Minutes of a meeting held on 14th June, 2016.


Present: Councillor M.R. Wilson (Chairman): Councillors Mrs. P. Drake, H.C. Hamilton, K. Hatton, R.A. Penrose and G. Roberts.





These were received from Councillors H.J.W. James, Mrs. A. Moore, A.C. Williams and E. Williams.





RECOMMENDED – T H A T Councillor G. Roberts be appointed Vice-Chairman for the current Municipal year.





No declarations were received.





The report represented the last year of performance information linked to Directorate Service Plans.  In future years, Scrutiny Committees would receive performance information linked to the Council’s Well-being Outcomes in which the new Scrutiny Committee arrangements of the Council were aligned. 


The report submitted represented performance information relating to the previous year’s performance reporting framework and would support the Council in meeting its statutory performance reporting requirements for 2015/16.  The 2015/16 performance report for the Directorate was set out at Appendix 1.  The report also contained information related to the proposed targets aligned to the new Corporate Plan Well-being Outcomes and Corporate Health.  Appendix 2 to the report outlined the proposed targets for the Corporate Performance and Resources Scrutiny Committee and included all relevant performance indicators that fit within the remit of the newly formed Scrutiny Committee performance arrangements.  Targets had been set for those performance indicators that were continuing into 2016/17. 


In terms of the Directorate’s end of year performance for 2015/16 this focused on the key achievements and objectives within each Directorate which in turn contributed towards the achievement of identified outcomes in the Corporate Plan 2013-17, the Outcome Agreement with Welsh Government 2013-16 and the Improvement Plan Part 1 2015-16. 


End of year (Quarter 4) performance reports were cumulative and comprised performance information covering the period 1st April, 2015 to 31st March, 2016.  The performance report at Appendix 1 was structured as follows: 

  • An overview provided a snapshot of the progress made by the Directorate towards achieving the objectives which contributed towards its service outcomes.  The overview highlighted progress made towards the delivery of key actions in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15 for which the Directorate has lead responsibility.  Examples of exceptional performance during the quarter were highlighted as are any key areas of slippage and the planned remedial action.
  • A brief evaluation was provided of each service outcome which outlined the overall progress (including actions and performance measures) made towards achieving these outcomes.
  • Detailed progress was reported for each service objective considering all actions and was categorised as being completed, on track, slipped and not due.  All performance indicators were allocated a performance status (J related to performance that had met or exceeded target, K related to performance within 10% of target and L related to performance that had missed target by more than 10%).
  • A direction of travel arrow was also provided against each measure indicating whether current performance had improved, stayed static or declined on the previous year’s performance.  An upward arrow indicated that performance had improved from the previous year's performance, a static arrow indicated performance had remained the same and a downward arrow showed performance had declined compared to the previous year. 

In terms of the performance snapshot, overall, the Resources Department had achieved its priorities for 2015/16 as outlined in its Service Plan.  65% (28) of Service Plan actions were either on track or completed at the year end.  Of the 43 actions contained within the Service Plan, slippage was reported against 15 actions.  Action against all slipped actions was being progressed and these had been carried forward into the Directorate’s respective Service Plans for 2016/17. 


In terms of the contribution made to achieving corporate priorities, the Directorate had completed 11 of its 20 actions against the Corporate Plan, with slippage reported for 6 actions.  In terms of the contribution made to achieving Improvement Objectives, the Directorate had completed two of its four actions.  The Directorate had no Outcome Agreement actions for which it was responsible.


Of the 36 performance indicators reported at end of year, 17 (47%) had met or exceeded target, 1 (3%) was within 10% of target, and 8 (22%) missed the target by more than 10%.  For 10 measures a status was not applicable.


There were currently no performance indicators relating to Improvement Objectives or Outcome Agreement measures for this Directorate.


Progress against service outcomes was set out in paragraphs 18 – 50 of the report and related to the undermentioned matters:


Progress Against Outcome 1 –   

  • Progress Against Outcome 1(Residents are confident in accessing our services and are engaged with their local community), Digital Inclusion Strategy objectives have been endorsed by the partnership group “Get the Vale Online”.  Work was currently being undertaken to increase the number of “digital champions” and ensure that training was delivered.  This would allow the Vale of Glamorgan Council to contribute towards increasing the number of customers supported to develop their digital skills to communicate with the Council via the Internet, e-mail, mobile apps and social media.  Enabling access to these benefits was an important part of the Council’s goal to tackle poverty and social and digital exclusion in the Vale of Glamorgan (RS/A094). 
  • Protocols to increase public engagement and participation in the Council's meetings have been developed and published on the Council website providing the public with increased opportunities for public speaking and involvement at Scrutiny and Planning Committee meetings.  This would ensure that citizens have a meaningful say in the subjects that affect them and also provided the Council with a wealth of information that would enable effective decision making (RS/A038). 
  • The Local Service Board (LSB) held its last meeting in February 2016 and considered a transition report for the new Public Services Board (PSB) and draft terms of reference.  All future PSB meetings have been scheduled for 2016 with the first meeting held on 19th May.  Many of the partners that sat on the LSB would also contribute towards the PSB allowing the Council to continue to work with partners and maintain excellent working relationships whilst listening to the views of citizens, improving services and maximising opportunities for savings (RS/A100). 

Slippage in relation to actions under Outcome 1: 

  • RS/A095: Work continued in developing the website and further enhancing corporate channels to promote access to news and information about the Council and improve overall customer experience.  Vale Connect continued to play a key role in delivering corporate and service messages.  The bulletins showing the greatest growth in subscribers over the period were eNews, Refuse and Waste Updates, Job Vacancies and Adult Learning Courses.  The website continued to be rationalised to remove duplicate and un-needed content to enable better navigation by customers. In addition, further functionality had been added to allow customer to report issues and request services online. 
  • RS/A096: The review of suitability of existing Welsh Translation Framework / model and the development of an action plan in response to the new Welsh language standards was ongoing.  The Equalities team were currently in discussions with Cardiff Council to review the Council’s existing Welsh Translation Framework.  An action plan had also been developed in response to the new Welsh Language Standards. 
  • RS/A092: Work to roll out the podiatry shared telephony service across the Cardiff and Vale locality was ongoing.  The final meeting to discuss resource efficiencies with a podiatry service was now scheduled for 2016. 
  • RS/A099: Implementation of the joint scrutiny arrangements for the regionalisation of regulatory services was ongoing and currently in discussion.  Officers of the constituent Authorities were continuing to explore options therefore this action had been carried forward into 2016. 

Underperformance was reported in relation to five indicators aligned to Outcome 1: 

  • RS/M029: Average speed of answer for incoming calls to Customer Contact Centre was no more than 45 seconds.  Overall performance for the year was 48 seconds against a target of 45.  Performance had been impacted by the requirement to provide additional resources to Adult Services and an increase in staff turnover. While Adult Services continued to require an increased level of resources to handle increased demand, successful call handler recruitment had improved performance during March when an average speed of answer of 39 seconds had been achieved.  This performance should continue to improve during 2016-17. 
  • RS/M030: The percentage of incoming calls to the Contact Centre not answered or abandoned and RS/M031, the percentage of incoming calls abandoned after 20 seconds had missed target.  Performance for quarter four was below expectations. This was due to staff turnover and an increasing demand for adult care services. In the short term a successful recruitment campaign had seen the staffing resource increase to full establishment and this had resulted in an immediate improvement in Average Speed of Answer and Abandoned Call rates.  Demand for adult care services was not expected to diminish and the service would continue to require additional resources.  Sustainable improvements in call handling performance would be achieved through the successful promotion of self-service opportunities for customers and the resulting reduction in call demand at C1V. 
  • RS/M044: The percentage of customer complaints referred to the Ombudsman. Although 39 complaints were referred to the ombudsman, 13 of these where deemed to be premature – the customer had not made us aware of the complaint or given us the opportunity to investigate.  The Ombudsman considered that only 3, circa 8% of these cases where worthy of investigation.  In 2016-17 managers would have access to a new complaints dashboard providing real time information about the number, type and status of complaints received for their services.  This would enable them to better manage Stage 1 and Stage 2 complaints and reduce the number being referred to the Ombudsman.  In addition, analysis of the cause of complaints would allow managers to make changes to service delivery and customer communications to reduce the number of complaints received overall.  
  • RS/M045: The percentage of customer complaints investigated by the Ombudsman. (CC/M024) Of the three complaints being investigated by the Ombudsman, one was determined as a Voluntary Settlement while the outcome of the two others had yet to be determined.   
  • Against Outcome 2 (The Vale community benefits from the Council’s sound and transparent decision-making through effective management of resources), the Council had successfully completed all programmed works under the school investment programme projects for Oakfield Primary School, Ysgol Dewi Sant, Ysgol Gwaun Nant and phase 2 of the Penarth Learning Community (PLC).  This had allowed the Council to deliver fit for purpose and appropriate services and facilities which should contribute towards the improvement of standards of achievement for pupils so they have chance to achieve their full potential (RS/A106). 
  • During 2015-16, the Council successfully implemented an innovative Shared Regulatory Service (SRS) formed between Bridgend, Cardiff and Vale of Glamorgan Councils.  The Vale of Glamorgan Council is the host and therefore employing authority and the transfer of staff was completed on time. This had contributed towards a more cost-effective and sustainable service, improved access to specialist skills and financial savings.  The services offered by the SRS would also ensure that vulnerable people in the Vale continue to be protected and supported (RS/A102). 
  • In light of recent legislation; Welsh Language Standards, Future Generations Bill and Social Services Wellbeing (Wales) Act; the Strategic Equality Plan had been reviewed, updated and approved by Cabinet.  The Plan ensured a more joined up approach to achieving better outcomes for people with protected characteristics (RS/A108). 
  • A comprehensive communication and engagement exercise had been completed as part of work to support the new Corporate Plan and budget setting process.  This project had provided the Council with a wealth of information to help shape the future of Council services and allowed effective and transparent communication with staff to ensure they were empowered and felt involved in the process (RS/A115). 
  • The new “Staff Charter” was signed off by the Corporate Management Team on 16th March, 2016 and pre-launched at the Leadership Café on 17th March, 2016.  This had supported the Reshaping Services agenda and the development of an agile workforce enabling flexibility for the future (RS/A117). 

Slippage was reported in relation to 11 actions aligned to Outcome 2: 

  • RS/A007: In relation to the Council’s commitment to meet corporate energy management with respect to carbon reduction, background work had shown that a carbon management plan was feasible for the 2016-2020 period using a 3% per annum reduction target.  This could be achieved within existing budget plans.  The Sustainable Development Working Group now incorporated a standing item for Energy.  A report to CMT was currently being progressed and it was intended that it was presented in May. 
  • RS/A014: Work to identify and implement projects to reduce energy use and raise awareness amongst staff and the public about the need to reduce our carbon footprint was ongoing.  With respect to ensuring all PV panels had been installed, there was some delay with the final finishing off; this had been caused by a problem with the contractor. 
  • RS/A056: Welfare Reform continued to develop at a slow pace in line with the July 2015 Budget and autumn 2015 statement to meet the spending targets set by the treasury.  Universal Credit was introduced into the Vale on 20th February, 2016. Universal Support Delivered Locally (USDL) was a partnership with DWP to deliver Universal Credit support to local residents as the service evolved to deal with the transition. 
  • RS/A104: Although the migration of data to new servers had slipped; the remaining servers have mitigating circumstances delaying their migration. 
  • RS/A113: The review of office accommodation / non-office accommodation facilities management and corporate buildings was ongoing.  Negotiations with contractors were being finalised in order to achieve proposed floor plans for the Civic Offices and Barry Library / Open Learning Community to accommodate all staff and services that were currently located in Provincial House.  It was envisaged that the Council would be in a position to sign contracts in quarter 1 of 2016-17.  Cabinet provided approval in early March 2016 to appoint contactors to undertake the necessary works. 
  • RS/A114: The co-ordination of a review of income generation opportunities corporately, had slipped.  A Cabinet report was presented in April 2016 to progress opportunities for website advertising.  Work on other areas continued, including the recoupment of finance charges and co-ordinating the ongoing work on income generation from across the Council. 
  • RS/A035: The review and development of options for the delivery of procurement services across the Council had now transferred to Exchequer Services. Consideration was being given to collaborative working opportunities and meetings with another Authority were underway.  CMT had approved one year temporary funding of a part-time post to co-ordinate an internally resourced approach.  This post was currently being recruited.  A progress report would be submitted to Cabinet by the end of June 2016. 
  • RS/A083: The development of a plan to manage the staffing transitional implications of the Welfare Reform Programme was on hold.  Structure of the Finance Division was currently being reviewed to meet the implementation of the Welfare Reform Programme in line with the introduction of the Universal Support Delivered Locally (USDL) agreement.  The processes and functions of the service were being aligned to working with the DWP as Universal Credit became more imbedded locally. 
  • RS/A80: The implementation of succession planning guidelines to help managers ensure continuity of the service that is delivered was ongoing.  A pilot was currently being conducted across all Directorates which included guidelines for managers. 
  • RS/A118: Work was ongoing to review of the management competency framework to support the needs of the Reshaping Services agenda.  The new “Vale Contract”, in the shape of the Staff Charter was pre-launched at the Leadership Café and was currently out for consultation.  This was being used to review the Management Competency Framework; once the Charter had been approved, the Management Competency Framework could be agreed and published.  

Underperformance was reported in relation to three indicators aligned to Outcome 2: 

  • RS/M013b: The average Site Morse position (ranking of quality websites) in England and Wales had dropped from 5th in 2014-15 to 28th in 2015-16.  Broken links on pages had caused a significant drop in ranking.  The website had seen a lot of recent changes and staff should be aware to maintain and remove old content.  A project had started to remove these pages.  
  • RS/M008:  The percentage of employees including teachers and school-based staff who leave the employment of the Local Authority, whether on a voluntary or involuntary basis.  Staff turnover had been increasing over the last three years therefore a report reviewing the breakdown of reasons for leaving would be considered at Scrutiny Committee in July 2016. 
  • RS/M012: A reduction in carbon dioxide emissions in the non-domestic public building stock of 1.3% against a target of 3% was reported.  Whilst the Council was still moving in the right direction, gas consumption had increased in some sites and this would be reviewed and addressed during 2016. 

Paragraphs 51 – 59 of the report set out matters relating to the development of the Council’s new Performance Reporting Arrangements. 


The report also dealt with target setting arrangements for 2016/17 and referred to the following matters: 

  • The Council had a long standing commitment (as outlined in the previous and current Corporate Plan) to continuously improve the services it provided to citizens of the Vale.  However, the severe reductions in public sector funding would inevitably impact on the availability of resources, and in addition, external factors such as the wider economic environment, bring into question the realism of continual improvement in service performance.  However, having taken account of these factors, the Council still sought to establish challenging but realistic targets that were commensurate with the available level of resource. 
  • The annual target setting process for 2016-17 had been aligned with the new Corporate Plan Well-being Outcomes.  Appendix 2 to the report outlined the proposed targets for the Corporate Performance and Resources Scrutiny Committee and included all relevant performance indicators that fit within the remit of the newly formed Committee. Targets had been set for those performance indicators that were continuing into 2016-17. 
  • Members noted that whilst targets had been proposed for the existing performance indicator dataset aligned to this Committee, it was proposed that a smaller basket of key measures be used in the Quarterly Well-being Outcome and Objectives Reports that would be presented to the Committee. The remaining indicators would become management information.  These indicators would be collected by services and, whilst not being reported as part of the key indicator dataset, would provide important contextual information for the position statement on the progress being made to achieve the Objective and Well-being Outcome overall.  This management information would also provide important data for service managers to use operationally. 
  • 22 Corporate Health indicators were proposed to be carried forward and collected in 2016-17.  Of the 22 proposed measures, 8 had set targets to improve on the previous year's performance, 3 had targets that had been set to remain the same when compared with the previous year, and 11 had set targets lower than the previous year's performance. 
  • Members noted that final agreement on the format of the Quarterly Well-being Outcome and Objectives Reports would be sought via Cabinet in July prior to the reporting of Quarter 1 performance in September 2016.  This would include the final basket of performance indicators proposed to measure performance against each Well-being Objective and their associated targets. In addition to the consideration of the report and appendices by this Committee, the Member Working Group review of performance indicators and reporting formats would be instrumental in determining the final proposals made to Cabinet.  Any new performance indicators agreed as part of this process would be set to establish baseline performance during 2016-17. 

The Chairman and Members queried the following action references with the relevant officer giving an appropriate response:


Action Reference

Chairman’s and   Member’s Query

Officer’s Response


The   Chairman referred to the levels of abandoned calls and suggested that a   “mixed model” of Voice IVR and push-button options to allow the customer to   select the relevant service required could be used in the future which should   help reduce the current levels of abandoned calls.  He also confirmed that the Welsh language “app”   worked well.

The   Head of Performance and Development acknowledged that the abandoned call rate   had been marginally higher than desired;  however, performance had been adversely   affected by high staff turnover exacerbated by increased Social Care   enquiries during the same period.  There   was a significant improvement in quarter 4 results.  He indicated that a “hybrid” IVR /   push-button system had been discussed amongst officers.  Such a system may not necessarily improve   the customer experience and could cause confusion.  The position would however be kept under   review.


The   Chairman referred to the Council’s current complaints system and suggested   that the Council could do better by highlighting the public’s awareness of   the Council’s complaints procedure so as to avoid potential future complaints   made directly to the Ombudsman.

The   Head of Performance and Development referred to information currently available   on the Council’s website relating to the complaints procedure.  He would ensure the procedure was given   sufficient prominence.  He added that   he was confident that service managers were drawing attention to the   procedure in the event of receiving complaints from the public.


The   Chairman referred to his attempts to deal with a Constituent’s enquiry   regarding the services provided by the Shared Regulatory Service.  However, he had encountered difficulties in   obtaining information from the Council’s website on the service.  He suggested that the Council could do   better in signposting, not only to Members but also to the public, to the appropriate   areas on the website to identify service information provided by the Shared   Regulatory Service.

The   Managing Director acknowledged the point made and gave an assurance that he   would look into better signposting across the three Local Authority websites   to the Shared Regulatory Service website.


The   Chairman referred to the Public Service Board arrangements and indicated that   he had attempted to find information on forthcoming business to be considered   by the Board at its first meeting on the Council’s website but had been   unable to find related information.

The   Head of Performance and Development responded by saying that the relevant web   page already contained much information, but that he was happy to send PSB   minutes and reports to Members for their information as they were   generated. 


The   Chairman enquired of progress on the establishment of a Shared Regulatory Service   Joint Scrutiny Committee.

The   Operational Manager (Democratic Services) indicated that progress had moved   on from the information contained in the report in that the issue would be   considered at the next meeting of the Shared Regulatory Services Joint   Committee being held on 28th June, 2016 relating to the   establishment of a joint Scrutiny Committee.    However, he indicated that there was a strong argument that the Vale Council,   as the host and employing Authority, should not be responsible for overseeing   the joint scrutiny arrangements of the Shared Regulatory Service.


Councillor   Roberts expressed his surprise as he wasn’t aware of the initiative.

The   Head of Human Resources indicated that currently there was a lack of   congruence with the age group 16-24 and it was intended to implement a Strategy   to improve the engagement of schools, colleges, university leavers including   trainees and apprentices with a view to highlighting opportunities for   younger persons that were available within the Council.  A part time post had been created and the Strategy   was to commission support with schools within the County and with Barry and   Vale College.


Discussion ensued with the Chairman referring to the levels of complaints to the Ombudsman and requesting that future reports on the matter include information in regard to trends.  He suggested that a breakdown of the types of complaints could be provided and asked the Head of Performance and Development to contact the Member directly to provide clarification.  General discussion ensued regarding the complaints procedure of the Council and the Ombudsman complaints procedure.  The Head of Performance and Development indicated that the performance indicator definition wording could be clarified, and that he would be amending it to that end.




(1)       T H A T the Directorate's performance results and the progress made towards achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement with Welsh Government 2013-16 and the Improvement Plan Part 1 2015-16 be noted.


(2)       T H A T the progress being made on developing the Council's Performance Management Framework be noted.


(3)       T H A T Cabinet be recommended to review and endorse the proposed targets for 2016-17 aligned to Corporate Health.


Reasons for recommendations


(1)       To ensure the Council is effectively assessing its performance in line with the requirement to secure continuous improvement outlined in the Local Government Measure (Wales) 2009.


(2)       To ensure Committee are aware of the progress being made on developing the Council's Performance Management Framework.


(3)       To ensure the Council reports a relevant set of performance indicators against which it can demonstrate achievement of its priorities and consistently sets challenging yet realistic performance improvement targets for those priorities in line with requirements under the Local Government (Wales) Measure 2009.





The Head of Finance indicated that it was early in the financial year and whilst the forecast was showing a balanced budget, there were pressures on the following services in the coming year and the position regarding specific budgets may not ben achieved:


Learning and Skills


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


School Improvement and Inclusion – There continued to be significant pressure on the Inclusion budget with regards to Inter Authority Recoupment income.  There had been an increased demand for Vale pupils requiring placements in Ysgol Y Deri, resulting in fewer placements being available for other Authorities to purchase.  Similarly, there was increased pressure on the budget for placements in independent schools and with other Authorities as there were a number of pupils with significant needs that could not be met by Ysgol Y Deri.  There was an adverse variance in this area during 2015/16 and work was being undertaken to forecast the likely impact of these pressures on net expenditure in 2016/17, however, at this early stage of the year the level was difficult to predict.  It should be noted that this was a volatile budget and the Directorate continued to review this service as part of the longer term Reshaping Services agenda.


Provision had been made within the budget to make unsupported borrowing debt repayments in relation to the Schools Investment Strategy of £698k per annum and any favourable variance on debt repayments would be directed into the Schools Investment Strategy.


Libraries – The Libraries service was projecting to outturn at budget, however, there was some pressure on this budget due to a recent application for judicial review.  Any costs relating to the implementation of the Libraries Review would be funded from the Libraries Reserve.


Adult Community Learning (ACL) – It was anticipated that the Adult and Community Learning Service would outturn at budget after a £37k transfer from the ACL
reserve. This transfer was required to assist with new Welsh for Adults contract (£20k) and a previous year’s funding reduction in Schedule 2 / Cardiff and Vale College Franchise (£17k).


Other Services – At this early stage in the financial year, all other services were anticipated to outturn within budget


Social Services


Children and Young People Services –  The major issue concerning this service for the coming year would be the continued pressure on the children’s placements budget.  Work continued to ensure that children were placed in the most appropriate and cost effective placements.  However, it should be noted that due to the potential high cost of each placement, the outturn position could fluctuate with a change in the number of Looked After Children.  This budget would be closely monitored during the year. 


Adult Services –  The major issue concerning this service for the coming year would continue to be the pressure on the Community Care Packages budget.  This budget was extremely volatile and was influenced by legislative changes such as the National Living Wage and the Social Services and Wellbeing (Wales) Act 2014, which both came into force in April 2016.  It was considered that this budget would overspend by year end but, at this early stage of the year, the level was difficult to predict.  Final negotiations regarding fee levels had yet to be concluded with some service providers but proposed increases were already above the level of inflation provided for within the budget.  The service also continued to be affected by the pressures of continued demographic growth and the Community Care Packages budget would have to achieve further savings this year of £300k.  The service would strive to manage growing demand and some of these initiatives may be funded via regional grants in the current financial year.  However, the level of grant funding for the year had yet to be fully determined and it was not necessarily guaranteed on an ongoing basis.  Committee would be provided with further details as they become clearer through the year.


The Social Services and Wellbeing (Wales) Act 2014 came into effect on 6th April, 2016 and set a whole range of new challenges and service user entitlements.  With no additional resources from the Welsh Government, apart from the £425k Delivering Transformation grant for transitional / transformational funding, there would be increased financial pressure on the service.  This grant was a regional grant and covered both Cardiff and the Vale of Glamorgan Councils.  The implications of the Act would be closely monitored during the year to assess the full financial impact of these changes.


The Directorate would again this year bid to receive funding for joint initiatives.  Revenue funding of £6.4m and capital funding of £1.2m had been allocated to the University Health Board from the Intermediate Care Fund (ICF).  Funding for individual schemes to be undertaken by the Vale of Glamorgan Council was currently being finalised.  If successful, the 2016/17 funding would continue to support initiatives in relation to supporting older people to maintain their independence and remain at home, avoiding unnecessary hospital admissions and delayed discharges.  In addition, Welsh Government had extended the scope of the integration agenda this year to develop integrated services for people with learning disabilities, an integrated autism service in Wales and integrated services for children with complex needs.


Environment and Housing


Highways and Engineering – There were currently some vacant posts within the department, however, it was projected that the budget would outturn on target.


Waste Management – There were currently adverse variances projected due to slight overspends on staffing, transportation costs and income being lower than anticipated.  The 2016/17 budget included a further saving target of £253k for a review on transport. Plans were in place to shortly implement round changes within waste collections in order to reduce the resources required which should mitigate this position.  In view of this, it was currently projected that the budget would outturn on target.


Leisure – It was anticipated that this budget would outturn on target.


Transportation – The Transportation Unit covered Road Safety, School Crossing Patrols and Passenger Transport, mainly in the form of buses for Education and Supported bus routes.  It was currently anticipated that this service would outturn within budget.


Regulatory Services – The allocation of £2.056m represented the Vale of Glamorgan's budget for its share of the Shared Regulatory Service (SRS)'s running costs as well as central overhead budgets (not directly charged to the SRS) less income directly attributable to the Council.  A separate set of accounts was maintained for the SRS and periodically reported to the Shared Regulatory Service Joint Committee.  At this stage in the year it was anticipated that the SRS would outturn on target.


Council Fund Housing – At this early stage of the year, it was anticipated that this budget will outturn on target.


Managing Director and Resources


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


Regeneration – This budget covered the Countryside, Economic Development and Tourism and Events functions.  As it was very early in the financial year there was currently no variance to the profiled budget and it was anticipated that this service would outturn on target.


Development Management – As it was very early in the financial year there was currently no variance to the profiled budget and it was anticipated that this service would outturn on target.  From 1st March, 2016, the Drawing Office, which had formerly been included within the Development Management division, was transferred to the Performance and Development division within the Resources Directorate, in order to create an Authority-wide Graphics Unit.  Cabinet had therefore been requested to approve the transfer of £62k from Development Management to Resources.


Private Housing – As it was very early in the financial year there was currently no variance to the profiled budget.


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


Savings Targets 2016/17


As part of the Final Revenue Budget Proposals for 2016/17, a savings target of £9.289m was set for the Authority.  Attached at Appendix 1 was a statement detailing all savings targets for 2016/17.  At this early stage of the year, services were working towards fully achieving their savings targets however updates would be provided to Members during the year.


The Head of Finance, in referring to Appendix 1 and specifically regarding variances, advised further detailed information would be reported to the future meetings of the Scrutiny Committee. 


A Member queried the savings required to be achieved by Visible Services circa £1m for waste management and enquired if there was scope for further savings within this area.  In response, the Head of Finance indicated that the savings target as set out in Appendix 1 to the report represented the base budget which included the savings requirement in the current financial year.


The Committee felt that future reports should include an additional column which provided an indication of attainment of actual savings against projected savings.  The Chairman felt this was appropriate and useful and suggested that a traffic light system of variances in services in regard to savings would be useful so there were “no surprises” regarding savings achieved later in the current financial year.


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


Reason for recommendation


That Members are aware of the projected revenue outturn for 2016/17.





Appendix 1 detailed financial progress on the Capital Programme as at 30th April, 2016.


The monitoring report showed actual expenditure for the month of April 2016 and was matched by a similar figure in the profile to date column, thereby showing no variances.  Profiled expenditure had been requested from Project Managers and would be updated in the next report.


Members were advised that Appendix 1 did not include requests for unspent committed expenditure to be slipped from 2015/16 into 2016/17.  A request for this slippage would be included in the Closure of Accounts report presented to a future Cabinet meeting.


For all schemes where it was evident that the full year's budget would not be spent during the year, the relevant officers were required to provide an explanation for the shortfall and this would be taken to the earliest available Cabinet.


Appendix 2 provided non-financial information on capital construction schemes with a budget of over £100k.   Where a budget shown in Appendix 1 was more than £100k but was made up of several schemes that individually were less than £100k, the scheme was not included in Appendix 2.


Set out below were the following changes to the 2016/17 Capital Programme:


Learning and Development 

  • St. Andrews Major Church In Wales Primary Fencing – An Estyn report had raised safeguarding issues at this school and to rectify this issue new fencing was required.  It had therefore been requested that the 2016/17 Capital Programme be increased by £66k, to be funded from the Schools Rationalisation reserve;
  • Gwenfo Primary Expansion – Emergency Powers had been used to increase this scheme by £70k, to be funded from the School Investment Strategy reserve.  The extra budget was required as a result of the tenders received being over budget. 

Social Services


Asset Renewal – A Delegated Authority request had been used to allocate the £200k Asset Renewal budget as follows:


Social   Services Lift Refurbishment


Renewal   of Boilers


Fire   Precaution Works


Residential   Homes Toilet Refurbishments


Electrical   Rewires to Social Services Properties


Residential   Home Refurbishment



Environment and Housing


Housing Improvement Programme – A Delegated Authority request had been used to allocate the £28.882m budget as follows:


WHQS   Internals


WHQS   Externals


Jenner   Road


Clive   Road


St.   Lukes


St.   Pauls


Williams   Crescent


Emergency   Works


Aids   and Adaptations




Common   Parts


WHQS   Environmental Improvements


New   Build



  • Jenner Park and Colcot Pitches – The Jenner Park pitches included in this scheme were completed in 2015/16 and it had therefore been requested that the name of this scheme be changed to Colcot Pitches
  • Road Safety Grant – Emergency Powers had been approved for the inclusion of a £61k Welsh Government grant for Road Safety improvements at Court Road
  • Safer Routes in Communities –  Emergency Powers had been approved for the inclusion of a £99k Welsh Government grant for works to Dinas Powys cycle way
  • Culverhouse Cross to St. Athan via the Airport – Emergency Powers had been approved for the inclusion of a £600k Welsh Government grant for bus improvement schemes on Port Road. 

Managing Director and Resources 

  • Causeway Improvement Scheme – Members had approved that a £30k sustainable transport s106 contribution from the conversion of the Marine Hotel, Barry Island, be spent towards the Harbour Road Causeway Improvement scheme.  It had therefore been requested that the 2016/17 Capital Programme be increased by £30k to be funded from s106 monies
  • Causeway Improvement Scheme – Emergency Powers had been used to vire £60k to the scheme to cover increased construction, design and supervision costs.  This was to be funded from £19k Drainage Asset Renewal and £41k Flood Risk Management budgets
  • Paget Road Open Space Play Facility – The Council was currently investigating opportunities for improvements at nearby public open spaces in the vicinity of Penarth Heights and as part of this process were considering a number of parks in North Penarth.  As such, the Council was in the process of devising public consultation for enhancements, which would be undertaken during 2016.  It had therefore been requested that the name of this scheme be changed to “North Penarth Open Space Improvements”
  • Castleland Renewal Area – £100k of this budget was uncommitted and due to the ongoing commitments to make good the poor workmanship of Phase 5b of the Penarth Renewal Area at Queens Road, it was estimated that a budget of £100k would be needed to complete these works.  Options were currently being explored to recover this money.  A virement of £100k from Castleland Renewal Area to Penarth Renewal Area scheme had been requested
  • ROWIP Grant – Emergency Powers had been approved for the inclusion of a £31k Natural Resources Wales grant for Rights of Way Improvement schemes. 

RECOMMENDED – T H A T the following changes to the 2016/17 Capital Programme be noted: 

  • St. Andrews Major Church In Wales Primary Fencing – Increase the 2016/17 Capital Programme by £66k to be funded from the School Rationalisation Reserve.
  • Jenner Park and Colcot Pitches – The scheme name change to Colcot Pitches.
  • Causeway Improvement Scheme – Increase the 2016/17 Capital Programme by £30k to be funded from s106 monies.
  • Paget Road Open Space Play Facility – The scheme name change to North Penarth Open Space Improvements.
  • Castleland Renewal Area – To vire £100k from Castleland Renewal Area to Penarth Renewal Area.

Reason for recommendation


To allow Members to be aware of progress on the Capital Programme and to allow schemes to proceed in the current financial year.