put new arrangements in place to resolve these
issues'.
In order to address the issues raised in both
the review of the PRU and the Estyn Inspection, major changes were
required to the two PRUs based at the Amelia Trust Farm and
Cowbridge Youth Centre.
KS3
At present, the Amelia Trust Farm PRU offered
20 places at KS3. Staffing levels were appropriate, and
officers were working with the Headteacher to address some of the
issues identified in the PRU Review and the Estyn Inspection.
However, pupils attend normally on a full time basis, and rarely
return to school. The purpose of a PRU should be to offer
short term intervention, with a view to re-integration into main
stream education.
The major change proposed was the introduction
of a short term intervention programme, to provide specialist
intervention at an early stage and prevent long term placement
outside the main stream school setting. This would cater for
up to 8 pupils every half term (potentially 48 during the year),
and would require one teacher and 2 Learning Support
Assistants. It was intended that this programme be introduced
in April 2011.
KS4
Currently 24 students had a split placement
between the Amelia Trust Farm and the Youth Service PRU. The
split placement was felt to be less than satisfactory as there was
a need for consistency with these young people. In addition
to these 24 places, there were also 12 full time places at the
Youth Service PRU.
Major changes needed to be made to the Youth
Service PRU in that it did not meet the staffing or curriculum
requirements of a PRU. The PRU was currently run by a Youth
Service Co-ordinator and 5 Youth Workers, supported by two part
time tutors. Students followed a range of courses, but did
not have access to the full curriculum. In addition, they did
not benefit from the 14 - 19 developments offered to pupils in main
stream schools.
The proposal was to remove the split
placements. This could be achieved by separating the KS3 and
KS4 provision. The Cowbridge Youth Centre would become the
base for all the KS4 students. Whereas currently the majority
of the work was spent in the PRU, within the new model each student
would be provided with an individual learning pathway, which would
include national curriculum input and a range of alternative
options, e.g. work placements/training providers/courses at Barry
College. Teachers and Learning Support Assistants would be
based at the Youth Centre and would take responsibility for
delivery of the curriculum. The role the Youth Workers would
change to that of supporting the young people with their individual
pathways, with a view to helping them remain in education,
employment or training after the age of 16. It was intended
that the new structure would be in place by January 2011.
The restructure of the KS4 PRU would require
the appointment of two additional LSAs. There would be a
reduction in the number of Youth Workers required to support the
young people - one in the first instance, with a view to further
reduction at a later stage. This would depend on the number
of students attending the PRU and the level of support
required.
This was a matter for Executive decision.
RESOLVED - T H A T the proposed changes to the
structure for the PRUs at Amelia Trust Farm and Cowbridge Youth
Centre, as outlined in the report, and Appendix A to the report be
approved.
Reason for decision
To progress with necessary improvements to the
PRU.
C1075
THE 2009/2010 ANNUAL REPORT BY THE DIRECTOR OF SOCIAL SERVICES
(SCH) (SCRUTINY - SOCIAL CARE AND HEALTH) -
Urgent by reason of the need to enable
publication within the required timescales
Cabinet were requested to note the Director's
view of service effectiveness in the financial year 2009/2010 and
endorse the improvement priorities for the service as set out in
the report.
As part of his statutory duties, the Welsh
Assembly Government required the Director of Social Services to
report annually on the effectiveness of social care services in the
Vale of Glamorgan and plans for improvement.
The current report was the first, and it
represented a new approach to evaluating Social Services.
The Annual Reports by the Director of Social
Services were intended to:
·
produce a more rounded picture (supplementing the key performance
indicators with more user and carer perspective, and measuring
progress against local corporate strategic objectives)
·
be expressed in a language and style which suited each Council and
the population it served, not following a national template
·
provide a much more immediate feedback into planning and budgetary
processes (with the intention of publishing in the Autumn after
year-end)
·
play an integral role in the month-by-month performance management
framework used in the Council.
The Director's Report must be made available
to the public and key partners of the Council.
The current report was based on a new
framework, developed by local government in response to the new
statutory requirements. All local authorities were using this
framework, which recommended that the report should be in three key
sections:
·
The Overview - this is the part of the report that is formally
published, and states the Director's view of current effectiveness
and priorities for improvement. It was not intended to
describe current services, but was intended to present a picture
recognisable to those delivering and served by individual
services.
·
Individual Heads of Service Report - Children, Adult and
Organisational Services.
·
Evidence Grids - the framework of analysis upon which the Director
has based his report. The evidence underpinning that analysis
takes many forms (minutes, policy papers, performance reports,
inspection or audit reports etc.).
This was a key document for the Council's
staff and its partners, including the third sector and independent
providers of services.
There was considerable evidence in the report
to show that, over the past year, the Directorate had become even
better equipped to fulfil the Council's high expectations of the
service and to meet the needs of service users and carers.
This evidence included the Council's performance against national
and local indicators and the findings from major reviews undertaken
by CSSIW. There were also the reports of the inspections
which had been undertaken in all regulated services such as
residential care homes for adults and fostering services for
children.
The evidence in the report demonstrated that
there were good foundations upon which to build in responding to
the challenges. However, in turbulent times such as these, it
was specially important that people were informed not only how well
they were doing in Social Services but also how we intended to move
forward in dealing with the many problems that have to be
faced. The report set out the current context for Social
Services and the daunting challenges for the service in the coming
years.
When endorsed, the proposals would form the
basis for a new Change Plan - an overarching framework for
sustained improvement and a coherent direction for Social Services
in the Vale. It was intended that the Plan would:
·
be a replacement for the three year Plan successfully completed
earlier this year
·
set out formally a Council strategy and long term Action Plan with
key actions, responsible officers for delivering those actions and
timescales for completion
·
be sponsored and overseen by the Corporate Management Team as a key
programme of work
·
be delivered by a project group comprising senior officer
representatives from across the Council.
This was a matter for Executive decision.
RESOLVED -
(1) T H A
T the Director's first Annual Report, attached at Appendix 1 to the
report be noted.
(2) T H A
T the improvement priorities set out in the report be endorsed.
(3) T H A
T the formulation of a new Change Plan, incorporating these
improvement priorities, be agreed.
Reasons for decisions
(1) To
ensure that Cabinet has been informed about the views expressed in
his report by the Director of Social Services regarding service
effectiveness in 2009/2010 and his plans for improvement.
(2) To
ensure that Cabinet approves the improvement priorities set out in
the report.
(3) To
provide an overarching framework for sustained service improvement
and a coherent direction for Social Services in the Vale of
Glamorgan.