Agenda Item No 6


The Vale of Glamorgan Council


Shared Regulatory Service Joint Committee: 30th June 2015


Report of the Director of Visible Services and Housing


Overview and Update on the Development of the Shared Regulatory Service


Purpose of the Report

1.         This report provides an update for Elected Members on the development of the Shared Regulatory Service (SRS) between Bridgend, Cardiff and the Vale of Glamorgan Councils. 


The Committee is asked to consider and note the information within the attached report

Reason for the Recommendation

The report is for noting.



2.         On 20th April 2015, the committee received a report on the creation of the shared regulatory service. The committee considered and noted the contents of the Joint Working Agreement and associated Business Plan. Later in the agenda, the Committee appointed a head of service to manage the new organisation. This report provides an update on matters pertaining to the creation and development of the new service.

Human Resources Update

3.         The Joint Committee will be aware that a number of important milestones were successfully reached during May 2015 as part of the HR work programme and in partnership across the three local authorities.

4.         Some 170 'in-scope' employees were successfully transferred to the Vale of Glamorgan Council (as host employer) on the 1st May 2015 and paid under their newly transferred contract on the 15th May 2015. No incidences were reported of payment failures or errors and feedback has been positive.

5.         Post transfer induction/introduction sessions were completed for all 'in-scope' employees during the first three weeks of May 2015 in order to ensure that pre-transfer assurances had been followed through.  

6.         The post transfer restructuring consultation process has now commenced following discussions about principles and protocols with the trade unions and will continue in accordance with the schedule as set out below:-




Key Activities




Transfer Date

Formal transfer of staff to host employer

1st May 2015


Management of post transfer restructuring consultation process



Commence consultation process

-    indicative structure
-    selection and assimilation process
-    approach to mitigating redundancies
-    meetings with trade unions
-    meetings with staff group
-    continuation of 1-1 sessions
-    consider outcomes from consultation
-    refine proposals as appropriate
-    respond to staff/unions
-    finalise prior to next stage


June to August 2015

Populating the new organisational structure


To be managed on a “tier by tier” basis
-    dealing with matching issues

-    invitation for selection process

-    selection for new posts

-    processing voluntary redundancies


September to October




Implementation of new staffing structure

-   implementation of new structure

-   processing redeployment

-   processing termination as appropriate

November 2015


7.         A summary of the proposed protocols for populating the new structure is set out for the Joint Committee's consideration at Appendix A. This includes the "ring-fence" and wider assimilation proposals and, as indicated has been developed on the basis of good practice from each of the three local authorities and in consultation with the trade unions.

8.         A key point of agreement with the trade unions and staff has been the need to bring forward the appointment process for the second tier managers within the new structure (i.e. the three Operational Managers). This will be conducted over the next three weeks with the hope of securing appointment on the 10th July 2015.

9.         The above arrangement has been agreed on the basis that it will help support the Head of Shared Regulatory Services to manage the restructuring process over the coming months and add early capacity to the development of the new service.


ICT and mobile working update

10.      A number of ICT related activities were carried out prior to 1st May 2015 to enable transferring staff to continue to carry out their duties without interruption through the transfer process.

11.      Cardiff, Bridgend and Vale networks were connected and other ICT infrastructure works were undertaken to allow Cardiff and Bridgend based staff (and any remote working staff) access to a number of Vale systems;

12.      Approximately 200 new accounts were created in the Vale’s Oracle, TimeWare, email and eLearning systems;

13.      Transferring staff were provided with eLearning training resources and face-to-face training sessions for Oracle and TimeWare;

14.      Transferring staff were provided with access to Oracle, TimeWare and the Vale’s StaffNet;

15.      The ICT project Manager has taken up his post and has been consulting with Regulatory representatives from Bridgend and Cardiff Councils. Three key projects have been identified, two of which have gone through project scoping and initiation phases:


Development of the SRS Website:


·           Key objectives - Develop a new website for the Shared Regulatory Service. This will involve auditing and migrating existing Regulatory content from the partner LA websites and holding workshops with key service staff to capture functionality and service requirements. We will then identify and prioritise website functionality and phase delivery of the new website.


·           Projected outcomes by the end of quarter 3: Workshops will be completed; the website functionality and navigation structure will be documented and prioritised; the website delivery phases will be identified and prioritised; content will be migrated into the new website; phase 1 will be live November 01 2015.


SRS software and systems audit:


·           Key objectives - As recommended in Atkins the scope of this project is to identify the software and systems that is currently in place and in use in the SRS and report and make recommendations towards a collaborative model.


·           Projected outcomes by the end of quarter 3: Consolidated any audit results available to date; established evaluation criteria and reporting mechanisms; audit will be complete; compiled the results in a report including recommendations.


SRS Laptop rollout - This project is in scoping stage at present:


·           Key objectives - The remodelling of the service introduces a single shared ICT suite that incorporates mobile technology and digital customer access channels. This project proposes distributing laptops to SRS staff to provide access to regulatory back office systems following the transfer of staff to the Shared Regulatory Service.


·           Projected outcomes by the end of quarter 3: Following the project plan that is currently under discussion, we hope to achieve the objective following a three stage process; distribute laptops to a core number of SRS staff and run a mobile access pilot as proof of concept; trial the laptop solution with select SRS staff; rollout the laptop solution to all staff.


Financial Monitoring

16.      The agreed gross 2015/16 budget for the Shared Service is £9.799M. This includes allocations for core service costs, implementation costs as well as several Authority-Specific costs which will be recharged to relevant Authorities at cost plus management fees.       

17.      Finance Officers from all 3 Authorities have met several times to discuss and clarify financial procedures for the Shared Service going forward. This process will continue in the short term.

18.      A financial monitoring report for Quarter 1 (being May and June 2015) will be prepared using consolidated figures gathered from each Authority for this period. Whilst all staffing costs for the SRS are held within Vale's Oracle system, all non-staffing costs are currently held remotely by each Authority.  


Resource Implications (Financial and Employment)

19.      The financial and human resource implications associated with the creation of the new service were contained in the relevant Cabinet and Council reports. These projections were refined further to take account of some minor changes to the scope of the services provided and a one month delay in implementation.

20.      Since the transfer of officers on 1st May, the number of staff in scope has reduced slightly resulting in some early savings for the project, but at the same time placing additional pressure on "Business as usual" activities.

Sustainability and Climate Change Implications

21.      None

Legal Implications (to Include Human Rights Implications)

22.      The legal implications were contained in the relevant Cabinet and Council reports.

Crime and Disorder Implications

23.      The crime and disorder implications were contained in the relevant Cabinet and Council reports

Equal Opportunities Implications (to include Welsh Language issues)

24.      The Equality implications were contained the relevant Cabinet and Council reports.

Corporate/Service Objectives

25.      The key service and improvement objectives contained in the Business Plan identify and link to the Corporate Plans of each Council. It is intended that the adopted Scrutiny regime will engage in the review and developments of plans, polices and strategies that support the corporate objectives of each Council.

Policy Framework and Budget

26.      The matter is within the Policy Framework.

Consultation (including Ward Member Consultation)

27.      No specific consultation has been undertaken in relation to this report, although Members will appreciate that considerable consultation and engagement has been and continues to be undertaken with the Trade Unions and staff.

Relevant Scrutiny Committee

28.      Relevant Scrutiny Committees relating to each Council

Background Papers

Cabinet reports September/October 2014

Council reports October/November 2014


Contact Officer

Dave Holland. Head of Shared Regulatory services


Officers Consulted

Tara King, Assistant Director (Environment), City of Cardiff Council

Lee Jones, Head of Service, Bridgend County Borough Council


Responsible Officer:

Miles Punter,

Director of Visible Services and Housing