CORPORATE PERFORMANCE AND RESOURCES SCRUTINY COMMITTEE
Minutes of a meeting held on 24th January, 2017.
Present: Councillor M.R. Wilson (Chairman): Councillor G. Roberts (Vice-Chairman); Councillors Mrs. P. Drake, H.C. Hamilton, H.J.W. James, Mrs. A. Moore, R.A. Penrose, A.C. Williams and E. Williams.
719 APOLOGY FOR ABSENCE –
This was received from Councillor K. Hatton.
720 MINUTES –
RECOMMENDED – T H A T the minutes of the meeting held on 13th December, 2016 be approved as a correct record.
721 DECLARATIONS OF INTEREST –
The following declarations were received from the undermentioned Members in respect of the Agenda Items indicated:
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Councillor Mrs. P. Drake
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Agenda Item No. 4 – Reshaping Services – Progress on Implementation
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Councillor H.C. Hamilton
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Agenda Item No. 4 – Reshaping Services – Progress on Implementation
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Councillor A.C. Williams
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Agenda Item No. 4 – Reshaping Services – Progress on Implementation
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Councillor E. Williams
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Agenda Item No. 4 – Reshaping Services – Progress on Implementation
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Councillor M.R. Wilson
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Agenda Item No. 4 – Reshaping Services – Progress on Implementation
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722 RESHAPING SERVICES PROGRAMME – UPDATE ON IMPLEMENTATION (REF) –
The Cabinet, at its meeting held on 23rd January, 2017, considered the latest report in respect of the Council’s Reshaping Services programme.
The matter had subsequently been referred to the Scrutiny Committee for consideration, with the report representing an update position on the previous report made to the Scrutiny Committee at its meeting in October 2016.
The Committee noted the following progress in respect of each project stream outlined by the Head of Performance and Development:
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Tranche One
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Tranche Two
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Additional Learning Needs and Inclusion (Amber)
Catering (Amber)
Library Services (Amber)
Transportation (Amber)
Building Maintenance (Amber)
Visible Services (Amber)
Highways
Planning (Green)
Regulatory Services (Green - Completed)
ICT (to be run over tranches 1 and 2) (Amber)
Property projects (corporate office building rationalisation and cleaning and security) (Amber)
Social Services Budget and Collaborative Working Programmes (Amber)
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Learning and Skills Strategy and Resources (Amber)
Parks and Grounds (Maintenance and client services)
Housing Services (Landlord responsibilities) (Amber)
Building Services – Cleaning and Security Services (Amber)
Refuse and Recycling and Street Cleansing
Corporate Services (Red)
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The Head of Performance and Development indicated in relation to service-based projects that the Project Sponsors were continuing to take reports to Cabinet and the relevant scrutiny Committees as proposals were being developed. He also indicated that the savings targets contained within the report remained unchanged from the previous quarter and any changes to the targets would be reflected in the Council’s budget proposals for 2017/18.
In terms of Corporate Workstream projects, the Head of Performance and Development indicated that the Challenge Group identified a series of opportunities that would benefit from a corporate-wide response and these were being progressed as corporate workstream projects and related to the following initiatives:
- Town and Community Councils and the Voluntary Sector (Amber)
- Demand Management (Amber)
- Effectiveness of Spend [Economic Development – (Red); Grants – (Amber)]
As previously reported to the Scrutiny Committee, arrangements were necessary to ensure robust management of the Programme and to enable its efficient delivery. Specific details in relation to these activities undertaken in supporting the above Programme were set out in paragraphs 85 to 97 and related to the following workstreams:
- Programme Management (Green)
- Organisational Development (Green)
- Communication and Engagement (Green).
During October 2016, the Council commissioned Price Waterhouse Coopers (PWC) to undertake a Baseline Assessment Review, including the potential future options for the operation of Corporate Services. This work had recently concluded and officers were now considering the draft initial findings. The work undertaken by PWC would also inform the development of future tranches of the Reshaping Services programme and further reports would be made to the cabinet and Scrutiny Committee in due course.
In referring to the report, the Vice-Chairman reiterated his previous comments made at the time when the last report had been submitted to the Committee for consideration and expressed concern at the chosen model for an in-house solution for services which fell under the stewardship of Visible Services. He further reiterated his concern in relation to areas of potential risk in respect of equal pay matters and the equal treatment of staff where decisions had already been made to pursue different operating models for future service delivery as in the case of Catering Services and Building Services – Cleaning. In response, the Head of Performance and Development acknowledged that whilst these services were disparate, it was feasible to bring them together in one single operating model and this view had been supported by the review undertaken by external consultants. He confirmed that any HR implications that arose as a result of progressing an in-house model would be taken account of as the project progressed.
Another Member of the Committee enquired of progress in regard to the level of savings accrued as a result of the new waste refuse collection rounds as part of the Transport Review savings. In reply, a Member of the Committee who was also the Chairman of the Environment and Regeneration Scrutiny Committee, indicated that a report on this subject matter had been considered by that Committee recently. In responding to the question, the Managing Director intimated that the savings target alluded to in regard to waste collection arrangements were unlikely to be met as the new arrangements had only commenced in August 2016, with the target representing an annual figure. Any savings accrued to date would be representative from when the service actually started i.e. August 2016.
RECOMMENDED – T H A T the Reshaping Services Update be noted.
Reason for recommendation
In acknowledgement of progress made to date.
723 REVENUE MONITORING FOR THE PERIOD 1ST APRIL TO 30TH NOVEMBER 2016 (MD) –
The Head of Finance, in reporting on the matter, indicated that overall the headline position in regard to the revenue budget had not changed significantly to the position previously reported to the Scrutiny Committee at its meeting in December 2016.
The following progress was noted in respect of the undermentioned budgetary matters:
Learning and Skills
The Directorate was projecting to outturn with an adverse variance of £716,000 at year end as detailed below. £500,000 had been set aside in the Schools Placements reserve to be used as a one off contribution in 2016/17 to mitigate part of the shortfall while further Reshaping Services work was undertaken by the Directorate.
Schools – The delegated budget relating to schools was expected to balance as any under/over spend was carried forward by schools.
Strategy, Culture, Community Learning and Resources – This service was projected to outturn with a favourable variance of £204,000 after a transfer from reserves of £446,000. The net underspend was as a result of early implementation of 2017/18 savings, a reduction in the number of supported non-maintained nursery settings, a number of vacancies throughout the department, an increase in ICT support packages purchased by schools and a projected underspend on the Catering service of £71,000. This catering underspend was based on projected school meal take up which could change throughout the year. The transfer from reserves would be £251,000 from the Libraries reserve to cover any legal costs and costs relating to the implementation of the service review, £43,000 from the Adult Community Learning reserve to assist with the new Welsh for Adults contract and a previous year’s funding reduction in Schedule 2 / Cardiff and Vale College Franchise and £152,000 from the Early Retirement and Voluntary Redundancy Reserve to fund redundancy and retirement costs in schools.
Strategy and Regulation – This service was currently projecting to outturn at a favourable variance of £32,000 due to salary underspends and reductions in office expenses for the Directorate.
Achievement for All – This service was projected to outturn with an adverse variance of £114,000 after a transfer from reserves of £716,000. This was as a result of an adverse variance of £822,000 on the recoupment income budget and an adverse variance on pupil placements of £268,000. This position could be partly offset by projected salary underspends of £260,000 which were due to vacant posts in the service as a result of early implementation of 2017/18 Reshaping Services savings. The service had a £2.4m recoupment income budget in respect of out of county pupil placements purchased at Ysgol y Deri. As an initial measure £500,000 had already been set aside in a Schools Placements reserve. This sum would be used as a one off contribution in 2016/17 to mitigate part of the shortfall while further Reshaping Services work was undertaken by the Directorate. However, if this shortfall of £216,000 could not be mitigated further in the year, other reserves could be utilised to balance the shortfall made up of £93,000 from the Excluded Pupils reserve, £45,000 from the Youth Service reserve and £78,000 from the Adult Community Learning reserve.
School Improvement – This service was projected to overspend by £122,000 as a result of redundancy and pension strain costs as a result of restructuring.
Provision had been made within the budget to make unsupported borrowing debt repayments in relation to the Schools Investment Strategy of £698,000 per annum and any favourable variance on debt repayments would be directed into the Schools Investment Strategy.
Social Services
The Directorate was projecting to outturn with an adverse variance of £600,000 at year end as detailed below.
Children and Young People’s Services – this service was projected to outturn with an underspend of £400,000.
Adult Services – it was projected that the Community Care Package budget could outturn with an adverse variance of up to £1m by the year end.
The annual deferred income budget for 2016/17 had been set at £747,000 and as at 30th November, 2016, income received to date totalled £211,000 over-recovered. It was therefore being projected that this budget would outturn at £100,000 over-recovered by year-end and this favourable variance would be included as part of the projected overspend for care packages.
Environment and Housing
The Directorate was currently projected to outturn within target at the year end.
Highways and Engineering – there was currently a £36,000 favourable variance against the profiled amended budget.
Waste Management – there was currently an adverse variance of £78,000 to be profiled amended budget.
Leisure Services – it was anticipated that this service would achieve a break even position at the year end.
Transportation – there was currently a favourable variance of £75,000 against the profiled budget.
Regulatory Services – the allocation of £2.218m represented the Council’s budget for its share of the Shared Regulatory Service. It was anticipated that the Service would outturn on target.
Council Fund Housing – it was anticipated that this budget would outturn on target.
Public Sector Housing (HRA) – it was expected that this budget would outturn on target and any underspend in year would be offset by additional contributions to capital Expenditure thus reducing the reliance on Unsupported Borrowing.
Managing Director and Resources
It was currently projected that this service would outturn within target at year end.
Resources – it was anticipated that this service would outturn within budget.
Regeneration – there was currently a small favourable variance on this budget and it was still projected that this service would outturn on target by year end.
Development Management – there was an adverse variance relating to the Local Development Plan as expenditure was delayed from 2015/16, however, funding was set aside in reserves for the purpose in the last financial year and would therefore be drawn down to offset this position.
Private Housing – there was currently a small favourable variance on this budget.
General Policy – the projected outturn for Policy was for a favourable variance of £4m when compared to the amended budget. Cabinet had previously taken the decision that this sum would be set aside to the General Fund and consideration would be given for that allocation to be used to offset the shortfall in the revenue budget and / or used for capital schemes, the details of which would be considered by the Budget Working Group before the final revenue proposals were presented to Cabinet and Council for approval.
RECOMMENDED – T H A T the position with regard to the Authority’s 2016/17 Revenue Budget be noted.
Reason for recommendation
In acknowledgement of the projected revenue outturn for 2016/17.
724 CAPITAL MONITORING REPORT FOR THE PERIOD 1ST APRIL TO 30TH NOVEMBER 2016 (MD) –
The Head of Finance drew the Committee’s attention to the areas of slippage in regard to the Capital Programme. In particular, she drew the Committee’s attention to the proposed bringing forward from the allocated 2017/18 Capital Programme budget of £1,912,000 to fund flooring works (£70,000) and changing room works at Penarth Leisure Centre (£40,000) and Barry Leisure Centre (£24,000) (total £134,000).
Having regard to the report, it was
RECOMMENDED –
(1) That the use of Delegated Authority to amend the schemes within the Barry Regeneration Partnership budget be noted.
(2) That the use of Emergency Powers to amend the schemes within the Castleland and Tackling Poverty budgets be noted.
(3) That the following budgets to be carried forward into 2017/18 be noted:
- Dimming of Street Lights – Carry forward budget of £750,000;
- Llanmaes Flood Management Scheme – Carry forward budget of £930,000;
- Wordsworth Park – Carry forward budget of £70,000;
- Cemetery Approach – Carry forward budget of £140,000;
- Barry Regeneration Partnership – Carry forward budget of £12,000;
- High Street / Broad Street – Carry forward budget of £240,000;
- Skills Training Centre – Carry forward budget of £279,000, and rename £179,000 of slipped budget “Innovation Quarter Regeneration Fund”.
- Marketing and Disposal of the Innovation Quarter – Carry forward budget of £44,000.
(4) That the following budget be brought forward from the 2017/18 Capital Programme:
- Leisure Centre Flooring Upgrade and Changing Room Refurbishment – Bring forward budget of £134,000.
(5) That the following changes to the 2016/17 Capital Programme be noted:
- Ysgol St. Baruc – Include a new scheme for £27,000, funded from the Schools Investment Strategy Reserve;
- Community Centre Works – Increase budget by £7,500, funded by a contribution from a Community Centre;
- Parks and Grounds Maintenance Asset Renewal – Vire £18,000 from Parks and Grounds Asset Renewal to Community Centre Works;
- Parks and Grounds Maintenance Asset Renewal – Reduce budget by £12,000 and fund via revenue;
- Barry Regeneration Partnership – Reduce budget by £6,000 and fund via revenue;
- Barry Island Western Shelter Lighting – Increase budget by £25,000, funded by an Arts Council of Wales grant.
Reasons for the Recommendations
(1) To advise Committee of the use of Delegated Authority.
(2) To advise Committee of the use of Emergency Powers.
(3) To allow schemes to be undertaken in future years.
(4&5) To allow schemes to proceed in the current financial year.
725 VALE OF GLAMORGAN PUBLIC SERVICES BOARD – WELL-BEING ASSESSMENT (MD) –
The Vale of Glamorgan Public Services Board – Well-being Assessment must be published 12 months prior to the publication of the Public Services Board (PSB) Well-being Plan, that being by May 2018.
The assessment must consider the state of economic, social, environmental and cultural well-being in the area and provide an accurate analysis of the state of well-being in each community and in the area as a whole, capturing the strengths and assets of the people and communities in the area.
Extensive work has been undertaken to draft the Well-being Assessment with the aim of publishing it in April 2017. At the PSB meeting on 15th December the PSB approved the draft assessment for consultation.
The consultation would take place between 9th January and 5th February, 2017 and would include a short online survey, drop in sessions in three libraries, two Stakeholder workshops and attendance at a number of Forums e.g. the Youth Forum and the 50+ Strategy Forum. The revised Assessment would then need to be approved by PSB on 9th March to enable translation and publication by the beginning of April. It was intended that the draft assessment be presented to Cabinet on 6th March. Although the assessment does not have to be published until early May the PSB has agreed to make every effort to publish at the beginning of April to avoid the weeks before the Local Government elections.
Contents of the Well-being Assessment
A range of data sources, evidence and research have been used within the Assessment as well as the results of engagement activities with the public and stakeholders. The Assessment has utilised a common data set which had been commissioned by Welsh Government and produced by the Local Government Data Unit. The data set included the national well-being indicators that accompanied the Act and the Public Health Outcomes Framework indicators. Data was presented at both a Vale level and at a community level where available and appropriate. The Assessment had also been developed in parallel with the Population Needs Assessment (PNA) which was a requirement of the Social Services and Well-being Act. The final Assessment would highlight the key findings of the PNA which was being prepared by the Cardiff and Vale Integrated Health and Social Care Partnership and would also be published in April.
The Assessment would be made up of a suite of documents which included:
- An Executive Summary (Appendix A)
- An Overview Document which brings all the information together (Appendix B)
- Community Profiles (Appendices C, D, E and F)
- Four detailed Evidence Reports
- An Engagement Report.
The Executive Summary and overview document were the core documents detailing the key findings and conclusions of the Assessment.
The Community Profiles provided an overview of the Vale and each of the three community areas. It was expected that as part of the consultation on the draft Assessment that these would be enhanced with input from the public and other stakeholders.
The four detailed evidence reports were being prepared to cover all aspects of well-being and provide a wealth of information about the Vale of Glamorgan. Work was continuing to refine the detailed evidence reports for publication in April. These reports were structured around four themes:
- Having an active and healthy future
- Being part of safe and inclusive communities
- Maximising opportunities and attainment
- Our environment.
The evidence reports could be considered on their own for those interested in a particular topic but taken together provided a comprehensive picture of the Vale and showed the links between, for example, health and the environment and the many factors which impact on well-being.
The Engagement report would bring together the results of the engagement undertaken over the Summer to inform the Assessment including the "Let's Talk About Well-being" survey. As part of the joint work with the Cardiff PSB and with the Integrated Health and Social Care partnership the "Let's Talk" brand was developed which was used for the engagement activities which informed the Assessment.
In November 2016, the PSB held a workshop to consider the key findings emerging from the Assessment and to consider where they could collectively add value to improve well-being and where further work would be needed to help develop the PSB's well-being objectives and Well-being Plan. The conclusions reached by the PSB when considering all the information were that the following areas should be the focus of further work and the subject of more detailed research and analysis
- Ensuring young children have a good start in life and preventing Adverse Childhood Experiences (ACE).
- Tackling inequalities linked to deprivation, focusing on a range of issues which were more acute in some of our more deprived communities. This provided an opportunity for a place based approach and built on some of the PSB’s existing work.
- Protecting, enhancing and valuing the environment as one of our greatest assets to ensure the natural resources of Wales were sustainably maintained, enhanced and used now and into the future.
- Improving our engagement with our communities, utilising existing networks and being more innovative including the promotion of volunteering.
As part of the consultation on the draft Assessment, views were being sought on the priority areas identified by the PSB which would then be looked at in more detail to help shape the Well-being Plan which would be published in 2018.
The Chairman sought clarification in relation to the Lower Super Output Area definitions used to rank the most deprived areas within the County as set out in Appendix E to the report.
Clarification was provided by the Performance and Development Business Support Officer.
Having considered the contents of the draft Well-being Assessment, it was
RECOMMENDED – T H A T the contents of the draft Vale of Glamorgan Public Services Board Well-being Assessment be noted.
Reason for recommendation
In acknowledgement that the Scrutiny Committee was a statutory consultee for the draft Well-being Assessment.
726 3RD QUARTER SCRUTINY DECISION TRACKING OF RECOMMENDATIONS AND UPDATED WORK PROGRAMME SCHEDULE 2016/17 (MD) –
The report updated Members on progress in relation to the Scrutiny Committee recommendations and to confirm the updated / amended work programme scheduled for the Scrutiny Committee for 2016/17.
RECOMMENDED –
(1) T H A T the recommendations deemed completed as set out in Appendix B to the report be agreed:
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18 October 2016
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Min. No. 472 – 2nd Quarter Scrutiny Decision Tracking of Recommendations and Work Programme Schedule 2016/17 (MD) – Recommended
(2) That the Scrutiny Committee work programme as set out in Appendix C to the report be agreed and made available on the Council’s website.
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Work programme schedule uploaded to the Council’s website.
Completed
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13 December 2016
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Min. No. 616 – Initial Revenue Budget Proposals 2017/18 (MD) – Recommended
(1) That the recommendation from the Healthy Living and Social Care Scrutiny Committee be noted.
(2) That the amended Revenue Budget for 2016/17 as set out in Appendix 1 be noted.
(3) That the Initial Revenue Budget Proposals for 2017/18 be noted.
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(1-3) Cabinet, on 9th January, 2017, resolved that the contents of the report be noted and passed to the Budget Working Group for consideration in concluding the budget proposals for 2017/18.
(Min. No. C3422 refers)
Completed
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Min. No. 617 – Initial Capital Programme Proposals 2017/18 (MD) – Recommended
(1) That the Initial Capital Budget Proposals for 2017/18 be endorsed and Cabinet informed accordingly.
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Cabinet, on 9th January, 2017, resolved that the contents of the report be noted and passed to the Budget Working Group for consideration in concluding the budget proposals for 2017/18.
(Min. No. C3420 refers)
Completed
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Min. No. 618 – Initial Housing Revenue Account Budget Proposals 2017/18 (MD) – Recommended
(1) That the revised Housing Revenue Account budget for 2016/17 be noted.
(2) That the Initial Housing Revenue Account Budget Proposals for 2017/18 be noted.
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(1&2) Cabinet, on 9th January, 2017, resolved that the contents of the report be noted and passed to the Budget Working Group for consideration in concluding the budget proposals for 2017/18.
(Min No C3421 refers)
Completed
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(2) T H A T the Scrutiny Committee Work Programme as set out in Appendix C to the report be agreed and made available on the Council’s website.
Reasons for recommendations
(1) To maintain effective tracking of Committee recommendations.
(2) To agree the Scrutiny Work Programme 2016/17 and make available the information to the public.