APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN 2016… · APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN...

APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN2016/17 2017/18 2018/19 2019/20 TOTAL

PressuresInflation 1,887 2,041 2,905 3,005 9,838 Other 9,410 2,451 2,312 2,374 16,547 Total Pressures 11,297 4,492 5,217 5,379 26,385

Technical Adjustments 1,900- - - - 1,900-

(INCREASE)/DECREASE IN REVENUE SUPPORT GRANT(-0.7%) 121 5,228 5,098 - 10,447 Increase in tax base - C.Tax @ 15/16 rate 549- - - - 549- C. Tax @ 4% 2,107- 2,127- 2,147- 2,167- 8,547- Less consequential increase in benefits 611 489 494 498 2,092 GAP 7,473 8,083 8,662 3,711 27,928 Savings 10,870 2,215 532 510

Balance - @ -2.5% WG reduction (future years) 3,397- 5,868 8,129 3,201 13,801

Balance - @ -2% WG reduction* N/A 4,823 7,131 3,201 15,154Balance - @ -1.5% WG reduction* N/A 3,777 6,122 3,201 13,099Balance - @ -1% WG reduction* N/A 2,731 5,102 3,201 11,034*19/20 assumes no reduction in WG Grant

APPENDIX TWO – NEW BUDGET INVESTMENTS

16/17 17/18 18/19 19/20 Unique

ID Service Group Description £'000 £'000 £'000 £'000

PEOPLE

1 Education

Maes Ebbw Special School - capacity building through Capital investment. Revenue consequences of Capital Bid being presented to cater for additional staffing with regard to the creation of additional Capacity proposed to be created at the school, and the ability to take further additional pupils over above current levels. The current position within the school is it has capacity for 100 pupils, but at the present time has 124 pupils on site. The capital bid, which is to be submitted for 6 additional classrooms at £2.3m will give capacity at 148, allowing the school to safely deliver education to those currently on site, and allow additional known demand to be catered on site. The revenue consequences of the development is additional staffing of 6 Teachers and 12 Teaching assistants at total cost of £550k, of which circa £100k can be found from within current ISB resources when pupils move, and a further £180k from anticipated savings falling out of a schools reorganisation programme to be finalised during the current MTFP process. Therefore the revenue burden sits at £270k over two years.

230 40

2 Social

Services-Adults

Transitions - Children due to turn 18 that are in the children with disabilities team (CDT) and are therefore likely to go into the adult social care system. This is worked out based on the full year cost of 4 children at the current package cost within Children's services. Not all LAC's who turn 18 would apply here, only those in the CDT.

238 57 50

3 Social

Services - Children's

Kinship - There have been increases of children being granted Special Guardianship Orders of around 25% per year, for the last couple of years. Based on reviewing these trends and current numbers, these pressures are needed until the situation plateaus in the years to come.

266 206

16/17 17/18 18/19 19/20 Unique


4 Social


Out of Area Residential Placements - Based on an age profile showing children turning 18 and a trend analysis of the likely number of new cases, gives rise to this budgetary pressure. The trend shows changes each year, with a total of £20k pressure over the 4 years.

168 23 -335 164

5 Social


Gwent Safeguarding Children's & Adults Board - Grant funded until 15/16, this funding has now stopped, meaning LA's have to fund the cost of this regional service being provided.

63

6 Social


Out of Area Residential (unachieved project) - Peopletoo in partnership with the service, reviewed every contract with providers for Out of Area Residential placements, with a view to making savings. It has been reported through the relevant project groups that the savings are not achievable for 15/16 and 16/17.

100

7 Social


Youth Offending Service - In response to inspection report, additional resource is needed to implement recommendations and a reduction in the YJB grant in 15/16 has also increased this pressure.

87

PLACE

8 Streetscene & City Services

Project Team - Many of the posts within the projects team were capital dependent and as the major schemes reduced the level of income significantly reduced. A strategic decision was taken to restructure the team resulting in 3 voluntary redundancies. The historical income pressure has been compounded by the restructure due to lost opportunity/ capacity within the team to generate income. Savings target has been included within the Streetscene transformation project for delivery.

216

16/17 17/18 18/19 19/20 Unique



Cemeteries - Shortfall against income targets. Savings target has been included within the Streetscene transformation project for delivery. 50


Green Waste winter collections - As part of the 15/16 MTFP £375k was accepted as a supported pressure to maintain the recycling targets that are imposed upon the Authority by Welsh Government. The £375k already took into account the fact that the green waste collections would cease in winter months. As the £140k was included as an additional saving this is not achievable on the basis that it was already accounted for. Savings target has been included within the Streetscene transformation project for delivery.

140


City Centre Fountains - On-going cleaning and maintenance costs associated with the switching on of the fountains. The level of vandalism may well increase this budget pressure.

30

12 Regeneration, Investment &

Housing

Reduction in Community Learning Grant (WG) & Funding from Coleg Gwent - Community learning income target of £1.35m has until now contributed a surplus of £122k. The 15/16 grant reduced by £393k and as a result the service is having to cut back on activity. Due to such significant funding reductions it is no longer possible to generate this surplus.

122

NON-SERVICE

13 Non-Service National Minimum Wage - Subject to significant uncertainty but preliminary work confirms that increase in cost to our contractors will be very substantial. Further work on-going to be complete by mid-December.

1,510

16/17 17/18 18/19 19/20 Unique


14 Non-Service Welsh Language Standard - Minimum budget to adhere to the new

welsh language standards from April 16 280

15 Non-Service The employer's pension contribution rates for deficit recovery is increasing to reflect actuarial valuations 170 177

16 Non-Service Grants transferred into settlement – In relation to Outcome Agreement Grant that has been transferred into the Aggregate External Financing grant from Welsh Government

1,531

NEW INVESTMENT TOTAL 5,201 503 - 285 164

Agreed/Revised Investments

16/17 17/18 18/19 19/20 Unique


PEOPLE

18 Education

3 and 4 Year Olds - The expansion of the Welsh Government Flying Start initiative, coupled with the general increase in population and the Local Authorities development of additional Nursery provision means that from 2017/2018 additional funding is required to meet additional capacity needs.

40 40

19 Education

Secondary School Demographics - net increase for 2016/2017 financial year and beyond. Snapshot taken of known position at 6th March 2015. The figures show increases of 28, 81, 121, and 335 for 2016/2017 to 2019/2020 respectively into the system. For 16/17 & 17/18 proposal is to limit schools to cash limit of 15/16 budget, therefore no pressures included for these years.

266 786

20 Education

Primary School Demographics - net increase between primary and nursery pupils for 2016/2017 financial year and beyond. Snapshot taken of known position at 6th March 2015. The figures show increases of 298, 209, 258, and 367 for 2016/2017 to 2019/2020 respectively into the system. For 16/17 & 17/18 proposal is to limit schools to cash limit of 15/16 budget, therefore no pressures included for these years.

462 650

21 Social Services

Adults - Demographic Growth. Funding based on current trends and demographic forecasts. 121 137 157 169

16/17 17/18 18/19 19/20 Unique


22 Social


New legislation/Regulation - Fostering 'When I'm Ready' - This is an amendment to a line in the last agreed MTFP, where some costs can now be estimated. There are changes to legislation regarding support for foster children up to the age of 25. We are still awaiting final guidance on this but these calculations are based on foster carers receiving the WG minimum allowance for 16-18 year olds until the age of 25, assuming that all children as they turn 18 are included. These can be children from Independent Fostering Agencies, Out of Area Residential Placements and in house looked after children.

106 236 210 205

NON-SERVICE

23 Non-Service

Total Reward - The Council's proposed new pay and grading structure and allowances framework, utilises the £3,750k budgeted for this project by April 2015. As staff move through their pay scales in subsequent 3 years, it will generate 'incremental' pay budget pressure. An additional estimated allowance for turnover has also been made.

1,087 1,025 777

24 Non-Service Increase in National Insurance rates following changes to regulations linked to 'contracted out' schemes such as the LGPS 2,800

16/17 17/18 18/19 19/20 Unique


25 Non-Service

Auto enrolment in Pension scheme Newport's staging date will be somewhere between 1st April and 30th June 2013. Staff earning over £8,105 will automatically be enrolled into a pension scheme for one month and will then have the ability to opt out of the scheme. Assuming all classes of employee currently not in a pension scheme stayed enrolled the maximum employers contribution (LGPS existing scheme) will cost £1.618m per annum. However it is assumed for budget purposes that only permanent staff will potentially stay in the scheme and that there will be minimal take up from Casual, Fixed Term, Seasonal, Sessional, and Temporary staff. It is not possible to assess how many permanent staff will remain in the pension scheme but it is felt prudent to make budget provision for 50% of this potential cost which equates to £0.507m.

95 110

26 Non-Service

Other pressures' - To Be Identified as annual detailed budget work undertaken - there is normally miscellaneous budget pressures identified. This amount here provides an 'allowance' for this - so that the overall budget gap in each year takes account of some amount for this.

400 400 400

27 Non-Service SDR PFI Scheme Interest payable on SDR PFI reserve to maintain ability to fund future costs when annual PFI grant lower than costs.

28 Non-Service Capital programme MRP / Interest Costs of capital programme MTFP/ interest, following a review of the programme in Sept/Oct 2014 and subsequent re-phasing of projects.

285

AGREED/REVISED INVESTMENT TOTAL 4,209 1,948 2,597 2,210 BUDGET INVESTMENT TOTAL 9,410 2,451 2,312 2,374

APPENDIX THREE – New Budget Savings for Consultation

Unique ID

Service Group Proposal 16/17

£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

PEOPLE

EDU01 Education

Ceasing funding for SpLD (Specific Learning Difficulties) delegated services. Ceasing or partially ceasing funding for the AEN (Additional Educational Needs) delegated service.

260 185 12

SSA10 Adult &

Community Services

Telecare - Review Telecare operation and charges by seeking the most effective and efficient way of providing this important and essential service for the citizens of Newport.

58 20 1

SSA11 Adult &

Community Services

Modernisation of Transport Provision 104 0

CFS01

Children & Young People

Services

To close Brynglas bungalow children’s residential unit and sell excess capacity to neighbouring local authorities

297 297 10

CFS02


Services

Review of Integrated Family Support Service 25 25 2

CFS03


Services

Reduction in Social Worker posts 144 144 7

CFS05 Children &

Young People

Review and reduction of Preventions Team

15 15 1

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

Services

CFS06


Services

Review and reduction of Fostering & Matching and Placement Service (MAPS) Budgets

35 35 2

CFS07


Services

Reduction in Voluntary Sector Contracts

23 23 0

PLACE

STS01 Street Scene

Bus routes - Removal of financial support on evenings and Sundays

52 17 0

STS14 Street Scene

Land drainage and canal maintenance – review of services - To reduce the staff currently engaged on this operational activity 50 2

STS18 Street Scene

Street Cleansing - review and restructure of services - Revise street cleansing provision across the City including cleanliness based assessment. Changes to working hours of operatives by introducing a four day working over a seven day week

250 10

STS20 Street Scene

Grounds Maintenance Service Review - Reduce the number of grass cuts throughout the City from 8 to 6 with the exception of visibility splays, schools contracts and leisure facilities

136 2

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

STS26 Street Scene

Waste - Review of charging for special collections - Review of charging for special collections - apply a new pricing mechanism to ensure the minimum charge covers the operating and disposal costs of the service.

44 0

RIH18 RIH Restructure of the Council’s core-funded Youth Service 140 4

CORPORATE

CSDI002 CS & DI Customer Services – Reduction in Front Line Staffing

13 9 1

CSDI013 CS & DI

Review of service delivery model and management saving - To review the service delivery model for IT and determine if partnership working would deliver a more resilient, cost effective and sustainable service.

70 2

LR01 Law & Standards

Members Neighbourhood Allowances - Cease the Members Neighbourhood Allowance fund for voluntary and community groups within wards.

25 0


Cease the provision of all City Events - To cease the organisation, management and part-funding of all Council-run City Events 46 18 1.5


Reduction in discretionary Tourism budget - To further reduce the expenditure on Tourism 20 20 0

PBC06 People & Business Change

Reduction in the overall budget allocated through grants to voluntary sector organisations - The re-commissioning of voluntary sector organisation provision

63 0

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

NON-SERVICE

NON001 Non-Service Council Tax Rebate Scheme Budget Reduction 300 0

NON002 Non-Service

Invest to Save Reserve - Cease the annual revenue contribution to the Invest to Save Reserve 950 0

NON004 Non-Service

Minimum Revenue Provision / Interest Budget Reduction - Following review of budgets a reduction of budgets across Capital and Interest Payable budgets is achievable

900 0

NON005 Non-Service

Council Tax Increase - Increase Council Tax by 1% above the already agreed 4% assumption.

406 0

NEW BUDGET SAVINGS TOTAL 4,426 808 - - 57.5

APPENDIX FOUR – New Budget Savings Business Cases for Consultation

of 4

Medium Term Revenue Plan Proposals - Business Case EDU01 Service Area Education

Proposal Title Ceasing funding for SpLD (Specific

Learning Difficulties) delegated services. Ceasing or partially ceasing funding for the AEN (Additional Educational Needs) delegated service.

Version 1.2 Proposal Summary Description

To remove funding for specific education services of a non-statutory nature (AEN and SpLD provision) which have been delegated to Maes Ebbw Special School.

Impact on Performance Potential risk to Key Performance Indicators linked to pupil exclusions and the early identification and support of pupils with Additional Educational Needs

Impact on FTE Count up to 12 FTE filled positions

Impact on other Service Areas Potential risk surrounding education services including Special Educational Needs (SEN) and Educational Psychology. Risk to schools and partners supporting vulnerable families

Impact on Citizens Pupils will not receive specialist service support. Teaching staff will not receive free advice, support and guidance.

Delegated Decision (Head of Service/Cabinet Member/ Cabinet)

Cabinet

Savings (£) 2016/17 2017/18 2018/19 260,000 185,000 0 Implementation Costs (- £) 0 0 0 Revenue – Redundancy/Pension 300,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 300,000 0 0 Current Position The AEN & SpLD services were delegated on April 1st 2015. Maes Ebbw hosts the provision. The service supports all primary, secondary schools and non-maintained settings in Newport

of 4

Key Objectives and Scope To cease financing the delegated services of the SpLD team saving £213, 808. To consider one of the following options regarding the reduction of the AEN team: a) To cease all funding associated with the AEN team – saving £232k b) To cease funding 75% of the staff associated with the AEN team-saving £168k c) To cease funding 50% of the staff associated with the AEN team-saving £102k d) To cease funding 25% of the staff associated with the AEN team- saving £54k Options considered Part A: The SpLD Service is made up of 3 teachers and 5 Teaching Assistants. The amount of funding delegated to this service is £213,808. The service supports schools and clusters through the provision of direct tuition, advice and training for children with SpLD. The key functions include:

• Ensuring that children/young people with a specific learning difficulty are identified and have appropriate provision, guidance and support, so that each one can reach their own potential and have equal opportunities to their peers.

• Assessing children/young people and advising schools on appropriate support and strategies. Providing and delivering individual programmes of work in Primary schools for those who are experiencing literacy difficulties which meet the SpLD criteria.

• Providing schools with individual learner targets and a programme of work. • Training support staff in ways of delivering suitable materials and designing

programmes of work for those with SpLD. Ceasing the Service: The SpLD work could be embedded through school based AEN provision. This would create an extra burden to teachers but the proposal is achievable. The ceasing of the service will impact on a small percentage of learners. However this small group of learners are vulnerable. What will happen: Negatives:

• Parents of pupils with specific learning difficulties will express high levels of dissatisfaction

• Teaching staff will perceive higher and more complex workloads • Schools will have to source training for practitioners supporting pupils with

specific learning difficulties Positives:

• All school level practitioners will take ownership and embed SpLd related skills into all aspects of their teaching.

What may happen: Negatives:

• Individual pupil attainment may dip or may not be reached if schools do not successfully manage and support this group of learners.

Positives: • Schools may recognise and support a larger group of pupils who would

benefit from SpLD support (as the current model only refers a small, fixed number of pupils).

Part B: The Additional Educational Needs (AEN) team is made up of 2 FTE Advisory Teacher and 2 FTE Curriculum Improvement Advisors. The amount of funding

of 4

delegated to the service is £223,000. The service functions include: • providing intervention, support, advice, training and capacity building for,

schools based staff, parents and partners, on all AEN issues • To ensure resources are deployed effectively to improve attainment for

vulnerable groups, including reviews of provision. • Actively reduce and prevent pupil exclusions • To support the development of ASD and SpLD friendly schools • Lead the ASD steering group • Provide advice and support on the Local Authority SEN panel

Ceasing the Service: Not all Local Authorities employ or provide funding for AEN Advisory Teachers. The team provide free support, without the service schools would have to source and buy in relevant professionals. The AEN Team’s work links to a wide group of vulnerable learners (ASD, SpLD, Emotional Social and Behavioural Needs, SEN etc.) What will happen: Negatives

• Team Teach (physical Intervention and positive restraint) training will have to be sourced by individual schools. Schools not trained in Team Teach would create a safeguarding risk.

• There will be no LA resources in place to reduce or prevent exclusions. • Schools would need to source and buy in Inclusion training (at a premium

cost) • The LA Senior Management Team will need to extend their (exclusion)

challenge dialogue with individual schools. This is currently supported by the AEN Curriculum Improvement Advisors

• Support for central education would further diminish and create further pressures on staff and Key Performance Indicators.

Positives: • Clusters could bulk buy Team Teach places and operate collaborative training

days. • Schools will have to take complete ownership of preventing and reducing

exclusions What may happen: Positives:

• There may be a more collaborative approach to inclusion planning via clusters

• Schools may be more self-sustaining in terms of inclusion skills. Negatives:

• Schools with Learning Resource Bases / Learning Support Centres may be more vulnerable in terms of specialist support and training.

• Inclusions skills across the city may deteriorate Key Proposal 1) To cease financing the delegated services of the SpLD team saving £213, 808. 2) To consider one of the following options regarding the reduction of the AEN team:

a) To cease all funding associated with the AEN team – saving £232k (This is the Service preferred option, on which savings are based)

b) To cease funding 75% of the staff associated with the AEN team-saving £168k

c) To cease funding 50% of the staff associated with the AEN team-saving

of 4

£102k d) To cease funding 25% of the staff associated with the AEN team- saving £54k

If option 2b-d is chosen (and AEN staff remain) the reduced service would need to re-designed. Removing all of the delegated funding creates a cost saving of £436,808 per year from April 2016. A £300k investment would be required to pay redundancy costs of staff. Required Investment Redundancy costs during 2015/16 of up to 12 FTE’s if the proposal is accepted. Key Risks

1) Risk to schools and partners supporting vulnerable families (there is likely to be an enhanced risk to those living in poverty)

2) Pupils with SpLD will not receive a specialist service support. 3) Teaching staff will not receive free advice, support and guidance around

Additional Educational Needs and SpLD 4) Risk to surrounding education services including SEN and Educational

Psychology. Reducing teacher specialist support may reduce the early identification of AEN pupils. An increased number of requests for pupil statements may come through to the Local Authority which are unnecessary

5) Risk to central education Key Performance Indicators linked to SEN and pupil exclusions

High Level Milestones and Timescales The proposal would be implemented following budget approval by Council. The redundancy process would need to be started by November 2015 to prevent additional implementation costs beyond the delegated amount. Fairness and Equality Impact Assessment completed Yes

of 3

Medium Term Revenue Plan Proposals - Business Case SSA10 Service Area Adult and Community Services

Proposal Title Telecare

Version 14 Proposal Summary Description

To simplify the pathway and provision of Telecare: • Review the operation, application and

management of Telecare services through re tender and award of renewed contracts

• Review the charging policy for telecare service

• Remove charges for Telecare from the Fair Charging Policy and charging matrix

Impact on Performance • Streamlined pathway for promotion,

implementation and management of Telecare Services utilising and targeting resources more efficiently and effectively.

• Equitable approach for service users / non eligible people with similar circumstances

• Embedding the use of Telecare as part of service offer

• Increased use of Telecare as part of preventative services

Impact on FTE Count 1 FTE (filled) Impact on other Service Areas Telecare is a critical element of the Council’s

arrangements for implementing the Social Care and Wellbeing (Wales) Act 2014 to promote independence and improve wellbeing. This service plays a significant role in the prevention agenda which generates financial and resource savings for a wide range of internal service areas and external partners including Health.

Impact on Citizens Increase in charges for some existing service users. This is based on current uptake and charging levels which range from nil charge to full charge based on individual circumstances and current position in relation to charging and financial assessment. Simpler and more equitable pathway for all eligible citizens


Cabinet

of 3

Savings (£) 2016/17 2017/18 2018/19 £58,000 £20,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension £25,000 £25,000 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other £30,000 0 0 Implementation Cost - Total £55,000 £25,000 0 Current Position Newport City Council currently has 2 separate arrangements with different providers in place for Telecare. There are a number routes into Telecare as follows:

Key Objectives and Scope To review the way in which the council provides, installs, monitors, manages and charges for the Telecare Service Options considered Option 1. Status quo Option 2. To review the way in which the council provides, installs, monitors, manages and charges for the Telecare Service Key Proposal To implement option 2 Required Investment Continuation of the annual Capital contribution to purchasing of equipment

of 3

Key Risks . New Telecare Contracts

• Transitional issues causing delays when moving from one provider to another • Changes to operating models as a result of new contract award

High Level Milestones and Timescales

• Existing contracts due to end 31st March 2016 • Consultation with staff - if required post re-tender • Notification to existing service users regarding changes to charging policy –

on award of new contract and in direct relation to changes as a result of newly awarded contracts

• Work with the National Procurement Service to negotiate a collective deal for purchasing the equipment in conjunction with the retendering process.

. Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Modernisation of Transport Provision

Proposal Summary Description To review the provision of funded transport for

service users of adult social care through a new assessment.

Impact on Performance All service users within adult social care will be supported throughout the review, where possible identifying suitable alternative solutions, providing travel training and transitional support

Impact on FTE Count None

Impact on other Service Areas Increased traffic through the information station Potential for an increase in number of calls , queries and complaints

Impact on Citizens Full consultation will allow comment from citizens prior to implementation


Cabinet

Savings (£) 2016/17 2017/18 2018/19

104,000 0 0

Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Adult Services Transport is currently provided to service users who qualify as needing a service from the authority as part of assessed need. This may be to access day centres, respite, college or other opportunities in the community. Transport is provided to elderly clients, those with learning disabilities, physical disabilities and / or mental health issues. Transport provision may be by minibus or taxi services. Transport Policy; A new draft Transport Policy has been developed which proposes that in future, transport will only be provided when there is an eligible need and where there is no suitable and alternative way for the service user to travel to their care and community activities. This will require all service users to be assessed for eligibility using the criteria outlined in the policy.

of 3

This policy aims to help move towards a consistent and equitable approach to funded transport, specifying an open and transport eligibility process. It is recognised that this may present some challenges for service users but the policy has positive aims including:

• Promoting independence • Maximising choice and control • Supporting a healthy lifestyle • Improved quality of life • Maximising dignity and respect • The provision of local accessible services and support

Inherent to the policy is the commitment to support service users to identify appropriate alternative transport solutions. This may include:

• travel training to build the capacity of users to travel independently • transitional support e.g. ‘travel buddies’ • using mobility allowance / Motability vehicles where possible • community transport or supporting the development of a new social enterprise • car sharing • direct payments • Concessionary travel – bus passes etc.

There will still be a need to provide some residual transport provision or funding specifically for those with complex and multiple needs, who cannot access other suitable transport. Where there is no other option than to provide transport we could offer a subsidised service; a review of the charging under the new SSWB Act would need to be undertaken in relation to any potential fee or contribution from the service user From April 2016 all Local Authorities in Wales will need to implement the ‘can and can only’ test for people eligible for a service. As such there will be an expectation on service users to meet their own transport needs unless only the authority is in a position to do so. This will put an enhanced obligation on individuals to manage and fund their own transport arrangements. Key Objectives and Scope

• Benchmarking and identifying best practice of other Local Authorities. • Full 3 month consultation with service users, stakeholder groups and the

wider community • To finalise and adopt the proposed transport policy for the Council • To implement the new assessment framework and reassess all current users

of transport provision Options considered

1. To continue to fund the service in its current form 2. To review all transport arrangements for service users

Key Proposal Option 2 Required Investment No cash investment required but dependent on the outcome we may need to transfer some of the new bus fleet to an alternative provider.

of 3

Business Improvement Resource – Programme / Project Management Partnerships & Policy Resource – Consultation Service area implementation 1 FTE Social Worker High Level Milestones and Timescales Key Risks Meeting the timescales for reassessment and implementation in line with other service delivery changes. Fairness and Equality Impact Assessment completed Yes

of 6

Medium Term Revenue Plan Proposals - Business Case CFS01 Service Area Children and Family Services

Proposal Title To close Brynglas bungalow children’s

residential unit and sell excess capacity to neighbouring local authorities


To close Brynglas bungalow children’s residential unit and sell excess capacity to neighbouring local authorities

Impact on Performance The closure of the unit will reduce options available for Looked After Children within the authority

Impact on FTE Count 9.8 FTE (filled)

Impact on other Service Areas None identified at this time

Impact on Citizens Restricted availability of options for care


Cabinet

Savings (£) 2016/17 2017/18 2018/19 296,984 296,985 0 Implementation Costs (- £) Revenue – Redundancy/Pension 250,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 250,000 0 0 Current Position In Children’s Services to reduce costs and create savings there are only 3 options, to restrict the number of service users, to reduce the number of staff employed or look at opportunities to outsource or use alternative delivery models. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst Children and Family Services (C&FS) can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary.

of 6

In Children and Family service the option to ‘close the front door’ is not possible therefore any reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for Children’s Services is more expensive and there is little evidence that commissioning externally will create savings. The business cases explore all of the options so reduction in staffing, reduction in expenditure on services and new ways to deliver service.

Current Internal Residential Provision Newport Children’s Services currently has access to 14 beds in internal residential care spread across 3 units – Brynglas Bungalow, Fforest Lodge and Cambridge House. This is a higher number of beds than any other Welsh Local Authority. The unit cost of the beds is comparable to mid-range standard equivalent provision in the private residential sector but higher than both internal and independent foster placements. Unit costs are based on 100% occupancy and include internal SLA’s. The SLA element would need to be included for any external recharging. The consideration for closure of 1 or more of the units is based on an analysis of average capacity levels for 2014 (collectively 84%):

• Fforest Lodge 90% • Cambridge House 69% • Brynglas Bungalow 93%

It should be noted that occupancy at the 3 units is determined by a safe mix of residents and at times, due to the risk assessments of certain young people, full occupancy is not possible. There is an increased risk of budget pressures in the future if closure of 1 or more residential units moves forward. Use of the in house residential units has ensured the number of children being placed outside of the LA has been minimised. A guaranteed saving can only be predicated on being able to prevent children coming into care and the continued capacity to source foster placements. A further shift in cultures across agencies to avoid the admission of teenagers will take time to achieve.

The market for placements is a providers market. The options for placement are Local Authority foster carers, Independent Fostering Agency (IFA) carers, Local Authority residential care or Out of Authority (OOA) residential care. Out of Authority Residential and Independent Fostering Agencies can either be in a ‘framework’ placement as part of the Childrens Commissioning Consortium Cymru (4C’s) or ‘off-framework’. A ‘framework’ placement is with a provider who has been through an approved provider process by the 4C’s and within a tiered system related to standard baseline costs, quality assurance and other relevant guarantees. Negotiations are possible downwards within the framework and dependent on the individual needs add ons for additional and / or specialist support services may or may not be included. An ‘off-framework’ placement will not have been through the process and will not be subject to the same pre-approved assurances on cost, quality and standards. A comparison of total LAC to the proportion of LAC per 10,000 populations under the age of 18 years across the 15 Local Authorities within the 4C’s region demonstrates the demand for placements. Total LAC figures have increased from an overall figure of 3275 in 2003 to 4615 in 2014 (41%); although of this increase only 0.4% is

of 6

attributed to the years 2012-2014 (Source ‘The 4C’s Needs Market Analysis Report April 2015):

The 4C’s Needs Market Analysis report April 2015 outlines that the vast majority of LAC are placed in foster care with 9% in residential care. The LAC population is predicted to remain stable or reduce in coming years. These baselines demonstrate that there is a demand for more local provision, but also that a reduction in in-house beds by closure of 1 or more units is in-line with forecasted trends within the sector and offers a solution for reducing fixed costs within C&FS. In order to effectively review all of the options proposed, a detailed analysis of potential income and re-provisioning costs has been undertaken. Benchmark figures for residential and foster care placements in view of income and re-provisioning potential are taken from the 4C’s Needs Market Analysis April 2015. It is difficult to predict the potential cost of re provisioning packages for children who would, if a unit closed need to be managed through IFA and OOA placements. Predicting the numbers of children who may need the service in the future is fraught with difficulty. The current children in Brynglas have to move because the Unit can no longer meet their needs while the children in Fforest Lodge and Cambridge House would in the course of the year move through the Unit and into alternative accommodation. Key Objectives and Scope To review the existing residential units and provide options for closure and income generation. Options considered Option 1. Closure of Brynglas Bungalow and Income Generation across a number of beds within the remaining residential units Closure of Brynglas Bungalow. In addition to the closure of Brynglas Bungalow it is proposed that 3 beds are ‘sold’ across the remaining 2 residential units on the basis of standard, medium term care. Income from 3 beds across the remaining 2 residential units would need to be based on an average of 80% occupancy in order to

of 6

generate income levels and supplement potential re-provisioning to a net position. An exact weekly re-charge fee is yet to be agreed, however this will be based on benchmarked ‘mid-range standard’ weekly charges.

Due to the fact that there is no comparative example against which to test and benchmark the proposal to generate income from selling beds, there is a significant risk that the targeted level of income (after identified re-provisioning) is not achievable. There is also a risk that the intention to re-provision to internal foster care placements will not be realised, which would further reduce the level of net income as a result of increased re-provisioning costs demonstrated throughout the options. Based on current number of beds in residential (14) and average annual combined occupancy (84%), a reduction by 2 beds on closure of Brynglas House would leave 12 internal provision residential beds. Ring-fencing 3 beds for sale to other authorities would leave 9 for NCC internal placements; this is 2.4 below current placement levels on average combined occupancy. If there is no reduction in the number of LAC children requiring placements, then re-provisioning costs would be incurred for placements in excess of those available through internal residential. Placement outside of internal residential provision would be sourced based on the following order of preference in line with availability and the child’s needs and associated risk:

• Internal foster care placement • Framework independent foster care placement • Framework residential • Off-framework residential

Average figures demonstrate a shortfall of 2.4 beds (rounded to 2). If 100% occupancy was applied to a 2 bed scenario the re-provision costs would range from the lower bracket of internal foster care placements to the higher end of standard residential placements. This will be factored in against income for a net position. Option 1 is the preferred option based on the fixed cost savings profiled across 16/17 and 17/18, targeted minimal re-provisioning costs and potential for income. However it should also be noted that there are no current examples of Local Authorities selling internal residential beds to other authorities therefore there is no basis to demonstrate the success or failure of this initiative. Whilst foster care placements are preferred in all cases, this also does not quantify the risks to the number of LAC children who would suffer negative consequences as a result of re-provisioning. Option 1 is the preferred option. The uncertainty and risk in this proposal suggests it should be considered for a period of two years and if income generation is not achievable then Fforest Lodge would be closed. The exact unit cost for re-sale of beds would be subject to confirmation on agreement of this proposal. Option 2. Closure of Brynglas Bungalow and 1 other residential unit Closure of Brynglas Bungalow and Fforest Lodge. Potential re-provisioning of existing placements at average occupancy would range from the lower end cost of internal foster care placements to £1,231,470 the higher end of framework standard residential placements. This does not demonstrate the potential cost of off-framework residential placements.

of 6

This option is not feasible based on the risk around substantial re-provisioning costs which would significantly reduce any saving on closure of units and potentially effect a higher level of cost associated with these placements. It would be unrealistic to assume that all necessary re-provisioning based on current occupancy at these 2 units would be achieved at the lower end of bench-marked costs. In addition, whilst foster care places are preferred in all cases, this does not quantify the risks to the significant number of LAC children who would suffer negative consequences as a result of re-provisioning. Option 3. Closure of all 3 residential units Based on the principles within option 2 for Brynglas Bungalow and Fforest Lodge, option 3 is the closure of all 3 residential units. Potential re-provisioning of existing placements can be applied to a 3rd unit of 6 beds at the average occupancy of Cambridge House (69%). In this scenario, potential re-provision costs would range from the lower end cost of internal foster care placements to the higher end of framework standard residential placement. This does not demonstrate the potential cost of off-framework residential placements. This option is not feasible based on the high level risk around substantial re-provisioning costs which would significantly reduce any saving on closure of units and potentially effect a higher level of cost associated with these placements. It would be unrealistic to assume that all necessary re-provisioning based on current occupancy at these 2 units would be achieved at the lower end of bench-marked costs. In addition, whilst foster care places are preferred in all cases, this does not quantify the risks to the significant number of LAC children who would suffer negative consequences as a result of re-provisioning. Key Proposal Option 1 - To close I residential unit (Brynglas Bungalow) to release savings, and sell 3 beds from the remaining 2 residential units with a net target after preferred re-provisioning to internal foster care placements. The exact unit cost for re-sale of beds would be subject to confirmation on agreement of this proposal. Required Investment Service area, HR and project management resource will be required to implement this proposal. The level of investment and staff resource required to implement this option should not be underestimated and would require significant HR, project and other key area support. Key Risks There is a pathway which ends at residential care for the highest needs which is not necessarily inevitable. Often too many children end up in residential care when they become too difficult, focusing on the child's failure and not the service. This business case would seek to demonstrate that provision providing longer term, earlier accessed care based on a purposeful model of care works. Warehousing 14-16 years clearly does not. It is wasteful both in terms of the cost to the individual and the cost to the authority. Closure of 1 or more residential units will involve the full staff group across the three residential units and the unit which provides short breaks for disabled children. The uncertainty and drop in morale this will create across the four units should not be

of 6

underestimated. Given the number of staff involved and the reduction in redeployment opportunities as a result of a similar exercise having already been completed in Adult Services there will be a need for compulsory redundancies. Due to the fact that there is no comparative example against which to test and benchmark the proposal to generate income from selling beds, there is a significant risk that the targeted level of income (after identified re-provisioning) is not achievable. There is also a risk that the intention to re-provision to internal foster care placements will not be realised, which would further reduce the level of net income as a result of increased re-provisioning costs demonstrated throughout the options. A consideration will also need to be given as to whether the Council’s C&FS applies through the upcoming approved provider tender process with the 4C’s. Whilst this may offer certain assurances and guarantees, it would set fees within a benchmarked range and the level of work associated with the application process for the framework is significant and should not be underestimated. However, it is harder to work from an ‘off-framework’ position as first priority should always be given first to suitable placements available on ‘framework’. Therefore opportunities to obtain fee paying placements would be lower by acting as a provider ‘off-framework’. Another key risk and challenge would exist around the development of the service to adapt to the changes required to enable the re-sale of beds option. This would include training for existing staff, project, commissioning, communications and marketing support to devise a strategy and approach for effective marketing and uptake. Support for implementation to changes of working practices including administration of charges and payment recovery before implementation would also need to be planned. Upfront and extensive negotiation would be required with the 4C’s and other local authorities in order to effectively implement this proposal to generate income by selling beds. Capacity of HR team to support proposals. High Level Milestones and Timescales • Public consultation as per MTRP process January 2016 • Development of new processes, policies and ways of working to support the

re-sale of beds March 2016 • Staff consultation 1st April 2016 • Conclusion of staff consultation 31st May 2016 • Closure of Brynglas bungalow 31st August 2016 • Go live for re-sale of based on profiled targets in October 2016beds Fairness and Equality Impact Assessment completed Not at this time but one will be completed

of 3


Proposal Title Review of Integrated Family Support

Services


Review and reduction of Integrated Family Support Services budget

Impact on Performance Diminution in wider Children’s Services performance

Impact on FTE Count 2 FTE (filled)

Impact on other Service Areas Negative impact on frontline Children’s Services

Impact on Citizens Reduced family support provision


Cabinet

Savings (£) 2016/17 2017/18 2018/19 25,000 25,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 50,000 0 0 Current Position In Children & Family Services (C&FS) to reduce costs and create savings there are only 3 options, to restrict the number of service users, to reduce the number of staff employed or look at opportunities to outsource or use alternative delivery models. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst C&FS can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary. In C&FS service the option to ‘close the front door’ is not possible therefore any

of 3

reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for Children’s Services is more expensive and there is little evidence that commissioning externally will create savings. C&FS services budget for 2015 -16 is £19,940,574, £11,623,613 of which is staffing, of the remainder £7,734,961 are placement costs and £582,000 external legal costs.

The Integrated Family Support Service (IFSS) comprises of a total budget of £1,697 730. This is made up of a joint contract agreement with Barnardo’s of £811,140 for FASS and the Family Support Team (FST) match funded to a 20% value by Barnardo’s to a total of £1,000,000 FASS and the FST provide core services to support children at risk of significant harm. They work with the Duty and Child Protection teams to provide packages of support to children and families first and foremost for children to remain with their families. Packages from both teams can be court ordered and are commonly part of the Public Law Outline

The Family Contact Centre (FCC) has a budget of £402,930. FCC delivers court ordered contact with families where proceedings are ongoing. A small number of long term contacts are supported as part of Care Orders

The budget for the Integrated Family Support Team is £181,224. Savings associated with the Integrated Family Support Team budget as part of Integrated Family Support Services are not possible due to specifications of a wider agreement with other associated Local Authorities and legislation as set out by Welsh Government. Key Objectives and Scope Review and reduce the Integrated Family Support Service budget. Options considered Option 1 Reduce the FCC budget by 5.7% and delete 1 FTE Family Contact Worker post (£23,000) Reduce the FST budget by 3.3% and delete 1 FTE Family Support Worker post (£27,000). It should be noted that a reduction in the FST budget may result in a review of the contribution from Barnardo’s. This is the preferred option. Option 2 Reduce the FCC budget by 11.4% and delete 2 FTE Family Contact Worker posts (£46,000) Reduce the FST budget by 6.6% and delete 2 FTE Family Support Worker posts (£54,000). This option is not feasible due to the resulting reduction in level of posts within the identified teams. Key Proposal Option 1 Required Investment Potential redundancy provision

of 3

Key Risks Reducing the number of posts in the IFSS will place pressure on C&FS to meet existing statutory requirements and the obligations of the incoming Social Services and Well Being Act. Reduction of family support posts will reduce the support offered to families and limit the options for intervention to prevent children entering the court system. Reduction of contact worker posts will limit the amount of contact the Contact Centre can provide and thus revert to a position of social workers providing supervised contact. If social workers provide contact it detracts from their capacity to deliver core social work function Risks associated with reducing IFFS posts are as follows: Risk Rating A failure to safely manage significant harm and risk to children

Low

Reduction in performance below the benchmark and Welsh average and associated increase in challenge from regulators

Medium

Challenges around recruitment and retention because of impact on morale and staff pressures which may incur additional agency fees

High

Increased legal costs related to incomplete work to required court standards

High

Increased pressure on resources as a result of staffing changes High Failure to carry out key statutory functions Low

This business case should not be viewed in isolation and should be considered in line with all other business case proposals and associated pressures and risks for the service as a result. Specific risks: Risk Rating Reduction in family support potentially increases the number of children in care

Medium

Diminishes capacity to provide comprehensive assessments to the courts

Medium

High Level Milestones and Timescales To ensure that full year effect savings are obtained, staff consultation will need to begin by mid November 2015 to allow for appropriate time for notice periods in the event of redundancies. Fairness and Equality Impact Assessment completed To be completed.

of 5

Medium Term Revenue Plan Proposals - Business Case CFS03 Service Area Children & Family Services

Proposal Title Reduction of Social Worker posts


Reduce the number of frontline Social Worker posts by 7 (FTE)

Impact on Performance As front line Social Worker (SW) posts are removed from Children & Family Services (C&FS) there is a corresponding reduction in achievement of PI’s. This will quickly take the service below both the benchmark and the Welsh average. Significant risks and challenges to performance exist for any of the options explored. In addition to the failure to meet PI’s, there would also be a reduction in performance for court work and in effective management of placements. Both of these potentially risk incurring additional costs.


Impact on other Service Areas Education (schools) and a potential impact on prevention services.

Impact on Citizens Potential for increased risk for children and families.


Cabinet

Savings (£) 2016/17 2017/18 2018/19

144,000 144,000 0

Implementation Costs (- £) Revenue – Redundancy/Pension 175,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 175 000 0 0

Current Position In Children’s Services to reduce costs and create savings there are only 3 options, to restrict the number of service users, to reduce the number of staff employed or look at opportunities to outsource or use alternative delivery models. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place

of 5

the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst Children and Family Services (C&FS) can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary. In Children and Family service the option to ‘close the front door’ is not possible therefore any reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for Children’s Services is more expensive and there is little evidence that commissioning externally will create savings. There is recognition within children’s services that overall caseloads have reached a point that is manageable in relation to manager and practitioner time. The service has recently achieved a caseload average per FTE of 17.43 (based on the teams and associated overall caseload in scope for this business case); it has taken 6 years to reach this position. It is important to note there is an actual caseload variance of between 15 and 27. The recommendation of the Laming Review following the death of Victoria Climbie was that good practice is achieved with caseloads for children’s services of between 12 and 15. The recent fall in caseloads corresponds with an increase in the intensity of work because of changes arising from the Family Justice Review. So while caseloads have reduced the narrative within the teams is of additional demands and pressures. The evidence of this pressure requires substantiation but is echoed across all Local Authorities (LA’s) in Wales, legal departments and HMCTS (Her Majesty’s Court & Tribunal Service). Key Objectives and Scope An analysis of current total caseloads (as at 15/05/15) has been carried out and the allocated caseload per FTE across front line posts to determine a level of reduction to achieve required savings. • A scenario is included for each option with an increase in total current

caseloads of 5% to 1253 (from 1194) • A consideration for turnover and absence at front line roles of 15% is included • Teams considered include Looked After Children (LAC) LAC1, LAC2, 16+,

DAT, DCT, 4 x CP • The caseload is identified for remaining FTEs post reduction • There is no reduction in Senior Practitioner posts (SP)

Options considered Option 1 – Preferred Option • Deletion of 7 SW posts • Average caseload weighting increases to 18.45 • Actual caseload per FTE = 12 per SP and 24 per SW

POST POSTS

DELETED CASELOAD PER FTE (Remaining posts)

COST PER POST

TOTAL SAVINGS

SP 0 12 £0 £0

of 5

SW 7 24 £42,888 £300,216 Average 18.45 Total

Savings £300,216

Option 1 is the preferred option in order to achieve the required savings. The current average caseload would increase by 1.02. Although this is the preferred option there would be risks and challenges around this level of working which would be impossible to mitigate. This option includes a reduction in savings achieved due to vacancy factor (£6,000 per annum) to achieve the figure identified. Option 2 – Not Feasible

• Deletion of 8 SW posts • Average caseload weighting increases to 18.76 • Actual caseload per FTE = 12 per SP and 24.5 per SW

POST POSTS


COST PER POST (PRE T.R)

TOTAL SAVINGS (PRE T.R)

SP 0 12 £0 £0 SW 8 24.5 £42,888 £343,104

Average 18.76 Total Savings

£343,104

Option 3 is not preferred due to the further increased level of post deletions and caseloads. Option 3 – Not Feasible

• Deletion of 9 SW posts • Average caseload weighting increases to 19.07 • Actual caseload per FTE = 12 per SP and 25 per SW

POST POSTS




SP 0 12 £0 £0 SW 9 25 £42,888 £385,992


£385,992

Option 3 is not preferred due to the further increased level of post deletions and caseloads. Option 4 – Not Feasible

• Deletion of 10 SW posts • Average caseload weighting increases to 19.38 • Actual caseload per FTE = 12 per SP and 25.5 per SW

POST POSTS




SP 0 12 £0 £0

of 5

SW 10 25.5 £42,888 £428,880 Average 19.38 Total

Savings £428,880

Option 4 is not preferred due to the significantly increased level of post deletions and caseloads. Option 5 – Not Feasible

• Deletion of 6 SW posts • Average caseload weighting increases to 18.48 • Actual caseload per FTE = 12 per SP and 24 per SW

POST POSTS




SP 0 12 £0 £0 SW 6 24 £42,888 £257,328


£257,328

Option 5 is not preferred due to the significantly increased level of post deletions and reduced level of savings against other options and caseloads. Key Proposal Option 1 – Deletion of 7 Social Worker posts Required Investment If this business case could be progressed prior to October 2015 there would be no required investment. The service would begin to hold posts as they become vacant and would thus seek to avoid redundancies. If this is not possible, resource to deliver the project from Business Improvement, accountancy and service area. HR resource to implement the changes. Key Risks Reducing the number of posts will place pressure on C&FS to meet existing statutory requirements and the obligations of the incoming Social Services and Well Being Act. Risks associated with deletion of posts are as follows: Risk Rating A failure to safely manage significant harm and risk to children

Low


Medium


High


High


of 5

In the past year historical issues in relation to both recruitment and retention have to some extent abated, although there is a clear interrelationship between caseloads and the recruitment, retention and morale of staff. There is a risk that a reduction in social worker numbers could reignite the difficulties of recruitment and retention

High

This business case should not be viewed in isolation and should be considered in line with all other business case proposals and associated pressures and risks for the service as a result. High Level Milestones and Timescales

• Formal consultation with staff (if required) would begin post cabinet decision on the budget 1st April 2016

• Conclusion of formal consultation End May 2016 • Posts deleted

Fairness and Equality Impact Assessment completed To be completed.

of 3


Proposal Title Review and reduction of Preventions Team


Review and reduction of Preventions Team

Impact on Performance Diminution in wider Children’s Services performance



Impact on Citizens Reduced preventions provision


Cabinet

Savings (£) 2016/17 2017/18 2018/19 14,500 14,500 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position In Children and Family Services (C&FS) to reduce costs and create savings, there are only 3 options: to restrict the number of service users; to reduce the number of staff employed; or, look at opportunities to outsource or use alternative delivery models. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst C&FS can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary. In C&FS service the option to ‘close the front door’ is not possible therefore any

of 3

reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for Children’s Services is more expensive and there is little evidence that commissioning externally will create savings. C&FS services budget for 2015 -16 is £19,940,574, £11,623,613 of which is staffing, of the remainder £7,734,961 are placement costs and £582,000 external legal costs. The business cases explore all of the options so reduction in staffing, reduction in expenditure on services and new ways to deliver service. In 2014/15 the Preventions Services overall worked with 1200 families. The team supports children, young people and families where needs fall below the threshold for the statutory interventions of Children’s Services. The service offers time limited interventions to enable families to address concerns and develop their own solutions. Preventions offers support to avoid escalation and prevent families developing greater degrees of need or heightening risk for children to unacceptably high levels. This service includes ‘Team Around the Cluster’ working with schools to develop earlier interventions and support families in their communities with multi-agency commitment to address need. Key Objectives and Scope Review and reduce the Preventions Service budget. Options considered Option 1. Reduce the core budget by 15%. This would result in the deletion of 1 FTE Family support worker post. Option 2. Reduce the core budget by 29%. This would result in the deletion of 2 FTE Family support worker posts Key Proposal Option 1 – budget reduction of 15% and deletion of 1 FTE Family Support Worker post Option 2 – budget reduction of 29% and deletion of 2 FTE Family Support Worker posts This option is not feasible as it would destabilise the service where standalone sustainability became questionable Required Investment Potential redundancy provision Key Risks Reducing the number of posts in Preventions will place pressure on C&FS to meet existing statutory requirements and the obligations of the incoming Social Services and Well Being Act. Withdrawal of prevention and early intervention services will result in quicker and more urgent escalation to full services for some families which would result in additional cost pressures across areas of full and statutory service delivery. Reduction of Preventions posts will reduce the support offered to families and limit the options for intervention prior to children reaching the thresholds for statutory interventions.

of 3

The risks associated with reducing staff in the Prevention Service are as follows: Risk Rating A failure to safely manage significant harm and risk to children

Low


Medium


High


High


This business case should not be viewed in isolation and should be considered in line with all other business case proposals and associated pressures and risks for the service as a result. High Level Milestones and Timescales To ensure that full year effect savings are obtained, staff consultation will need to begin by mid November 2015 to allow for appropriate time for notice periods in the event of redundancies. Fairness and Equality Impact Assessment completed To be completed.

of 3


Proposal Title Review and reduction of Fostering &

Matching and Placement Service (MAPS) Budgets


Review and reduction of Fostering & Matching and Placement Service (MAPS) Budgets

Impact on Performance Reduced capacity to fulfil regulatory requirements Diminution in wider Children’s Services performance



Impact on Citizens Reduced placements options for children and young people


Cabinet

Savings (£) 2016/17 2017/18 2018/19 35,000 35,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 50,000 0 0 Current Position In Children and Family Services (C&FS) to reduce costs and create savings, there are only 3 options: to restrict the number of service users, to reduce the number of staff employed; or, look at opportunities to outsource or use alternative delivery models. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst C&FS can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of

of 3

such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary. In C&FS the option to ‘close the front door’ is not possible therefore any reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for C&FS is more expensive and there is little evidence that commissioning externally will create savings. C&FS budget for 2015 -16 is £19,940,574, £11,623,613 of which is staffing, of the remainder £7,734,961 are placement costs and £582,000 external legal costs. Newport has the largest fostering service in Wales and recruits carers who provide excellent services helping children to stay in Newport and reducing the need to use external agencies. MAPs supports placement stability and reduces the number of children moving into more expensive IFA placements The Fostering Service assesses, support and reviews foster carers to provide placements for looked after children. Newport has been able to grow the service to provide a high number of in house placements as opposed to seeking more expensive and less effective placements with independent providers. For Children’s Services in both fostering and residential care it is a providers market with no savings to be made from outsourcing. In addition the service undertakes Regulation 38 and viability assessments for family members wishing to undertake the care of children when there is a risk that they will become looked after and/or are in care proceedings. Matching and Placement Support (MAPS) matches children with placements and ensures the children have the right support to be able to positively remain in the placement. The therapeutic support is key to enhancing the possibility of sustained placements and supporting looked after children to achieve positive outcomes including educational outcomes. Key Objectives and Scope Review and reduce the Fostering and MAPS team Options considered Option 1. Deletion of 1 FTE Social Worker (£43,000) Deletion of 1 FTE Placement Support Worker (£27,000) Key Proposal Option 1 Required Investment Potential redundancy provision where staffing reductions cannot be mitigated through vacancy management, restructure or voluntary redundancy Key Risks Diminution of the fostering service and MAPS provision leading potentially to greater use of Independent Foster Agency placements and thus increased costs Fostering

of 3

Reduced support for children in placements so increasing the risk of placement breakdown – a key element of positive outcomes for children and a PI. Reduced capacity to meet regulatory requirements for the fostering service thus prompting challenge from the regulator. The general risks associated with deletion of posts in fostering and MAPS are as follows: Risk Rating A failure to safely manage significant harm and risk to children

Low


Medium


High


High


This business case should not be viewed in isolation and should be considered in line with all other business case proposals and associated pressures and risks for the service as a result. The Specific risks re Fostering Teams: Risk Rating Could lead to a reduction in capacity to recruit new foster carers Medium Will reduce the amount of time available to undertake statutory reviews of foster carers

Medium

Could result in failure to complete section 38 viability assessments and special guardianship court set deadlines

Low

Specific risks re MAPS: Risk Rating Potential placement disruption Low Reduce the direct support to placements Medium Decreased capacity to effectively match children and families Medium

High Level Milestones and Timescales For full year effect of savings the staff consultation would need to commence by mid November 2015 to allow for appropriate notice periods for any redundancies. Fairness and Equality Impact Assessment completed To be completed.

of 2


Proposal Title Reduction in Voluntary Sector Contracts


To undertake a review of the voluntary sector contracts held in Children’s Services

Impact on Performance Minimal impact


Impact on other Service Areas None

Impact on Citizens Potential reduction in choices available


Cabinet

Savings (£) 2016/17 2017/18 2018/19 23,000 23,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Within Children’s Services outside of placements and the Collaborative Partnership with Barnardo’s for the IFSS there are a small number of voluntary sector contracts. This proposal will look to review these services and remodel how they are commissioned, in order to:

1. eliminate duplication 2. ensure value for money 3. streamline our commissioning processes 4. ensure we meet our statutory obligations 5. ensure synergy across the sector 6. continue to meet the requirements of Contract Standing Orders

Key Objectives and Scope To review the existing voluntary sector contracts as outlined above. Options considered Option 1. Cease the contracts with the National Autistic Society (NAS), Raven House and Special Needs Referral Service. The amount associated with Adult Services £8,000) within the NAS contract would be attributed to Adult & Community Services.

of 2

Key Proposal Option 1 Required Investment None Key Risks The review of contracts could result in changes which could change the third sector provision for children in Newport. The changes could precipitate unease within the third sector organisations and the families who access the services. High Level Milestones and Timescales This project will form part of a conjoined project with adult social services and the overall council review of third sector work Fairness and Equality Impact Assessment completed Completed

of 4

Medium Term Revenue Plan Proposals - Business Case STS01 Service Area Streetscene

Proposal Title Bus routes - Removal of financial support

on evenings and Sundays


Removal of Newport City Council (NCC) financial support to evening and Sunday bus services.

Impact on Performance Not a statutory obligation and no performance indicator related to this function, however good transport links are key for accessing other services provided by the Council and may impact on other departments’ performance targets.


Impact on other Service Areas Good transport links are key to accessing other services provided by the council.

Impact on Citizens Removal of financial support for the operation evening and Sunday bus services may have less of an impact on residents when compared to the removal of financial support on daytime routes. If this decision results in the cancellation of supported evening and Sunday bus service it will impact on many wards across Newport. The areas of Lower Machen, Rhiwderin, Bassaleg, Rogerstone, Highcross, Langstone and Underwood will be the most effected with no alternative evening or Sunday bus service available.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 52,000 17,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 5,000 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 5,000 0 0 Current Position Newport Transport is the main bus service provider in the city, Stagecoach provide

of 4

services from the Valleys, Torfaen and Blaenau Gwent into the City Centre. Appendix 1 identifies the services which are not commercial and are funded by Newport City Council. NCC funding to support the local bus service network comes from two sources, the Council’s core budget £121,000 and, in addition, from the Bus Service Support Grant (BSSG) (£280,000) awarded annually by Welsh Government. Newport City Council’s total annual bus services budget is £401,000. This budget currently enables the Council to financially support approximately 20 local bus services operating within the Newport boundary, some of which are cross boundary regional services operating from neighbouring authorities into Newport. Performance: No performance indicator attached to this function Cost base: £121,000 NCC core budget Income: £0 Statutory or Non-Statutory Provision: Non-Statutory Service Users / Stakeholders: Bus operators/ bus users/ employers/ businesses/ Welsh Government Key Objectives and Scope To remove Council subsidy for evening and Sunday bus services, all of which are regional cross boundary services providing connectivity outside of Newport. This proposal will save £69,000 per annum, retaining £332,000 per annum to support daytime bus service provision within the authority. Options considered Option 1: Removal of financially support to evening’s services equates to full year saving of £36,000. This proposal reduces the budget subsidy by 9%. Option 2: Removal of financially support to Sunday services equates to full year saving of £33,000. This proposal reduces the budget subsidy by 8%. Option 3: Removal of financially support to Evening and Sunday subsidies equates to a full year saving of £69,000. This proposal reduces the budget subsidy by 17%. Key Proposal Option 3 This is the recommended option as the removal of financial support for the operation of evening and Sunday bus services should have less of an impact on residents when compared to the removal of financial support on daytime routes. Passenger numbers affected represent approximately 211,000 passenger journeys per year many of which originate or terminate outside Newport. It is proposed to undertake passenger consultation and use customer insight data to develop this business case further and gain a better understanding of the potential impact to residents. £5000 is required in implementation to undertake the required surveys and consultation. There is the possibility that a number of these services (Sundays) may be operated commercially by another operator, as passenger information suggests that they may be commercially viable. Removal of financial support to evening and Sunday bus services will deliver

of 4

cashable savings of £52,000 for 2016/7 and an additional £17,000 in the following year (taking account of 4 month notice period). Passenger Surveys for Sunday and evening services indicate following passenger numbers: 50 - Bargoed - Caerphilly - Newport =1252 passengers per week (Stagecoach) 56 - Tredegar - Blackwood - Newport = 730 passengers per week (Stagecoach) 151 - Blackwood - Newport =1605 passengers per week (Stagecoach) R1 - Risca - Newport = 139 per week (Stagecoach) 74 - Chepstow - Newport = 416 per week (Newport Bus) X15 - Brynmawr - Newport (Stagecoach) All of the above evening and Sunday bus services are cross boundary services and are also part funded by neighbouring authorities and may therefore continue to operate (at reduced levels) if funding is not withdrawn by our neighbouring authority. Consultation with neighbouring authorities currently underway. If the withdrawal of Newport financial support results in the above bus services being cancelled it will impact on many wards across Newport. The areas of Lower Machen, Rhiwderin, Bassaleg, Rogerstone, Highcross, Langstone and Underwood will be the most effected with no alternative evening or Sunday bus service currently available therefore it could impact the evening and Sunday economy of Newport. Bus service withdrawals could also result in social exclusion, reduced opportunities for employment, access to healthcare and social activities. Impact would be greater on elderly and disabled residents as well as low income households who do not have access to a car. It is proposed to undertake passenger consultation and use customer insight data to develop this business case further and gain a better understanding of the potential impact to residents. There is also the possibility that a number of these services (Sundays) may be operated commercially by another operator, as passenger information suggests that they may be commercially viable. Required Investment Funding to undertake further detailed passenger consultation and survey, £5,000. Key Risks Reduction in Council budget to support local bus services will impact greater on elderly and disabled residents as well as low income households who do not have access to a car. If this decision results in bus service withdrawal it will impact on many wards across Newport. The areas of Lower Machen, Rhiwderin, Bassaleg, Rogerstone, Highcross, Langstone and Underwood will be the most effected with no alternative evening or Sunday bus service available Withdrawal of evening and Sunday bus services could impact on the economy of the city centre. Bus Service Support Grant (BSSG) may be reduced as a result of the reduction in council core funding although it is not stated or part of the grant conditions. Indication has been given that if NCC does remove support for the above cross boundary

of 4

services, then those cross boundary contracts administered by NCC would also be at risk as neighbouring authorities would also remove funding. (Services affected would be the R2 Risca to Newport (Monday to Saturday daytime service) and X16 Risca to Cardiff via Marshfield. High Level Milestones and Timescales Passenger consultation and insight data review October 2015 Notice to neighbouring authorities April 2016 Services end date (if not taken on by others commercially) July 2016 Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Land drainage and canal maintenance -

review of services


To reduce staff currently engaged on land drainage and canal maintenance.

Impact on Performance This proposal will deliver the minimum statutory service to meet the authority’s obligations under land drainage and flood water management legislation through a prioritised network of service delivery. The introduction of a prioritised network of service delivery is likely to reduce pro-active maintenance and may result in an increase in call-outs for responsive works, especially during the growing seasons (spring/summer) and adverse weather conditions. As a result services will be less resilient and flexibility will be reduced due to reductions in staff resources. Access via walkways and tow paths on land drainage and canal maintenance will be reduced as a result of this proposal.


Impact on other Service Areas Proposal is likely to result in complaints to City Contact Centre (CCC), Members and Streetscene Officers.

Impact on Citizens Opportunities are being explored with volunteer groups and community resource and Streetscene is working alongside these groups to assist in their establishment, whilst considering the statutory obligation concerning the land drainage and flood water management legislation. Providing a reactive service for canals and a reduction in proactive cyclic maintenance on land drainage and associated assets will have the following impact: Canal maintenance - Stakeholders and

users of the canal will immediately be aware of the withdrawal of this service. Safety cuts and reactive interventions will not enhance or promote use of this asset and will ensure access is maintained only.

of 3

Land drainage - Stakeholders will not immediately notice the reduction in cyclic maintenance of land drainage and associated assets and cyclic maintenance schedules will be re-assessed on a risk management basis to mitigate the impact of these proposals. However, the reductions will become noticeable over time and especially during flooding events.

Both areas - The asset life of the infrastructure will be reduced from damage of overgrowth including weeds.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 50,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 50,000 0 0 Current Position Land Drainage and Canal Maintenance:

Total Land drainage budget: £184,000 Employee 4.0 FTE

Typical drainage assets that are affected through this proposal are reens, gratings, drainage ditches, culverts, canals and tow paths. Operations are split approximately 70% cyclic and 30% reactive and are currently undertaken by four operatives five days a week (Monday to Friday). The current maintenance schedule reduces the risk of flooding in all areas, especially in high flood risk areas. Streetscene will continue to focus on identified high risk areas and programmed and cyclic maintenance will be delivered on a fully justified risk management and demand basis. Functions carried out are grass cutting, hedge cutting, overgrowth, litter picking, empting bins and dog fouling. This service also provides repairs to identified assets. Under this proposal, all identified repairs will be risk assessed and works undertaken based on impact and probability of serious failure or flooding. Key Objectives and Scope To enable the maintenance of canals and reens throughout Newport City

Council (NCC) through the most efficient and effective affordable service. Options considered Option A Do Nothing and continue delivering the service in its current form, this does not

of 3

provide any savings to the medium term financial plan. Option B Defaulting to a reactive service for canals ensuring reasonable access and safety only, and in addition a reduction in proactive cyclic maintenance and repairs on land drainage and associated assets based on risk and demand management. Key Proposal Option B Defaulting to a reactive service for canals ensuring reasonable access and

safety only. Reduction in proactive cyclic maintenance on land drainage and associated

assets based on risk and demand management. Savings of £50,000 will be achieved by reducing the maintenance operatives

deployed on these functions by 2.0 FTE Required Investment Redundancy costs to implement year on savings of 2.0 FTE at an investment of approximately £50,000. Key Risks Extremes of weather and climate change placing increased pressures on

Streetscene services and assets Increased flood risk even after risk mitigation Reduced ability to react during significant flooding events Increased stakeholder complaints to officers and members Poor city experience to visitors using the canal Steady decline in asset condition due to reduction and removal of non-

essential maintenance Increase in accidents and third party claims from users

High Level Milestones and Timescales Implementation date February 2016 Fairness and Equality Impact Assessment completed Yes

of 3

Medium Term Revenue Plan Proposals - Business Case STS18 Service Area Streetscene – Cleansing operations

Proposal Title Street Cleansing - review and restructure of

services


Revised street cleansing provision across the city including cleanliness based assessment. Changes to working hours of operatives by introducing a four-day (9.25 hour) working day over a seven day week.

Impact on Performance City centre programmed schedule of cleansing service will not change significantly from its current provision, however, the employee shifts and hours of work will be amended. All other areas within the City boundary will be rescheduled based on experience and local knowledge of the current cleanliness standards.


Impact on other Service Areas Potential increase to contacts made to the city contact centre, officers and Members. Disposal arrangements will need to be accommodated through the seven day working pattern. Vehicle maintenance would ideally be undertaken outside of the working patterns to enable greater optimisation of the fleet.

Impact on Citizens City centre programmed schedule of cleansing service will not change significantly from its current provision, however, the employee shifts and hours of work will be amended. All other areas within the City boundary will be rescheduled based on experience and local knowledge of the current cleanliness standards.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 250,000 0 0

of 3

Implementation Costs (- £) Revenue – Redundancy/Pension 250,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 35,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 285,000 0 0 Current Position City Centre is cleansed on a two shift, seven days per week delivery and all other areas of the City are based on a five day, Monday to Friday schedule. Generally, the City Centre is cleansed on a cyclical daily basis and the remainder of the City is cleansed on an average of two weeks. The current cleansing schedule is largely modelled on area based and labour intensive ‘blitzing’ teams. The service currently operates from two depots - Telford and Park Square. Total number of operatives across the two sites is 51.5 FTE. Seasonal variations within the service delivery are;

• All year activity - overflowing litter bins, weeds and dog fouling • Spring and Summer - weed spraying and removal, weed overgrowth • Autumn - leaf fall and moss resulting in slippery footways • Winter - icy footpaths in city centre

Key Objectives and Scope Providing an appropriate level of cleanliness whilst achieving financial savings

in accordance with the medium term financial plan To achieve a cleanliness based assessment

Options considered Option 1 - Remain as is, although this is not feasible with current financial pressures Option 2 - Operate a 9 hour 15 minute four day working week shift system from Monday to Sunday. Revised street cleansing provision across the city including cleanliness based assessment. Key Proposal Option 2 All operatives would be required to change current shift pattern to 4 shifts per week 9 hours 15 minutes per day; this will be over a 7 day week. The benefits of introducing a system, contributes to a shift to extended rest periods of 3 days and sometimes 4 days inclusive. This would be contributing positively to the home and work life balance and better utilisation of resources and facilities. The proposal enhances the area based working model for Streetscene services ensuring operatives are taking greater ownership of their respective areas. Rural areas will be cleansed as required dependant on resource. The revised programmed schedule of activity is based upon an increased level of mechanical operations which is less labour intensive with increased output. Reduction in paperwork is essential to achieve these targets; however, handheld

of 3

systems are currently being introduced to help achieve these goals. Cleansing operations to be fully integrated with all other Streetscene disciplines, therefore enhancing the multi-skilling arrangements throughout Streetscene operations, including co-ordination and scheduling arrangements. Required Investment Redundancy of 10 FTE estimated at £25,000 x 10 = £250,000 Vehicle tracking of remaining vehicles £10,000 Technology investment £20,000 (handhelds, cameras mounted on remaining

vehicles) Marketing and communications of changes to online, community council,

Members, neighbourhood groups £5,000 Key Risks

1. Citizen perception of less services being undertaken due to cleanliness based assessment, mitigated through public relations and communications

2. Accessibility to street cleansing regime, i.e. known areas of parked cars for office and residential parking, mitigated through local knowledge and service experience

3. Less resilience due to greater reliance on mechanical cleansing High Level Milestones and Timescales Implementation April 2016 Fairness and Equality Impact Assessment completed Yes

of 4


Proposal Title Grounds maintenance service review


Summary of the proposal; reduce the number of LEP workers

employed on grass cutting from 28 to 16 (12 less appointed)

3 x voluntary redundancies Recruitment of a small plant and

equipment fitter to provide the service with greater resilience

delete the arboricultural supervisor post and replace it with 2 tree surgeon posts

Impact on Performance Reduction of grass cuts from 8 to 6 cuts will impact on the public perception of grounds maintenance throughout the City. The forestry proposal will increase output to carry out statutory and emergency works to avoid using external contractors.


Impact on other Service Areas Potential impact towards increased litter clearing ahead of cutting the grass due to longer periods of growing between cuts. Anticipation of increased levels of complaints through City Contact Centre, Members and officers. It is anticipated that call handling operators will have access to the scheduled work programme and be able to respond to the contact. Reduced utilisation of employees through the Local Enterprise Partnership (LEP).

Impact on Citizens Due to the reduced number of cuts it is likely to be less aesthetically accepted by the citizens. Communications and relevant marketing will be issued from the service area and supported by corporate social media and communication channels. Citizens should see an improved response time to tree maintenance as a result of the forestry proposal, due to the fact the back log of activity will begin to be addressed.

of 4


Cabinet

Savings (£) 2016/17 2017/18 2018/19 136,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 100,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 35,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 135,000 0 0 Current Position Streetscene Grounds Maintenance has already received significant reductions in the budget and this has reduced the amount of grass cuts from 14 cuts per year to the current 8 cuts per year. From external comparisons and industry benchmarking the suggested optimum number of grass cuts per year is 12. As a point of reference Newport City Homes contract their communal grassed areas to be cut 14 times per year and many of which are adjacent to NCC maintained grass. Newport City Council currently carries out 8 cuts per year from March until September. Currently the service has only two suitable self-propelled machines that will reduce the need for pedestrian mowers, and this proposal seeks to enhance the self-propelled machinery that will cater more specifically for the increased length and volume of grass. Local Enterprise Partnership workers are utilised as seasonal staff are recruited from Malpas Court and are annually contracted from April to October. Throughout the 2015 season a total of 28 LEP workers were employed within the Grounds Maintenance service. Key Objectives and Scope Less labour intensive practices and increased use of suitable self-propelled

machinery Reduce Hand Arm Vibration exposure and operator fatigue through improved

working conditions and practises as well as plant and equipment Reduce the bag log of tree maintenance Hours of duty will be reviewed for the most efficient way of working and

delivery of the service. Greater resilience of plant and equipment, mitigated through the recruitment

of an in-house fitter at the stores Options considered Option A – Do nothing Option B – Reduce number of grass cuts from 8 to 6 and an increased investment of suitable self-propelled grass cutting machinery Option C – Hours of duty will be reviewed for the most efficient way of working and delivery of the service.

of 4

Option D – Delete arboricultural supervisor and appoint 2 tree surgeons Key Proposal Options B, C and D The proposal is to reduce the number of grass cuts throughout the City from 8 no. to 6 no. with the exception of visibility splays, schools contracts and leisure facilities. Hours of duty will be reviewed for the most efficient way of working and delivery of the service. The proposal is reliant on the investment of more self-propelled machinery to cater with the additional length and quantity of grass, whilst achieving an accelerated output. Reducing the frequency of grass cuts has a detrimental effect on both machinery and the intensity of labour. The pedestrian mowers could not cope with the height of the grass and have had extensive repairs carried out on them, as well as reduced life span. In order to provide savings it is proposed to reduce the number of LEP workers employed on grass cutting from 28 to 16. This has a saving of 12 LEPs multiplied by £7,200 per person and a total saving of £86,400. In addition to the above LEP reductions, 3 posts will be deleted from within the Grounds Maintenance service providing a saving of approximately £75,000. In addition there will be a greater reliance on the remaining plant and equipment and therefore it is proposed to recruit a full-time, competent and permanent small plant and equipment fitter to work in the stores department at Telford Street depot. The cost of employing a fitter is approximately £25,000. In addition, it is proposed to delete the currently filled Arboricultural Supervisor post (approximately £28,000) and replace it with 2 tree surgeons posts (one already funded and additional post at a cost of £18,000) to address the back log of tree maintenance. This will result in having 2 x 2 man tree gangs and will increase productivity and reduce the backlog of statutory works. In addition this will reduce the use of outside contractors. Required Investment Investment of 5 x suitable self-propelled machines at a cost of £7,000 per item, total investment of £35,000. Redundancy payments of 4 approximately £25,000, total cost of approximately £100,000. Key Risks This is likely to have a detrimental effect on the City’s appearance, and potentially there will be an increase in contact and complaints through the City Contact Centre, Members and officers. Seasonal weather conditions will impact the ability to achieve the number of cuts per season, but this may be positive as well as negative depending on the weather conditions and length of growing season. Due to the increased volume of grass arisings after mowing there is a potential for the grass to be collected rather than migrating onto adjacent highways and footways which is currently not undertaken and should this be required would have an impact

of 4

on the resources required. High Level Milestones and Timescales Cabinet decision, February 2016 Staff implementation, March 2016 Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Waste - Review of charging for special

collections


Review of charging for special collections - apply a new pricing mechanism to ensure the minimum charge covers the operating and disposal costs of the service.

Impact on Performance None


Impact on other Service Areas Potential for revised charging to affect the uptake of customers, although this will be off-set by the increased marketing, clearer pricing and more efficient internal processing.

Impact on Citizens Changes to charging policy will impact on those requiring only one item collections, as the minimum will now be for three items.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 44,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The bulky collection service is currently delivered through a dedicated team within the refuse section of Streetscene. This is a discretionary service but brings the Council benefits in relation to;

• recycling of 47% of the special collections • reduced fly tipping

The service operates five days per week between 07:00 and 14:00. The service is delivered by 2.25 FTE. The service currently charges a minimum of £6 per item. Neighbouring authorities of Caerphilly, Blaenau Gwent, Torfaen, Powys, Monmouthshire and Swansea have a minimum cost for 1-3 items, the price range from £25, £23, £17 £15 and £10.

of 3

2014/15 Data

Collections Completed 8,212 Average charge per visit £10.60 Cost of providing the service £120,000

(excluding City Contact Centre costs) Income generated providing the service £87,000

Bottom line

- £33,000

Newport operates a very complex and detailed pricing schedule which is felt to be detrimental to online take up of the service meaning other more expensive and inefficient channels are being utilised. The service also operates a very expensive estimating service for non-standard items which further increases the cost of delivery of the service. Key Objectives and Scope To remove the subsidy that the Council currently affords the service To ensure Newport’s pricing is similar with neighbouring authorities To ensure a service is maintained to avoid instances of fly-tipping which is at

a cost and negative impact to Newport City Council Options considered Option A Do nothing - continue charging at existing rates and operate the service subsided by the Council. This is not seen as a viable option as it is not financially acceptable to continue to do this. Option B - apply new pricing mechanisms to ensure the minimum charge covers the operating and disposal costs of the service. Option C - remove the service. This is not seen as a viable option as this is likely to have a direct impact on fly-tipping volumes and associated costs to Newport City Council. It would also reduce the opportunity for recycling the special collections which contribute towards Newport’s overall targets. Currently the service recycles 47% of all special collections. Key Proposal Option B

1. Ensuring charging is sustainable to deliver the service without the Council having to financially support it

2. Ensuring recycling opportunities are maximised 3. Ensuring fly-tipping costs and impacts are mitigated

These outcomes align the bulky collection service with the overall strategic aim of the waste service whilst supporting the delivery of the corporate priorities. The simplified pricing will reduce the length and complexity of booking collections online which in turn should encourage further take up of the service. This brings further benefits in reducing call volumes and associated costs. Using a grouped pricing mechanism for up to 3 items also applies an incentive to increase more than one item per collection. This should further increase recycling volumes whilst ensuring the cost of collection is fully covered.

of 3

Basing collection volumes on 2014/15 volumes the new pricing of £20 per collection would realise a gross income of £164,240.

2014/15 Data (including revised prices estimated figures)

Collections Completed 8,212 Average charge per visit £20.00 Cost of providing the service £120,000**

(excluding City Contact Centre costs) Income generated providing the service £164,240

Bottom line

£44,240

** Increased volumes due to minimum pricing for 3 items could impact on weighbridge operating costs. To be monitored. Required Investment None Key Risks Potential risk of increased fly tipping, estimated as low

High Level Milestones and Timescales Revisions to website implementation September 2015. Apply new pricing with immediate effect following business case and decision

from Cabinet Member, October 2015. Fairness and Equality Impact Assessment completed Yes

of 3

Medium Term Revenue Plan Proposals - Business Case RIH 18 Service Area Regeneration, Investment and Housing –

Housing, Regeneration & Property

Proposal Title Restructure of the Council’s core-funded Youth Service


Restructure of the Council core funded youth service. The proposed saving will arise from a reduction in supplies and services budgets and reduction in core funded posts.

Impact on Performance Potential impact on local performance indicators: 1. Newport Local performance indicator CLL/

L030 (number of accredited outcomes) 2. NEET outcomes – number of people

accessing children and young people skills project / NEET destinations


Impact on other Service Areas Limited to youth service provision

Impact on Citizens There will be an impact on service provision for

specific groups, but the service will seek to mitigate this through the expansion of externally funded provision – European Social Fund (ESF) and ‘Communities 4 Work’ projects and establishing better referral mechanisms to remaining provision. Young people may no longer be able to access Duke of Edinburgh (DofE) Award within the local community, unless alternative provision is identified.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 140,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 100,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 100,000 0 0 Current Position Delivery of the proposal is likely to be achievable by May 2016

of 3

Current Delivery:- Weekly youth club sessions in local communities Holiday programmes in local communities Transition projects – supporting young people who are identified as struggling with the transition from primary to secondary school Duke of Edinburgh Award Scheme Alternative curriculum NEET work Key Objectives and Scope The key objective is to restructure the Council’s core funded youth service and to facilitate efficiencies within a realigned youth service model. The proposed saving will arise from a reduction in supplies and services budgets and reduction in core funded posts. Options considered Four options have been considered:

• Option 1 - Complete deletion of the Council’s core-funded youth service - £350k saving

• Option 2 - Outsourcing of the Council’s youth service provision - £140 to £250k saving

• Option 3 - A more radical reduction in provision - £250k saving • Option 4 - Restructure of the Youth Service as per this business case - £140k

saving Options one and two were discounted at development stage as it is considered these will need a root and branch review of the youth service to develop a new model of delivery; this cannot be achieved for 16/17. Option three was discounted by assurance panel, as this poses a significant risk to improvement targets and would reduce the Council’s investment in core youth service provision to a level well below that of other local authorities in Wales (using expenditure data proportionate to RSG). Therefore, option 4, whilst having some impact on the service, is the preferred option for consideration by Cabinet. Key Proposal There will be a reduction in staffing, supplies and services budgets. The proposal is to delete 4 x FTE (core funded) : We will mitigate compulsory redundancy where possible through the offer of opportunities in externally funded positions. In terms of the impact of this proposal we foresee some reduction in service provision and propose to manage this in order to mitigate the impact for current service users and citizens in the following way : Weekly youth club sessions - would reduce from 18 to 12 across the city. Provision in Pill, St Julian’s, Rivermead and Bettws would reduce from 2 x two hour weekly sessions to 1 x two hour weekly session per week, whilst 1 x two hour weekly sessions at Somerton and Stow Hill would cease. Existing users would be supported through outreach provision and invited to sessions at the nearest venue. Holiday programmes - would be reduced from 12 to eight, but users would be redirected to the remaining eight provisions. Transition Projects - Currently deliver 4 projects at 1 x Ringland Primary, 1 x St Andrews Primary, 1 x Milton Primary, 1 x Alway Primary – these would be

of 3

discontinued, but would be mitigated by referring individuals identified as being in need of transition support to remaining provision such as youth clubs and Izone. Duke of Edinburgh Award Scheme - Currently delivers – 1 x D of E award Centre, 2 x Gold award, 1x support to schools, 1 x Staff training, 1 x Quality assurance. – This would be discontinued, but individual schools could procure licences from DoE to deliver the programme should schools identify DoE as a priority. Alternative curriculum – 4 provisions currently run in Llanwern High school, St Julian High School, bridge achievement centre, Bassaleg High School, Newport High school – This will be replaced by the European funded – Aspire to Achieve programme. NEET work – Currently the Youth service provide 1-2-1 advice alongside the NEET programme delivered by Communities First. This is being delivered across all 4 clusters. The programme will continue in full but the advice and support will discontinue. I Zone / Families First and Youth strategy Grant will continue in full. Consequently there could be impact on specific groups, but the service will seek to mitigate this through the expansion of externally funded provision – European Social Fund (ESF) and ‘Communities 4 Work’ projects and establishing better referral mechanisms to remaining provision. Key Risks There will be some impact on the delivery of community-based youth services, and there will need to be close monitoring of our local performance indicators (identified improvement plan and outcome agreement priorities). However, the service has considered this risk and has developed a mitigation plan of expanding the service through external contracts and funding (additional Community Youth provision will be developed through the ESF and Communities 4 work projects currently at final development stage) and will establish improved referral mechanisms to remaining provision. High Level Milestones and Timescales

1. Proposal to be considered by cabinet 2. Proposal to undertake formal consultation with Staff and TU February

2016 3. Proposed Interviews February 2016 4. Proposed new structure May 2016

Fairness and Equality Impact Assessment Yes – to be completed

of 3

Medium Term Revenue Plan Proposals - Business Case CSDI002 Service Area Customer Services and Digital Innovation

Proposal Title Customer Services – Reduction in Front

Line Staffing


Reduction in front-line staffing within the City Contact Centre and Information Station.

Impact on Performance A reduction in resource will have an impact on the service provided to customers. Average and longest wait times to answer calls may increase. Customer Service Officers (CSO’s) are multi-skilled – they are trained on combinations of a number of different skills. Reducing the overall pool of resource may reduce flexibility to manage the service demand and as a result some services provided by Customer Services may be impacted. The percentage of an operators time spent answering calls (known as occupancy) may be much higher so there could be less time available to provide training and coaching to staff. The increased wait times could result in an increase in the number of complaints and consequential problems dealing with this increased demand.


Impact on other Service Areas Longer wait times for customers may result in customers attempting to bypass the Contact Centre, by using the automated switchboard or direct lines and email addresses to contact Officers. This may have a knock-on effect as Officers will be tied up unnecessarily on issues which could have been dealt with and closed at the City Contact Centre.

Impact on Citizens Customers may experience longer wait times on the general enquiries line. The changes may have more of an impact on customers who are digitally excluded as they will not be able to bypass the queues by using self-service instead.

of 3


Cabinet

Savings (£) 2016/17 2017/18 2018/19 13,060 9,329 0 Implementation Costs (- £) 0 0 0 Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position Budget savings have been made in Customer Services from 2012-2015 as a result of successful channel shift activity supporting customers to self-serve. This work will continue under the New Ways of Working programme and will be based on the outcome of further changes made through collaboration with other services areas, such as Streetscene and by offering a wider range of services online, and through improving existing processes and self service offerings. Self-service now accounts for over 55% of all transactions received – this has helped to mitigate some of the impact of previous reductions in resource. Channel Shift will continue to play a crucial role in providing a simple way for customers to report, request and pay for services without needing to speak to an Officer. Efforts will continue to encourage and support customers to use the self service options for basic interactions whilst continuing to provide the option of calling or visiting Officers for support regarding more complex or sensitive issues. However there is a diminishing return on efforts to increase Channel Shift as the percentage of self-service increases. As the staffing resources work front-line answering calls from the public, any further reductions in resources will have some negative impact on the service provided – call handling and customer wait time. Key Objectives and Scope To reduce the front-line staffing resource available to take calls from the public. Options considered Resource required to manage the following services have been considered and assessed as being unsuitable to pursue savings:

• Resource required to deliver face to face services (6 fte) • Resource required to deliver first line Council Tax support (3 fte) • Resource required for the Social Services Duty Assessment Team (1 fte) • Resource required for Main Reception, Civic (2 fte)

Having considered all the options, the only service that it may be possible to make savings is the generic main enquiries phone line to the City Contact Centre which receives all calls which are not related to Council Tax or Social Services Duty Assessment. When the resource required delivering the services outlined above have been disregarded, there is 14 fte remaining that is utilised to cover the main enquiries line.

of 3

This is where any proposed savings would be made; therefore the impact would be primarily on the performance of the main enquiries line. A scale of savings and the associated impact on performance, service areas and customers have been assessed. The benchmark figures were taken from January to April 2015. The calculations for the savings are based on the Erlang calculator which is a standard calculator used industry wide in call centres. Saving Average Wait

Time Longest Wait Time

Calls answered immediately

Benchmark 01:56 05:32 57% 1 FTE £25k 2:20 6:00 52% 2 FTE £50k 5:35 13:57 32.5% 3 FTE £75k 11:17 28:12 6.4%

The option of reducing by further staff as outlined above was considered but isn’t feasible at the current level of calls. Key Proposal To reduce resource levels for the generic main enquiries phone line to the City Contact Centre. Required Investment £25k staff redundancy Key Risks The key risks outlined are:

• Possible detriment to service levels and performance; • Potential increase in customer complaints; • Impact on service areas if customers bypass customer services; and, the

consequent impact on customer services. • There may also be increased pressure on staff with the potential for absences

due to stress. High Level Milestones and Timescales Potentially the reduction in resource can be accommodated through natural attrition. If this is not the case there will be a requirement for a full consultation with CSO’s who will be impacted by the change. Fairness and Equality Impact Assessment completed Yes

of 2


(CS&DI)

Proposal Title Review of service delivery model and management saving.


To review the service delivery model for IT and determine if partnership working would deliver a more resilient, cost effective and sustainable service.

Impact on Performance There will be some transitional impact on performance in any change to delivery model.

Impact on FTE Count Estimated 2 FTE (vacant)

Impact on other Service Areas Evaluate whether there will be a need to ensure that provision is made for a client role to support all services in accessing the new service.

Impact on Citizens No direct impact on citizens although the support service is key to the digital strategy development.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 70,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The IT service is currently an in-house provision as part of the Customer Service and Digital Innovation service area. The service has worked effectively on this basis, however on-going cost pressures, management changes, compliance requirements and Council wide organisation changes continue to place pressure on the service that may be more efficiently delivered as part of a larger organisation. The PSBA (Public Sector Broadband Aggregation) wide area network has also made it easier to share resources and link data centres in other public sector organisations.

of 2

Key Objectives and Scope To review the IT service delivery model and determine whether savings could be made in management and support posts (estimated at £70K) in a partner model, while delivering a more resilient, sustainable service. Options considered

1. Remain with current structure and service delivery. 2. Review the management and support structure and opportunities to work with

partners.

Key Proposal To explore a partnership model for IT to support the development of a more resilient, sustainable service alongside changes to the staffing complement (1 management, 1 support post). Required Investment None – posts deleted would be vacant. Key Risks Business case not yet developed, proposal may not fit the Council’s needs. Future service delivery option does not meet the Council’s requirements. High Level Milestones and Timescales Timescale to be confirmed but indicative timeline is: Business case – October/December 2015, including Scrutiny Review Staff consultation – January 2016 Partnership – April 2016 onwards Fairness and Equality Impact Assessment Yes – to be completed

of 2

Medium Term Revenue Plan Proposals - Business Case LR01 Service Area Law & Regulation

Proposal Title Members Neighbourhood Allowances


Cease the Members Neighbourhood Allowances fund for voluntary and community groups within wards.



Impact on other Service Areas There could be increased demand for other grant funding from voluntary and community groups, but the impact would be negligible.

Impact on Citizens The allowances are popular with the Members because they help to fund voluntary groups and community projects but each “grant” within the £500 limit is so small that the community impact would be minimal.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 25,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Currently, each Councillor receives an allocated fund of £500 to use within their ward. The rules were tightened for 2015/16 so that the funds can only be used for voluntary groups and community projects or events. Key Objectives and Scope This is an entirely discretionary fund which is still largely used to contribute towards community “social” events and has no impact on any services. Options considered

• Do nothing • Reduce the fund and individual allocations.

of 2

• Cease the fund The fund has already been reduced over the years but it is becoming more of an administrative burden to process smaller payments and, therefore, should be stopped altogether. Key Proposal To cease the Neighbourhood Allowances as from April 2016. This would also reduce the amount of administrative work involved in processing the numerous applications and payments and would assist with the review of back-office support services as part of the New Ways of Working project.

Required Investment None

Key Risks Otherwise, there are no risks in terms of implementation and delivering full-year savings.

High Level Milestones and Timescales Discontinue fund as at 31 March 2016 following Council approval

Fairness and Equality Impact Assessment completed Not Required

of 3


Proposal Title Cease the provision of all City Events


To cease the organisation, management and part-funding of all Council-run City Events

Impact on Performance If the Council ceased all City Events, this will have an adverse impact on the promotion of the City Centre and a negative reputational impact for the Council, given that the events are popular with residents and visitors. However, following the establishment of the BID Company and the additional business rates levy, it would be more appropriate for the management and funding of these events to become the responsibility of Newport Now. These are the types of events that primarily promote the City Centre businesses and services and cannot be provided at the public expense. There would be no impact on the improvement plan objectives or NPI’s


Impact on other Service Areas City Events such as the Food Festival, the Big Splash and the Christmas lights promote the City Centre and increase footfall, contributing towards the regeneration of the area and the local economy. The events are also an integral part of marketing and promoting the Riverfront Theatre and the Newport Centre and any loss of income by Newport Live will have financial implications for the Council

Impact on Citizens The City Events are extremely popular with local residents and visitors and help to raise the profile of the City Centre as well as generating increased footfall.


Cabinet

of 3

Savings (£) 2016/17 2017/18 2018/19 45,788 17,894 0 Implementation Costs (- £) Revenue – Redundancy/Pension 35,000 TBC 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The organisation, management and funding of City Events by the Council is an entirely discretionary service under Section 144 of the Local Government Act 1972. The Council has the power to deliver these events in order to encourage visitors and promote the City, but it has no duty or obligation to do so. The budget for the funding of the Big Splash and the Food Festival has been removed, although a commitment was given to fund the Christmas lights but on the basis that external funding should be secured in the longer term. However, the Council still has to provide match-funding of £10k from the general marketing budget in order to lever in external grant funding of £20k from Welsh Government for the Big Splash event. There are still 1.5 FTE staff (Grade 5/7) engaged in the organisation and management of these events at a cost of £53,683 (with on-costs). Part of the staffing budget was transferred back from Newport Live to fund the cost of an additional part-time post, to reflect the work that was previously being undertaken within the team at the Riverfront Theatre. Key Objectives and Scope Where savings are required and reductions have to be made in front-line services, discretionary expenditure on promotional events becomes increasingly difficult to justify, particularly where the main benefits are to the local businesses. With the establishment of the Business Improvement District (BID) Company, it would now be appropriate for Newport Now to take over responsibility for these events, to be paid for out of the business rates levy. There would be an option for the BID Company to contract with the Council for the provision of event management and organisation services, in which case the staff could be retained, but otherwise there would be redundancy implications Options considered

• Do nothing • Cease providing all Council City events

The budget for these events has already been cut and only the staffing costs remain. The events cannot be managed and delivered with less staff and, therefore, the choice is either to cease these events altogether or continue as before. Key Proposal To cease the provision of all City Events as from April 2016. Save £10,000 contribution from the marketing budget as match-funding for the Food

of 3

Festival. Delete 1.5 FTE posts (Grade 5/7) with a saving of £53,683 (with on-costs) apportioned over two years.

Required Investment One-off costs of redundancy for the 1.5 FTE staff (Grade 5).

Key Risks Loss of footfall and adverse impact on the City Centre (unless the BID Company organises similar events).

Otherwise, there are no risks in terms of implementation and delivering savings.


• Cease the provision of all City Events as from April 2016 • Delete 1.5 FTE posts (Grade 5/7) • The staffing savings would be delivered April-July 2017, with the timing being

dictated by consultation and notice periods. Therefore, the savings have been apportioned over 2 years, with 8 month’s savings (£35,788) in 16/17 and the balance of 4 months (£17,894) rolled forward to 17/18

The organisation of the Big Splash and Food Festival events commences early in the calendar year and, therefore, a decision would need to be made early in 2016 if these events are not going to be provided later in the year. Early discussions would also have to take place with the BID Company about whether they are able to take over responsibility for these events. The staff redundancies would be dependent upon consultation and notice periods.


of 3


Proposal Title Reduction in discretionary Tourism budget


To further reduce the expenditure on Tourism

Impact on Performance The reduction in spending on tourism will have an adverse impact on the promotion of Newport as a tourist destination and could reduce the number of visitors. The tourism budget is also used to lever in significant sums of grant funding from Welsh Government and other external agencies for tourism and other events. The loss of this match-funding budget will have an impact on the Council’s ability to secure external grant funding. However, there should be no impact on improvement plan objectives or NPI’s.


Impact on other Service Areas The reduction in the tourism budget will mean less investment in direction and road signs and also promotional materials, which will have an impact on Streetscene and Regeneration. A reduction in the number of visitors could also impact on footfall within the City Centre and the use of theatre and leisure facilities.

Impact on Citizens If there is any adverse impact on the number of visitors to Newport, then this could affect the local economy, particularly in areas such as Caerleon which depend heavily on tourist trade. However, the impact can be mitigated by using the internet and social media to disseminate tourist information rather than publishing traditional promotional materials. It may also be possible to utilise local community and voluntary groups to act as “ambassadors” and provide tourism information and guidance to the public.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 20,000 20,000 0

of 3

Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Tourism is an entirely discretionary service under Section 144 of the Local Government Act 1972. The Council has the power to encourage visitors and promote services, but has no duty or obligation to do so. The budget for tourism was reduced by last year following the closure of the seasonal Tourist Information Centre in Caerleon. The current tourism budget is £63,163. The budget was underspent by £26k in 2014/15. There is currently 1 FTE Tourism officer, supported by the marketing officers, engaged in the provision of the service. The TIC’s have now been discontinued and work is on-going to encourage voluntary groups in areas such as Caerleon to take on this public-facing role. Key Objectives and Scope Where savings are required and reductions have to be made in front-line services, discretionary expenditure on tourism becomes increasingly difficult to justify. Therefore, further reductions in both external spend need to be considered. This will require clear priorities for future tourism initiatives to ensure that the limited resources are directed to the critical areas and that tourism information is disseminated through the internet rather than traditional advertising and promotions. Engagement with local voluntary and community groups will also assist in promoting tourism. Options considered

• Do nothing • Discontinue the Tourism service altogether • Further reduction in expenditure

There is an option to cease providing all tourism services, as this is entirely discretionary, but some element of this work and the budget needs to be retained to promote visitors to Newport and stimulate the local economy. Some of the budget also needs to be retained as match-funding to lever in external grant funding. Key Proposal To reduce the tourism budget by £20,000 in 2016/17 To reduce the marketing budget by a further £20,000 in 2017/18

Required Investment None Key Risks Adverse reputational impact Reduction in tourism budget has adverse impact on local economy High Level Milestones and Timescales

• The reductions in the tourism budget can be implemented as from 1st April

of 3

2016, following approval by the Council. • Second year savings in expenditure implemented April 2017.


of 5

Medium Term Revenue Plan Proposals - Business Case PBC06 Service Area People and Business Change / Regeneration,

Investment and Housing

Proposal Title Reduction in the overall budget allocated through grants to voluntary sector organisations


The proposal is to make a saving against the core budget allocated to voluntary sector grants of £63k. These grants provide funding to a variety of organisations and are subject to a variety of agreements and arrangements. The proposal gives some options for consideration for reducing the budget which range from a blanket reduction across all grants to more targeted reductions. The proposal would also pave the way to implement a more structured commissioning process for services from third sector organisations, and could potentially result in more resource allocation being targeted at high need provision for vulnerable people in Newport.

Impact on Performance There is the potential for a reduction in voluntary sector engagement in service development and provision. Work will need to be undertaken with each organisation affected to ensure that the reduction of grant results in the minimum impact. There could also be very minimal impact on actual service delivery or service users, due to the nature of the grants

Impact on FTE Count It is reasonable to assume that proposed reduction in grant funding could have staffing implications for voluntary sector organisations.

Impact on other Service Areas Reduction in voluntary sector support will reduce the opportunities available to the Council for utilising more community based provision. Currently these grants support a range of Council priorities. .

Impact on Citizens The organisations in question deliver or support work within communities in Newport and further afield, so there is potential for reduced levels of service for citizens. CAB, Women’s Aid and Shop Mobility use the funding for service delivery so there is potential for significant impact amongst vulnerable groups.

Delegated Decision (Head of Service/Cabinet Member/Cabinet)

Cabinet

Savings (£) 2016/17 2017/18 2018/19 63,000 0 0

of 5

Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 3,000 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Newport City Council (NCC) currently provides a total of £392,426 per annum in grant to voluntary sector organisations working in Newport. This is broken down as follows: Organisation Amount Option

A Priority area Option B

Citizens Advice Bureau

£125,700 £105,588 Yes. Supports tackling poverty agenda

6% £118,158

GAVO £27,540 £23,133 Partially. Supports third sector engagement. However, Support is not as clearly targeted at vulnerable groups as other provision

30% £19,278

SEWREC £44,800 £37,632 Yes. Supports priorities around community cohesion and safety. Also supports our position as Asylum Seeker Dispersal Area. However, due to other grants accessed by the organisation, reductions could be achieved.

18% £36,736

Shopmobility £57,200 £48,048 Yes. Supports priorities around accessibility. However, business model needs to be looked at.

18% £46,904

Alzheimer’s Society

£5,000 £4,200 Yes. Dementia Friendly Cities. However, need to ascertain the value of a £5,000 grant in relation to the totality of service provision. To the year ending March 2014 total income for the Alzheimer’s Society was £84.4million and total spending was £74.7million – leaving a sizeable surplus. Only once in the previous five years has spending been greater than income.

20% £4,000

Miscellaneous Grants

£27,409 £23,032 This supports rent payments for organisations operating out of NCC assets: Duffryn Community Link -

10% £24,669

of 5

£620 per annum Firbank Dale Social Centre - £1250 per annum Newport Women’s Aid - £1551.20 per annum CAB - £8000 per annum Shop Mobility - £8700 per annum

Women’s Aid £30,000 £25,200 Yes. VAWDASV Legislation. However, the service provision needs to be looked at and due for re-commissioning. Does not deliver out of the DAU.

12% £26,400

Llamau £15,000 £12,600 Yes. Provides support for homeless people

12% £13200

14 Locks £15,000 £12,600 Supports cultural provision – however, Council will need to balance this against the provision that targets more vulnerable people

50% £7,500

Various £40,901 £34,356 In previous years a significant part of this budget was used to support the after-school and holiday club for children with complex needs at Maes Ebbw School. Unfortunately, due to circumstances beyond our control this club has now ceased. We are working with the Serennu Centre to put in place alternative provision but this will be a at a reduced cost. So, due to a more efficient model for this support, the anticipated 20% reduction in the budget will still leave us with the resource to be able to maintain our statutory support function.

20% £32,721

Allotment Association

£3,876 £3,255 No. 100% £0

TOTAL £392,426 £329,637 £329,566 Budget engagement and consultation with citizens during 2014 placed a high degree of importance on the role of the voluntary sector and volunteering. During specific consultation events with the third sector, organisations have shown a willingness to support NCC in the improvement of services to communities, whilst achieving budget savings. There are opportunities for the enhanced utilisation of the sector. Key Objectives and Scope The objective is to support the overall budget position of Newport City Council in

of 5

2016-17. The scope is limited to those grants specified above. To date, despite significant reductions to the Council’s overall budget, there has been no reduction in grant allocation detailed in this business case. The proportion of 16%, or £63,000* of the overall grant has been suggested based on the following:

1. It would bring reductions to this grant in line with the reduction in budget seen by the Council overall

2. An assessment of the grants against current Council priorities for match * This is dependent on when the decision is made. Welsh Government ask all funders of Third Sector provision to adhere to the Voluntary Sector Funding Protocol, which requires a minimum of 3 months’ notice to be given for any changes to grant terms and conditions. Whilst this is a voluntary agreement the recommendation would be to comply with this protocol. Options considered

1. Do nothing and continue with the grants in the current way. 2. Reduce the overall grant allocation

a. By 16% across the piece, or; b. Through a process of targeted reductions based on Council priorities

3. To take initial savings in 2016/17 and undertake a commissioning process for third sector services, in the same way that Social Services have

Key Proposal 1. To review grant arrangements with the voluntary sector 2. To reduce the grant overall by £63k in 2016/17, or 16%. This would be

disproportionately applied based on priorities and need. 3. To begin preparations for a wider commissioning exercise for voluntary sector

support, in line with up-coming legislation (Wellbeing of Future Generations Act and Social Care and Wellbeing Act).

Required Investment Resource to undertake a commissioning exercise with the voluntary sector – approximately £3000 (to undertake the decommissioning / re-commissioning process). However, any reduction in voluntary sector staffing may result in a request to NCC to meet the redundancy costs. High Level Milestones and Timescales Voluntary Sector:

1. Consultation with voluntary sector December 2015 2. Budget consultation process with public December – January 2016 3. Provision of three months’ notice of reduction in grant (as per all Wales

protocol) 4. Development of a Commissioning Process July 2016 – December 2016 5. Organisations given formal notice of termination/reduction/new contract by

December 2016 6. New services in place April 1st 2017

Key Risks 1. Reputational damage from progressing the proposal. Grants to voluntary

sector organisations are usually emotive and gain considerable public and political interest.

2. Potential reductions in service provision to vulnerable people during any

of 5

phased reduction or transition from grants to commissioned services and / or development of business models.

3. Welsh Government ask us to undertake to give third sector organisations three months’ notice of changes to funding. In order to maximise savings for next year we will not be able to do this which will either result in a short notice period to the organisations (thus breaching the protocol), not achieving the saving target or implementing deeper cuts to the grants.

4. Domestic Abuse is a Strategic Equalities Plan priority and Newport now has legislative responsibilities under the VAWDASV Act. Newport is also the lead body for the pan Gwent VAWDASV Service.

Fairness and Equality Impact Assessment completed F&EIA is being developed to assess the likely impact of this proposal on the protected characteristics as defined within the Equality Act, and propose mitigating measures.

of 2

Medium Term Revenue Plan Proposals - Business Case NON001 Service Area Finance

Proposal Title Council Tax Rebate Scheme Budget

Reduction


Following expected underspends in the current financial year it is proposed to decrease the budget in relation to the Council Tax Rebate Scheme for 2016/17

Impact on Performance No impact is expected upon current performance as the amount of caseloads will not change drastically from the current year



Impact on Citizens None


Cabinet

Savings (£) 2016/17 2017/18 2018/19 300,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position As part of the calculations set out in the Revenue Budget there is a budget for the authority’s Council Tax Reduction scheme. Since Council Tax Benefit was abolished in April 2013, the Council has been responsible for running its own local scheme. This budget has been considerably underspent over the last two financial years therefore a saving has been forecast as part of the Revenue budget monitoring for 2015/16. Key Objectives and Scope The objective is to decrease the budget for the Council Tax Reduction Scheme. Options considered The alternative is to continue with under spending against this budget and reporting this throughout the financial year.

of 2

Key Proposal To decrease the budget required for people claiming Council Tax Reductions in 2016/2017 by £300,000. The amount included has been based upon the trend of Council Tax Reduction applicants over the last few financial years, including 2015/16 and is considered a prudent amount to include at this stage without creating a pressure against future years budgets. Required Investment None Key Risks There is a risk that the number of cases could increase significantly if there is a dramatic change in demographics within Newport. If unemployment rises considerably, there will be a corresponding increase in people applying for Council Tax Reductions. However, experience indicates that this budget has been regularly underspent, and will continue to do so. High Level Milestones and Timescales The proposal needs to be incorporated into the Revenue Budget for 2016/17. Fairness and Equality Impact Assessment completed Not required

of 2

Medium Term Revenue Plan Proposals - Business Case NON002 Service Area Non Service

Proposal Title Invest to Save Reserve


Cease the annual revenue contribution to the Invest to Save Reserve

Impact on Performance No impact is expected upon current performance





Cabinet

Savings (£) 2016/17 2017/18 2018/19 950,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position As part of the Council’s Revenue budget there is an annual contribution to the Invest to Save reserve. The Invest to Save Reserve is used to fund any project which will lead to a permanent budget saving. Currently, the reserve is supplemented every year with a direct revenue contribution of £950,000. Key Objectives and Scope The objective is to cease the budgeted contribution in the Invest to Save Reserve Options considered The alternative is to continue making the contribution each year. Key Proposal To cease the annual revenue contribution of £950,000 to the Invest to Save reserve. The amount included within the business case means that there will be no replenishing of the Invest to Save reserve from the Revenue budget, reducing the options for future investment to support savings.

of 2

Required Investment None Key Risks The key risk is that without an annual contribution into the Invest to Save reserve, support for service areas to introduce schemes which require investment upfront will diminish, and become unavailable once the Invest to Save reserve has been spent. However, there is the possibility that the balance on the pay reserve is well in excess of what is required, and that money could be moved from this reserve to supplement the Invest to Save reserve, increasing the number of schemes and MTRP savings which it can support. High Level Milestones and Timescales The proposal needs to be incorporated into the Revenue Budget for 2016/17. Fairness and Equality Impact Assessment completed Not required

of 2

Medium Term Revenue Plan Proposals - Business Case NON004 Service Area Non-Service

Proposal Title Minimum Revenue Provision (MRP)/ Interest

Budget Reduction


Following review of the MRP and Interest Payable budgets there is scope for a reduction in the budget

Impact on Performance No impact is expected upon current performance as there is no change to the service provided.





Cabinet

Savings (£) 2016/17 2017/18 2018/19 900,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position In 2014/15 there was a significant underspend at outturn relating to Minimum Revenue Provision (MRP) and Interest Payable budgets. The Capital Programme has been re-profiled based on current expenditure and monitoring, the budgets have been “re-based” and a profile for MRP for the next 3 years has been estimated. Following this work an overall budget saving of £900,000 is available from these budgets in 2016/17. Key Objectives and Scope To have correct budgets to fund future Capital Programme Minimum Revenue Provision and interest payable. Options Considered The alternative option is to keep the budgets as they are currently and move any in-year underspend to reserve to fund future capital projects and reduce the MRP cost.

of 2

Key Proposal Following the review of the MRP/Interest Payable budgets to reduce the budgets to levels required to fund the 2016/17 MRP and Interest estimated actuals. In this model a pressure of £285k would be required in 18/19 to fund increases in projected MRP. Required Investment None Key Risks Slippage is a key risk when estimating the level of MRP charged. In previous years there has been a high level of slippage in previous years which has had an impact on the outturn at year end. Slippage has the risk of causing pressures on MRP in future years, which would need to be managed through growth. Future capital bids may be accepted which would need to be factored in to the MTRP process. Given up this budget removes any contingency there is for future increases in an uncertain area where future pressures may be significant.

High Level Milestones and Timescales None Fairness and Equality Impact Assessment completed Not required

of 2

Medium Term Revenue Plan Proposals - Business Case NON005 Service Area Non-Service

Proposal Title Council Tax Increase


Increase Council Tax by 1% above the already agreed 4% assumption.

Impact on Performance No impact is expected upon current performance as there is no change to the service provided.





Cabinet

Savings (£) 2016/17 2017/18 2018/19 406,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The 2015/16 budget strategy report agreed at Council in February 2015 the MTRP assumed a 4% increase in Council Tax. This creates additional funding of c£2m after the impact of Council Tax Benefits have been taken into account. Increasing the Council Tax by a further 1% to 5% will create an additional £406k of funding. A 1% increase will be an additional £9.38 on a Band D Council Tax rate. Key Objectives and Scope To set Council Tax at an appropriate level to fund budget requirement Options considered Alternative option is to keep Council Tax increase to 4%. If this option is taken further savings of £406k would need to be found. Key Proposal Increase Council Tax by a further 1% to 5%.

of 2

Required Investment None Key Risks Affordability to households High Level Milestones and Timescales None Fairness and Equality Impact Assessment completed Not required

APPENDIX 5 – New Budget Savings implemented under delegated authority

Head of Service

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

PEOPLE

SSA04 Adult &

Community Services

Review of Double Handling Cases - Review and reduce the number of calls to service users that require 2 care workers. 300 0

SSA07 Adult &

Community Services

Day Services Budget Reduction - Reduce supplies and services budget. 30 0

SSA13 Adult &

Community Services

Active Living - Continuation of the 2015/16 Project Work - Transforming care and assessment which to achieve efficiencies in adult social care by reducing the number and size of packages of care through filtering out inappropriate referrals at first point of contact

120 0

SSA15 Adult &

Community Services

Frailty Budget - Additional contribution from the combined Gwent frailty budget 157 0

CFS04


Services

Budget Reductions – Various budget reduction proposals 180 1

PLACE

STS04 Street Scene

Staff restructure - approved phase 1 - Revised tier 3 and 4 management structure within Streetscene and City Services. 42 6

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

STS06 Street Scene

Vehicle hire - reduction of external vehicle hire by pooling and scheduling existing fleet. 25 0

STS13 Street Scene

Waste Management Restructure - Revised management structure within waste operations. 55 2

STS22 Street Scene

Trade Waste - review of charges and increase number of contracts - To review the operation of trade waste service to increase capacity and market share of trade waste collections within Newport

50 90 0

STS27 Street Scene

Newport Live Efficiencies - Efficiency savings as per funding and management agreement 60 60 0

STS28 Street Scene

Deletion of vacant posts: Senior Traffic, Transportation and Road Safety Officer (a 50% job share) and Civil Contingencies Assistant PE318

28 0.9

RIH1 RIH

Planning Application Fee Income - Increase planning application fee income budget in light of application fee increase expected to be imposed by the Planning (Wales) Bill 2015. This is expected to come into effect in October 2015

71 0

RIH02 RIH

Management Actions – Planning Pre-Application Charges, Reduction in Pooled Admin Supplies and Services, Delete 0.4FTE of Technical Support Assistant post and deletion of vacant Planning Officer post and minor service reconfiguration.

65 1.90

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

RIH5 RIH

Communities 4 Work- ESF funding has been secured to deliver the Communities for Work programme. The staff delivering this service are currently core funded. The proposal is to move these staff from current permanent contracts to grant funded, fixed term positions

140 0

RIH10 RIH

Removal of bad debt provision against business loans - Removal bad debt provision against business loans. The take up of loans has been very limited and those currently in receipt repaying as planned therefore removing the need for this provision in future

15 0

RIH11 RIH Restructure Business Support and Inward Investment Function - The proposal is to restructure the existing team to enable the Council to strengthen its role in Regeneration activity.

31 0 0 0 1

RIH12 RIH Reduction in 4th tier Managers of the Housing, Regeneration and Property Service 42 0 0 0 1

RIH14 RIH Management Re-structure of Library Service - Review the senior management structure within library services and reduce elements of the supplies budget.

73 1

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

CORPORATE

CSDI001 CS & DI Supplies and Services - Reduction in supplies and services budget following the move to Information Station and relating channel shift activity

13 0

CSDI003 CS & DI Information Technology – Desktop IT, extend PC/laptop refresh cycle - Reduce budget for annual desktop PC/ laptop refresh - increasing refresh cycle to 5 years

40 0

CSDI004 CS & DI Changes to encryption software resulting in reduced licence costs over a three year period 15 0

CSDI005 CS & DI Increase street naming and numbering income targets - Increase the income target for new developments for street naming and numbering in line with likely developments in the city.

13 0

CSDI006 CS & DI Remove budget held for PSN charges - Remove the budget currently held for PSN (previously GCSx) as fees continue to be funded by Welsh Government

4 0

CSDI007 CS & DI

Reduce costs of postage by 7% across the Council - Reduce postage budget by 7% (over a two year period) across the Council. This would be achieved through reductions in 1st class mail, maximising royal mail discounts and through the use of an automated mail service (hybrid mail solution)

10 5 0

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

CSDI008 CS & DI Information Management – reduced costs of document storage in Modern Records- Reduce revenue budget to release savings following the implementation of Modern Records

8 3 0

CSDI009 CS & DI

Information Technology – PSBA (Public Sector Broadband provision) wide area network legacy Sites - Number of NCC staff in ABHB sites and have previously supplied our own Newport connections. Proposed removal of these circuits and utilise ABHB connectivity

18 0

CSDI010 CS & DI Information Technology – Supplies and Services Savings (secure email) - Secure email product Egress costs reduce on an annual basis

36 29 0

CSDI011 CS & DI

Information Technology – PSBA (Public Sector Broadband provision) wide area network profiled connection costs - PSBA (Public Sector Broadband Aggregation) circuits. Greater Gwent Network project developed involving the provision of a new wide area network funded by Welsh Government

61 12 0

CSDI012 CS & DI Information Technology – change to room booking arrangements - To cancel the current room / resource / car parking booking system.

4 0


Increased Land Charges fee income - To increase the fee income projections for local land charges searches fees 25 25 0

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)


Reduction of staff within Legal Services - Reduction of staff within the Legal section (including two vacant post) 86 43 4


Deletion of Scrutiny Support Officer post - To delete the post of Scrutiny Support Officer (Grade 6) and reallocate the support work for the Scrutiny Officers within the Democratic Services team.

30 1


Redesign of Kennel Services - Redesign the service at the kennels moving it towards more of a rehoming centre which drives income to eventually pay for its self.

49 10 0


Increase income generation target in Health and Safety Team 25 0


Reduction in Occupational Health Provision (OHP) - Reduce the OHP by one day clinic per week (16 appointments per week, 800 over one year).

28 0


Reduction in Organisational Development (OD) budget for training and management development 19 0


Partnership and Policy service reduction - The restructure of the team meaning the removal of 1 FTE 32 1

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)


Cessation of Council’s flexi-time system; Wintime - To end the current contract for the Council’s flexi system in January 2016 at point that current version of system is decommissioned.

16 0.5


Strategic Human Resources (HR) savings proposal – reduction in staffing budget of the HR service 73 2

FIN001 Finance Reduce Accountancy Assistant Posts - Reduction of 2 vacant Accountancy Assistants within the structure 51 2

FIN003 Finance Council Tax Collection: Increase the budgeted amount for collection within the base budget from the financial year 2016/17 76 0

DELEGATED HEAD OF SERVICE BUDGET SAVING TOTAL 2,095 266 72 60 25.3

Cabinet Member

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

PEOPLE

SSA01 Adult &

Community Services

Appraisal of internal supported living facilities - To reduce the capacity of the internal Supported Living Agency in line with the changing needs and best interest of tenants

25 1

SSA02 Adult &

Community Services

Reassessments in Mental Health - remodel of services for people with mental health conditions - Continuation of current reassessment of packages

200 0

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

SSA03 Adult &

Community Services

Promoting Independence – Learning Disability (LD) Service Development and Reviews 531 0

SSA06 Adult &

Community Services

Review & Reconfigure Third Sector Contracts - To review contracts with third sector organisations to identify opportunities for improved delivery.

288 1

SSA12 Adult &

Community Services

Rationalisation of Internal Mental Health Day Service Provision. 120 4

SSA14 Adult &

Community Services

Improving the efficiency of our Reablement and Homecare Service 114 90 3

PLACE

STS09 Street Scene

Increased cardboard collection service to residents through Wastesavers - Provision of new weekly cardboard recycling to Newport residents through Wastesavers

190 4

STS11 Street Scene

Cemeteries - Review of grave digging services

59 2

STS12 Street Scene

Review of Park Ranger services - Review of parks ranger services to achieve operational efficiencies 30 1

STS15 Street Scene

Highways Operations - Multi-skilling of staff and plant and equipment review

85 2

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

STS19 Street Scene

Streetscene operations - Review supervisor staffing levels and operational bases

70 2

STS23 Street Scene

Waste - Review of special collection services -To achieve service efficiencies in the operation of the special collection service provided by Streetscene

50 2

STS29 Street Scene

Car parking tariffs review - Proposed revision of car parking order to facilitate increases to parking tariffs and pricing structure 80 0

STS30 Street Scene

Streetscene Processes Review - Investigate and implement new ways of working to achieve a modern and effective service, delivering savings and efficiencies while ensuring that service capacity is maximised for the benefit of the customer and the council.

350 13

RIH6 RIH

Community Development Worker - Because of the creation of the new Community Regeneration department with a much larger workforce and resource budget, there is a clear expectation that reduction of one post can be made without impact to the overall service.

27 1

RIH7 RIH Community Regeneration - Youth Service operational restructure phase 1 and deletion of two youth worker posts (Voluntary Redundancy (VR) requests)

127 4

Unique ID


£'000 17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

RIH19 RIH Rationalisation of Housing Solutions service to strengthen front-line delivery – Review and restructure of the Housing Needs Service.

20 TBC

CORPORATE


Reduction in discretionary Marketing - The reduction of expenditure on external marketing of Council services and staffing costs.

20 54 1


Reduction in statutory enforcement work and staff within Environmental Health and Trading Standards 110 3

FIN002 Finance Reduction in Internal Audit staffing resource 31 26 2

FIN004 Finance

Re-structure of Income Collection Team- To combine the Local Taxation and Debtors teams so that management, day-to-day administration and processing work is generic across Council Tax, Non-Domestic Rates, Sundry Debt and Periodic Debt.

39 2

FIN005 Finance Reduction in Staff Numbers / Hours within Procurement and Central Payments 20 27 2.4

DELEGATED CABINET MEMBER BUDGET SAVINGS TOTAL 2,586 197 - - 50.4

SAVINGS SUMMARY

Savings Decision Type 16/17 £'000

17/18 £'000

18/19 £'000

19/20 £'000

Staff Impact (FTE)

New Budget Savings to be Consulted (as per Appendix Three) 4,426 808 - - 57.5

Delegated Head of Service Budget Savings (as per Appendix Five) 2,095 266 72 60 25.3

Delegated Cabinet Member Budget Savings (as per Appendix Five) 2,586 197 - - 50.4

Budget Savings previously agreed/revised (as per February 2015 Council Report) 1,763 944 460 450 20

TOTAL BUDGET SAVINGS 10,870 2,215 532 510 153.2

APPENDIX SIX – Head of Service & Cabinet Member Budget Savings Business Cases

of 2

Medium Term Revenue Plan Proposals –Business Case SSA04 Service Area Adult and Community Services

Proposal Title Review of double Handling cases


Review and reduce the number of packages and visits to service users that require 2 care workers. The review is based functional ability and the introduction of the latest equipment which supports sole manual handling

Impact on Performance The reduction of 0.5 Occupational Therapist (OT) post may increase the waiting list



Impact on Citizens Change to care and support arrangements


Head of Service

Savings (£) 2016/17 2017/18 2018/19 300,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 39,796 0 0 Capital – Building related 0 0 0 Capital – Other (Equipment) 40,000 0 0 Implementation Cost - Total 79,796 0 0 Current Position Our vision Promoting the independence and wellbeing of citizens, their families and communities through a range of effective support services To achieve this vision we will invest in: Prevention and early intervention: these are targeted services that stop needs escalating or reduce the level of need for social care services over the long term Currently Newport City Council (NCC) operates a procedure for reviewing service users with supported equipment. Supported equipment is classed as any equipment that has a maintenance contract, for which NCC is responsible. The equipment that falls into this category is equipment i.e. a ceiling track hoist to a mobile hoist. Occupational Therapists will play a key role in this by reviewing 3 key things: Review the Service User’s current function Review the existing equipment

of 2

Provide advice and prescribe equipment to reduce care which increases independence It is anticipated that in terms of service user benefits this project will provide:

• More involvement from the SU in regard to their care arrangements • Reduce stressful and invasive care both physically and socially • Improved flexibility in the SU’s care arrangements • Empowerment

Key Objectives and Scope The key objectives for 16-17:

1. Through the annual review system already in place ensuring care reductions are sustainable in the aim of generating recurrent preventative savings.

2. Quality of care and prevention Options considered Option 1 Key Proposal Option 1 The project will require a health and social care working collaboration requiring Aneurin Bevan University Health Board (ABUHB) and NCC OT’s to deliver the project. This is based on clinical skills and expertise available in the Integrated OT Service workforce and to ensure that this innovation remains preventative by educating Health OT’s when recommending packages of care for service users in hospital. Three OT’s across the Integrated OT Service would be required with specialist manual handling skills and experience of single handling equipment available. Required Investment £28,690 revenue and capital funding Key Risks It is anticipated there will be resistance from Service users and their family supporting OT’s recommendations for reduction of care. To provide mitigation and to support both service users and staff a programme of training and positive messaging will be adopted as part of the pilot phase. Variation in skills of the domiciliary staff who care for service users, again this will form part of the work undertaken by the OT team and the project group contract and commissioning representative Discharges from acute hospitals are targeted. High Level Milestones and Timescales October- December 2015 – Identify and secure resource October 2015 – Develop project plan and identify any additional training December – February 2016 – Conduct an initial pilot March 2016 – Refine project plan based on pilot outcomes March – Sept 2016 – Implement Project Fairness and Equality Impact Assessment completed Yes

of 2

Medium Term Revenue Plan Proposals - Business Case SSA07 Service Area Adult & Community Services

Proposal Title Day Services Budget Reduction


To reduce the Day Services supplies and services budget by £30k in line with the reduction of service user numbers throughout 2014-16

Impact on Performance The reduction of the supplies and services budget by £30k for 2015-2016 would not impact on performance following this reduction and centralisation of services.





Head of Service

Savings (£) 2016/17 2017/18 2018/19 30,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position It is proposed that a £30k reduction is achievable through detailed profiling of 16/17 budgets in line with service user reductions and building rationalisation through closure of Ringwood House and loss of associated building costs. Key Objectives and Scope To reduce Day Services supplies and services budget by £30k as a result of building rationalisation and continued service user reduction throughout 15/16 The reduction in service user numbers will bring about a reduction in associated areas of spending i.e. catering, transport and other essential resources. This will allow for a reduction in the supplies and services budget. To ensure its achievability, this proposed reduction has been measured against actual previous outturn and 15/16 profiled budget spending. Options considered Reduce the supplies and services budget by £30k.

of 2

Key Proposal To reduce the supplies and services budget by £30k. Required Investment None. Key Risks None High Level Milestones and Timescales As part of the budget setting process for implementation 1st April 2016. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Active Living –continuation of the 2015-2016

project work


This work stream will link into the broader strategic aims of the Services Pathway -Transforming care and assessment

Impact on Performance This is a continuation of an existing MTRP saving it is therefore possible to identify limited effect on performance. The work is part of the day to day operation of adult services. Increased efficiency in service user pathway at the ‘front door’ will increase productivity and efficiency



Impact on Citizens There will inevitably be an impact on service users whose services and packages of care change. It is important, therefore, to ensure that appropriate time is built in to enable staff to work individually with service users on alternatives, re-provisioning and re-ablement back to independent living in line with their identified needs and outcomes

Delegated Decision (Head of Service/Cabinet Member/Cabinet)

Head of Service

Savings (£) 2016/17 2017/18 2018/19 120,000 0 0 Implementation Costs (- £) 0 0 0 Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Older people within Newport are living progressively longer and healthier lives, placing increasing pressure on existing social services within a climate of reducing financial spend. While some improvements to implementing outcome focused care and support have taken place in recent years, there is opportunity to further these achievements through maximising the positive work taking place within existing

of 2

services, reorganisation of existing services as well as engaging with community support services and integration. We need to support the wellbeing of older people in our community by concentrating on early intervention and prevention activity thus supporting independent living and reducing needs for statutory intervention. Key Objectives and Scope To increase the effect and efficiency of the single point of access for adult social care by working to the broader strategic aims of prospectus for change and the commissioning strategy for adult services. Options considered Option 1 Continue the work to improve efficiency on this project which commenced in 2015-16 Key Proposal Option 1- Continue work on improving the effectiveness of the service Required Investment Service Manager resource / time BIPT resource – Programme / Project Management HR and finance resource Key Risks There are a number of risks which may result in partial delivery/ delayed delivery of the savings attached to this project work stream

• Culture shift- challenging times for staff and service users both the pace and volume of the change

High Level Milestones and Timescales The work is a continuation of an existing project All savings to be delivered by 31st March 2017 Fairness and Equality Impact Assessment completed Yes

of 2


Proposal Title Frailty Budget


Additional contribution from the combined Gwent frailty budget





Delegated Decision ( Head of Service/ Cabinet Member/Cabinet)

Head of Service

Savings (£) 2016/17 2017/18 2018/19 157,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The “Additional hours required for urgent frailty response” project was core funded and will now be grant funded from 2016-17 onwards. The project will be funded as part of the Frailty pooled budget arrangements within the Section 33 agreement. Key Objectives and Scope The frailty funding issue has now been resolved and it has been confirmed that the funding for this project will continue to be funded from 16/17 onwards, giving a budget saving of £157k Options considered Option 1 – Status Quo Option 2 – Removal of core budget provision for this element of the frailty project (Urgent Frailty Response) based on agreed on-going grant funding provision. Key Proposal Option 2 – Reduce core budget based on agreed grant funding provision. Required Investment None

of 2

Key Risks None – the grant funding has been agreed for this element of the project which enables the reduction in core budget allocation. High Level Milestones and Timescales April 2016 budget setting process Fairness and Equality Impact Assessment completed N/A

of 3


Proposal Title Budget Reductions


Remove budget where appropriate (see detail below)

Impact on Performance Negligible

Impact on FTE Count 1 FTE (vacant)

Impact on other Service Areas Negligible

Impact on Citizens Negligible


Head of Service

Savings (£) 2016/17 2017/18 2018/19 180,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Working through the budget to see where it is possible to take percentage savings from individual budgets Key Objectives and Scope Remove savings as outlined below Options considered In Children and Family Services (C&FS) to reduce costs and create savings there are only minimal options; to restrict the number of service users, to reduce the number of staff employed, look at opportunities to outsource or use alternative delivery models or make operational budget reductions where possible. If children present at risk of significant harm the authority has no choice but for the child to be taken into the care of the Local Authority. The authority must then place the child safely and strive to ensure the child is able to achieve positive outcomes. Whilst C&FS can endeavour to control the number of children coming into care and requiring accommodation there are always factors outside of the authorities control for example political, other agency and media pressures as a result of risk and perceived risk arising from national trends and concerns, The most recent example of

of 3

such pressure would be child sexual exploitation. The movement of children into the Newport area impacts significantly on the accuracy of forecasts of need as does the thinking and actions of the judiciary. In C&FS the option to ‘close the front door’ is not possible therefore any reduction must come from staffing or from exploring new ways to deliver service provision for example outsourcing or commissioning. However, outsourcing for Children’s Services is more expensive and there is little evidence that commissioning externally will create savings. C&FS budget for 2015 -16 is £19,940,574, £11,623,613 of which is staffing, of the remainder £7,734,961 are placement costs and £582,000 external legal costs. The business cases explore all of the options including reduction in staffing, reduction in expenditure on services and new ways to deliver service. This proposal brings together a number of small proposals. There are no other options to be considered. The proposals in this Business Case can be classed as relatively straightforward and with minimal risk Key Proposal Short Breaks proposed budget saving = £10,000 This account incurs costs for the provision of Respite Services with external providers for Children & Families Services. Following this reduction a budget provision of £67,282 will be remaining for 2016-17. The rationale for this saving is based on the actual outturn in 2014/15. Looked After Children (LAC) Family Contact proposed budget saving = £7,000 This account incurs costs for the provision of family contact for Looked After Children. Following this reduction a budget provision of £100,000 will be remaining for 2016-17. The rationale for this saving is based on the actual outturn for 2014/15. Non-recourse to Public Funds proposed budget saving = £15,000 Following this reduction a budget provision of £25,000 will be remaining for 2016-17. The rationale for this saving is based on the actual outturn in 2014/15. Adoption Allowances proposed budget saving = £52,000 This saving is able to be achieved from the reduction in the number of Adoption Allowances being paid, as a total of 9 children will reach their 18th birthday during the 2015-16 and 2016-17 financial years. Management Account proposed budget saving = £10,000 Savings will be achieved through the reduction of Supplies budgets, previously used for the engagement of special projects with neighbouring LA’s Missing Children’s Project proposed budget saving = £12,000 Reduction in recharges from / to other LA’s engaged in the current project Direct Payments propose budget saving = £20,000 The rationale for this saving is based on the actual outturn in 2014/15 and current 2015-16 projected expenditure. Corporate Parenting proposed budget saving £5,000 The rationale for this saving is based on the actual outturn in 2014/15.

of 3

Education Support Team proposed budget saving £12,000 Savings in engagement of Tutors as these costs are able to be charged to the DG grant which is being administered by the Service. No looked after children will lose tuition, the money will come from the PDG. Family Support Team proposed budget saving = £37,000 This saving is being achieved from a redundancy in the Team during 2015-16 funded within the current financial year. Required Investment None Key Risks Missing children’s project risk given the links with the police service High Level Milestones and Timescales These proposed savings do not require project management support. Fairness and Equality Impact Assessment completed To be completed

of 2


Proposal Title Staff restructure - approved phase 1

Version 3

Proposal Summary Description

Revised tier 3 and 4 management structure within Streetscene and City Services.

Impact on Performance Limited due to allocation of duties across remaining posts within service area.


Impact on other Service Areas Limited impact on other service areas.

Impact on Citizens No impact to citizens


Head of Service (implemented)

Savings (£) 2016/17 2017/18 2018/19 42,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 40,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 40,000 0 0 Current Position The objective of Streetscene and City Services transformation is to develop and implement a modern and effective service, delivering savings and efficiencies whilst ensuring that service capacity is maximised for the benefit of the customer and the Council. Key Objectives and Scope Phase 1 of Streetscene and City Services transformation proposes the re-alignment of the tier 3 and 4 management structure to ensure that Streetscene services are best placed to deliver the vision for Streetscene and the Council over the next five years. Options considered Details on the options considered were developed and reviewed by the Head of Streetscene and City Services, Business Improvement, Human Resources and Head of Finance within the Scheme of Delegation Business Case. Proposals were considered and approved by the employment panel on 27 April 2015 and implemented throughout July 2015.

of 2

Key Proposal Revised tier 3 and 4 management structure within Streetscene and City Services. The gross savings attached with the 6 FTE post deletions and 2 FTE post creations is £160,000. Savings have been aligned against the service area and corporate projects (Right People, Right Skills, Right Place) as well as internal budget virements which results in a net saving to the service area of £42,000. Required Investment Redundancy and pension costs of 8 FTE (7 filled and 1 vacancy) Creation of 2 FTE new posts Key Risks Loss of knowledge and experience, this has been mitigated by diligent handovers with individuals and subsequent roles resaponsible for the activity. High Level Milestones and Timescales Implementation of this proposal and the exit of staff will be completed by November 2015 to allow for handover process and knowledge transfer within the service. Appointment of new posts completed by end of July 2015 to give opportunity for knowledge transfer and handover process where necessary. Fairness and Equality Impact Assessment completed No

of 3


Proposal Title Vehicle hire - reduction of external vehicle

hire by pooling and scheduling existing fleet.


Pooling of existing fleet (cars and small vans), increase fleet utilisation, resulting in reduced long and short-term vehicle hires.

Impact on Performance Little or no impact on performance, there will be a requirement to book vehicles when required and share with other service areas within the Council.


Impact on other Service Areas Shared fleet will improve efficiency of service area once rolled out across the council.




Savings (£) 2016/17 2017/18 2018/19 25,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The Council in 2014/15 spent over £450,000 on vehicle hires including cars, minibuses, vans, commercial vehicles and heavy plant equipment, of which Streetscene spent approximately £250,000. Of this figure cars/vans/minibuses/small tippers for various Streetscene departments totals £105,000 the remainder is made up of commercial vehicles and heavy plant. The Council has 182 vehicles within its fleet of which approximately 120 are allocated to Streetscene services. As a result of voluntary redundancies and staff choosing to leave the organisation, as well as tighter management of vehicles when staff are on annual leave approximately 10 vehicles were available on a daily basis that could be utilised elsewhere and therefore reduce short term and spot hires of vehicles.

of 3

Key Objectives and Scope Develop a pooling system to utilise council owned vehicles more effectively when not being used by service areas. To ensure that all vehicle hire requests from service managers are considered against available vehicles within the department. Options considered

1. Do nothing and continue to allocate vehicles to individual service areas within Streetscene and hire when necessary – this provides no savings to the Council.

2. Develop a basic pooling system to utilise council owned vehicles within

Streetscene more effectively when not being used by the individual service areas.

3. Ensure that all vehicle hire requests from service managers are considered against all available vehicles within the department (including challenge throughout all vehicle hire arrangements, long and short term).

Key Proposal Option 2 To develop basic pooling system on Microsoft Outlook to share vehicles across Streetscene and the Council. Currently vehicles have been allocated from within Streetscene to off-set vehicle hire requests. The proposal aims to reduce vehicle hire from external organisations which cost the Council a greater amount of money rather than utilise its existing fleet of pool vehicles. A further phase (option 3) will be to scope out the utilisation of the Streetscene fleet with the fitting of tracking equipment to identify additional vehicles that could be allocated and pooled between Streetscene service areas. This approach will reduce external vehicle hires overall and save on the current external hire spend for these types of vehicles. The final phase will be to scope a corporate vehicle pooling system for the full council fleet of vehicles. The development of this wider scheme may include such changes as the allocation of bays at the Civic Centre for pool vehicle parking. This would further utilise current fleet vehicles rather than external hire options. Required Investment Implementation cost associated with the initial phase include £5,000

additional revenue for additional trackers for 20 vehicles

Key Risks Buy-in and engagement from Council staff to use pooled vehicles, this will be

managed through the weekly internal newsletter and monitored by the Integrated Transport Unit

Microsoft Outlook may be an appropriate piece of software for the initial pooling of vehicles, and will be reviewed before option 3 is implemented to ensure it is the best suited software for the service.

of 3

High Level Milestones and Timescales Implementation already started with allocated pool vehicles within Telford depot parking area. Further scoping exercise to be undertaken in early 2016/17 to extend service across council. Fairness and Equality Impact Assessment completed No

of 2

Medium Term Revenue Plan Proposals - Outline Business Case STS13 Service Area Streetscene

Proposal Title Waste Management Restructure


Revised management structure within waste operations.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 55,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 89,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 89,000 0 0 Current Position Phase 1 Streetscene management restructure included a number of changes to the Environmental Services structure including the creation of a Waste Operations Manager post. This post replaces the previous Environmental Services Manager in relation to responsibilities associated with the collection and disposal of domestic refuse including the operation of the waste disposal site The re-alignment of front line service delivery, including special / bulky collections and fly tipping undertaken by Streetscene Operations front line teams and cardboard collection by Waste Savers, will reduce the management requirements within refuse collection. Increased recycling targets and the use of Project Gwyrdd will reduce the amount of waste deposited into landfill over the next five years. Development of the landfill cells and proposed further development of the landfill site will significantly change the operation and management of the landfill site. The recent post of Waste Operations Manager has been successfully recruited to. Key Objectives and Scope To review of management structure within recycling and waste operations taking account of the appointment of recent Waste Operations Manager and the proposed

of 2

changes to waste and recycling operation at the Household Waste Recycling Centre site over the next 12-18 months. This includes:

• Delivery of the projected income associated with new landfill cells • Increasing and reviewing trade waste contracts • Efficiency savings within refuse collection • Reviewing special collections service • Potential cardboard collection undertaken weekly by Waste Savers • General charging and collection services review

Options considered Option A To do nothing and advertise for replacement to existing structure. This option will not deliver the proposed changes within current and future medium term financial plan Option B Restructure the management team within waste operations to take account of operational changes proposed within MTRP for future delivery of the service. Key Proposal Option B Revised structure within waste operations includes:

• Deletion of three posts (1 vacant and 2 voluntary redundancies) • Revised and updated job descriptions for four existing posts • Create one new post • Creation of two assistant manager posts and reduction in two supervisor

posts • Creation of one senior post and reduction in one operative post

The above proposal will create greater capacity and in the longer term a route to succession planning within the service. Net impact will be a creation of one new post and accept two applications approved for voluntary redundancy (VR). Required Investment Redundancy and pension strain of 2 FTE approximately £88,500 Key Risks Loss of knowledge and experience within the refuse team, this will be mitigated through detailed handover and sufficient overlap of timings. High Level Milestones and Timescales Development of JD for new posts, September 2015 – December 2015 Scheme of delegation business case to employment panel, December 2015 VR to be implemented October 2015 Appointment of Assistant Area Managers no later than March 2016

Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Trade Waste - review of charges and

increase number of contracts


To review the operation of trade waste service to increase capacity and market share of trade waste collections within Newport and at the same time review existing contracts. Potential impact within waste and recycling service due to an increase in trade waste may change (positively and/or negatively) the overall recycling rate.

Impact on Performance Positive impact with increased trade waste contracts, however, potential impact within waste and recycling service due to an increase in trade waste may change (positively and/or negatively) the overall recycling rate.






Savings (£) 2016/17 2017/18 2018/19 50,000 90,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position NCC has a statutory requirement to offer a trade waste service. This service must be compliant with the current waste hierarchy guidance, Regulation 12 of Waste Act (England and wales) 2011. This trade waste collection service is currently undertaken in-house. Trade waste is either mixed waste going to landfill or recycled trade waste such as cardboard which adds to the councils overall recycling target. Trade waste currently has approximately 930 contracts across the City and is estimated to generate an income of approximately £866,000 for the current financial

of 3

year. The trade waste service costs are currently forecast at £580,000 which results in a surplus of £286,000 per annum (excluding disposal costs). A recent review of trade waste opportunities has highlighted that Newport City Council (NCC) has an estimated 33% share of all trade waste contracts available within the City. It is understood that a further 33% of commercial businesses are contracted with other trade waste collection companies, and subsequently the remaining 34% of traders have no waste disposal arrangements in place and are in effect operating outside of the legislation. This proposal could present an additional number of trade waste contracts from this remaining share of the market. Many of the existing trade waste contracts are short-term agreements, with ad-hoc details of collections, minimal terms and conditions or stipulations. Key Objectives and Scope To increase Newport City Council’s market share of trade waste collection and disposal. To review the existing trade waste contracts for term, charges, weights, access and potential for increased trade recycling. Options considered Option 1 To continue with trade waste contracts at existing resource allocation, but this will not generate further income to assist in the development of the Council’s medium term financial plan. Option 2 Promote the trade waste service through increased customers and to review the charges to secure additional contracts. Option 3 Dispose of the trade waste operation, although due to the short-term nature of the contracts the service is unlikely to generate much sale value due to the sale being similar to the length of remaining contracts, therefore benefitting in year one only. Key Proposal Option 2 A recent review of trade waste opportunities has highlighted that NCC currently has 33% of all trade waste contracts available within the City, another 33% of commercial businesses are with other trade waste contractor and 34% has no current trade waste contract. This figure could represent an additional 700 contract available to the council. Proposal is to expand existing trade waste service within existing resources where possible to secure additional contracts and increase income generation. Review charges to match neighbouring authorities, 1100 bins are understood to be too cheap, and the introduction of bags gives potential for profit and possibility of improving recycling tonnages. Many of the existing trade waste contracts are short-term agreements, with ad-hoc details of collections, minimal terms and conditions or stipulations. There is another business case for waste management restructure where it is proposed that a

of 3

commercial and Trade Waste Manager be appointed, this role would include the review of such commercial agreements and monitoring within the team. Required Investment Additional post (Area Manager Trade Waste) to promote, price and manage trade waste contracts. Accept VR request from Trade Waste officer. These proposals are detailed within a separate business case. Key Risks Risk of additional contracts and income not being secured due to market

place price fluctuations Increased presence by other commercial waste collection companies coming

into Newport City Trade waste service is amalgamated within the household refuse collection

service and the increased trade waste may at a point require additional capital and revenue investment for increased assets and overheads (resources), this will be closely monitored and assessed

High Level Milestones and Timescales Implementation has already commenced in obtaining additional contracts and reviewing the existing contracts. Fairness and Equality Impact Assessment completed No

of 2


Proposal Title Newport Live Efficiencies


Efficiency savings as per funding and management agreement






Head of Service

Savings (£) 2017/18 2018/19 2019/20 0 60,000 60,000 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The Council established a Leisure Trust in April 2015 to deliver leisure service on behalf of Newport City Council. This leisure trust is known as Newport Live. As part of the Funding and Management Agreement efficiencies were outlined for Newport Live to achieve. Key Objectives and Scope To maximise efficiencies through the creation of alternative service delivery leisure model to deliver savings. Options considered Enforce the funding and management agreement for Newport Live to deliver against efficiency targets. Key Proposal Enforce the funding and management agreement for Newport Live to deliver against efficiency targets. Efficiencies were agreed in the funding and management agreement which set out a 60k saving target for 2017/18 and a further 60k saving target in 2018/19.

of 2

Required Investment None Key Risks Newport Live has only been established since April 2015 so is in its infancy. Any enhanced pressures could have a negative impact on their start-up period and cause longer term issues for performance. High Level Milestones and Timescales 60k 2018/19 60k 2019/20 Fairness and Equality Impact Assessment completed No

of 3


Proposal Title Deletion of vacant posts: Senior Traffic,

Transportation and Road Safety Officer (a 50% job share) and Civil Contingencies Assistant PE318


Remove vacant posts from the Streetscene structure


Impact on FTE Count 0.9 FTE (vacant)




Head of Service

Savings (£) 2016/17 2017/18 2018/19 28,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The objective of the Streetscene Transformation is to develop and implement a modern and effective service, delivering savings and efficiencies whilst ensuring that service capacity is maximised for the benefit of the customer and the Council. Phase 1 of Streetscene and City Services Transformation proposed the re-alignment of the tier 3 and 4 management structure to ensure that Streetscene services are best placed to deliver the vision for Streetscene and the Council over the next five years. As part of this review vacant posts no longer required were considered as part of efficiency savings. Key Objectives and Scope To remove vacant posts from the Streetscene structure Options considered

1. Delete vacant posts no longer required in the structure.

of 3

2. Do nothing – not deemed to be a viable option as the posts are no longer required.

Key Proposal Recommend – Option 1: Delete vacant posts no longer required in the structure. Senior Traffic, Transportation and Road Safety Officer STS0040.2 In order to support the forward movement of the Service, it is proposed to delete a vacant post of Senior Traffic, Transportation and Road Safety Officer (a 50% job share), post STS0040.2.

Area Manager West and Strategic

STS0049 Grade 13

Senior Traffic, Transport & Road Safety Officer

STS0040.1 (JS)STS0040.2 (JS)

STS0040.3 Grade 09X 2 FTE

Engineering Assistant (Road Safety)

STS0041 Grade 07

School Crossing Patrol

The workload of the Team has been reviewed and while there are currently 2 full time equivalent Senior Traffic, Transportation and Road Safety Officers, due to the significant year on year reduction in the availability of funds and associated workload that has occurred in recent years, current workload can be accommodated by 1.5 full time Senior Traffic, Transportation and Road Safety Officers. The post holder left the authority in September 2015. This will provide a full-year revenue saving of £18,000. Civil Contingencies Assistant PE318 The post of Civil Contingencies assistant has been vacant for two years. During which time the budget for this vacant post has been utilised to support out of hours working, local resilience fund as part of the Police and Crime Commissioner and statutory subscriptions. This represents 0.6FTE of the manpower budget which will now be vired into the correct budgets to support these on-going revenue requirements. The remaining 0.4FTE of the vacant manpower budget can be deleted and offered as a saving of £10,000.

of 3

Civil Contingencies Manager

PE315Grade 09

Civil Contingencies Officer PE317

Grade 06

Civil Contingencies Assistant

PE318

Required Investment None Key Risks None High Level Milestones and Timescales Vire budgets and delete posts as of April 2016 Fairness and Equality Impact Assessment completed No

of 2


Development Services

Proposal Title Planning Application Fee Income


Increase budget line for planning application fee income by £71,000 in 2016/17. This reflects the proposed 15% application fee increase expected to be imposed by the Planning (Wales) Bill 2015 (expected to come into effect in October 2015). The 15% fee uplift will increase the income target to £646,000 (net of the £15,000 pressure above).




Impact on Citizens Planning application fees are set by the Welsh Government. Increased fees will impact upon applicants, but this impact is not within the Council’s control. The Welsh Government recognises that current fees achieve 60% cost recovery.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 71,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position There is a current budget line of £575,000 income from planning application fees. Key Objectives and Scope The key objective is to increase income in line with the Planning (Wales) Bill 2015. Scope is limited to customers applying for planning permission. Fees will be set by

of 2

Welsh Government. Options considered

1) Increase budget line by 15% less known budget pressures 2) Increase budget line by less than 15% (less known budget pressures) in case

the market changes and application fee income drops again. (This is not considered a likely scenario).

Key Proposal 16/17 Increase planning application fee income budget line by £71,000 to £646,000. Required Investment Nil Key Risks 17/18 new £15,000 pressure to part-fund the Ecologist post in Streetscene. The saving proposal reflects this pressure for 17/18 Future decline in investment in development schemes may affect sustainability of income. High Level Milestones and Timescales 16/17 Increase planning application fee income budget line by £71,000 to £646,000. Fairness and Equality Impact Assessment n/a – the increased fees are imposed by the Welsh Government. Newport does not have discretion with regards to the fixed fees.

of 3

Medium Term Revenue Plan Proposals - Business Case RIH02 Service Area Regeneration, Investment and Housing –

Development Services

Proposal Title Management Actions – Planning Pre-Application Charges, Reduction in Pooled Admin Supplies and Services, Delete 0.4FTE of Technical Support Assistant post and deletion of vacant Planning Officer post and minor service reconfiguration.


1. Increase budget line for planning pre-application fee income by £4,400. This reflects recent fee income levels and proposed modest increases to some planning pre-application advice charges to achieve cost-recovery, and the removal of some exemptions from charges (specifically for small businesses).

2. Delete 0.4FTE of a Technical Support Assistant post

3. Reduce RI&H pooled admin supplies and services budget

4. Deletion of vacant Planning Officer post and minor staff restructure (0.5fte) to achieve a saving of £51,000

Impact on Performance 0.4 FTE of a post has been held vacant for a

period of 9 months. This has reduced resilience in the team when other team members are on leave or sick.

Impact on FTE Count 1.9 FTE

Impact on other Service Areas Charging for pre-application advice raises customer expectations of the service delivered. Other internal stakeholders (e.g. Streetscene and Public Protection) need to support this service.

Impact on Citizens The proposal will affect only those customers

proposing development who choose to use the pre-application advice service and whose proposal falls within one of the affected categories: Minor development (1-9 dwellings, small commercial development, development by small businesses e.g. new shop front); or, Advertisements Service response times for land searches could be slightly increased but this has not been evidenced in the past 9 months.

of 3


Head of Service

Savings (£) 2016/17 2017/18 2018/19 65,402 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 22,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 22,000 0 0 Current Position 1. The planning service has a current budget line of £15,600 income from pre-

application charges. The service is currently discretionary. 2. 1.0FTE Technical Support Officer (team line manager) 3.8 FTE Technical Support Assistants

1.0 FTE Technical Support Clerk 3. Supplies and services budget is £3,500. A total of £1,600 will remain following

reduction, which is sufficient for business needs. 4. Planning Officer Post (PR024) is currently vacant. Options are being considered

around the existing structure pending the outcome of a minor management restructure.

Key Objectives and Scope 1. Under the Planning (Wales) Bill, it will become a mandatory requirement for the

Council to provide the service, but use by customers will be discretionary except for the largest proposals. As a mandatory service, Welsh Government will set the fees; however, indications are that fees will be set along the lines of current Council charges. The key objective of the proposal will be to increase income. Scope is limited to customers seeking planning pre-application advice. By law, the Council cannot exceed cost-recovery.

2. Improve use of resources through enhanced business processes Options considered 1) Do nothing – ruled out because objectives would not be met; 2) Reduce charges – ruled out because objective would not be met 3) Increase budget line by a greater amount than £4,400. Areas that naturally

attract investment and development can charge more without deterring those investors. For areas like Newport that are seeking to attract investment it is counter-intuitive to say we’re open for business and then charge huge amounts for a business to come and talk to us.

4) Supplies and services budget is £3,500. A total of £1,600 will need to remain which is sufficient for current business needs.

5) Increase planning income, reduce staffing budget by 1.9FTE and reduce the supplies and services budget to meet target saving.

Key Proposal 1. Increase planning pre-application advice budget line by £4,400 to £21,000. 2. Delete 0.4 FTE Technical Support Assistant (vacant post) 3. Reduce supplies and services budget by £1,946

of 3

4. Planning Officer Post (1x FTE) is currently vacant and is proposed to be deleted, along with a minor staff management restructure which could impact a further 0.5 FTE.

Required Investment Estimated £22,000 redundancy costs for 0.5FTE. Key Risks 1. This is a discretionary service which could be disregarded by developers and

other potential customers. 2. Reduced resilience within the service may impact performance High Level Milestones and Timescales Report to introduce amended fees is currently with Cabinet Member for Regeneration. 2016/17 reduce manpower budget by 1.9 FTE Budget reduction will be applied from April 2016 Fairness and Equality Impact Assessment No

of 2


Community Development

Proposal Title Communities 4 Work


The authority has been successful in securing the European Social Fund (ESF) funding through Communities First to deliver the ‘Communities 4 Work’ programme that will be implemented by October 1st 2015. The Regeneration Work and Skills service has a number of core funded posts. Some of these core posts deliver activities which match the roles required for the Communities 4 Work/ESF programmes. Therefore, we are proposing to directly match those core funded staff who are deemed suitable into 6 posts funded under communities 4 work.

Impact on Performance No Impact as performance will be maintained through the Communities 4 Work/ESF programmes. If we were to maintain core and the new funded service there would be a high level of duplication of work against existing provision and thus minimal impact on service.



Impact on Citizens Service levels will be maintained through the new programme. The new funded service has a high level of duplication in comparison to the existing core service and thus the citizen of Newport will receive relatively the same service as currently is provided.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 140,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 150,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0

of 2

Capital - Other 0 0 0 Implementation Cost - Total 150,000 0 0 Current Position Currently we have six staff employed through core funding in the Community Development service. The Council has been successful in securing Communities 4 work/ESF funding to deliver a work and skills programme. This new programme work is in addition to the work that the existing core funded staff currently deliver. The six staff work within two core funded teams. Four within the Access Supported Employment team and two within the Youth Service. Key Objectives and Scope

1. To become less dependant on core funding 2. Fulfil our external funding requirements 3. Build on the work and skills agenda 4. Reduce our core funded FTE

Options considered

• Recruit staff externally or from other funded projects to deliver the Communities for Work/ESF programme

• Recruit internally from core funded staff who would be considered a direct match

Key Proposal To recruit to the Communities 4 Work programme staff who are considered a direct match and who are core funded. Reduction of 6 staff from core budget at scale 6, but posts will be retained and funded through the new grant. Required Investment None Key Risks What if we do not achieve the funding required for the ESF bid and Communities 4 work application? We have spoken extensively to both funders and are very positive about the successful outcome of these bids. We will know the outcome within the next 6 weeks for the Communities 4 Work and 8-10 weeks for the ESF bid. High Level Milestones and Timescales

1. National launch undertaken June 2015 2. To create the programme structures at an operational level 3. Send letters out to employees about how they are being funded 4. Place staff into positions

To be implemented by March 2016

Fairness and Equality Impact Assessment No. The service will be enhanced through the introduction of additional work and skills activities across Newport.

of 2



Proposal Title Removal of bad debt provision against business loans


The proposal is to remove the provision for bad debt within the Regeneration Team budgets. The level of take up of loans has been very limited and those currently issued are all repaying as planned. In agreement with finance it is considered reasonable to remove the bad debt provision.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 15,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Current budget provision is £15k. The bad debt provision element is designed to cover non-repayment of loans issued by the Regeneration team. Key Objectives and Scope The proposal is to remove the provision for bad debt within the Regeneration Team budgets. The level of take up of loans has been very limited and those currently issued are all repaying as planned, in agreement with finance it is considered reasonable to remove this provision. Options considered

• To remove the bad debt provision from the current budget • To reduce the bad debt provision and seek alternative options for revenue

of 2

savings. Key Proposal To remove bad debt provision within the Regeneration Budget from April 2016 Required Investment None Key Risks None High Level Milestones and Timescales The budget can be removed at any time with no impact on current service provision. Fairness and Equality Impact Assessment No

of 2



Proposal Title Restructure Business Support and Inward Investment Function


The proposal is to restructure the existing team to enable the Council to strengthen its role in Regeneration activity. Elements of the current function duplicates existing work and skills activity provided by other service areas. In order to achieve the objectives set out in the Councils New Regeneration Strategy, It is proposed to amend the current job descriptions and create posts with a specific focus on City Centre Regeneration and Inward Investment. It is anticipated this review will result in a reduction in the number of Business Support Officers (BSO) FTE posts from 3 to 2.

Impact on Performance The current activity of the BSO role is largely focussed around administration of the Superfast broadband scheme, which is not meeting the needs of city centre regeneration. In order to mitigate against a drop in performance in terms of the scheme, the administrative function will be moved to the existing administration teams. The remaining BSO roles will be re-structured will new roles focussed on the delivery of support that will have a material impact on the company and regeneration of Newport.


Impact on other Service Areas There will be limited impact on other services if any at all.

Impact on Citizens No direct impact on citizens and businesses will still be supported.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 31,000 0 0

of 2

Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position Current budget provision £31k. The current activity of the BSO role is largely focussed around administration of the Superfast broadband scheme. Key Objectives and Scope The proposal is to restructure the existing team to enable the Council to strengthen its role in regeneration activity. Elements of the current function duplicates existing work and skills activity provided by other service areas. In order to achieve the objectives set out in the Councils New Regeneration Strategy, It is proposed to amend the current job descriptions and create posts with a specific focus on City Centre Regeneration and Inward Investment. It is anticipated this review will result in a reduction in the number of Business Support Officers (BSO) FTE posts from 3 to 2. The remaining BSO roles will be re-structured with new roles focussed on the delivery of support that will have a material impact on the companies and regeneration of Newport Options considered

1. Maintain current service delivery model and risk failure to deliver objectives of the new Regeneration Strategy

2. Maintain current service delivery model and continue duplication of work and skills activity

3. Restructure the existing team to enable the Council to strengthen its role in regeneration activity and remove duplication of work and skills activity

Key Proposal To delete 1 FTE Business Support Officer post within the Regeneration team. Required Investment Redundancy costs - £25k Key Risks Failure to become more aligned with the regeneration activity around the City Centre, the Economic Network and new Regeneration Strategy. High Level Milestones and Timescales Full business case completed – September 2015 Staff consultation on proposals – October/November 2015 Fairness and Equality Impact Assessment Yes – to be completed

of 2



Proposal Title Reduction in 4th tier Managers of the Housing, Regeneration and Property Service


The proposal is to reduce the number of Managers posts from 5 to 4 FTE.

Impact on Performance There will be some transitional impact on performance and the new structure beds itself in and some of the management team carry case work which will need to be re-aligned. Overall the frontline delivery is unlikely to change long term.


Impact on other Service Areas There will be impact on other services as currently the managers feed into many corporate activities, as the number of managers reduces so will the ability to meet all of the competing demands of a large corporate service.

Impact on Citizens No direct impact on citizens


Head of Service

Savings (£) 2016/17 2017/18 2018/19 42,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position Current budget provision £42k Housing Needs Manager x1 Housing Development Manager x1 Private Sector Housing Manager x1 Property Manager x1 Regeneration Manager x1

of 2

Key Objectives and Scope Re-design of the Regeneration and Development Services incorporating a review of the senior management structure. Options considered

1. Remain with current structure which fails to meet the needs of the City 2. Review the senior management structure in line with the re-design of the

Regeneration and Development services

Key Proposal To delete 1 FTE (filled) 4th tier managers posts (within the Housing, Regeneration and Property unit). Required Investment Redundancy tbc £25k Key Risks Timing will be critical Increased work pressures for retained structure Unknown work programmes which may result in additional work load High Level Milestones and Timescales Timescale to be confirmed but indicative timeline is: Business case – October/November 2015 Staff consultation – November-December 2015 Fairness and Equality Impact Assessment Yes – to be completed

of 2



Proposal Title Management Re-structure of Library Service


Review the senior management structure within library services and reduce elements of the supplies budget.

Impact on Performance Loss of key managers and senior professional staff could impact the library service to deliver beyond a basic offer.


Impact on other Service Areas Staff capacity to engage on a range of cross cutting agenda could l be lost. Professional support or reading development may not be available.

Impact on Citizens Loss of professional support could result in a reduced level of service for all users. Full impact would be determined by final options.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 73,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related TBC 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position In 2014/15 the Library service was reviewed and following a period of public consultation saw the closure of some community libraries. The Library offer in Newport now comprises of:

• Central Library; • Community Hubs at Ringland, Bettws and Rogerstone; • Co-located service points at Tredegar House, Caerleon and Malpas; and • Services delivered with Adult and Continuing Learning at Pill and St Julian’s

Key Objectives and Scope Review and re-structure the Management team in line with wider changes to the

of 2

library service. Operational teams will also be reviewed in line with recent changes to Adult Community Learning (ACL). Options considered

1. Further closures within the branch library network were considered. Each branch closed would save approximately 70k and collocated service points 30k. Future options will need to be considered in line with recent changes to the Adult Community Learning service.

2. Review of staffing structures and reduction in Area Manager/Virtual System posts

Key Proposal Current proposal has identified 1 management post and a small element of supplies budget reduction. However, recent changes to ALC have identified the need for an urgent review of the Virtual System and Services (VSS) team in order to identify final options. Required Investment Redundancy costs approx. £25K. Key Risks The ACL budget issues relating to grant reduction will affect the Library’s budget due to a number of posts being supported by the ACL budget. Restructuring the ACL budget could effectively remove those posts that might otherwise be considered for delayering. High Level Milestones and Timescales ACL budget proposals to be finalised by September 2015. New Library structure to be developed by January 2016 Fairness and Equality Impact Assessment Yes – to be completed (once final proposal confirmed)

of 2


Proposal Title Supplies and Services


Budget savings based on the final efficiencies driven by:

• Moving the City Contact Centre from Cleppa Park to the Information Station

• Channel Shift activity

Impact on Performance None Impact on FTE Count None Impact on other Service Areas None Impact on Citizens None Delegated Decision (Head of Service/Cabinet Member/ Cabinet)

Head of Service

Savings (£) 2016/17 2017/18 2018/19 13,651 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Budget savings have previously been made as a result of the 2012 move when the City Contact Centre re-located to the Information Station, and from successful channel shift activity supporting customers to self-serve, rather than call 656656. This saving is the final reduction in Supplies and Services as a result of these changes. Key Objectives and Scope Reduce the City Contact Centre budget by £13.6k by reducing Supplies and Services budget lines: Cost Centre Code Saving 64550 3040 £3,000 64550 3300 £3,800 64550 3301 £2,000 64550 3620 £2,777 64550 3650 £1,074 64550 3830 £1,000 TOTAL £13,651

of 2

Options considered All budget lines have been considered to assess the potential to reduce them and create savings. Key Proposal The City Contact Centre budget is reduced in line with the table above. Required Investment No investment required. Key Risks None High Level Milestones and Timescales Full year saving for 2016/2017 can be achieved through reduction of the City Contact Centre budget during the budget setting process. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Technology – Desktop IT,

extend PC/laptop refresh cycle


Reduce the central PC budget for PC/ laptop refresh so that the refresh cycle is 5 years (extended from 4), includes cost of extended warranties.

Impact on Performance Impact on local performance indicators (PI) for desktop refresh.


Impact on other Service Areas The proposal will mean over the coming years older desktop equipment is in use.



Head of Service

Savings (£) 2016/17 2017/18 2018/19 40,080 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The centralised desktop PC budget was established to ensure that the desktop IT fleet was managed in the most economical way. The budget of £424k funds all laptop and desktop refresh across the Council (other than schools) on a 4 year basis. The budget also funds all Microsoft and related desktop licensing. This budget was reduced to £387K recently following the move to Newport Live. The proposed saving is net of the cost of extending the desktop warranties to a fifth year – standard warranties are three years only, we have previously extended to 4 years, we would need to extend to 5 years (saving £54,480, warranties £14,400). There may be a need to prioritise customer services staff to minimise impact on (e.g.) customer wait times. Key Objectives and Scope To extend the annual refresh cycle so that laptops and desktops are held until five

of 2

years old, with an extended warranty. The centralised desktop PC budget provides desktop hardware and software for all IT users across the Council (other than schools), the refresh cycle ensures that older hardware is replaced first and resources are managed on a needs basis. This proposal will mean that desktop equipment is replaced every 5 rather than every 4 years at a saving of £54,480. Once additional warranties have been purchased (estimated cost of £14,400) this will result in a net saving of £40k. Options considered Do nothing. Change desktop equipment. Extend refresh cycle. Key Proposal To reduce the central desktop hardware and software budget, extending the refresh cycle to 5 years. Software licence costs will remain as is. Hardware warranties will be purchased, net saving of £40k. Required Investment None (extended warranty costs estimated at £14,400 per year included in proposal). Key Risks Risk that technology will not be fit for purpose in the longer term, although this is mitigated by changes in technology such as applications moving to browser based rather than full applications. Reduced business effectiveness if equipment becomes unreliable requiring more repairs, mitigated as above by browser based applications. High Level Milestones and Timescales Reduce budget April 2016. Extend life of all equipment as soon as proposal agreed. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Changes to encryption software resulting in

reduced licence costs over a three year period.


Making best use of the Microsoft Enterprise agreement changes encryption software in use resulting in reduced licence costs






Head of Service

Savings (£) 2016/17 2017/18 2018/19 15,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position All laptop computers require encryption to protect data stored on them, currently a separately purchased product. We are implementing an alternative solution that better utilises existing Microsoft licence agreements for protection. Key Objectives and Scope To make best use of Microsoft licence agreements to protect laptop fleet, saving £15k in total. Options considered Continue with existing contract. Review supplier. Use Microsoft existing enterprise licensing. Key Proposal Make use of existing enterprise licensing to provide desktop encryption.

of 2

Required Investment None Key Risks Ensuring that the new encryption methods do not compromise the council’s security accreditation. High Level Milestones and Timescales Approximately 600 devices to be implemented per year over three years. Remove budget £15k April 16 Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Increase street naming and numbering

income targets


Increase the income target for new developments for street naming and numbering in line with likely developments in the city.




Impact on Citizens None – charges to remain in line with inflation


Head of Service

Savings (£) 2016/17 2017/18 2018/19 13,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Street naming and numbering is a statutory function - outlined in the SNN policy. The Council has discretion to set fee levels for certain elements of the street naming and numbering service and in 2008 approved the introduction of a differential scale of charges for the discretionary element of the service. The scale of fees and charges was reviewed as part of the budget proposals for 2013-14 in addressing budget pressures and savings targets. In April 2014 street naming and numbering fees and charges were increased by 4% in line with corporate guidelines. This would have been above the rate of inflation at that time. The current estimate for 2015/16 is £16,936 credit. Due to the level of development in Newport currently income has exceeded target for the last two years (£64k last year) however any further increase could result in a future budget pressure therefore an increase of £13k to £30k is proposed. Key Objectives and Scope To continue to recover the cost of delivery of the statutory function, through charges. Increasing the target to better reflect the projected developments in the Newport

http://www.newport.gov.uk/stellent/groups/public/documents/policies_and_procedures/cont718243.pdf

of 2

area, and experience of the last two years. Options considered Review fee schedule Increase income targets Key Proposal Increase the income target for new developments for street naming and numbering in line with likely developments in the city. Required Investment None Key Risks Potential future budget pressure if developments do not continue at the current rate causing the income stream to slow down. High Level Milestones and Timescales To better reflect the likely income for 2016/17 increase the income target by £13k to £30k with immediate effect. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Remove budget held for Public Services

Network (PSN) charges


The budget for PSN (previously GCSx) charges has been held since 2009 but the charges have been centrally funded by Wales Government – budget to be deleted and reintroduced if LAs are subject to charges at a later stage.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 3,666 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The budget for PSN (previously GCSx) charges has been held since 2009 but the charges have been centrally funded – budget of £3,666 to be deleted and reintroduced if LAs are subject to charges at a later stage. Key Objectives and Scope To release funding which has remained unspent for a number of years. Options considered PSN is a mandatory requirement currently funded by central government. Option is therefore to leave the budget as is, or reduce. Key Proposal Remove budget for PSN charges which have been centrally funded by Wales Government to date.

of 2

Required Investment None Key Risks Risk that charges will be introduced in the future creating a budget pressure. High Level Milestones and Timescales Remove budget April 2016. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Reduce costs of postage by 7% across the

Council


Estimated postage costs for 15/16 are £223k. The proposal would seek to reduce this by 7% (£15k) over two years through reductions in 1st class mail, maximising royal mail discounts and the use of technology (hybrid mail solution).



Impact on other Service Areas Change to working practices for all services

Impact on Citizens Could result in slower responses by mail to citizens, e.g. if first class mail reduced


Head of Service

Savings (£) 2016/17 2017/18 2018/19 10,000 5,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Postal services are managed by Document Services who seek to minimise cost through effective management of 1st/ 2nd class, royal mail discounts and use of technology. This follows the introduction of a postal policy, better management of first class mail and channel shift (moving to e-mail etc.). Spend across all services is projected at £223k, a move to further automation would allow better management of mail costs and discounts. Key Objectives and Scope Improve use of clean mail and similar discounts, further reduce 1st class mail. Implement new technology – ad hoc mail solution. Options considered Preferred option is to invest in technology to automate the sending of mail across the organisation by the most efficient means.

of 2

Other options are to do nothing, or to further enforce postal restrictions such as not posting first class wherever possible. Key Proposal Estimated postage costs for 15/16 are £223k. The proposal would seek to reduce this by 7% (£15k) over two years through reductions in 1st class mail, and maximising royal mail discounts and the use of technology (hybrid mail solution). Required Investment If Hybrid mail is introduced annual cost of £28k, however the above savings would then be increased therefore £15k can be considered a net saving. If discounts are not achievable following review of options, further restrictions in the postal policy will need to be applied to ensure that the savings are made in other ways. Key Risks Risk that technology is not available at the investment and return required; in this case further restrictions on postage would be required as above. Further risk that the technology is not fully utilised and savings are not fully realised, this would require communications, engagement and changes to ways of working. High Level Milestones and Timescales Select and procure hybrid mail, and any other requirements (Nov 15) Implement across the Council (Mar 16) Monitor and maximise savings (Mar 17) Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Management – reduced costs of

document storage in Modern Records


Reduce revenue budget to release savings following the implementation of Modern Records






Head of Service

Savings (£) 2016/17 2017/18 2018/19 8,000 3,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position As part of the My Information project documents which had been stored externally are now held in the Modern Records facility in the Civic Centre. As part of this saving the annual revenue budget of £17k was transferred to Document Services. The facility is now up and running however there are further files to be moved from other unsuitable locations therefore the annual revenue budget can be reduced in line with on-going costs over the next two years. Key Objectives and Scope To ensure that the savings proposed by the centralisation of paper document storage and establishment of Modern Records are realised Options considered

• Reduce revenue budget to release savings following the implementation of Modern Records

• Do nothing

of 2

Key Proposal Reduce revenue budget to release savings following the implementation of Modern Records Required Investment None required, work on-going. Key Risks Risk that further work is required in the area. However the move to electronic document management should reduce the need for document storage over time. High Level Milestones and Timescales Reduce budget from April 2016 Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Technology – PSBA (Public

Sector Broadband provision) wide area network legacy Sites


We have a number of staff in ABHB (Aneurin Bevan Health Board) sites and have previously supplied our own Newport connections, we are going to remove these circuits and utilise ABHB connectivity instead.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 18,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position We have a number of staff in Aneurin Bevan health board sites and have previously supplied our own Newport connections. In line with the principles of the national ‘Public Sector Broadband Aggregation’ PSBA network, we are going to remove these circuits and utilise ABHB connectivity instead. This will require the implementation of multi organisation use secure MOSS provision to facilitate sharing of ABHB circuits, resulting in the cancellation of existing BT/ PSBA circuits. Key Objectives and Scope Make use of existing circuits provided by partner organisations – ABHB to enable the Council to reduce the costs of providing wide area network circuits. This would result in a reduction of the PSBA data budget with IT by £18,000 from 1st April 2016.

of 2

Options considered Continue with existing contract. Review provision, making use of shared resources. Key Proposal Make use of existing network links provided by ABHB for access by Newport staff at shared locations, through secure MOSS provision to ensure that security requirements are maintained at reduced cost. Required Investment None – within existing IT budgets. Key Risks Ensuring that the new provision is appropriately managed to ensure no disruption to staff access to the network. Use of ABHB connectivity detriments service provision for IT users. High Level Milestones and Timescales Contracts to be terminated 15/16 effective from April 2016. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Technology – Supplies and

Services Savings (secure email)


Secure email product Egress costs reduce on an annual basis






Head of Service

Savings (£) 2016/17 2017/18 2018/19 36,000 28,800 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The secure e-mail solution has a sliding scale of charges reducing the payments that we will need to make in future years. Savings for 2015/16 have already been identified and removed from the budget. Key Objectives and Scope Following implementation of the secure email solution. Reduce the IT Supplies and Services budget with IT by £36,000 from 1st April 2016 plus an additional £28,800 from 1st April 2017. Options considered Other options would be to remove the Egress solution; however this has been identified as required to address the security risks of transferring large scale data and e-mails. Key Proposal To ensure that secure e-mail is delivered at the lowest possible cost, the contract has a sliding scale of charges following implementation; therefore budget can be reduced as above.

of 2

Required Investment None – within existing IT budgets. Key Risks No risks as this option would ensure that secure e-mail remains available. High Level Milestones and Timescales Full year saving for 2016/2017 and 2017/2018 can be achieved through reduction of the IT Supplies and Services budget Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Technology – PSBA (Public

Sector Broadband provision) wide area network profiled connection costs


Implementation of PSBA (Public Sector Broadband Aggregation) circuits was funded by Welsh Government ‘Invest 2 Save’ (I2S) with payback profiled over 6.6 years. From 2017/18 these savings can now be achieved from budgets.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 0 61,708 11,800 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The Greater Gwent Network project involved the provision of a new wide area network through PSBA (Public Sector Broadband Aggregation) circuits, funded by Welsh Government I2S with the Council’s payback profiled over 6.6 years. The installation dates for each site are different however we can now identify whole year savings starting with budget year 2017/18 for the core network and a small number of sites. With effect from 1st April 2017 the budget can be reduced by £61,708 as the costs of the circuits are reduced following ‘payback’ of the ‘invest to save’ investment on those circuits. There will be an additional saving of £11,800 from 1st April 2018. This saving does not consider schools circuits which will be subject to a separate review.

of 2

Key Objectives and Scope To achieve the savings originally projected by the Greater Gwent implantation of the shared PSBA network. Options considered No other options, the decision to move to PSBA were agreed by Cabinet on Wales Government advice in March 2007. Key Proposal To achieve the savings originally projected by the Greater Gwent implementation of the shared PSBA network. Required Investment None – within existing IT budgets. Key Risks No risks, savings were projected at original implementation. High Level Milestones and Timescales Confirm contract details and changes 2015/16. Reduce budget 1st April 2017 and 1st April 2018. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Information Technology – change to room

booking arrangements


To cancel the current room / resource / car parking booking system.






Head of Service

Savings (£) 2016/17 2017/18 2018/19 4,450 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The current room booking system costs £4,450 pa and is due for renewal. There are a number of considerations in this review:

• Integrated booking solution currently in use only handles a small subset of rooms (committee rooms, info station rooms and parking bays) – it is administered by Reception

• Integrated bookings is due an upgrade and new server at a cost of £750 plus server set up/licence cost (currently runs on Windows 2003 server which is out of support)

• Integrated bookings costs £4,450 per year, this is up for renewal in March, but in order to avoid renewal we must give notice by end of September

• We have developed in house using existing tools a solution which has potential: o to allow unlimited numbers of rooms and resources to be added across

any number of buildings/locations, supporting agile working o to allow people to check availability and book rooms and resources for

themselves, supporting New Ways of Working o to allow people to edit/delete bookings for themselves (but only their own

of 2

bookings) o Reception (or any group of named individuals) to have a higher level of

access to rearrange meetings and see additional details o Reduce our application set by one application/server by reusing an

existing platform Key Objectives and Scope To reduce the costs of booking rooms, car parking and other resources and support the rationalisation of IT applications. Options considered Maintain existing system. Key Proposal The proposed solution provides basic room booking functionality at no additional cost, making effective use of existing Microsoft licencing (Outlook and Sharepoint). Cashable savings of £4,450 pa, and the new functionality would support the principles of New Ways of Working through ‘self-service’. Required Investment None – within existing IT budgets. Key Risks User disruptions as changes are rolled out. High Level Milestones and Timescales Notice on contract September 2015. Room booking in place by December 2015. Other resources and booking car parking review by March 2016. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Increased Land Charges fee income


To increase the fee income projections for local land charges search fees



Impact on other Service Areas None.



Head of Service

Savings (£) 2016/17 2017/18 2018/19 25,000 25,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The Council provides a statutory local land charges search services in connection with property transactions under the Local Land Charges Act 1975. The fees for the statutory searches are fixed by central Government but the Council has discretion when setting fess for additional property enquiries. The standard search fee of £88 has not been increased over the past 2 years because of market factors and competition from personal search agents. The Deloittes Report confirmed that the Council’s discretionary fees were already at the higher end of the scale. However, the number of searches has increased steadily over the past few years, as the housing market has become more buoyant and new housing developments come on line. The Local Development Plan Housing Policies predict an average of 690 completions a year, although in the early years of the Plan period this number is likely to be lower peaking to 963 in 2018. There will be significant completions at Glan Llyn and Llanwern Village, for example, and 95 housing completions are predicted purely from windfall sites. The Vibrant and Viable Places Project will also assist in the delivery of housing completions. Over the Plan period 10,350 housing units are predicted so it is likely that the number of local searched and, therefore, fee income, will increase by a

of 2

significant amount For 2014/15, the total fee income for land charges searches was £167,000, an increase of £51k over the projected income. Therefore, it is not unrealistic to increase the projected fee income by £25,000 for the next two years and this is likely to rise even further as the larger sites at Glan Llyn and Llanwern Village are fully developed. Key Objectives and Scope To increase the projected fee income for land charges searches by £25,000 in 2016/17 and 2017/18. Options considered

• Increase discretionary fees • Leave income projections at current levels • Increase income projections based on anticipated rise in numbers of

searches

The Deloittes Report has confirmed that there is no scope for increasing the discretionary fees any further as the current charges are already at the higher end of the market and any further increases could result in work being lost to the private personal search companies. However, numbers of searches are likely to continue to increase. Key Proposal To increase the projected fee income for land charges searches by £25,000 in 2016/17 and 2017/18

Required Investment None Key Risks Increased numbers of searches and additional fee income does not materialise. Government accelerates programme to transfer the local land charges service to H M Land Registry, resulting in loss of fee income for 2017/18.


• Increase budget income by £25k as from April 2016 • Increase budget income by a further £25k as from April 2017


of 4


Proposal Title Reduction of staff within Legal Services


To reduce the number of staff within the Legal Section by deleting 3 vacant posts, one Assistant Solicitor (Litigation) post and a Conveyancing Officer post.

Impact on Performance The deletion of 5 posts within the Legal Section will have a significant impact on the level and quality of the legal services provided to the Council. The services are largely demand-led and are dictated, to a large extent, by external factors such as changes in the nature and demand for the work and new legislation. Therefore, staffing levels can only be reduced if there is a corresponding reduction in quality and/or quantity of the legal work being carried out for the Council.

Impact on FTE Count 2 FTE (filled) 2 FTE (vacant)

Impact on other Service Areas Legal Services supports the delivery of other statutory and regulatory services throughout the Council. Therefore, the work of the service area underpins and is critical to the delivery of all of the Council’s strategic objectives. The deletion of these particular posts will means that less enforcement and prosecution work can be carried out for Public Protection and the property work carried out for Regeneration Investment and Housing (in conjunction with Newport Norse) will be significantly delayed. The deletion of the vacant part-time Conveyancing Assistant post will also mean that other types of Orders, Road Traffic, TPO’s etc. will take much longer to process. The deletion of the vacant full-time Administrative Officer post and the part time Insurance Administrative Assistant post will also place additional pressure within Corporate Support and the Insurance Section, which will impact on other Corporate Services and insurance claims handling for other services areas.

of 4

The reduction in prosecution work will lead to a loss of income in terms of fines and legal costs. Also, the inevitable delays in carrying out land disposal work due to the reduction in conveyancing staff will have an impact on the Council’s land disposal programme and capital receipts will be delayed.

Impact on Citizens As these are corporate back-office support services, there will be no direct impact on the public, but the reduction in enforcement and prosecution work will have an indirect impact on public protection. The additional time taken to process various statutory orders will also impact on the public.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 85,743 42,871 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 25,000 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 50,000 25,000 0 Current Position There are currently 20 FTE fee earners engaged in the provision of legal services for the Council and a further 10 FTE support staff. Some the corporate legal work is statutory and mandatory, including the Monitoring Officer, Deputy Monitoring Officer and Proper officer roles. Other legal work is dictated by the demands of the service areas and the nature of the work. Where there is no scope for demand management and the Council has no option but to provide the services concerned, then the legal work cannot be reduced. Because the section is already operating at full capacity and efficiencies have already been delivered through the greater use of technology and voluntary redundancies, there is no scope for reducing the number of solicitors and paralegals undertaking work in these areas. Therefore, there is no scope for reducing the staffing levels in areas such as Child Care work, employment and Planning, because the Council has no control over the demand for the work or the timescales within which the work must be completed. Other areas of legal work save costs or generate income, for example the insurance claims work and the debt recovery work. Therefore, staff reductions in these areas would be counter-productive because there would be a higher loss of revenue compared with the salary savings.

of 4

Therefore, staffing reductions can only be implemented where the Council is able to reduce the demand for the work and/or has an element of control over the timescales within which the work needs to be carried out. Although the Council has a duty to carry out statutory public protection enforcement and regulatory work, there is an element of discretion as to how much enforcement work is carried out and how this is achieved. At present, a significant amount of legal litigation work is being generated because of the number of matters being investigated, enforcement work being carried out and criminal prosecutions being generated by public protection. As part of the other savings proposals for Law & Regulation, there is a proposal to reduce the amount of enforcement work being carried out. If this results in a significant reduction in the number of prosecutions taken to court and there is a corresponding reduction in the overall demand for litigation services, then there is scope for reducing the litigation team by 1 FTE Assistant Solicitor (Grade 10) – saving £42,871 (with on-costs). The Planning and Property Team are currently holding a vacant part-time Conveyancing Assistant post (Grade 5). The work previously carried out by the post-holder, including Road Traffic Orders, TPO’s, building contracts, licences etc. is being reallocated to other staff within the Team. This post can be deleted to deliver a saving of £12,716, although there would be an inevitable reduction in the quality of the service and delays in making these orders. There are currently 4 FTE Conveyancing staff engaged in the provision of property-related work. Although the demand for this service cannot be reduced, the timescales within which the work can be carried out is flexible and not dictated by strict deadlines. Therefore, if the Council accepted that land transactions would take longer to complete, then there is scope for reducing the team by 1 FTE Conveyancing Officer (Grade 10), with a saving of £42,871 (including on-costs). However, there would be financial implications for the Council because, if land sales take longer to complete because of the reduction in Conveyancing staff, then this will inevitably delay the land disposal programme and capital receipts. The Legal Section is also holding 2 other vacant posts which have not been filled due to the need to make budget savings. These posts can be deleted permanently from the structure. The deletion of a full-time Administrative Officer post in Corporate Support would save £20,411 (with on-costs) and the deletion on a part-time Administrative Assistant post in the Insurance Section will save £9,745 (with on-costs). Key Objectives and Scope To reduce the number of staff within the Legal section by deleting:-

• 1 vacant part-time Conveyancing Assistant post, • 1 vacant full-time Administrative Officer post • 1 vacant part-time Administrative Assistant (Insurance) post • 1 full-time Assistant Solicitor (Litigation) post • 1 full-time Conveyancing Officer post

However, these savings can only be delivered, and are entirely dependent on, an equivalent reduction in the amount of litigation work generated by Public Protection and the Council accepting that capital receipts will be delayed as a consequence of the conveyancing work taking longer to complete. There is no scope for delivering the same level of legal work at the same standard

of 4

and within the same timescales, if there is a reduction in staffing levels and these 5 posts are deleted. Options considered Legal Services could be outsourced or commissioned but the costs of external provision are much higher. Collaboration and joint service options have been explored with neighbouring authorities but the business cases did not deliver service improvements or sufficient efficiency savings. Partnering arrangements for back-office corporate services are also unlikely to deliver significant savings for services.

Although greater use of technology and collaboration will improve service delivery, they will not generate sufficient efficiency savings to meet budgetary requirements. The level of savings required can only be delivered through a reduction in staffing costs and this, in turn, can only be achieved through reducing the range and levels of services being provided. Litigation, Property and legal support are the only areas of work where the Council has some element of control over the demand for the service and the timescales within which the work has to be completed. Key Proposal

• To delete 1 vacant part-time Conveyancing Assistant post – saving £ 12,716 (with on-costs)

• To delete 1 vacant full-time Administrative Officer post – saving £ 20,411 • To delete 1 vacant part-time Administrative Assistant (Insurance) post –

saving £9,745 (with on-costs) • To delete one full-time Assistant Solicitor (Litigation) post - £42,871 (with on-

costs) • To delete I full-time Conveyancing Officer post - £42,871 (with on-costs)

Required Investment One-off costs of redundancy for the 2 FTE staff (Grade 10).

Key Risks The reduced staffing levels are unable to cope with the continued demand for legal services and work has to be outsourced at additional cost.

Otherwise, there are no risks in terms of implementation and delivering savings.


• Delete vacant posts immediately • Delete Assistant Solicitor post as from April 2016 • Delete Conveyancing Officer post as from April 2017 • The timing of the redundancies will be dependent on staff consultation and

notice periods, and also completing a process of selection within the redundancy pool of staff in accordance with the Council’s Job Security Policy (assuming that there are no volunteers for redundancy). However, full-year savings should be deliverable, depending on the timing of the decision.


of 2


Proposal Title Deletion of Scrutiny Support Officer post


To delete the post of Scrutiny Support Officer (Grade 6) and reallocate the support work for the Scrutiny Officers within the Democratic Services team.

Impact on Performance Scrutiny Officers will be required to undertake their own research and this will have an impact on the time taken to deliver policy reviews and the scrutiny work programme. Democratic Services staff will have to assist with agenda and meeting management and servicing Audit Committee. However, there would be no impact on direct services to the public, and no improvement plan or NPI implications.


Impact on other Service Areas The consequential delay in carrying out scrutiny reviews will impact on policy development for service areas.

Impact on Citizens There will be an indirect impact due to service reviews and policy development taking longer but this will not have any direct impact on the public.


Head of Service

Savings (£) 2016/17 2017/18 2018/19 30,319 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Scrutiny is a statutory function under the Local Government Act 2000 but the Council has a complete discretion as to how the function is delivered. At present, there is 4 FTE staff within the Scrutiny Team, with a Senior Scrutiny Officer, 2 Scrutiny Officers

of 2

and a Scrutiny Support Officer. The support role is essentially a research facility for officers and Scrutiny members, although it has never been fully developed in this way and the post-holder is largely providing the services of a Committee clerk for Scrutiny and Audit meetings. This role could be absorbed within the Democratic Services team, although the deletion of this post would require the Scrutiny offices to undertake their own research work in conjunction with conducting reviews. Key Objectives and Scope The current post-holder has expressed an interest in voluntary redundancy. The deletion of the Scrutiny support officer post can be achieved by reallocating the administrative support work to the Democratic Services team and by the Scrutiny Officers undertaking their own research in connection with reviews. This will result in a saving of £30,319 (with on-costs).

Options considered

• Do nothing • Agree to the voluntary redundancy and delete the Support Officer post

There are no other options for reducing the number of Scrutiny officers within the team as; otherwise, there would be insufficient resources to deliver the work programme and to meet the WAO recommendations for Scrutiny development.

Key Proposal To delete the post of Scrutiny Support Officer as from April 2016 and the agree to the voluntary redundancy of the post-holder. Required Investment Redundancy costs for Scrutiny Support officer (Grade 6).

Key Risks Post-holder could withdraw request for voluntary redundancy and savings would be delayed pending consultation and compulsory redundancy processes.

. High Level Milestones and Timescales The current post-holder has expressed an interest in voluntary redundancy with effect from 1 April 2016 and, therefore, this can be delivered within that timescale, subject to approval.


of 3


Proposal Title Redesign of Kennel Services


Redesign the service at the kennels moving it towards more of a rehoming centre which drives income to eventually pay for its self. Below are the actions would need to take place to achieve this: • Re-launch and re-brand Coronation

Kennels • Move towards a Re-Homing Kennel Service

and Increase Fees • Develop new charging structure for return to

owner • Enter Pet Plan Insurance Scheme • Organise an Annual Dog Show & Fundraise • Provide a service for Social Service Dogs • Retail Shop • Offer Holding Kennels for Rescue Charities • Encourage Donations • Dog food Sponsorship

Impact on Performance Improved performance indicators need to be implemented to measure success against income targets.



Impact on Citizens An improved kennelling service which offers a dog rehoming centre


Head of Service

Savings (£) 2016/2017 2016/17 2017/18 48,740 10,300 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 TBC TBC Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0

of 3

Current Position The current kennel service is carrying out Newport City Councils statutory obligation of kennelling stray dogs for 7 days. If the dogs are not claimed by their owners in that 7 day period they are then sent to a rescue charity for rehoming. The kennels does a small amount of rehoming if people show an interest in the dogs. Dangerous dogs are put down to prevent them being returned to the community. The kennels are open to the public 7 days a week. In addition to the kennelling service Coronation Kennels is the base for the Dog Wardens whose role it is to collect stray dogs, carry out micro-chipping and enforcement for dog fouling. The net cost to the Council is £114,560. Key Objectives and Scope

• An improved Dog Kennels service • A reduced cost statutory service • An increased profile for the kennel service • A more proactive service • A service which is commercially aware and takes opportunities as they arise

Scope

• Kennel Service • Kennel Staff • Income Generation

Options considered Do Nothing This option would be to keep the status quo and remain as is. This would mean the kennels remaining unknown to residents of Newport, increasingly passing dogs to rescue charities and remaining a substantial cost to the Council. The kennels would be poorly equipped to change and would not be in the position of seizing opportunities for income generation. Close Kennels and use private provider to deliver Newport’s statutory duty This option would be to close Coronation kennels and mothball the buildings. The statutory duties of kennelling dogs for 7 days would be transferred to a private operator. This would be usually a boarding kennel. This model is currently used by neighbouring Gwent Authority’s Caerphilly, Monmouth & Torfaen. This option comes at a cost of between £15 per night per dog. Using this figure this would cost Newport £42,420. In addition to this, there would also be increased travel time for the Dog Wardens as there is no provision within the boundaries of Newport for this. The cost of the Dog wardens (£37,420 staff £3,618 Fuel) and mothballed buildings would still exist (£3,992). Key Proposal • Re-launch and re-brand Coronation Kennels • Move towards a Re-Homing Kennel Service and Increase Fees • Develop new charging structure for return to owner

of 3

• Enter Pet Plan Insurance Scheme • Organise an Annual Dog Show & Fundraise • Provide a service for Social Service Dogs • Retail Shop • Offer Holding Kennels for Rescue Charities • Encourage Donations • Dog food Sponsorship Required Investment Circa £2,000 for rebranding and marketing. Key Risks Service doesn’t reach income targets Delays in implementation resulting in a lower cashable value On-going maintenance of the building may increase due to age High Level Milestones and Timescales Preparation Work Oct-March 2016 Change service operations times April 2016

• Deliver Income generation plan April 16 –March 17

Fairness and Equality Impact Assessment completed Yes Completed

of 2

Medium Term Revenue Plan Proposals - Business Case PBC02 Service Area People and Business Change

Proposal Title Increase income generation target in Health

and Safety Team


To increase the amount of income that the Health and Safety Team is targeted to bring in in 2016/17 by £25,000 to £40,000 (currently £15,000).

Impact on Performance Diversion of resources towards income generating could take attention away from managing health and safety risks within the council. Increases the likelihood of non-compliance against health and safety legislation which in turn leads to greater likelihood of enforcement action with its associated costs. It is very likely that the target for 16/17 can be met within current income streams.


Impact on other Service Areas Would require increased ownership of health and safety compliance issues by managers as H&S support may have to be pulled back due to external commitments. Implementation of changes to policy and legislation will have only limited hands on support. Timeliness of responses to internal queries may be impacted leading to delays in service provision.

Impact on Citizens Potential decrease in support for outward facing teams may lead to increased risks to members of the public accessing our services or affected by work in the community.


Head of Service

2016/17 2017/18 2018/19 Savings (£) 25,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0

of 2

Current Position Currently the team consists of: 1 x Health and Safety Manager 2 x Health and Safety Business partners 1 x Manual Handling Business partner 1 x Health and Safety officer (0.5 FTE) 1 x Health and Safety support officer 1 x Health and Safety assistant 1 x Homecare Practitioner (seconded from social services). The roles are split so that each business partner has an area of key responsibility (people, place and manual handling/msd); with 1 direct report who also works mainly in that area. All staff will work across all areas (within the bounds of their competence) as necessary. All staff have differing skills that have the potential to generate income. Key Objectives and Scope To make additional savings of approx. £25k Options considered Removal of a post. This would have massive impact on ability to maintain levels of Health and safety compliance within the council as well as decreasing the ability to income generate moving forward. Key Proposal To increase the amount of income that the Health and Safety Team is targeted to bring in in 2016/17 by £25,000 to £40,000 (currently £15,000). Required Investment Potentially will need additional training for staff to enable greater variety of services to be sold and to free up existing staff to undertake more income generating work. High Level Milestones and Timescales

• Review current income streams and potential for expansion (September 2015)

• Identify and explore additional funding streams (TBC) via conversations with existing stakeholders and identification of new potential clients


of 2


Proposal Title Reduction in Occupational Health Provision

(OHP)


Reduce the OHP by one day clinic per week (16 appointments per week, 800 over one year).

Impact on Performance The Council will have to limit the number of referrals to the Occupational Health (OH) Adviser which will impact on levels of absence and subsequent productivity. The level of absence increased in 2014/15 and support for the management of attendance is, potentially, more important than ever to reverse the increase.

Impact on FTE Count None Impact on other Service Areas OHP is provided to all service areas and

access will have to be limited to priority cases. Service areas may experience a delay in receiving OH support to assist them in managing their employees’ absence.



Head of Service

Savings (£) 2016/17 2017/18 2018/19 28,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The current contract for occupational health services was awarded to Bellevue Surgery in July 2014. The provision includes two day surgeries per week with 32 appointments per week for the OH Adviser to assess the health and wellbeing of employees. The service is critical in supporting the management of attendance by providing independent assessments to allow managers to facilitate a return to work and reducing employee absenteeism. The provision is predominantly “face to face” consultation with 32 appointments over 2 day clinics. Currently the Council is able to fill all appointments within two weeks of manager request.

of 2

Key Objectives and Scope To assist in the reduction of budgets, there is potential to review the OHP. Options considered The contract has recently been awarded following a tender exercise, so best value has been achieved. The only current alternative is to reduce the provision or seek to retender following a review of service need. Key Proposal Through better management, it is possible to reduce the number of appointments whilst maintaining a OH service. An improved system of triage assessment will identify which assessment route will be most appropriate, ensuring only the most relevant and priority cases are referred to OH. Greater use of telephone assessments will be explored (particularly for re-assessments), increasing the number of cases that can be handled. There is potential to explore the use of an OH Nurse rather than an OH Physician for some cases which will reduce costs. However, the loss of 800 appointments per year will undoubtedly result in a delay in an employee’s return to work with a potential to increase sickness absence. Required Investment N/A High Level Milestones and Timescales The reduction would be a variation to contract and sufficient notice must be given to Bellevue Surgery to reduce the number of clinics. Fairness and Equality Impact Assessment completed Not Required

of 3


Proposal Title Reduction in Organisational Development

(OD) budget for training and management development.


Reduction in the budget by 20% Current budget stands at £96,193 Budget was reduced by 20% in 2015/16 from £120k to £96k Budget is used for all corporate employee and manager development (for example Health and Safety training, Equalities training, Manager development including support for managers in change programmes, Head of Service (HoS) assessment centres, Investors in People attainment, e-Learning site and provision)

Impact on Performance • Bigger call on central support teams at a point when they are reducing

• Reduced management development – counter to advice from Investors in People assessment and Corporate Assessment

• Counter to The People Plan objectives • Less investment in employees for learning

would mean high risk of not achieving IIP status

• Corporate assessment recommendation about effectiveness of managers deploying My Review – high risk of not actioning if resource is reduced


Impact on other Service Areas • Reduced provision for employees and managers to access

• Reduced support in managing change • Less training programmes for managers at

a time when there is an increased need of people management



Head of Service

Savings (£) 2016/17 2017/18 2018/19 19,238 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0

of 3

Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The amount the authority has budgeted for Organisational Development over the past 5 years. The current budget is less than half of the budget held in 2011/12.

Year 2011/12 2012/13 2013/14 2014/15 2015/16 Budget for OD £220,597 £96,956* £142,235 £120,241 £96,193

*anomaly before training budgets were centralised The budget is used for all NCC employees and managers and spans a range of interventions. The budget for 2015/16 is already allocated. For 2015/16 the £96,193 budget is already committed for these things: Amount What?

£45,317

Learning & Development Programme includes: Equality courses, Health & Safety – employees and managers, employee courses, manager courses (soft skills, manager master classes, how to coach etc.)

£10,000 ePassport site hosted by Learning Pool

£2,500 National programme: Sustainability All Wales Academy (e-learning, already committed through WG)

£2,200

Talent Management: Aspiring Leaders cohort of 4 - 6 (includes University fees & places on Academi Wales Summer School)

£2,500 Senior Manager Development: SLT

£6,000 IIP Assessment and work (including assessment)

£5,000 Support for managers in Transformation & Change programmes

£15,000 OD Strategy Consultancy – to develop a 3 year strategy

£2,500 Essential Skills programme (pay for kit - L&D is funded through European Social Fund)

£1,200

Senior Management Forum (annual cost): x 4 sessions (mix of internal and external speakers)

£92,217

Key Objectives and Scope A reduction in the budget from £96,193 to £76,955: Would have a significant impact on both manager and employee effectiveness. The team would not be able to deliver the scope and range of development that is procured externally; the team currently comprises of 2.5 FTE.

of 3

Options considered Reducing the budget by 10% or 30-% Key Proposal To reduce the OD budget by 20% Required Investment No High Level Milestones and Timescales Decision February 2016 Implementation April 2016 Fairness and Equality Impact Assessment completed Not Required

of 3


Proposal Title Partnership and Policy (PAP) service

reduction


The proposal is to make a saving against the core budget of the Partnership and Policy Team of 10% (£32000) by restructure the team to reduce the core staffing compliment by one. However, due to the nature of funding for the team and uncertainty about grant funded posts the overall impact could be the loss of three posts due to the cessation of Community Cohesion Grant (£45k), Local Service Board Grant (£30k) and Police and Crime Commissioner Grant (£20k).

Impact on Performance There will be an impact on performance as current duties will either have to be reduced, diluted or cease. This will be at a time when we will be taking on additional responsibilities through the Future Generations Act and implementing the Welsh Language Standards

Impact on FTE Count 1 FTE (core)

Impact on other Service Areas The team provides supporting functions to other service areas so any reduction in scope or scale of work will, invariably, have an impact on other services and the Council as a whole, particularly if the policy function is eroded. The team plays a key role in the process of consultation and engagement and ensuring the Local Authority meets a range of statutory obligations. Also, meeting the requirements of the Welsh Language Standards is a significant organisational risk

Impact on Citizens The team provides supporting functions to other service areas, in the main. However, it does directly support victims of domestic abuse, asylum seekers, young people, Health Challenge and supports the delivery against the Welsh Language Standards. Therefore, some impact on citizens will be seen, although this would have to be further quantified.


Cabinet Member

of 3

Savings (£) 2016/17 2017/18 2018/19 32,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 25,000 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The current Partnership Team came together in March 2012. It was formed from staff previously within partnership support teams across other service areas. Approximately £63k savings were made at the point of integration from a budget of approximately £250k. Subsequently further savings have been made in the region of £110k from the deletion of posts and in year savings. This does not include the savings gleaned from the deletion of the Community Safety and Health Social Care and Well-being Manager’s Posts. The Policy functions within NCC came to this team in August 2013. Wales Strategic Migration Partnership came to the team in March 2015.The PAP Team is made up of 17 members of staff. Six of these are funded solely from grants and two are partially funded from grants. The total budget allocated to this team (core) is £325587 The PAP Team covers a range of strategic, operational and delivery areas, ranging from consultation and engagement, the LSB, Fairness Commission and Tackling Poverty to Domestic Abuse Unit, Families First Programme and Health Challenge Newport and Wales Strategic Migration Partnership. The team also now manages the grant arrangements for Shop Mobility (£57k), CAB (£125k), GAVO (£27k) and SEWREC (£44k) and is developing more robust SLA’s to direct and monitor their work. Current legislative responsibilities are drawn from the Crime and Disorder Act 1998, Crime and Disorder (wales) Regulations 2007, Learning and Skills Act 2000, Children’s Act 2004, Children and Families (Wales) Measure 2010, Children and Young People’s Plan (Wales) 2007, NHS (wales) Act 2006, Health Social Care and Well-being Strategies Regulations (Wales) 2003, Equalities Act 2010 and Welsh Language Act 2010. The Wellbeing of Future Generations Act will make Local Service Boards (to be known as Public Service Boards) Statutory and will require the development of a Local Wellbeing Assessment and Local Wellbeing Plan. Key Objectives and Scope The objective is to make additional savings to support the overall budget position of Newport City Council in 2016-17. The scope is limited to the work and responsibilities of the Partnership and Policy Team funded through core budget.

of 3

Options considered 1. Re-structure the Partnership and Policy Team to reduce the core compliment

by one FTE 2. Dependant on the outcomes of current grant arrangements, if they are not to

continue into 2016-17, undertake a more thorough restructure to minimise the impacts on core priorities whilst reducing the budget accordingly. This will result in the loss of up to three additional posts.

Key Proposal 1. To restructure the Partnership and Policy Team and reduce the core

compliment by one FTE, achieving approximately £32k saving. This will require the development of new job descriptions and a competitive application process.

Any further action required as a result of grant agreements for 2016-17 will need to be taken when we have additional information. Required Investment Redundancy costs High Level Milestones and Timescales PAP Structure:

1. Development of new structure end of October 2015, following consultation with staff

2. Formal staff consultation by end December 2015 3. Re-structure implemented following Council decision in February 2016,

resulting in 45 redundancy consultation 4. New structure in place April 1st 2016

Fairness and Equality Impact Assessment completed F&EIA has been drafted for this proposal and will be further developed during discussions with staff affected.

of 2

Medium Term Revenue Plan Proposals - Business Case PBC07 Service Area People & Business Change

Proposal Title Cessation of Council’s flexi-time system;

Wintime


To end the current contract for the Council’s flexi system in January 2016 at point that current version of system is decommissioned.

Impact on Performance There should be no impact on performance as the current IT system will be replaced by an alternative manual system (although there is an acceptance that this may require greater administration).

Impact on FTE Count 0.5 FTE (vacant)

Impact on other Service Areas All service areas will have employees who use Wintime to manage flexi/annual leave.

Impact on Citizens None Delegated Decision (Head of Service/Cabinet Member/ Cabinet)

Head of Service

Savings (£) 2016/17 2017/18 2018/19 16,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The current flexi system, Wintime, is subject to a decommission notice and the provider will cease support from 1st January 2016. The cost of the annual contract is approx. £6k per annum. Although the system is only used by 20% of employees, it is labour intensive to maintain. An upgrade to a new flexi system will cost approx. £40-£50k (although this could be rolled out to all employees). There is the option to replace Wintime with manual systems with annual leave built into iTrent development. This would reduce requirement for central support. Saving 0.5 FTE. Key Objectives and Scope To decommission Wintime from January 2016. To have alternative manual system in place for January 2016. Options considered There is the option to upgrade/replace the flexi-system at capital cost of £40-£50k with on-going contract maintenance costs of approx. £10k.

of 2

Key Proposal To decommission Wintime from January 2016. To have alternative manual system in place for January 2016. Required Investment Option 1 (not to replace) - only requires internal resource to set up Option 2 (to upgrade/replace) – will require capital investment and on-going revenue support Key Risks Replacing any It system with a manual system presents issues on consistency management of system and lack of central control. However, this can be managed through clear policy/guidance. High Level Milestones and Timescales Wintime – decommissioned in January 2015. Any replacement would need to be agreed in advance, preferably in September to give sufficient time for implementation. Fairness and Equality Impact Assessment completed Not Required

of 2


Proposal Title Strategic Human Resources (HR) savings


Reduction in staffing budget of the HR service total saving £72,564

Impact on Performance Less HR presence at interviews, disciplinary & long term sick reviews


Impact on other Service Areas As above



Head of Service

Savings (£) 2016/17 2017/18 2018/19 72,564 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The HR service comprises three areas: Strategic HR, Organisational Development and Employment Services. Key Objectives and Scope This proposal considers the need to reduce the staffing budget of the HR service by £72,564. Combined with reductions in other areas of People and Business Change the total sum proposed to save in 2015/16 is £200,000. Options considered 1) Reduce the HR Business Partner team by 1FTE (£38,185)(vacant) 2) Reduce the Organisational Development team by 1FTE (£34,379)(vacant) Total proposed saving of £72,564 Key Proposal 1) The HR Business Partner team could be reduced by 1FTE saving £38,185 and service offering would be reduced through reorganisation of the portfolio.

of 2

2) The Organisational Development team could be reduced by 1FTE saving £34,379 and service offering would be reduced through reorganisation of the portfolio. Required Investment N/A Key Risks 1) If the HR provision is reorganised (and indeed if further reductions are required from headcount) the following activities would need to cease:

• HR attendance at lesser misconduct hearings • HR attendance at sickness contact meetings • HR attendance at recruitment processes • HR involvement in employee relations cases at the investigation stage • HR involvement in sickness warnings up to final written warning

The risks of ceasing the above activity will result in managers having to be fully accountable for the quality of their employee relations casework and this could lead to difficulty at dismissal stages where HR would attend to provide advice. If the initial casework is not legally compliant or fails on evidence, the desired managerial outcomes may not be achieved and there could be fewer cases that progress to formal sanctions and dismissals. To mitigate this risk, HR would still need to be involved at any dismissal hearings (and indeed any cases of bullying and harassment, discrimination and whistleblowing) in order to protect the Council from any potential employment tribunal claims. 2) If the OD provision is reorganised (and indeed if further reductions are required from headcount) the following activities would need to cease:

• Coordination and impact analysis of engagement interventions; such as volunteering

• Local e-learning provision • Analysis of My Review – sampling, evaluation and reporting • Reduced delivery of Corporate and Manager Induction to 6x per annum

(currently monthly) • Impact assessment of employee training interventions

The risks of ceasing the above activity could result in a significant impact on our ability to achieve Investors in People status by Dec 2016. It could put at risk work to address recommendations in the Corporate re-assessment within timescales to address people management deficiencies. A reduction in further FTE would negatively impact support offered to service areas – for example targeted work with Streetscene and would also impact our ability to provide an e-learning site; this is currently used to complement face to face training (which is also reducing) High Level Milestones and Timescales Change Agreed February 2016 Implement April 2016 Fairness and Equality Impact Assessment completed Not Required

of 2

Medium Term Revenue Plan Proposals - Business Case FIN001 Service Area Finance - Accountancy

Proposal Title Reduce Accountancy Assistant Posts


Following the restructure - reduce the number of staff further by deleting 2 vacant Accountancy posts.

Impact on Performance Posts at this level deal with regular, routine tasks. By adopting a risk based approach to budget monitoring; the level of monitoring which is currently done, can be reduced to either bi-monthly or quarterly; on certain areas. This will impact on forecast accuracy on particular budgets if not done monthly; however, this should be minimal.


Impact on other Service Areas These posts liaise with services to monitor areas such as staff budgets with service areas reporting on the non-staff budgets with the assistance of the Budget Management System. The deletion of these two posts will mean that there are reduced levels of regular finance support; however, by focusing on a risk based approach and with the rollout of Budget management System (BMS) complete, this impact should be manageable.



Head of Service

Savings (£) 2016/17 2017/18 2018/19 51,034 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position As part of the structure within Accountancy, there are 4 main teams, Central, which includes teams for Treasury, Systems, Capital and Corporate Accountancy, and three devolved teams which cover the People and Place Portfolio.

of 2

The Accountancy section has undergone a restructure. As a result there was a degree of staff moves associated with the restructure and this has enabled the Accountancy section to offer up two vacant Accountancy Assistant posts vacant, one within the Place Accountancy Team, and one within the People Team. Key Objectives and Scope To reduce the number of staff within the Accountancy section by deleting: • 1 vacant full time Accountancy Assistant within Place • 1 vacant full-time Accountancy Assistant within People The current re-structure has met the objectives of saving £139k from de-layering as well as contributing to ‘Right People, Right Skills’ savings target at c£34k. The objective is to amend our working practices and reduce some areas of monitoring to either a bi-monthly basis or quarterly basis. With the full implementation of the Budget Management System and with the service area still continuing to forecast their budgets on a monthly basis, this impact should be minimal. Options considered • Do nothing • Delete one post • Further reduction in staffing There is an option to reduce staff further, however, this would significantly impact on the finance work and support and that can be provided. Without sufficient, regular financial monitoring, across all accountancy teams, there is the high probability that further problems and risks will be created. Key Proposal To reduce the number of staff within the Accountancy section by deleting: • 1 vacant full time Accountancy Assistant within Place; • 1 vacant full-time Accountancy Assistant within People Required Investment None Key Risks With monitoring risk areas only on a monthly basis, and with the implementation of Budget Management System, the deletion of two Accountancy Assistants should be minimal. High Level Milestones and Timescales Delete vacant posts immediately Fairness and Equality Impact Assessment completed Not required

of 2

Medium Term Revenue Plan Proposals - Business Case FIN003 Service Area Finance

Proposal Title Council Tax Collection: Increase the

budgeted amount for collection within the base budget from the financial year 2016/17


To increase the sum expected to be collected in Council Tax within the base budget for 2016/17.

Impact on Performance No impact is expected upon current performance as it is expected that collection performance will remain within that expected by the current service plan.





Head of Service

Savings (£) 2016/17 2017/18 2018/19 75,522 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position As part of the calculations set out in the Revenue Budget and Council Tax setting Report to Council each February, a figure is included for the expected amount of Council Tax to be received in order to set a balanced budget. In general, this figure is usually exceeded as the collection of previous years’ arrears and other adjustments to the tax database. The additional tax collected creates a ‘surplus’ which contributes to the Council’s overall financial position as part of the end of year accounting procedures. Key Objectives and Scope The objective is to increase the amount anticipated for collection within the base budget of the Council from Council Tax. This would therefore account for the surplus on collection to be accounted for in advance.

of 2

Options considered The alternative is to continue with the current practice of calculating the ‘surplus’ at the end of year accounting procedures. Key Proposal To increase the amount anticipated for collection within the base budget of the Council for 2016/2017 from Council Tax by an additional £75,522. The amount included has been based upon the trend of collection of Council Tax over the last few financial years, and is considered a prudent amount to include at this stage without creating a pressure against future years collection targets. Required Investment None Key Risks There is a risk that the additional Council tax will not be collected, but experience indicates that the budgeted sum has regularly been exceeded, especially because of the collection of arrears from previous years. High Level Milestones and Timescales Proposal needs to be incorporated into the Revenue Budget and Council Tax Setting Report for 2016/17. Fairness and Equality Impact Assessment completed Not required

of 2


Proposal Title Appraisal of Internal Support Living Staffing

Version 9

Proposal Summary Description

To review the Management structure of Supported Living.

Impact on Performance Services should improve as a result of the proposal

Impact on FTE Count 1 FTE

Impact on other Service Areas Services should improve as a result of the proposal

Impact on Citizens Services should improve as a result of the proposal


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 25,000 tbc tbc Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position Supported living schemes provide homes for adults who have learning disabilities, allowing people to live as tenants within the community. The council currently commissions places with various partners across the city as well as having a small in house service. The council’s Supported Living Agency is a registered service (with CSSiW) which comprises of four tenanted houses (two owned by Charter; two Newport City Homes). Each person has their own tenancy with the relevant housing association. The team of city council residential services officers’ support the tenants 24/7; the degree of support will differ from tenant to tenant depending upon their individual needs. Key Objectives and Scope

• To restructure the management team within the in house Supported Living Agency

of 2

Options considered 1. Status quo – continue with current structure. 2. Review the management structure

Key Proposal Review Management Structure Required Investment £25k ‘Invest to Save’ monies may be required to support the implementation of the proposal Key Risks Services should improve as a result of the proposal – no key risk identified High Level Milestones and Timescales 1. Consultation with staff to commence December 2015 Fairness and Equality Impact Assessment completed NA

of 4


Proposal Title Reassessments in Mental Health - remodel

of services for people with mental health conditions.


To reduce the number of people dependant on mental health services by embracing Social Services and Well-being (SSWBA) Act 2014 sets out to significantly reduce the dependency on adult social care by, amongst other things, investing in services to support well-being for people with a mental health condition. This proposal will require a significant change in the way the authority provides care to people with enduring mental health conditions. This is a continuation of the re modelling achieved within 15/16.

Impact on Performance The performance of the authority will improve as an increased number of people are supported. Service users are supported to achieve greater independence choice and control over their lives.


Impact on other Service Areas None identified at this time Impact on Citizens There will be an impact on service users whose

care and support plan will change. It is important, therefore, to ensure that appropriate time is built in to enable staff to work individually with service users on alternatives, re-provisioning back to independent living in line with their identified needs and outcomes.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 200,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0

of 4

Current Position ‘It may seem logical that if people can break down or become ill, then they can also overcome their problems and recover. Yet providers of mental health services often fail to emphasise such positive possibilities for people with mental health problems—particularly those with the most severe diagnoses. Psychiatric services often emphasize maintenance rather than recovery, and many survivors report that receiving a psychiatric label has been severely detrimental to their efforts to lead a worthwhile and enjoyable life and contribute to others.

THE RECOVERY VISION FROM MENTAL HEALTH SERVICES AND RESEARCH : A BRITISHPERSPECTIVE

Newport City Council (NCC) and partners are currently working towards delivery of an outcome model of care based on the recovery model. This has been successful, and there is a flow through of new individuals who access care for a limited time and then exit the service. Some people still need on-going care and support as their mental health conditions are enduring. However, as a general principle a recovery star model is successful. In the majority of cases There are a number of people who are supported by NCC. These are individuals who have been in contact with the service for many years and have not recently been given the appropriate access to the recovery support that they need. For some people, recovery will be limited and these include those who are receiving social care services under section 117 of the Mental Health Act. Projects in 2014/15 and 2015/16 were established to promote independence and choice for service users within Adult Social Services. These projects were designed to ensure services were sustainable and they met the vision as set out in the NCC’s Adults Commissioning Strategy. As a precursor to this business case, people who access day services have been reviewed for both their current eligibility and what care levels could be realistically achieved if care becomes outcome focused (Day Opportunities Phase 2). High cost placement reviews have also taken place (Reassessment Mental Health) to achieve initial savings in 15/16. These processes have indicated that further savings can be made, if the service as a whole moves to an outcome model of care, and reflects the ethos of the Social Services and Well-being Act. Key Objectives and Scope The Adult Services Commissioning Strategy sets out a clear vision for the promotion, independence and wellbeing of citizens and their families through effective services. This business case will involve:

• Developing a programme of support for people to enable them to regain independence. The objective will be to reduce dependency on adult social care services and develop community provision that focuses on recovery and independence

This will enable:

• People who have recovered and no longer need for mental health services to access alternative provision in the community.

• A reduction in the number of mental health service users accessing commissioned services through effective reassessment including those who

of 4

can be discharged from the authorities obligations under section 117 as they have recovered.

• A further review of high cost placements to ensure that outcomes are achieved with consideration of best value through more effective provider negotiations, and following regular reassessment and contract management reviews for each case.

• A continued investment will be required to manage the process and ensure that approach practice is consistent

• In conjunction with this, alternative service proposals can be further explored through community connector links

Options considered Remodelling the approach to accessing mental health social care service. Option 1 –Reduction in current Services There is potential to reduce provision by cutting services without remodelling the approach to actual delivery of the services. The Council has a statutory duty to provide care and this will continue once the new act is fully implemented. The Council also has an obligation under section 117 of the Mental Health Act to provide care to people who have been detained as a consequence of their mental ill health. Option 2 - Remodelling of services. It is in the interest of the authority to develop opportunities for the well-being of people with a mental health condition, to ensure they remain independent for the individual and will reduce the dependency. This will achieve improved outcomes. Key Proposal Remodel the way NCC and the community as a whole provides services for people with a mental health condition to reflect the Social Services and Well-being Act 2014

Actively promote the ethos of the Social Services and Wellbeing Act to the third sector as an opportunity to develop low cost and community service alternatives for people who no longer have an eligible care service. Required Investment

• Social workers to identify support to work with people individually and collectively to regain independence

• Support from the business improvement team to manage the programme • Support from Contract and Commissioning team to support development of

the service that meet the needs of people with a mental health need who are not eligible for a service.

Key Risks The scale of the remodelling is significant and will require the organisation as a whole to support the operational mental health teams as well as the business improvement teams. This will require a significant change in culture of both NCC staff and wider health partners.

A very significant reduction in budget over 2 years will require project to be given the right level of senior sponsorship from both NCC and Aneurin Bevan Health Board (ABHB)

of 4

High Level Milestones and Timescales • Public consultation in line with MTRP consultation process

• Development and implementation of a plan to remodel service provision April

2016

• Go live April 2016 in line with the Act.

Fairness and Equality Impact Assessment completed An initial assessment has been completed and will be reviewed as the proposal develops.

of 5

Medium Term Revenue Plan Proposals - Business Case SSA03 Service Area Adult Social Services

Proposal Title Promoting Independence – Learning

Disability (LD) Service Development and Review


Following on from the ‘Promoting Independence and Choice’ projects, the proposal is to update the re-assessment of Learning Disabled service users within the community; incorporating reviews of existing provision and the development of wider market and community options. The updated reviews will concentrate on the social aspect of current care packages, with a focus on outcomes promoting independence and choice. This will complement the prevention and early intervention agenda by promoting independence and avoiding more costly interventions in the future. One of the key themes is to re-direct currently commissioned services to community solutions, and to enable people with learning disabilities to capitalise on their own purchasing power.

Impact on Performance There will be a positive impact on performance as this proposal renews focus and will ensure the attainment of review targets. • Continuation of the modernisation of LD

services with a sustainable operating model • Continued focus on independence – closing

cases when an individual no longer has an eligible need should be seen as a success

• Maintains focus on needs of citizens and their carers and ensures equality between all adults who receive care

• Lower cost • Increase in choice, flexibility and range of

provision for service users, families and carers

• Sets framework for deploying resources to achieve objectives making best use of all sectors

• Efficiency and innovation • Development of local and community based

provision

of 5


Impact on other Service Areas This proposal is complementary to / has links with other service plans and strategies: Adults Commissioning Strategy – Social Care and Wellbeing Act (SCWB) Continued development of the transitions process in partnership with Children & Family Services will be required. Continued development of a more joined up approach re: commissioning the voluntary / third sector. Development of local and community based provision

Impact on Citizens There will inevitably be a short term impact on service users and their families, many of whom will have accessed the same services for a prolonged period of time. Any changes to this routine will be unsettling and may be subject to opposition. It is important to ensure that appropriate time is built into the project plan to enable staff to work individually with service users and their families on their outcomes.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 531,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 150,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position During 2014, Newport City Council (NCC) undertook a systematic process of reassessment of service users, applying the eligibility criteria consistently for the receipt of a range of services for which they were deemed eligible against the current criteria. The process was primarily focussed on the modernisation of day services, but impacted across the wider Adults with Learning Disability (ALD) care and support sector. The support packages for these service users now need to be reviewed, As part of this work, the team will identify eligibility for 1-1 hours and the number of shared hours received within residential and supported living accommodation. Our model of support for service users within 24/7 accommodation, and for those living in the

of 5

community, will also need to further develop and continue the modernisation agenda established in the previous projects. Some service users are already accessing a range of alternative activities including volunteering and accessing their own holidays. It is vital that initiatives like these continue to be promoted. Once the updated reviews have been completed, people living in residential and supported living accommodation will be encouraged and supported to purchase alternative services, accessing other integrated community based activities The aim of this work is to diversify provision, to enable service users to have more choice in what they do and what services they access. It is anticipated that the on-going progress to further independence will continue for many of these service users. The work to date has enabled residential and supported living providers to explore further opportunities for service users, including identifying other community based alternatives. This ethos needs to become further embedded in our approach to meeting the needs of people with learning disabilities. It has been identified from savings already made, that the proposed budget reduction is both achievable and proportionate, given that the eligibility of service users has already been tested as a cohort. This work has already resulted in a reduction or change of service for many users. Relevant to this business case is also the potential impact of the new Social Services & Well Being Wales (SSWBA) Act due to be introduced in April 2016. Some of the key elements which relate to this Business case are:

• Co-production – involving users and carers in the design and operation of services

• Promote Social Enterprises, co-operatives, user led services and the Third Sector

• Promoting well -being and supporting outcomes that help to achieve these outcomes

Eligibility • focus on enabling services – not a deficit model of care – meeting personal

outcomes within the well-being framework • Person centred – co-productive • Eligibility status based on individual need and not on the person • Focus on people’s strengths and abilities as well as on needs and barriers • Eligibility is distinct from financial assessment

Direct Payments

• Must be made available in all cases where they enable personal well-being outcomes to be achieved

• Must explore all options for supporting individuals to make a direct payment (overcoming capacity issues re employment, etc.)

Key Objectives and Scope The aim of the project is to ensure equity of service provision across adult services and to further develop support models for adults with learning disabilities and their carer’s. This will be achieved by updating the assessment and review process, ensuring that service users can maximise their independence, and exercise choice by using their own purchasing power to access community and social opportunities. The review and move towards independence and choice will reduce the cost of services to the authority delivering the saving as outlined above.

of 5

The key objectives are: • Reassessing and reviewing in line with eligibility • Remodelling the service provision for service users • Working with external providers to create a new and more cost effective

model for service delivery • Continuation of training and awareness for front line staff in the

implementation of the new SSWB Wales Act The enhanced focus on prevention and early intervention will ensure that individuals can access services at an appropriate level to meet their needs; will support carers in their caring role; and, prevent crises from arising. Directing resources at ‘preventative’ activities and/or early intervention will ultimately be better for our service users and their carer’s, as it maintains independence and brings benefits to the service by reducing cost. Options considered Option 1:Continue the current provision Option 2: Progress the on-going review and reassessment of all LD clients and identify and support alternative services to meet their needs.

• To review current placements to release the saving • To update the assessment of Learning Disabled service users using an

outcome focussed approach to promote independence and choice. To identify opportunities for collaboration with the private and third sectors to develop a wider range of opportunities for service users.

Key Proposal Option 2: Progress the on-going review and reassessment of all LD clients and identify and support alternative services to meet their needs. Service users will be reviewed for both their current eligibility and the support levels that can realistically be achieved through an outcome focussed approach. This project is a continuation of two successful projects that have been delivered - ‘eligibility’ and High Cost placements’ - putting structures and financial modelling tools in place that have enabled financial benefits to be clearly identified. Required Investment

• Project management support • Capacity in Adult Social Services to continue the reassessment and review of

all learning disability service users

The delivery of this business case proposal is reliant on implementation from within the ALD Team (interconnected to implementation of SSA11, SSA01 and SSA03). To successfully achieve these objectives, the ALD Team will require 1 x FTE Social Worker on a fixed term 12 month contract from January 2016. We will look to utilise ‘Invest to Save’ funding to obtain the required level of additional resource. External resource to deliver all Social Services programmes Key Risks 1. Lack of capacity within the staff team to update assessments and support service

users to identify alternative provision. 2. The team will also need to incorporate applications to the Court of Protection for

of 5

tenancy, finances and other related issues to ensure that the council meets the requirements of the Supreme Court Judgement (Cheshire West Case). This is to be considered in line with other service delivery changes (see required investment and links to SSA11 and SSA03)

3. Not enough capacity in the voluntary / third / private sector to fill the gap in services

4. Opposition from service users and families 5. Managing change for individuals – particularly those who have already

experienced prior review and reduction in services 6. Negative publicity for the Local Authority 7. Resistance from some internal and external stakeholders 8. Challenge explaining programme to stakeholders in the context of efficiency 9. Familiar services are likely to change 10. Increase in complaints and appeals


• Continue the process of re-assessments with service users Sept 15 – April 16 • Discussions with external providers Sept 15 - Nov 2016 • Identify alternative provision Sept 15 – Nov 16 • New services in place 1st April 2017

Fairness and Equality Impact Assessment completed Completed

of 4


Proposal Title Review and reconfigure Third Sector

Contracts


Adult Social Services commission 20 organisations within the 3rd sector to provide a range of preventative and community based support services for people in Newport who need a level of support However, there has not been a review of these services for a considerable amount of time, meaning that some services may no longer meet the needs of Newport’s population. The way in which services have previously been commissioned, has led to some services being duplicated across the sector and there are gaps in service available This proposal will look to review these services and remodel how they are commissioned, in order to:

1. eliminate duplication 2. ensure value for money 3. streamline our commissioning

processes 4. ensure we meet our statutory

obligations 5. ensure synergy across the sector 6. continue to meet the requirements of

Contract Standing Orders

Impact on Performance Some commissioned services offer low level preventative support that stop people needing social work intervention. If these services were to not exist, then there would likely be an increase in the number of referrals to our duty social work teams. Most commissioned services are operating at capacity, and operational teams are finding it challenging to refer into services due long waiting lists. This means that service users are not always getting the support they need, when they need it.

Impact on FTE Count 1FTE (filled)

Impact on other Service Areas There may be an impact on other service areas

of 4

that commission services from the same 3rd sector organisation e.g. Supporting People. This review will need to ensure a joined up approach with such areas and partner organisations. As part of this work, the project team will look at the implications and mitigate where possible. The review could also have a detrimental impact on the cross sector partnership working if we decide to make any changes to our 3rd sector mental health services. The review of these services is currently being led by Aneurin Bevan Health Board (ABHB) on a Pan Gwent basis. However, as this project has stalled, we need to agree whether or not to include these services in this review. These services total £327,596 or 25% of the total expenditure across the 3rd sector, per annum. If we do not include these services, we may not meet our savings target for 2016/17.

Impact on Citizens Following service reconfiguration and competitive tendering, some services may change slightly depending on if new providers enter the market. New service models may mean that citizens receive services in a different way.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 288,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position Current expenditure We currently commission £1.29 million of services across 20 organisations in the third sector. Services commissioned broadly fall into the following service categories: *Some organisations provide services across different service categories (however there are only 20 organisations providing services in the 3rd sector that we commission) Internal services There are some internal services that have recently been developed such as the

of 4

Community Connectors service that will be considered within the context of this review to ensure there is no duplication. We have new legal requirements in the new Social Services and Well Being (Wales) Act, however there are different approaches that can be taken in order to meet these requirements e.g. do we continue to commission an independent advocacy service or do we utilise social workers and our own staff to deliver this function. This review will identify solutions to such issues. Phase 1 Phase 1 of the third sector review was implemented in 2014/15 (for 2015/16 savings) and involved asking all 3rd sector providers to identify efficiencies within their existing contracts. Phase 2 This phase involves considering 3 options to achieve the targeted change Key Objectives and Scope The scope of the project is to review all 3rd sector contracts that are commissioned by social services Objectives

1. Eliminate duplication – currently a service user may have multiple organisations supporting them, with multiple visits from different providers, delivering similar services

2. Ensure value for money 3. Streamline our commissioning processes – by having multiple contracts

with the same provider, 4. Ensure we meet our statutory obligations - the new Social Services and

Wellbeing (Wales) Act places new duties on local authorities in relation to the 3rd sector*. We need to ensure we commission effective services to meet our new legal obligations

5. Ensure synergy across the sector 6. Ensure we can meet the growing demand

*Local Authorities must promote the availability of care, support and preventative services from third sector organisations, as well as promoting the development of social enterprises Options considered • Option 1 Reduce all contracts • Option 2 Decommission some contracts to achieve savings • Option 3 Remodel service provision across the 3rd sector based on service

categories

Key Proposal Recommended option – Option 3 Required Investment • Commissioning and Contracts Team (Inc. Brokerage). • Support to deliver from the business improvement team • Support from operational social work teams • Business Wales to help facilitate a consultation event • Procurement team to tender for new services

Key Risks

1. Challenges from third sector agencies who may be not embrace change 2. Smaller organisations who may struggle to compete against larger, more

experienced organisations in competitive tendering

of 4

3. Complaints from individuals and/or carers from potential changes in provision

4. Timescale in which change has to be implemented in order to realise service redesign and efficiency savings

High Level Milestones and Timescales Speculative notice issued October 2015

Procurement Gateway Board approval as to process

October 2015

Provider Meetings October 2015

Specification & squid completed October 2015

Tender completed for sign off including Legal October 2015

Tender issued on Bravo e-portal and noticed on Sell2Wales

October 2015

Closing Date for receipt of tenders January 2015 Tenders opened January 2015 Qualification/squid evaluated by (this could include a consensus meeting for questions that are weighted and therefore need to be scored)

January 2015

Method Statement issued to Project Team January 2015 Final consensus meeting and assessment January 2015 Report with recommendations approved to be approved by the Procurement Gateway Board

January 2015

All tenderers informed whether successful or not

January 2015

Initial Contract Meetings February2016 Implementation ‘Go Live’ Date May 2016

Fairness and Equality Impact Assessment completed Complete

of 4


Proposal Title Rationalisation of Internal Mental Health

Day Services Provision


As an extension of the existing ‘Promoting Independence and Choice’ Programme carry out a review of internal mental health day service provision.

Impact on Performance Through implementation of the preferred option, the mental health day service will continue to be available for people with an eligible need. Relocation will enable Day Services as a whole unit to perform more effectively and efficiently from one site (Brynglas).

Impact on FTE Count 3.62 FTE (filled/vacant)

Impact on other Service Areas By embracing the reduction in dependence as defined by the new Social Services and Wellbeing Act (SSWB), other areas of service provision across the authority will be impacted by potential increase in number of visits / contacts i.e. community services.

Impact on Citizens Increased number of people with a mental health condition not eligible for service therefore utilising services and opportunities within the community.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 120,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 125,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Mental Health Day Services are currently delivered from a traditional building base, Kensington Court. The service is available for people with a mental health condition who have an eligible need including a small proportion of forensic referrals and

of 4

people with a sectioning order. Newport is the only local authority in the Gwent area that provides services in this way. Other local authorities have increased levels of alternative provision, or commissioning with the third sector. Through Day Opportunities Phase 1, all day services budgets (Learning Disabilities, Mental Health and Older People) are now combined (15/16). However, current manpower for Kensington Court can be separated out as £191k. Additional supplies and services spend attributed to Kensington Court result in a total budget position of £218k. Current manpower is 11 employees (8 FTE). As part of a separate continuing project, Modernisation of Day Opportunities Phase 2 a further budget reduction of £270k (reduction in manpower of circa 14FTE Day Services employees) is agreed for implementation by 31st March 2016, following agreement February 2015.This is achievable following the completion of reassessments of service users across all day service client groups (learning disabilities, older peoples and mental health services):

• Reduced level of daily attendance • Application of critical and substantial levels for eligibility • Re-provision to outcome focused / more suitable alternatives through

modernisation of service and promoting independence • Recovery methods where appropriate • Community based alternatives where there is not an eligible need

Key Objectives and Scope Following the approach to centralise and standardise service delivery across internal day services and client groups, including the closure of Ringwood House and relocation of older peoples day services to Brynglas Adult Training Centre (ATC) from Parklands Residential home (Day Opportunities Phase 1); a similar approach is now required for the delivery of mental health day services. Options considered Option 1 – Relocation and Reduction of Kensington Court Service Preferred option Additional to the savings identified as part of Day Opportunities Phase 2, further savings would be available by maintaining the internal mental health service and relocating to Brynglas ATC annexe. Following the development of services at Brynglas ATC, specifically for people with profound multiple learning disabilities, the annexe building is vacant. Alternative city centre locations have been researched and considered but are not viable. A preferred alternative city centre location of Charles Street Community Learning Centre (CSCLC) was also considered. Capacity would be available at CSCLC as it is likely to see a significant reduction in courses and accommodation uptake due to reduced funding for Coleg Gwent. Relocation to a city centre venue would improve accessibility for people as Kensington Court is situated in a residential area outside of the city centre. Other support services are also within proximity of CSCLC. However, due to changes in the provision and services at CSCLC, this option is not preferred at the present time. The preferred option of relocating to Brynglas ATC would bring all day services onto one site, meaning extra resilience and opportunities within staff teams and rationalise the additional support services such as transport and catering. Part of the existing service located at Kensington Court is a smaller section of the Older Peoples Day Service. As part of Day Opportunities Phase 1 it has already been confirmed that the remaining service users, on completion of older peoples reassessments, will transfer

of 4

to the group at Brynglas ATC to create a more viable and vibrant group at one location. This option would also result in a reduction in the number of posts required. This would mean that, in addition to the savings made from Day Opportunities Phase 2, there would be additional savings of £84,122 made by the deletion of the following posts. Due to the consultation of Day Services as one staff group, these deletions do not necessarily relate directly to Kensington Court where more than 1 (like for like) post exists across the whole service:

• 1 x FTE Day Services Manager post (£36,965) • 0.84 FTE Cook (£16,060) • 0.43 FTE Kitchen Assistant (£7,361) • 0.54 Caretaker (£9,202) • 0.81 Administration Assistant (£14,534) • Residual supplies and services budget for 2016/2017 would be used for

essential improvement and modernisation work at Brynglas ATC Annexe and would then be reduced based on the profiled of the £120k total into 2017/2018

• The total savings target for Day Opportunities Phase 2 and Review of Internal Mental Health Day Services of (£390k) £270k and £120k would be achieved through both projects collectively

The relocated service will focus on recovery and rehabilitation of service users and move away from the historical, long term reliance on traditional services. Those identified as not having an eligible need through the reassessment process will be supported to access community located services through Community Connector engagement. It is proposed that this option is progressed at the same time as, and as an extension of Day Opportunities Phase 2 (October 2015). All staff within day services are pooled as one collective team, and will already be formally consulted as part of the service wide restructure for Day Opportunities Phase 2. If consultation on the Mental Health Day Service relocation is delayed to April 2016, this would result in a 3rd phase of formal consultation and restructure for the staff group (following first phase October 2015 for April 2015 implementation). Option 2 – Closure of Kensington Court (£120k) This option is not feasible. The full closure of Kensington Court would bring an additional saving (post Day Opportunities Phase 2 restructure) of £190k. Sign posting to community services would apply to some service users although re-provision to alternatives would also need to be considered for those with a more substantial level of need. Re-provision costs would reduce initial savings attached to closure of Kensington Court and an enhanced level of commissioning with the third sector would be required to support for re-provisioning and move on of existing service users. This would reduce potential savings to £120k. Key Proposal Option 1 - To centralise all internal day service provision by the relocation of the mental health day service to Brynglas with a focus for mental health on recovery and rehabilitation.

of 4

Required Investment BIPT Resource Service Manager Delivery and Implementation HR resource Key Risks Relocation and re-provision of mental health day services would pose risks and challenges for service users with a serious health condition and those who have been sectioned under the mental Health Act. Service users have already been consulted as part of Day Opportunities Phase 1 and the reassessment process about changes to service approach, delivery and renewed emphasis on recovery and rehabilitation. Other sections of the authority need to respond accordingly to increased demand on community connector and community based services. This is highlighted in all areas of change within Social Services in relation to the new Social Services and Well Being Wales Act, 2014 and the agenda for prevention and well-being services, and that services are only provided by social services where they ‘can and can only’ be met by the social services. Inherent in this proposal is the need to promote and support community based provision and this would require voluntary and community sector to develop alternative options for service users who do not have an eligible need as identified through the assessment and review process. There is a risk that the MTRP proposals to review and rationalise Third Sector funding may impact on the development of new opportunities available for those service users Capacity of HR team to support proposals. High Level Milestones and Timescales Staff consultation commences 8th October 2015 (in line with Day Opportunities Phase 2) Notification to service users 9th October 2015 Staff consultation concludes 30th November 2015 Staff notice periods January – 31st March 2016 Service relocation for 1st April 2016 It is proposed that this option is progressed at the same time as, and as an extension of Day Opportunities Phase 2 (October 2015). All staff within day services are pooled and will be formally consulted as part of the service wide restructure for Day Opportunities phase 2. The delay of the Kensington Court relocation would result in a 3rd phase of formal consultation and restructure for the staff group. The timelines and savings profile are adjusted and brought forward accordingly to progress in line with Day Opportunities Phase 2. Fairness and Equality Impact Assessment completed Completed

of 3


Proposal Title Improving the efficiency of our Reablement

and Homecare Service


During 2014 -15, the in-house domiciliary care service was restructured and an upgrade to a hosted system (Ezitracker) for the management of the service was undertaken. Over the forthcoming year, the focus of work will be to ensure the service can report on the utilisation of the service on the same basis as external providers and ensuring that the focus is on using the upgraded system to efficiently deploy management and care staff.

Impact on Performance Implementation of the Ezitracker system will improve the efficiency of the service by removing manual and duplicative processes and also allow more efficient deployment of staff, with additional capacity being utilised for additional re-ablement work; within Extracare schemes, the domiciliary care service will be brought into line with service allocation across the city.



Impact on Citizens Potential for more capacity within reablement service; within Extracare schemes, service to tenants will be brought into line with service allocation elsewhere and with laundry service withdrawn unless identified care need.


Cabinet member

Savings (£) 2016/17 2017/18 2018/19 114,000 90,000 0 Implementation Costs (- £) Revenue – Redundancy/Pension 75,000 TBC 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 150,000 TBC 0

of 3

Current Position The in-house domiciliary care service was restructured during 2014/15. The nature of the service was changed as part of this so that across the community a re-ablement service was provided, with long term packages of care provided in the four Extracare schemes only. The restructure coincided with an upgrade of the Ezitracker Management System. The upgraded system will allow more efficient deployment of care staff, produce utilisation data on same basis as external providers and should enable the management team to be deployed to undertake brokering of care packages to reduce pressure on social work teams. At present within Extracare schemes, the level of care and support provided is in excess of that allocated to other recipients of domiciliary care with tasks such as laundry and night time staff provided. Key Objectives and Scope

1. To utilise the upgraded system to more efficiently deploy care staff, ensuring there is additional reablement capacity.

2. To produce data to accurately report contact time metrics, on same basis as external providers.

3. To ensure that service is allocated consistently in Extracare as it is for other service users across the city

4. Once additional capacity is created to utilise this for referrals for social workers to provide re-ablement support.

Options Considered The option detailed in the key proposal Key Proposal Option1 To implement the upgraded management system including the use of hand held devices for care staff. This will allow care staff to go direct to their service users, not needing to collect rotas daily from the civic centre. The system will also calculate travel claims reducing administration/monitoring. Development of performance metrics allowing capacity/utilisation comparison with external providers and to highlight where further efficiencies can be achieved. This will identify staff capacity that can be utilised for reablement work referred from community based social workers, or reductions in staffing. Implementing the system to reduce the amount of management time required to intervene in rotas and cover arrangements, allowing them to have greater role brokering packages of care for noncomplex contracts. This will mean less reliance upon the social work teams and that service user packages will be brokered out in a timelier manner. Removing laundry service from tenants without eligible need which will require reduced night staffing. Required Investment See separate already approved business case for hand held devices that required for implementation of Ezitracker. Key Risks Implementation of Ezitracker – this has taken longer than expected and further delays will impact on progress. Changes to travel arrangements and recent changes in legislation for non-office

of 3

based staff could require changes to Travel and Subsistence Policy are required in order to implement the changes. Extracare schemes – implementation of new rotas took place in 2013/14 to focus care around care packages. Whilst bringing service allocation in line with other service users is equitable, further changes to staffing will need consultation with Linc and the tenants. High Level Milestones and Timescales Discussions with Linc and tenants to begin December/January 2015 Consultation with night time staff Extracare to begin January 2016 Implementation of new Extracare staffing in two schemes March 2016 Implementation of new Extracare staffing in two further schemes June 2016 Implementation of Ezitracker by May 2016 Social worker referrals review September 2016 Fairness and Equality Impact Assessment completed TBC

of 4


Proposal Title Increased cardboard collection service to

residents through Wastesavers


Move from fortnightly cardboard collection to a weekly cardboard collection at kerbside together with other dry recyclables by Wastesavers, including collection of tetrapak as a new recyclable material.

Impact on Performance Improved weekly cardboard collection service

Better recycling offer (from fortnightly to weekly)

Lower cost of operation due to Wastesavers existing weekly recycle collections

Increased number of materials recycled Potential increase in amount of gross

recycled materials (approximately 1% increase towards the 70% Welsh Government target by 2025)

Impact on FTE Count 4 FTE (filled); 8 Agency staff

Impact on other Service Areas No impact

Impact on Citizens Service improvement from existing fortnightly collection to weekly collection including the collection of tetrapak as a new recyclable material.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 190,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 100,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 3,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 103,000 0 0 Current Position Welsh Government requires all councils to recycle 58% this year, rising to 64% in 2019 and 70% in 2025. Failure to do so implies a fine of £200 for each tonne short of

of 4

the target. Last year Newport recycled 52% and is projected to reach 58% this year.

Welsh Government currently provides the Council with funding to support its recycling services through the ‘sustainable waste management grant’ (SWMG). This year that funding is £2.8 M. A review of this funding is currently ongoing and it is likely that future funding will be dependent on adoptions of the Welsh Government Collection Blueprint. The Collection Blueprint (amongst other things) requires a weekly collection of all recyclables. There are no set targets for cardboard recycling but it was 3% of total recycling in 14-15. Annual recycled tonnage of cardboard: 1,957 tonnes which generates an income to Newport City Council (NCC) of about £80,000 (this is included within the below £440,000 net cost of the cardboard service). From an initial position of mixed collection of cardboard and green waste and due to changes in legal requirements for composting, NCC introduced current service as a separate collection of card, still on a fortnightly basis at a cost of £440,000. Card collections are carried out by 4 hired vehicles and 12 operatives. Some of them are agency workers and some others could be reallocated to minimize impact on FTE. As a likely result of this proposal the saving includes an estimated reduction in refuse disposal of 3% which equates to £50,000. Currently Wastesavers carry out weekly collections of all other recyclable materials (paper, plastic, cans, glass, textiles, electrical and food waste) throughout Newport City Centre. Objectives and Scope Increase recycling rates to achieve 70% recycling target by 2025 Within a wider frame of changes in the path towards zero waste Reduce cost of service delivery Reduce risk of Welsh Government fines Ensure compliance with Welsh Government ‘Collections Blueprint’ Enable further residential residual waste reduction (3-weekly refuse

collections)

Options considered Option 1 Weekly cardboard collection at kerbside together with other dry recyclables by Wastesavers

Option 2 Weekly cardboard collection by NCC Option 3 Do nothing, continue with fortnightly collections using NCC waste teams Key Proposal Progress with option 1: Weekly cardboard collection at kerbside together with other dry recyclables to be delivered by Wastesavers. This proposal removes NCC from the operation (manpower, fuel, and maintenance), and enables a reduction by 4 vehicles and 12 workers equating to a saving of £440,000. Impact upon FTEs will be minimised by phased rollout of the service, reduced reliance on agency employment and redistribution of workers in

of 4

Streetscene, where possible. This brings about a more aligned process to the collection of all recycling material through one provider. Wastesavers currently operate 16 vehicles; however they are not suitable for the collection of card and will need to be replaced. Suitable vehicles have been identified and have the added benefit of improved appearance and will greatly reduce the amount of litter from collections. The council currently pays Wastesavers for every tonne of recyclables collected, currently set at £64.97/tonne. This fee includes an element for the replacement of existing vehicles at the end of their life. However as the new vehicles are more expensive and the current vehicles are not yet fully depreciated, a new fleet would need to be funded/leased by Wastesavers and underwritten by NCC through the revised agreement that would be developed as a result of this proposal. The current Wastesavers depot is close to capacity and Welsh Government have provided funding to extend the site, this work will be complete by March 2016, significantly increasing the processing capacity at Wastesavers and enabling them to support the new collection service including cardboard. Current modelling of this option under the Collaborative Change Programme (CCP) in collaboration with Welsh Government reflects this cost as an increased revenue payment. This increased annual payment to Wastesavers will be an estimated £300,000. An improved weekly frequency of collection would bring an increase of the amount of cardboard collected, which would have a positive effect in the recycling rate and increased income generated by the selling of the material (this has been included within the above estimate of £300,000 additional annual payment to Wastesavers). This option also provides improved services to the residents of Newport with increased recycling frequency and the introduction of collecting tetrapak as a new recyclable material. With this new consolidated approach collecting all recycling material through Wastesavers will also enable more efficient use of existing recycling containers used by residents and will remove the need for clear plastic bags. This will be communicated to residents through specific communication channels and PR campaign. There will be a required investment for the marketing (£3,000 capital one-off spend) and communicating of these changes which will be aligned and complimented with the door-knocking campaign that will be implemented from October 2015 for a one year period. As part of Welsh Government’s campaign of ‘Towards Zero Waste’ strategy this option will be followed by a 3-weekly refuse collection in 2017/18 (see business case STS7). Required Investment Staff redundancy costs of 4 x £25,000 = £100,000 £3,000 communications and marketing for improved change of services

Key Risks Time of new Romaquip fleet delivery might delay the phased implementation

of 4

Changes in Wastesavers’ agreement would be required, linked to new fleet and longer term provision of service

Materials market price fluctuations may impact the savings identified due to recyclate resale value

Wastesavers depot extension need to be complete in order to handle the additional cardboard recycling

Number of staff made redundant may be higher than the planned 4 FTE due to continual changes within the service

High Level Milestones and Timescales Extended Wastesavers depot complete, March 2016 Fleet purchase order, October 2015 Delivery and utilisation of Romaquip vehicles, April – October 2016 (NCC

existing vehicles will be disposed of throughout this period) Staff exited from April 2016 Revised agreement with Wastesavers to be drafted and approved, April 2016


of 4

Medium Term Revenue Plan Proposals - Business Case STS11 Service Area Streetscene Green Services

Proposal Title Cemeteries - Review of grave digging

services


Review the Cemetery Service to achieve savings and efficiencies such as: Manpower and duties Buildings and facilities Plant and equipment

This proposal will see the reduction of 2.0 FTE grave digger posts and a cemetery team located to one site which will realise a net saving of £59,480



Impact on other Service Areas Benefit to Highways Operations as they will gain permanent use of a JCB back-hoe excavator which will enable greater efficiencies and agile working.

Impact on Citizens Funeral directors will be advised of the new working arrangements and as happens at present, citizens will be given a number of possible dates for a funeral depending on which cemetery is required. The internal working arrangements such as the provision of allocated days per site can accommodate week shifts in working pattern depending on demand. The service will have a guideline of specific days for each cemetery but can be free to alter their internal working arrangement as demand requires. We will communicate this arrangement to the public with the caveat that things can be altered depending on service demand. This will include the allowance for same day burials for cultural reasons which will remain unchanged.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 59,000 0 0

of 4

Implementation Costs (- £) Revenue – Redundancy/Pension 44,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 15,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 59,000 0 0 Current Position The Cemetery Service currently has an operational team of:

6 FTE Grave Diggers 2 FTE Gardeners 1 FTE Cemetery Supervisor 3 FTE Seasonal Gardeners 2 FTE office staff based at the Bassaleg Road Lodge

The cemetery teams have mess rooms with operational facilities at each cemetery and the plant and equipment is kept in various cemetery buildings within the individual sites. Cemetery services operate across three sites: St. Woolos, Christchurch and Caerleon cemeteries. The staff employed are currently based at specific sites and at present the average rates of burial over the last three years is 300 full burials and 150 ashes burials per year. Of the eight man grounds team they are divided between Christchurch (3) and St. Woolos (5). For specific purpose at a particular cemetery the team will come together, for example where a three depth grave is required as it takes four men to operate and lift the shoring into place. The supervisor will ensure instructions are communicated from the Office to the men on the ground, including checking the location against the plan. The supervisor will escort the funeral cortege to the grave side in each cemetery. If he is not available this is undertaken by the grave diggers. Same day burials (undertaken for cultural reasons) are always accommodated and are usually held towards the end of the working day (3pm onwards) to allow time to arrange manpower and construct the grave. The current allocation of staff across multiple sites results in the supervisor continually travelling across the cemetery sites to deal with matters relating to grave-digging and grass cutting. Multiple sites also results in the requirement for double the equipment, facilities and storage facilities. Options considered Option 1 Do nothing. This option is not suitable as the operation of two teams is not cost effective and the equipment allocated to the service area is not fully utilised. Option 2 Utilise one central location for all cemetery staff to enable a consistent and planned approach to servicing all cemetery sites. This will enable opportunities with building, plant and staff efficiencies. Key Proposals Option2

of 4

Centrally locate the cemetery team and investment in machinery will streamline operational performance. The proposal includes centrally locating the cemetery teams at St. Woolos. Subsequently the facilities at Christchurch could then be closed which in turn will achieve savings on utilities of approximately £2,000. The amalgamation of the cemetery teams to one location will reduce three vehicles from the service. The team would require one crew-cab vehicle as they will be located together and the supervisor will require a vehicle to manage the teams and travel between sites. The 4 x 4, car and a JCB back-hoe loader will be removed from the cemetery service as will no longer be required when working from a central location. It is proposed that these items will be utilised by other sectors of Streetscene to reduce hire vehicle spend; this will be managed through the Integrated Transport Unit. The revised operational cemetery structure and reduction in grave digger posts is only made possible through the investment of a mini tracked excavator at a capital cost of £15,000 and an annual maintenance and running cost of £2,000. The proposal includes utilising one site for all staff at any one time and moving to a split week approach to manage other sites, therefore the team will only ever be at one site or another. This enables a saving of manpower and a reduction in plant and equipment. The split of days per week will be managed through local arrangements depending on service constraints and demands of the operations. The voluntary redundancy (VR) requests would be accepted and the new operational and mechanical approach will result in these posts being deleted. Summary of savings proposals; Reduction in manpower 2 FTEs 50,000 Buildings utilities and facilities 2,000 Old vehicle running costs 9,000 New running cost for mini digger (2,000) Net Saving £ 59,000 Required Investment Purchase of a compact mini excavator (new) £15,000 Redundancy costs £ 44,000 Total investment £ 59,000 Key Risks Insufficient resource at times when the service has a peak in its workload. This will be mitigated through a request of additional resource from within wider areas of Streetscene Operations. As the population demographic change there may be increased requests for weekend burials from the Muslim and other faith communities. This would not be able to be facilitated within the revised structure and would require additional resource.

of 4

High Level Milestones and Timescales Notify staff of location changes October 2015 Accept VR and agree end date September 2015 Order and deliver excavator December 2015 Notify public of burial days at sites January 2016 Complete physical move March 2016 Fairness and Equality Impact Assessment completed Yes

of 4


Proposal Title Review of Park Ranger services


Amendments to the Park Ranger service that will reduce number of staff from 8 FTE to 7 FTE but continue to provide a level of service delivery of statutory and non-statutory requirements.

Impact on Performance The proposed changes will still provide compliance with European Safety Standards and health and safety legislation requirements. The changes will benefit the parks staffs who have been subjected to verbal and physical attack in the late evenings. These proposed opening and closing times bring Newport in line with other local authorities that have operated shortened opening and closing time for many years.

Impact on FTE Count 1.0 FTE (filled) Impact on other Service Areas Aspects of the Park Ranger role will have to be

undertaken by other Streetscene service delivery teams to cover holiday and sickness periods.

Impact on Citizens Gated parks and open spaces will have reduced opening times for vehicle entry with the latest opening times being 8pm for all facilities (unless by special request). Within cemeteries there will be no change to pedestrian access. However, the opening times for vehicular gates will be reduced. In St Woolos and Christchurch cemeteries this will pass to cemetery staff in the week and follow office hours of 8.30am to 4.30 pm at all times of the year. This will have the benefit of protecting the sites, graves and grave ornamentation which have seen increased levels of thefts in the past few years, particularly of larger features that would require transportation. New opening and closing times will be publicly advertised and follow on from the winter closing times.


Cabinet Member

of 4

Savings (£) 2016/17 2017/18 2018/19 30,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 25,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 25,000 0 0 Current Position The current arrangements for static and mobile Park Rangers enable the following operations to be undertaken; All gated parks/public open spaces and their facilities opened at 6am and

locked between 4.30 and 10pm daily Gated cemeteries open from 6am to dusk daily Main city parks manned for 7.30 hours by static rangers all year Open/close changing facilities in support of outdoor sporting activities Maintaining levels of security for visitors to the parks Council’s buildings and facility’s are monitored and protected from misuse,

vandalism and theft Maintain access for citizens to toilet and welfare facilities Maintain access to sports facilities and associated buildings Cleanse public toilets and associated parks buildings Maintain standards of cleanliness relating to dog fouling, waste, litter and fly

tipping Manage risk relating to claims of injury, loss of goods and or damage Maintain levels of engagement with users groups, visitors and professional

bodies by front line staff Cover sickness and absenteeism Weekly health and safety inspections Enable council to defend in court against claims to the high standards

currently achieved Park Rangers are trained to RPII (Routine or Operational Playground Inspector level) and are able to undertake risk assessments. Key Objectives and Scope To provide statutory standards of inspection as a minimum

Options considered

A. Do nothing – this is not an option as this service area could be streamlines with input from other service areas;

B. Reduce working hours for main park facilities and work with and utilise other Streetscene teams to assist with gated facilities. This will allow for a reduction in Park rangers from 8 to 7.

C. Review further opportunities to reduce further members of staff however the

full impact will need to be explored to assess impact of this and previous saving proposals that are currently in their first year The previous proposal

of 4

reduced the number of FTE rangers from 11 to 8. Key Proposal Option B The key objective of this proposal is to maintain current service standards of safety within the Parks and Recreation sites whilst working in a more joined up way with other Streetscene services that can assist with opening and closing of facilities, general cleanliness and litter removal and monitoring of facilities including covering absenteeism. It is proposed that one member of the Parks staff be deleted along with one vehicle taken off hire. Proposed savings;

1.0 FTE Ranger, £25,000 Vehicle hire and maintenance £5,000

By implementing the proposal it will allow for full coverage of the duties as follows; All gated parks/public open spaces opened for reduced periods of 6am and

locked between 4.30 and 8pm daily Cemeteries open during office hours only Main City parks are manned in summer only Council’s buildings and facility’s are monitored and protected from misuse,

vandalism and theft Maintain access for citizens to toilet and welfare facilities during opening

hours Maintain access to sports facilities and associated buildings during working

hours and outside working hours by request only Cleanse public toilets and associated parks buildings Monitor litter levels and work with other areas of Streetscene to ensure parks

are cleansed Maintain cleanliness and safety throughout the city parks Weekly health and safety inspections Enable council to defend in court against claims to the high standards

currently achieved The cemeteries sites will change their vehicle access opening hours from dawn till dusk to 08:30 – 16:30 daily in line with winter opening and closing hours and Cemetery staff working hours. Pedestrian gates and access will remain unchanged. The proposal provides confidence that the service will continue to meet the minimum standard of gate opening and locking, maintaining a presence in the park and the completion of the playground safety inspections to a standard in accordance with the European Safety Standards BS-EN 1176-7. Required Investment None Key Risks If the change for vehicle access opening times is not communicated effectively there is a chance that complaints will be received from the public in the short term. High Level Milestones and Timescales Head of Service sign off September 2015

of 4

Consultation with staff September – October 2015 Communicate vehicle access opening times to public October - December 2015 Implement changes November 2015 Fairness and Equality Impact Assessment completed Yes

of 3

Medium Term Revenue Plan Proposals - Business Case STS15 Service Area Streetscene Operations (Highways)

Proposal Title Highways Operations - Multi-skilling of staff

and plant and equipment review


Proposal is for: Reduction of highways operations

teams from 4 gangs to 3 gangs 2 multi-skilled operatives in each gang

through training and up-skilling of existing staff

plant and equipment investment of hotbox, jet-patcher and planer attachment for back-hoe loader

Impact on Performance Recent investment in modern and efficient plant as well as a revised practice of semi-permanent highway repairs will mitigate the reduction of staff and their previous outputs.


Impact on other Service Areas Potential for increased enquiries and complaints to the city contact centre, officers and Members surrounding the nature of the repair being undertaken due to the irregular appearance.

Impact on Citizens Due to the revised reinstatement method citizens may perceive the repair to be inferior to the traditional ‘square cut’ approach, however, this mitigates the risk of third party repudiation claims currently in existence.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 85,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 7,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 57,000 0 0

of 3

Current Position There are currently four, two man teams carrying out this service of minor pothole, patch repairs and kerbing works. Materials wastage has been identified through the current traditional methods of highways maintenance whereby materials temperatures quickly fall thus rendering the materials unusable and prone to premature failure. Currently one operative and vehicle travels to the batching plant in Newport to obtain the daily macadam required and this is then reloaded onto the individual gangs vehicles for the daily workload ahead. Key Objectives and Scope To reduce the backlog of outstanding defects upon the highway To achieve optimum outputs within the current financial constraints Reduce materials wastage and associated disposal costs Maintenance and use of materials within British Standards

Options considered Option 1 Continue service delivery in its current form, however, this does not provide further savings in order to achieve the medium term financial plan. Option 2 Reduction of highways operations teams from 4 gangs to 3 gangs; this will be achieved through having two multi-skilled operatives in each gang through training and up-skilling of existing staff. In addition, there will be plant and equipment investment of hotbox, jet-patcher and planer attachment for back hoe loader. Option 3 Undertake jet-patch repair to all defects, however, this methodology has been proven to cause significant complaints due to bitumen over spray on adjacent parked vehicles and assets, instead this will be utilised within the above option in rural locations. Key Proposal Option 2 The traditional method of minor highways repairs (potholes and patching) has been reviewed and due to the on-going financial and operational pressures of a substantial backlog of defects, it is proposed to vary the approach to these repairs and provide a semi-permanent reinstatement for all small defects, as well as the introduction of mechanical plane and patch for the larger areas. The proposal includes the improved utilisation of plant within the Streetscene area which will enable faster mechanised repairs and an increased output from the gangs. Highway inspectors will shortly be using the new hand-held mobile devices which will prioritise how the highways operations gangs receive their works orders. The revised process will also remove any miscommunications (i.e. location, kerb type etc.) from original works orders which are currently being raised in Mayrise through the Business Support Team and/or the City Contact Centre. The proposal is to reduce from four highways gangs down to three gangs. This is a saving of 2.0 FTE members of staff plus one vehicle maintenance and running costs as well as the savings associated with the use of less materials used by that gang

of 3

and across the remaining highways operations gangs. The materials used will be far less than current operations due to the change of repair from permanent to semi-permanent as well as the investment of a hot-box piece of plant which will be based at Telford Street depot and will enable the macadam material to be kept at its optimum installation temperature for approximately 24 hours, rather than on the back of vehicles currently. Therefore, it has been identified that this review and change in method of work will improve operational efficiency and subsequently reduces the number of highway gangs required to undertake the same level of output. Required Investment JCB attachment cost £7,000 Redundancy costs of up to £50,000

Key Risks The authority cannot repudiate any insurance claims on sites due to non-

completion within target time Semi-permanent repairs compared to permanent repairs have a slightly

reduced life expectancy, however, this is being off-set by using higher quality materials in the first instance

Failure to achieve the existing level outcomes and efficiencies through this proposal may cause disruption on highways defects

Less flexibility and resilience by having three hangs instead of four gangs, this is being mitigated through multi-skilling of staff and scheduling of gangs throughout Streetscene

High Level Milestones and Timescales Hotbox delivery and commissioning September 2015 Multi-skilling to commence October 2015 Staff redundancies to be implemented April 2016


of 2


Proposal Title Streetscene operations - Review supervisor

staffing levels and operational bases


Review supervisor staffing levels and operational bases.

Impact on Performance Telford Street depot is already utilised as the central depot for most other Streetscene services. Operatives currently based at Park Square depot will be relocated to Telford Street depot. This will enable increased utilisation of resources from one operational depot which in turn will strengthen current performance and increase multi-skilling opportunities and improve service delivery resilience.


Impact on other Service Areas When the Park Square depot is declared surplus to requirements Property Services will be able to market the facility for potential external income.



Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 70,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 50,000 0 0 Current Position Currently 6 Supervisors and 3 Assistant Supervisors work from both Telford Depot and Park Square Depot. Operating from two depots (Telford and Park Square). Telford Street depot, one shift – 07:30 to 15:30 Park Square depot (City Centre) two shifts – 06:00 to 14:00 and 12:00 to 20:00.

of 2

The Park Square depot by virtue of its location and duplication of Telford Street depot restricts the ability to amalgamate, integrate and develop a multi-skilled organisation throughout all Streetscene operations. Key Objectives and Scope

1. To support Property services strategy of reduced building assets and associated running and maintenance costs

2. Full implementation of the Streetscene area based working model 3. Operational efficiencies through increased utilisation of plant, equipment and

resources 4. Increase service delivery resilience

Options considered Option A Do nothing. This does not provide any savings or efficiencies in accordance with the medium term financial plan. Option B Review supervisor staffing levels, review staff shift patterns and review operational bases Key Proposal Option B Close Park Square Depot and run Streetscene Cleansing Operations from Telford Depot introducing new shift system and reducing Supervisors numbers from 6 to 4. Closing Park Square Depot would save running costs on utilities and rates etc. Revised shift pattern of 9 hours 15 minutes per day, 4 days on and 3 days off. This revised shift pattern requires 4 supervisors and 3 Assistant Supervisors based at Telford Street depot due to most other Streetscene operations based at the same location. This will enable increased utilisation of resources from one operational depot which in turn will strengthen current performance and increase multi-skilling opportunities and improve service delivery resilience. Having all staff based from Telford Street depot will allow areas of Streetscene to work closer together and enable full integration with remaining Streetscene services. All fleet, plant and equipment based at Telford Street depot will contribute towards greater utilisation and service resilience. Required Investment Redundancy costs estimated at 2 x £25,000 = £50,000 Key Risks Staff engagement and co-operation, this will be mitigated through

communications and engagement as early as possible High Level Milestones and Timescales Implementation February 2016 Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Waste - Review of special collection

services


To achieve service efficiencies in the operation of the special collection service provided by Streetscene - reduce operating costs by £50,000.

Impact on Performance Improved operational performance and better access to services for residents.





Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 50,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 3,500 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 53,000 0 0 Current Position The special collection service is currently delivered through a dedicated team within the refuse section of Streetscene. Operational Information The service operates five days per week between 07:00 and 14:00. Services delivered by this team include:

• City living bag collection (red) • Hygiene collections (yellow) • End of life white goods delivery • Cardboard collection • Rural domestic refuse collections (black bags) • Special collections • New and replacement wheelie bin • Cardboard sack delivery • Contamination letter delivery

of 3

The service is delivered by 8.25 FTE across four teams with administration support at a cost of approximately £175,000. Key Objectives and Scope To ensure activities carried out by the special and bulky waste services are as efficient as possible and support the overall strategic changes in the refuse and recycling service. Options considered Option A Do nothing and continue to deliver the special collections with a dedicated team to their existing hours. Option B Review the delivery of the special collection service, including modernising and streamlining the approach of service delivery whilst ensuring the overall strategic changes in waste are supported.

Key Proposal Option B The functions carried out by the non-Refuse Collection Vehicles have the potential to bring efficiency savings which are still under development. Improve the special collection process

1. Reduce the length and complexity of the online special collection form to reflect the top items collected. This should encourage online take up and reduce call handling with associated savings.

2. Promote the online service - Increased online take up resulting in increased

revenue and reduced call handling costs.

3. No cash on collection; pre-paid online or face to face centre payments only. This change will reduce the administration in process for both the City Contact Centre and Streetscene employees. Reduced risk with security of cash handling at Household Waste Recycling Centre.

4. Review the collection schedules and routes in order to increase capacity in

the teams to deliver differently. Reviewing the schedule and routes should increase capacity for collections and therefore enable increased income. It could also highlight benefits of combining the collections with existing teams and therefore reduce assets and associated costs.

5. Utilise Mayrise ability to book collection slots and automate based on availability. This removes the need for admin to schedule in collections also enables ability to route optimise collections and automatic next available date so online booking is much easier and transparent.

6. Negate the need for estimate on inspection (EOI) or allow customers to

upload photos for estimates to reduce the number of visits required.

7. Investigate the potential opportunity to include black bag collection to be charged and collected as authorised side waste bags. Utilising pre-paid red city living bags already in use in city centre.

8. Investigate opportunity to offer pre-paid tonne/half tonne bags collection to

of 3

increase service to customers.

Restructure the special collections service 9. Increased utilisation of non-Refuse Collection Vehicles (RCV).

10. Remove the hand/personal delivery of contamination letters and consider

post or delivery by refuse teams whilst on site instead (i.e. tags for contaminated bins at a cost of circa 10p per tag). 1,105 letters hand delivered by teams between 01/01/2015 – 26/08/2015. Very expensive method of delivery currently delivered across 6.0 FTE and 3 vehicles over approximately 1.5 - 2 days per week. Equivalent postage would be 45p per letter.

11. Increase recycling with the potential of breakdown and disposal of sofa’s and mattresses in-house.

Required Investment Redundancy cost of 1 driver and loader (option to reduce agency staff) – 2 x

£25,000 = £50,000 Investment in rubble sacks, £1,500 Advertising of service, £2,000

Key Risks Insufficient funds for implementation of technology and enhancements to

service area Potential for reduction to sustainable waste management grant Insufficient resources to diagnose, develop and implement changes

throughout service area and corporate service areas Inability to fully integrate Mayrise technology throughout the service area

High Level Milestones and Timescales Implementation March 2016 Fairness and Equality Impact Assessment completed No

of 4


Proposal Title Car parking tariffs review


Proposed revision of car parking order to facilitate increases to parking tariffs and pricing structure

Impact on Performance Newport City Council (NCC) will monitor usage and utilisation of each car park facility to ensure continued sustainability of the car parking provision provided throughout the City.



Impact on Citizens NCC could not simply cease parking operations as it provides a vital service in facilitating trade, growth and jobs. Caution has been applied as to not price the service beyond the market rates.


Cabinet

Savings (£) 2016/17 2017/18 2018/19 80,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 15,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 15,000 0 0 Current Position Streetscene and City Services operate 7 off street parking facilities, 6 within the city centre and 1 at Maindee. All are outdoor surface car parks with the exception of Park Square multi story. In total we operate 766 spaces out of a total public car parking provision of 2671. Tariffs have been maintained at reduced rates in recent years to encourage high turnover of vehicles and increased footfall within the city centre and Maindee centre. The current pricing structure within the city is as follows:

of 4

Competitors charging structure;

Privately Operated

Up to 1

hour

1 to 2 hours

2 to 3 hours

3 to 4 hours

4 to 5 hours

5 to 24 hours

NCP High Street - £3.80 £6.80 £6.80 £11 valid 24 hours-

£11 valid 24 hours-

NCP Newport Train Station

£7.70

£7.70 £7.70 £7.70 £7.70 £7.70

NCP North Street

£1.00

£1.50 £2.00 £3.00 £3.50 £4.00

NCP St. Lukes £3.80

£3.80 £5.50 £5.50 £7.00 £7.00

Stow Hill (Europarks)

£0.60

£1.20 £1.80 £2.20 £3.30 (4-24hrs)

Charging structure for QRE and Kingsway;

QRE Up to 1 hour

1 to 2 hours

2 to 3 hours

3 to 4 hours

4-6 Hours

6-10 Hours

10-24 Hours

6pm – 6am

Friars Walk

Free £1.20 £2.40 £3.60 £6.00 £8.00 £15.00 £1.50

Kingsway Free £1.00 2.00 (3-5 hrs) £3.00

- (5-10 hrs) £5.00

£10.00 -

Comparison of current tariff against similar local authorities -

of 4

Key Objectives and Scope To revise the current council parking tariffs to reflect the improved retail offer within the city and encourage full use of all available facilities for short and long term parking. Options considered It is clear that NCC could not simply cease parking operations as it provides a vital service in facilitating trade, growth and jobs. Caution also needs to be applied as to not price the service beyond the market rates, therefore this will be carefully evaluated and is presented below. Additionally, although recent usage is looking extremely positive, if the improved retail offer fails to attract the anticipated baseline increase in patronage, meeting these financial targets could be challenging. To look at parking tariffs alone would be unadvisable, as many factors dictate what an area can charge for parking. The retail, employment, visitor and leisure opportunities in the cities of Bristol and Cardiff are far greater than Newport as they are larger cities, but Newport does have similarities with Swansea. Realisation of the financial targets within this report is expected to occur through the following principle areas; Increased tariff changes in line with current market Increased footfall and patronage reflecting the growing confidence in Newport

and its Retail Offer Utilisation of any free capacity within the car parks by offering season tickets to retail employees and/or parking generators such as the Royal Gwent Hospital Maintaining a level of income through Excess Charge Notices and continued promotion of business parking facilities within the City Centre area Implementation of the new tariffs, based on anticipated patronage, will increase parking income to circa £552,000 per annum; this includes anticipated income from Excess Charge Notices (ECN) and business parking. It should also be noted that QRE have indicated that they intend reviewing their current parking offer after 6 months of trading. This is a potential risk if their revised parking offer in both Kingsway and Friars Walk undercuts the NCC offer resulting in reduced patronage. Options for consideration;

1. To increase parking tariffs 2. Not to increase parking tariffs

Key Proposal 1. To increase parking tariffs, in order to reflect the improved retail offer within the city and encourage full use of all available facilities for short and long term parking. Proposed new Council Car parking Tariffs;

Car Park Tariff

Park square Multi-Storey

Mon-Sat 8:00 am to closing time at 18:30 Up to 3 hours £2.00 Up to 5 hours £4.00

of 4

Over 5 hours £5.50 Sunday Remain Closed (subject to review of the Sunday retail offer and footfall)

Hill Street Mon-Sun 8:00 am to 20:00 Up to 3 hours £2.00 Up to 5 hours £4.00 Over 5 hours £5.50 Stow Hill

Emlyn Street P & D Mon-Sun 8:00 am to 20:00 Up to 3 hours £2.00 Up to 5 hours £4.00 Over 5 hours £5.50

Riverfront

Faulkner Road

Mon-Sun 8:00 am to 20:00 Up to 3 hours £2.00 Up to 5 hours £4.00 Over 5 hours £5.50

Maindee

Mon-Sun 8:00 am to 6:30pm Up to 2 hours £0.50 Up to 5 hours £2.00 Over 5 hours £2.50

With the opening of Friars Walk, NCC has been able to holistically consider the tariff and offer of all the parking within the city. Patronage in our surface (outdoor) car parking and Park Square multi-storey facility has also seen an increase post 12th November opening. Although it is accepted that the current spike may settle after the Christmas period, it is anticipated that baseline patronage will increase due to the improved offer Although historically low tariffs have been used to help stimulate footfall within the city centre, continued provision of council parking on this basis is not sustainable. Estimations above assume achievement of car parking income target, £454,000 in 2015/16, plus 4% corporate fees and charges inflation resulting in an income target of £472,000 in 2016/17. Required Investment One off changes to machines and ticket require £15,000 one off costs subject to an ‘invest to save’ bid, including bilingual signage. Key Risks Our tariffs are higher than the private sector resulting in less visitors and

reduced income Adverse reaction from the Business Improvement District, traders and media Private operators within the City have indicated that they intend reviewing

their current parking offer after 6 months of trading. This is a potential risk if revised parking offers undercuts the NCC offer

Retail offer fails to attract the anticipated footfall High Level Milestones and Timescales Implementation April 2016 – On agreement of the proposals, the legal process will take approximately 4-6 weeks to advertise and conclude with the new tariffs implemented on 1st April 2016 or earlier if the process allows. Fairness and Equality Impact Assessment completed Yes

of 3


Proposal Title Streetscene Processes Review


Investigate and implement new ways of working to achieve a modern and effective service, delivering savings and efficiencies while ensuring that service capacity is maximised for the benefit of the customer and the council.

Impact on Performance New ways of working aims to improve the efficiency and performance of the service.


Impact on other Service Areas Proposals for change are likely to impact on other services. The reviews will consider opportunities to work more effectively with both internal services and external partners.

Impact on Citizens Service changes aim to improve customer’s access to service information. The reviews will consider opportunities to work more effectively with the public.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 New Ways of Working saving 400,000 0 0 Annual revenue cost (technology) (50,000) 0 0 Net revenue saving 350,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 325,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 10,000 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 335,000 0 0 Current Position A review is currently taking place in Streetscene considering both new ways of working (NWOW) and service redesign opportunities to ensure the service is in the best possible position to achieve its strategic aim: To develop and implement a modern and effective service, delivering savings and efficiencies while ensuring that service capacity is maximised for the benefit of the customer and the council. The review is phased and spilt into service areas:

of 3

Strategy August 2015 – March 2016 Operations January 2016 - August 2016 Waste August 2016 – March 2017

Strategy Review and diagnostic is complete and the recommendations report is currently being finalised by service managers. The report recommendations are divided into two phases. Phase 1 is projected to realise a total saving of 200k, 7 FTE (50k of which is attributed to corporate NWOW targets). The second phase will require further detailed review of senior posts in the strategy area to reflect the structural changes implemented in phase 1 and are projected to realise a further 50k saving. Key Objectives and Scope Achieve efficient and effective business support functions, ensuring

processes are efficient and to make best use of the resources already available.

Reduce wastage and duplication Streamline processes Maximise use of existing IT Less paper and printing Making jobs easier Financial efficiencies Maximising service capacity

Options considered Option 1: Progress the new ways of working model adopted in the strategy area to both operational and waste services within Streetscene. Option 2: Do nothing – this is not considered to be a viable option due to the services needs to become more efficient and achieve savings. Key Proposal Option 1: Recommended option, to progress the new ways of working review model adopted in the strategy area to both operational and waste services within Streetscene. Operations Detailed diagnostic is due to commence across this service in January 2016 however the strategy review findings and the roll out of mobile Mayrise have already highlighted areas for improvement around administration support in the operational area. The implementation of handheld technology in particular has a direct impact on the current workload of at least 2FTE administration staff with the removal of paper processes and full utilisation of Mayrise.

• Utilising asset management data for workforce planning and long term work approaches.

• Challenging the value of the intensive manual data capture and currently completed in service.

• Fully utilising Mayrise to generate valuable analytics to drive the service and understand performance.

• Further expanding mobile technology to other front line teams (currently live in Rapid response, Highways and Drainage teams)

of 3

• Considering the benefits of new ways of working with other teams both in and outside the service

This is projected to achieve at least a 50k (estimated 2 FTE) saving in this area which may increase further when diagnostic work is complete. Waste A number of significant proposal are already underway for Waste services relating to national targets and also local budget savings proposals. The new ways of working review diagnostic for this area is planned to commence in August 2016. In a similar model to the existing reviews we will consider the application of technology to improve processes;

• In cab technology to reduce customer contact and back office administration

• Telematics for management information to improve performance and maximise use and lifecycle of assets.

• Route optimisation and review of collection frequencies for flats • Review of working patterns to maximise assets • Utilisation of Mayrise and other relevant software e.g. CRM to

maximise efficiencies. • Further use of online web forms and city contact centre to achieve a

reduction in administration burden for the service. It is estimated that implementation of these types of changes could achieve around 100k savings through reduced resources required for a modern and streamlined operation. Required Investment Recommendations for change will be subject to financial approval processes. Both ‘invest to save’ and borrowing mechanisms may be considered as sources of investment and will comply with existing criteria. In cab and handheld mobile technology £10,000 Annual revenue support costs £50,000 Key Risks Staff resistance to change Ensuring sustained changes to working practices Unachieved level of savings

High Level Milestones and Timescales Service Timescale Strategy August 2015 – March 2016 Operations January 2016 - August 2016 Waste August 2016 – March 2017

Fairness and Equality Impact Assessment completed No

of 2



Proposal Title Community Development Worker Version 1.4 Proposal Summary Description

The Regeneration and Work and Skills service currently employs 3 FTE Community Development Workers delivering activities within the Communities First (C1st) team. Because of the creation of the new Community Regeneration department with a much larger workforce and resource budget, there is a clear expectation that reduction of one post can be made without impact to the overall service.

Impact on Performance There will be one less resource within the Communities First (C1st) team to support engagement and activity, but a higher level of overall resource across Community Regeneration for citizens.



Impact on Citizens Less resource for citizens to receive support when engaging in C1st activities, but more overall resource across the new Community regeneration department.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 27,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 12,732 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 12,732 0 0 Current Position Currently there are 3 Community Development Workers who support the activities of Community First teams. Each worker delivers activities in the Central North and East Cluster. One staff member has applied for Voluntary Redundancy which will enable us to delete the Community Development Worker Post.

of 2

Key Objectives and Scope Reduce the core funded posts by 1 FTE within the service following an application for voluntary redundancy. Two staff will remain in order that we can maintain our match funding commitment to Welsh Government Communities First. Options considered

• Accept the application for voluntary redundancy and delete the post from the current structure, enabling the service to realise a revenue saving

• Not accept the application for voluntary redundancy and undertake a service review to identify opportunities for staffing reduction and compulsory redundancy.

The service is seeking to find savings through efficiency and reduction of core staff. The reduction of FTE option was considered as the preferred option. Key Proposal To reduce our core funded Community Development workers from 3 to 2 FTE following an application for voluntary redundancy. Reduction in staffing budget will realise revenue saving of £27,000 in 2016/17. Required Investment £12,732 redundancy costs will be taken from the existing budget for 2015/16. Key Risks By deleting the post, it will impact on the delivery of community services and will affect those who are most disadvantaged in our community. Community regeneration has considered this risk and has also considered the mitigation – in order to remove any risk we have a policy of expanding the service through external contracts and funding. So that our communities are not affected we are in the process of drawing down two new bids for Community Development staff within ESF and Communities 4 work. This will actually expand the overall service to the community. The two programmes named above are specifically community skills and employment. In order to fill the gap of a wider community worker role which the community Development worker provided, Community Regeneration is currently reshaping the operational structure of the department and will take this into account so we can provide the width of service. High Level Milestones and Timescales

1. To finalise redundancy package and complete by 30th June 2015? 2. Delete the existing post 3. Use remaining surplus from the budget to complete redundancy payments.

Fairness and Equality Impact Assessment Yes

of 3

Medium Term Revenue Plan Proposals - Business Case RIH07 Service Area Regeneration Investment and Housing –


Proposal Title Community Regeneration - Youth Service operational restructure phase 1 and deletion of two youth worker posts (Voluntary Redundancy (VR) requests)


To undertake an operational restructure of Community regeneration. To remove 2 FTE City Youth Workers as part of the restructure from within the Community Regeneration team creating a saving of £70,000 in 16/17. Two voluntary redundancy requests have been accepted for Youth Workers. The vacant posts will be deleted.

Impact on Performance Limited impact on performance. The Youth service has reviewed the impact and this will clearly have an effect on the quantity of the service. In order to mitigate this, the service will undertake an operational restructure and look to maximise opportunities for external funding. This will be achieved before the end of the financial year and will limit the impact on overall service delivery to the customer. A Youth Service Manager post has been created to pick up all elements of work by both the Youth Worker posts being deleted.



Impact on Citizens During the operational restructure there may be limited impact because of the movement of staff, but in the long term there will be minimal impact.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 126,567 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 83,500 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0

of 3

Capital - Other 0 0 0 Implementation Cost - Total 83,500 0 0 Current Position A new Community Regeneration service has recently been brought together and as part of that process an operational review is necessary. It is proposed that the restructure will result in 2 FTE City Youth Workers being removed from the structure. By redesigning the Community Regeneration department, concentrating on external funding and undertaking a community hub model, we are confident that this staff change will have a minimal impact to service users. For the Area Youth Worker and Youth Worker posts subject to deletion, voluntary redundancy has been requested and agreed in both cases. Key Objectives and Scope

• To review the newly grouped Community Development service and restructure the remaining service

• To minimise impact on front line services • To maintain quality levels • To limit the impact to the department, in order to continue to deliver a

sustainable service Options considered A range of options have been considered:

1. Delete the posts 2. Delete operational staff 3. Delete management posts

Taking into account the objectives above, the key proposal was considered the most realistic option: Other options considered: A selection of additional staffing options were considered and discounted because core targets or safeguarding responsibilities cannot be met. Key Proposal To remove 2 FTE City Youth Workers from the community regeneration structure as part of a wider review of the newly grouped service Required Investment Staffing will be required to undertake the review and restructure. This will include management and HR resource. It is likely that redundancy costs may be incurred which could be in the region of £83.5k Key Risks Potential risks include:

• The service cannot deliver its core targets due to the removal of staff members.

Community Regeneration will be undertaking an operational restructure as part of that 4 key areas will be considered:

of 3

1. Target youth audience rather than universal service 2. Higher usage of external funding and contracts 3. Lower duplication – common outcome framework / CEMP 4. Radical transformational change of Youth Services

Core regulations will be reviewed through an Equalities impact assessment which is currently being undertaken, although community regeneration through the operational restructure can create the change management required to meet all regulations and requirements. By removing the Area Youth Worker and Youth Worker posts, this will impact on the delivery of community Youth services and will affect those who are most disadvantaged in our community. Community regeneration has considered this risk and has also considered the mitigation – in order to remove any risk we have a policy of expanding the service through external contracts and funding. So that our communities are not affected we are in the process of drawing down two new bids for Community Youth staff within ESF and Communities 4 work bids. This will actually expand the overall service to the community. A youth service manager post is being created to replace the role of the 2 x area Youth worker posts – added to the resource The two programmes named above are specifically community Youth skills and Youth employment – how will we fill the gap of a wider community Youth worker role which the community Youth worker provided. Community Regeneration is currently reshaping the operational structure of the department and will take this into account so we can provide the width of service. So that all areas will be covered without the loss of service. In implementing these changes, we are confident that all core targets and regulations can be met and the risks will be mitigated. High Level Milestones and Timescales 1.Develop the operational restructure paper and gain Head of Service approval 2. Scheme of delegation report for the community regeneration management restructure developed 3. Cabinet member briefed. 4. Implement proposal Fairness and Equality Impact Assessment Yes – to be completed. Community Regeneration will meet all HR and trade union expectations.

of 2


Housing Services

Proposal Title Rationalisation of Housing Solutions service to strengthen front-line delivery


Review and restructure of the Housing Needs Service in line with demands placed on the service by the new Housing ( Wales ) Act 2015


Impact on FTE Count To be determined




Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 20,000 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The current service is largely as it was designed at the point of transfer of the Housing Stock to Newport City homes. Whilst the service was designed around a greater level of advice and options to help prevent homeless. The introduction of the new Housing ( Wales ) Act clarified and strengthened those obligations and added new burdens on the Council in respect of processing of cases presenting themselves as homeless and also clarified the Council’s role on what should be done to prevent homelessness. Key Objectives and Scope To strengthen the front line service delivery and more efficient use of management resource Options considered N/A

of 2

Key Proposal To review the existing structure with a view to streamlining the management structure and also strengthen the front line delivery, it anticipated that the review and subsequent restructure is capable of releasing savings of £20,000 Required Investment Not yet determined Key Risks No significant risks identified. High Level Milestones and Timescales Completion anticipated by June 2016

Fairness and Equality Impact Assessment Not required

of 3


Proposal Title Reduction in discretionary Marketing


To further reduce the expenditure on external marketing of Council services and staffing costs.

Impact on Performance The reduction in spending and staffing resources will have an adverse impact on the marketing of Council services, which will have a knock-on effect in terms of the take up of fostering placements and business start-up grants, for example. A Scrutiny review is being undertaken to develop a Strategic Marketing Policy for the Council, to ensure that limited resources are prioritised and directed to the key areas. However, there should be no impact on the improvement plan objectives or NPI’s.


Impact on other Service Areas The reduction in both the external marketing expenditure and staffing levels will have an impact on those service areas on whose behalf this work is carried out – particularly social services (fostering) and regeneration and development.

Impact on Citizens The move from external advertisements and publicity materials to the use on on-line marketing and social media will adversely impact on the 15% of residents who are “digitally excluded” and do not have access to these facilities.


Cabinet Member.

Savings (£) 2016/17 2017/18 2018/19 20,000 54,379 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 25,000 0 Revenue – External consultants 0 0 0 Revenue – Other 0 0 0

of 3

Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Marketing is an entirely discretionary service. The budget for external marketing expenditure was reduced by £49,110 for 2015/16 and an element was transferred to Newport Live for marketing of sport and leisure services. The current marketing budget is £72,339. The budget was underspent by £23k in 2014/15, mainly in relation to regeneration. There is currently 4 FTE staff engaged in the provision of the services. Most of the marketing work is carried out for regeneration and social services (fostering). The continual reduction of this discretionary budget has required a shift in terms of the approach to marketing, with more work being carried out on-line and through the use of social media rather than traditional advertising and publicity. Key Objectives and Scope Where savings are required and reductions have to be made in front-line services, discretionary expenditure on marketing and promotional activities becomes increasingly difficult to justify. Therefore, further reductions in both external spend and staffing resources need to be considered. This will require clear priorities for future marketing to ensure that the limited resources are directed to the critical areas and that marketing activity is undertaken through the internet rather than traditional advertising and promotions. Options considered

• Do nothing • Discontinue the marketing service altogether • Further reduction in expenditure and staffing

There is an option to cease providing all marketing services, as this is entirely discretionary, but some element of this work is essential, particularly in relation to fostering and regeneration. The Strategic Marketing Policy will establish the Council’s corporate priorities. Key Proposal To reduce the marketing budget by £20,000 in 2016/17 To reduce the marketing budget by a further £20,000 in 2017/18 To reduce the number of Marketing Officer posts by 1 FTE in 2017/18 with a saving of £34,379 (including on-costs).

Required Investment Redundancy costs for 1FTE (unless a vacant post can be offered up following a re-structure of the service). Key Risks Adverse reputational impact Otherwise, there are no risks in terms of implementation and delivering savings.


• The reductions in the marketing budget can be implemented as from 1st April 2016, following approval by the Council.

• The Scrutiny review and the development of the Strategic Marketing Policy

of 3

should be completed by December 2015 in readiness for the budget savings in 2016/17.

• Second year savings in expenditure implemented April 2017. • Future redundancies will require a review of the structure and the timing will

be dependent on staff consultation and notice periods, but this should be deliverable by April 2017/18


of 3


Proposal Title Reduction in statutory enforcement work

and staff within Environmental Health and Trading Standards


To reduce the level of environmental health and trading standards enforcement work being carried out and to reduce staffing levels by deleting 1 FTE Trading Standards Officer (TSO) and 2 FTE Environmental Health Officers (EHO).

Impact on Performance The reduction in the statutory enforcement work; the deletion of front-line EHO and TSO posts will have a significant impact on the level and quality of the public protection services provided. Public Protection services are statutory and, in many cases there is a mandatory duty to carry out inspections and take enforcement action. Therefore, the Council has no discretion regarding these core services. Also, any reduction in food safety inspections would have an impact on National and Local PI targets for standards of food premises. However, there is an element of discretion in some areas regarding the level of investigatory and enforcement work being undertaken and how this work is carried out. It is, therefore, a question of identifying those areas where there is less risk, both to the public and in terms of the Council’s reputation, in not carrying out the work.


Impact on other Service Areas There is no significant impact for other service areas as this is a public protection and regulatory service. The reduction in enforcement work should reduce the level of legal prosecution work being generated by the service area and facilitate the budget savings within the Legal Service.

Impact on Citizens The reduction in the level of environmental health and trading standards statutory enforcement work and staffing levels could have an impact on public protection. But in term

of 3

of mitigating this risk, certain areas of enforcement work have less direct impact on the public. For example, anti-counterfeiting work, consumer credit referrals and interventions and trades description offences are based on more proactive intervention and investigations and are not reactive to public complaints. The work of the TSO’s identifies and deals with these offences but most of the public are unaware that these offences are taking place. An exception would be made where the offences could have some public safety implications but technical branding and advertising offences would no longer be picked up. Also, within environmental health, a significant amount of officer time is uptake with housing complaints relating to Registered Social Landlords (RSL’s), water sampling, education work with landlords and empty properties. Again, this work has benefits to the public in helping to maintain housing standards but the responsibilities are primarily with the landlords.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 110,100 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 TBC TBC Revenue – External consultants 0 0 0 Revenue – Other 0 0 0 Capital – Building related 0 0 0 Capital – Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position There is currently 29 FTE staff engaged in the provision of Environmental Health services for the Council and 27 FTE staff engaged in Trading Standards. All of the functions are statutory and, in many cases there is a mandatory duty to carry out inspections and take enforcement action. Therefore, the Council has no discretion regarding these core services Some areas are grant funded such as the national trading standards “Scambusters” team which is fully funded from £240k Home Office grant, while others generate income through Proceeds of Crime Act recovery and fines. However, there is an element of discretion in some areas regarding the level of investigatory and enforcement work being undertaken and how this work is carried out.

of 3

Key Objectives and Scope The following areas of inspection and enforcement work could be reduced or discontinued altogether, without having a significant impact in terms of risk to the public, although there would obviously be a detrimental impact in terms of the quality of the overall service to the public:

• Anti-counterfeiting work • Consumer credit referrals and interventions • Fair trading investigations and prosecutions • Water sampling • Education of private Landlords and Landlords’ Forum • Empty Homes

The reduction in this work would enable staffing savings to be realised. Based on current workloads, it would be possible to delete 2 FTE Environmental Health Officer posts and 1 FTE Trading Standards Officer post There is no scope for delivering the same level of work at the same standard if there is a reduction in staffing levels and these 3 FTE posts are deleted. Therefore, the staffing savings can only be achieved if the overall level of enforcement work is reduced. Options considered Collaboration and joint service options have been explored with neighbouring authorities for Trading Standards but the business case did not deliver service improvements or sufficient efficiency savings.

Although greater use of technology and collaboration will improve service delivery, they will not generate sufficient efficiency savings to meet budgetary requirements.

The level of savings required can only be delivered through a reduction in staffing costs and this, in turn, can only be achieved through reducing the range and levels of statutory enforcement services being provided.

Key Proposal

• To reduce the level of inspection and enforcement work in certain areas • To delete 2 FTE Environmental Health Officer posts - £73,400 • To delete I FTE Trading Standards Officer post - £36,700

Required Investment One-off costs of redundancy for the 3 FTE staff Key Risks Reputational impact for the Council because of the reduction in public protection. High Level Milestones and Timescales

• Delete 2 EHO and 1 TSO posts as from April 2016 • The timing of the redundancies will be dependent on staff consultation and

notice periods, and also completing a process of selection within the redundancy pool of staff in accordance with the Council’s Job Security Policy (assuming that there are no volunteers for redundancy).

Fairness and Equality Impact Assessment completed Yes - Required

of 4


Proposal Title Reduction in Internal Audit staffing

resource


Reduction in Internal Audit staffing resource

Impact on Performance To safeguard the assets of the Council and ensure the public pound in Newport is spent economically, effectively and efficiently. Controls needs to be in place to ensure sound financial management and accountability. There is also a responsibility to minimise fraud, theft, error and extravagance with public funds. The Internal Audit team check that these controls are in place and deal with allegations of fraud or misuse of public funds. The Internal Audit Team also needs to comply with the Public Sector Internal Audit Standards which now expect internal controls, governance and risk to be reviewed by Internal Audit. Less auditors within the team leads to less assurance on the adequacy of internal controls/ governance and risk across the whole Council. The basis on which the Chief internal Auditor (CIA) needs to provide an overall opinion on this assurance as per the Public Sector Internal Audit Standards will be reduced, and could reach a point where, professionally, an opinion could not be given as a result of insufficient work being undertaken across the Council. Less assurance given to Audit Committee. This would impact on the governance arrangements and probably be flagged by external audit as a risk. 2016/17 – The loss of a senior auditor would result in 184 less productive days in the annual audit plan; 10 less opinion related jobs. Greater number of higher risked audits would not be undertaken. Key financial systems may not be reviewed annually. This equates to a 12% reduction on the overall available days to allocate across audit jobs. 2017/18 – The loss of an auditor would result in a further loss of 189 less productive days in the annual audit plan; 11 less opinion related jobs. Greater number of medium reviews would not

of 4

be undertaken. This equates to a further 13% reduction on the overall available days to allocate across audit jobs. The cyclical review of work would be extended for example schools and other establishments may only be audited once every 8 years rather than once every 5 years, which could increase the risk of fraud. Work on corporate performance indicators would be significantly reduced. There would be a strong probability that insufficient work will be undertaken for the CIA to give an opinion on the assurance on the adequacy of the internal controls / governance / risk. Potential impact on percentage of audit plan completed where more time is spent dealing with special investigations than is planned as there will a reduced resource to cover planed audit work.

Impact on FTE Count 2016/17 – 1 FTE (vacant) 2017/18 – 1 FTE (vacant)

Impact on other Service Areas Reduced coverage would lead to less assurance being provided that public funds were being used appropriately, effectively, efficiently and economically and that fraud, theft and error were being minimised. Less resource available to add value to service areas by providing advice on sound financial management and compliance with council policy and less audit coverage across all service areas. Less resource available to proactively ensure sound financial management through training sessions. Less resource available to respond and investigate allegations of fraud / theft/ non- compliance with council policies / procedures. Would not have sufficient resource to respond effectively to allegations resulting in special investigations / Heads of Service requesting unplanned audits / Audit Committee requests for additional work / deal with National Fraud Initiative (NFI) data matches / review corporate performance indicators prior to external submission and publication / act as investigating officers on behalf of service area management in disciplinary investigations and hearings / represent the Council at employment tribunals, Greater Teaching Council for Wales (GTCW) and Care Council for Wales (CCfW) hearings.

of 4

Impact on Citizens Less resource available to provide assurance that public money is being spent properly and the opportunities for fraud, theft, error, extravagance are minimised.


Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 30,986 26,051 0 Implementation Costs (- £) Revenue – Redundancy/Pension 0 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position The Team currently comprises of a Chief Internal Auditor (60%), 2 Audit Managers, 2 Principal Auditors, 3 Senior Auditors, 2 Auditors which would deliver an audit plan of 1586 days (excluding vacancies) to allocate over audit jobs and provide sufficient coverage to enable an overall opinion on the adequacy of the internal control environment to be given. Removing one senior auditor post in 2016/17 would leave the team with a Chief Internal Auditor (60%), 2 Audit Managers, 2 Principal Auditors, 2 Senior Auditors, 2 Auditors which would deliver an audit plan of 1402 days (excluding vacancies) to allocate over audit jobs and provide sufficient coverage to enable an overall opinion on the adequacy of the internal control environment to be given. Removing one auditor post in 2017/18 would leave the team with a Chief Internal Auditor (60%), 2 Audit Managers, 2 Principal Auditors, 2 Senior Auditors, 1 Auditor which would deliver an audit plan of 1213 days (excluding vacancies) to allocate over audit jobs and provide sufficient coverage to enable an overall opinion on the adequacy of the internal control environment to be given. Key Objectives and Scope Contribution to the corporate savings required by the Council whilst still trying to maintain a professional and adequate internal audit service in line with legislation. Options considered

i) Delete one senior auditor post from the internal audit team in 2016/17 and one auditor post in 2017/18

ii) Delete only one of the above posts iii) Do not delete any audit posts, retain current assurance levels across all

service areas to meet demand from Heads of Service Key Proposal Option i) Delete one senior auditor post from the internal audit team in 2016/17 and one auditor post in 2017/18

of 4

Required Investment N/A Key Risks Reduced number of audit staff leads to less audit coverage across the Council which leads to less assurance provided to senior management on the adequacy of internal controls, governance and risk; also limits audit’s involvement in dealing with allegations of fraud, theft, wastage. High Level Milestones and Timescales A senior auditor vacancy has been carried forward from 2014/15 so that post could be removed with immediate effect. Fairness and Equality Impact Assessment completed Not required

of 3


Proposal Title Re-structure of Income Collection Team


To combine the Local Taxation and Debtors teams so that management, day-to-day administration and processing work is generic across Council Tax, Non-Domestic Rates, Sundry Debt and Periodic Debt.

Impact on Performance It is expected that performance will remain within that expected by the current service plan.





Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 39,495 0 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 0 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 50,000 0 0 Current Position The Income Collection Team is currently divided into two teams: Local Taxation (Council Tax & Non-Domestic Rates) and Debtors (Sundry and Periodic). A third team deals with separate and distinct Housing Benefit (HB) reconciliation and control, including recovery of overpayments. Key Objectives and Scope To bring together the management, control and day-to-day processing/administration of all income collection, except that associated with HB, into one team. This will enable a wider spread of management and system control responsibilities at a senior level, along with a better coverage of day-to-day processing work, especially within the sundry and periodic debt field, where staff numbers have been reduced in recent years. This will facilitate the deletion of one Revenue Assistant post, currently engaged on system control work. To redistribute basic administrative tasks – such as post opening & dispatch; incoming cheque payment control; electronic communication opening and distribution

of 3

– to the HB Control Team. This is anticipation of a gradual shift towards e-transactions, and will facilitate the deletion of one post of Clerk. There will be a period of cross-skilling training for all staff so that each member of the team begins to build a comprehensive knowledge of all aspects of Income Collection, rather than their current specialisations in either Local Taxation or Sundry/Periodic Debts. It is intended that this takes place during the last quarter of 2015/16.

Monitoring of income levels and performance indicators is a key part of management processes and post implementation this will focus on the impact of the structural changes so that collection performance is not adversely affected. Options considered The structure could be left as it currently stands. However, there is a pressing requirement to reduce costs and this approach will not achieve that end.

The structure could be left as it stands and posts could be deleted from each element of the Income Collection processes (Local Taxation and Sundry/Periodic Debt Teams). This would likely have a detrimental effect on each of the income streams because the reduction in staff numbers would not be compensated for by any increase in flexibility, either in management or in processing.

Posts could be deleted and job descriptions amended so that staff work on different income streams, as circumstances demand. This would cause training difficulties and problems with staff losing familiarity and knowledge when not working continuously on any particular income stream.

It is considered that the full flexibility of the proposed re-structure, with a comprehensive revision of duties and management responsibilities is the most viable option, whilst also saving the costs associated with two posts to be deleted. Key Proposal The proposal is to re-structure the Income Collection teams and delete two posts. The management structure will be strengthened by the regarding of one senior post so that there are three Senior Revenue Officers who have equal responsibilities across each income stream: for performance, monitoring, debt recovery and Court processes, and system and software administration. At the management level, this will enable a post of Revenue Assistant (system administration and control) to be deleted and duties transferred to the other senior staff. At team leader and processing levels, the re-structure will bring together similar billing and collection procedures in one team and provide a greater degree of flexibility to deal with peaks of work. Across all levels, the principle of cross-skilling will be implemented. The deletion of the post of Clerk (post and cheque handling), with duties being assimilated into similar activities carried out by the HB Control Team, recognises the development in digital communications, and that this will continue to grow over time. Required Investment A re-grading of one senior post will be required, so that three Senior Revenue Officers are all on a par. At present, the Debt Recovery Manager (Sundry & Periodic Debt) is Grade 8, whereas the two Senior Revenue Officers (Local Taxation) are Grade 9. In the proposed new structure, each post will have equal duties and

of 3

responsibilities, including representing the Council at Courts and Tribunals, and a larger element of software and system administration and control. The job descriptions for the posts would all be as recently assessed at Grade 9 in the job evaluation process.The additional investment would be £5K. There will be a considerable training requirement for the cross-skilling to be achieved, but this will be handled internally, with possibility of a small investment in external courses. These costs can be covered within existing budgets. Key Risks

• In making any changes to income collection processes, there is a risk of a reduction in the levels collected, in this case for Local Taxation and Sundry/Periodic Debts. This is particularly so in the period during which cross-skilling training is to be carried out.

• There are procedures in place to monitor performance so that statutory debt recovery processes can be implemented without delay. The strengthening of the structure at management level will enable any performance issues to be tackled at any early stage in the implementation of the restructure.


• Plan re-structure in detail • Carry out formal consultation process • Implement (including training) by 31 March 2016


of 2


Proposal Title Reduction in Staff Numbers / Hours within

Procurement and Central Payments


To reduce the staffing levels within the transactional teams of eProcurement and Central Payments

Impact on Performance There is a likely impact on the council’s ability to meet its Performance indicator (PI) (CFH/006) Payment of Invoices within 30 days. There is likely to be a delay in processing purchase requisitions into purchase orders, however there is no PI against this task. The team will closely monitor these performance levels pre and post implementation.

Impact on FTE Count 2016/17 0.4 FTE (filled) 2016/17 1 FTE (filled) 2017/18 1 FTE (filled)

Impact on other Service Areas Reduced levels of internal service provision. Suppliers could levy an interest charge on late payments.



Cabinet Member

Savings (£) 2016/17 2017/18 2018/19 19,965 26,931 0 Implementation Costs (- £) Revenue – Redundancy/Pension 50,000 25,000 0 Revenue – External consultants 0 0 0 Revenue - Other 0 0 0 Capital – Building related 0 0 0 Capital - Other 0 0 0 Implementation Cost - Total 0 0 0 Current Position Within the eProcurement team there are currently 3 officers processing requisitions, 1 FTE, 1 x 0.8 FTE and 1 x 0.4 FTE. Within the Central Payments team there are 4 officers processing invoices all budgeted as full time, although 1 officer has reduced hours to 0.4 FTE. There is a drive within the council to increase the use of electronic invoicing, and

of 2

further use of procurement cards. Both these initiatives should reduce the administrative burden of paying suppliers through traditional methods. Key Objectives and Scope The objective is to increase the use of electronic P2P systems such as electronic invoicing and procurement cards which should release capacity from pay invoices via traditional processing. Options considered A review of existing staffing levels and profiling against predicted workloads and patterns going forward, has resulted in the above proposal being put forward. Other options considered would have more significant impact on the ability of the council to undertake effective procurement and pay suppliers. Key Proposal Procurement – to delete the part-time post (0.4 FTE) of eProcurement Support Officer within the order processing team. Whilst this will impact on the ability to process requisitions into orders, the impact should be minimal as the overall reduction of officer FTE is 18%. Central payments – for 2016/17 to delete 1 of 4 FTE posts of Creditor Assistant, and a further 1 post in 2017/18. This will have a moderate impact on the council’s ability to meet its PI in respect of paying invoices within 30 days for 2016/17 and potentially a major impact in 2017/18. This could result on unwanted political attention from Welsh Government in failing to meet this policy, along with interest charges being levied by suppliers receiving late payments. This will be affected by the council’s success in implementing more efficient procurement/payment methods and the buy in from departments to effectively manage new processes. The project to increase eInvoicing within the council commences in September 2015 supported by the eProcurement Service within WG and Procserve the appointed eTrading supplier. Required Investment None Key Risks Procurement - the impact should be minimal as the overall reduction of officer FTE is 18%. Payments - This will have a moderate impact on the council’s ability to meet its PI in respect of paying invoices within 30 days for 2016/17 and potentially a major impact in 2017/18. High Level Milestones and Timescales Scheme of Delegation Business Case, staff consultation and potential notice periods to align with the deletion of the Procurement post in April 2016 and the Payments post in September 2016 Fairness and Equality Impact Assessment completed Not required

APPENDIX SEVEN – Budget savings previously approved

Service Group Proposal

16/17 £’000

17/18 £’000

18/19 £’000

19/20 £’000

RIH

Change delivery of museum and art gallery service in the city - Proposal is to maintain the Museum and Art Gallery in the Central Building through joint working with the Library Service to operate front of house functions more efficiently and reducing curatorial support to a minimum.

57

RIH To review and transform public library services within the City to meet the statutory responsibility of providing a “comprehensive and efficient library service”

104

Finance

Council Tax & Non-Domestic Rates (NDR): Implement e-transactions and e-billing To increase the volume of online transactions, especially e-billing, leading to reduced billing and postage costs.

5 5

Non-Service

Non-Domestic Rates (NDR): Discretionary Relief To cease the Discretionary Rate Relief ‘top-up’ from 2016/17 and therefore qualifying organisations will receive the 80% mandatory rate relief only and not the top up to 100%.

38

RIH Housing - Delete Assistant Surveyor Post that exists in the Private Sector Housing Team 13

Law & Standards

Warden Service Increase proactive fixed penalty enforcement work, increasing income from fines. 5 5

RIH Canteen - To review the civic centre catering provision to remove Council subsidy 10


Services

Children & Families: Voluntary Sector Contract Review - Contracts and Commissioning team are carrying out a detailed review of services that we procure through voluntary sector organisations. This saving relates to the Advocacy service

3


Services

Children & Families: Deletion of an Independent Reviewing Officer post 11


Services

Children & Families: Out of Area Residential - Reduction in use and review of commissioning of high cost out of area residential placements. 50


Services

Children & Families: Targeted reduction in the number of looked after children through prevention work - Savings on commissioned services (IFAs)

200

Street Scene City Wide Streetscene Management - To undertake a mini staff restructuring review to explore area working options. 10

Street Scene

Review and restructure of operational highways team - Consideration of a staff review along with applications for voluntary redundancies. Deletion of one vacant assistant supervisor post which would be realised through realignment of duties while ensuring no impact upon service delivery.

13

Street Scene

Bus Subsidy - Withdrawal of services where alternative transport is available within walking distance, and cease services with a high cost per passenger in subsidy. Cover with community transport provision for those elderly disabled individuals unable to walk the distance to the alternative transport.

8

Street Scene Bus Shelter Maintenance - To reduce bus shelter cleansing to every six months and maintenance kept to a minimum for the 130 bus shelters in residential areas of Newport.

4

Street Scene Fleet Management - Number of delivery options to be considered from in-house workshop (shared with neighbouring Authority) to other external contractors through procurement.

100

Street Scene Landfill Site Income - Increased income from enabling the disposal of low grade 'Asbestos' in the Council's Landfill site 100

Education

Joint Working with Social Services - Anticipated saving in respect of reduced out of county placements and potential to income generate through offering school places across Gwent. This saving has been profiled in line with the opening of the new Autistic Spectrum Disorder school.

43 73 30

Adult & Community

Services

Adults: Reprovision of New Willows - It is planned to close New Willows and provide alternative residential respite. However, this will not happen until a credible alternative is in place.

88

Adult & Community

Services

Adults: Promoting Independence - Continuation of 14-15 change programme regarding on-going reassessments, alternative market provision for high cost residential educational placements and make more efficient use of city-council day care services.

270

Education

Home to School Transport The home to school transport distance was changed from the discretionary three miles to the statutory limit of two miles in September 2014. It only applies to new pupils as they enter secondary school.

60 60

Non-Service Council Tax 1% This is the additional income from a 1% council tax rise across the period of the medium term financial plan 410 430 450

Law & Standards

CCTV - Establish the CCTV Services as a cost neutral service by generating additional income 52

RIH Property Services - The service is now being delivered by a joint venture company. 53 106

Street Scene Prosiect Gwyrdd - Commencing 1 April 2016. Associated landfill site savings and additional income generated from external customers 216 35

Street Scene Commercial Waste - Additional income opportunities by allowing more commercial waste to be deposited at the landfill site. 250 250

Total agreed budget savings 1,763 944 460 450

Links to previously agreed budget savings:

December 2014 Cabinet Report - https://democracy.newport.gov.uk/Data/Cabinet/20141208/Agenda/$1001088%20-%20CONT730379.doc.pdf

February 2015 Cabinet Report - https://democracy.newport.gov.uk/Data/Cabinet/20150209/Agenda/$1027550%20-%20CONT732568.doc.pdf

https://democracy.newport.gov.uk/Data/Cabinet/20141208/Agenda/$1001088%20-%20CONT730379.doc.pdf

https://democracy.newport.gov.uk/Data/Cabinet/20150209/Agenda/$1027550%20-%20CONT732568.doc.pdf

Appendix Eight - Schools Medium Term Financial Plan 2016/2017 to 2018/2019

2016/2017 2017/2018 2018/2018£k £k £k

Proposed Funding

NI Increase 1,700 0 0Pay & Grading 600 0 0Pledge @ 0.6% 0 0 0

Inflationary Pressures

Pay award - Teachers 483 490 0 495Pay Award - APT&C 356 178 0 180Teachers Pensions 1,142 0 0 0NI Increase 1,700 0 0 0Pay & Grading 600 0 0 0

0 0 0 0Demographics 636 561 0 728

0 0 0 0TOTAL PRESSURES 4,917 1,229 0 1,403

0 0 0 0Less Proposed Funding 2,300 0 0 471

0 0 0 0Projected Shortfall 2,617 1,229 0 932

Appendix Nine – Fees and Charges

SERVICE AREA: CORPORATE SERVICES

SERVICE DESCRIPTION CURRENT CHARGE

£

PROPOSED CHARGE

£ % INCREASE

Registration Service Approved Premises License 1,400 1,500 7% Ceremony Charges Mansion House - Monday to Thursday 200 210 5% Mansion House - Friday 255 265 4% Mansion House - Saturday (includes Premier Package) 290 300 3% Approved Venue - Monday to Thursday 300 315 5% Approved Venue - Friday 355 370 4% Approved Venue - Saturday 390 405 4% Approved Venue - Sunday, Bank holidays 455 475 4% Register Office (simple ceremony) 46 46 0% Church/Chapel ceremony attendance 86 86 0% Naming and Vow Renewal Ceremonies Booking fee 70 70 0% Mansion House - Monday to Thursday 200 210 5% Mansion House - Friday 255 265 4% Mansion House - Saturday (includes Premier Package) 290 300 4% Approved Venue - Monday to Thursday 300 315 5% Approved Venue - Friday 355 370 4% Approved Venue - Saturday 390 405 4% Approved Venue - Sunday, Bank holidays 455 475 4% Save the Date Fee 20 25 25% Legal notice of marriage or civil partnership 35 35 0% Certificate (issued same day) 4 4 0% Certificate (issued within 28 days) 7 7 0% Citizenship Ceremonies 80 85 6% Single Adult 30 30 0% LEGAL SERVICES Local Land Charges (LLC1 & Con 29r) 110 110 0% Local Land Charges (LLC1 only) 6 6 0%

Optional Questions

12 (for 20 out of 22

questions) 15 (2 out of

the 22 questions)

12 (for 20 out of 22

questions) 15 (2 out of

the 22 questions)

0%

PUBLIC PROTECTION SERVICE EAR PIERCING, ACUPUNCTURE, ELECTROLYSIS AND TATTOOING-REGISTRATION

Premises 159 165 4%

Practitioners 120 125 4% Tattoo Convention - Premises 122 127 4% Tattoo Convention - Practitioners 30 31 4% CERTIFICATE FOR VOLUNTARY SURRENDER OF FOOD Voluntary Surrender Certificate (for first half hour and for every additional half hour part thereof) (Plus VAT) 51 53 4%

Collection and Disposal (To be determined by weight and cost of disposal) TBC TBC 4%

EXPORT HEALTH CERTIFICATES Per Certificate 122 127 4% Per visit for up to three certificates 80 83 4% For each additional certificate 41 43 4% SEX SHOP 1,610 1,610 0% Application Fee – deducted from Full Fee [non-refundable] 440 440 0%

LOCAL LAND SEARCHES IN RESPECT OF CONTAMINATED LAND ETC. [OTHER THAN THOSE UNDER THE LOCAL LAND CHARGES ACT 1975] (for first hour and for every additional hour or part thereof)

77 80 4%

UK ENTRANCE CLEARANCE - PREMISES INSPECTION 122 127 4%

GAMBLING ACT 2005 – VARIOUS LICENCE / PERMIT FEES As per the Statutory

maximum

As per the Statutory

maximum

HOUSES IN MULTIPLE OCCUPATION LICENSING FEES** i. Initial Licence 866 866 0%

(For larger HMO (6+ units of accommodation/households)

50 extra per additional

until up to a max of

1,516



1,516

0%

ii. Renewal of Licence made before application of existing license 685 685 0%




1,335



1,335

0%

iii. Renewal of Licence made after application of existing license 866 866 0%




1,516



1,516

0%

HOUSING ACT 2004 NOTICE FEES 385 385 0% Each additional notice served at the same time charged at 35%

Fee charged by the contractor plus 20%* *Fee charged plus “officer time” charge (up to a max. of the above charge) where EH Manager agrees defaulter has special circumstances.

PORT HEALTH SHIP SANITATION CERTIFICATES Gross Tonnage Up to 1,000 75 75 0% 1,001 to 3,000 110 110 0% 3001 to 10,000 170 170 0% 10,001 to 20,000 225 225 0% 20,001 to 30,000 285 285 0% Over 30,000 340 340 0% With exception of vessels with capacity to carry more than 1,000 persons 585 585 0%

Extensions to Certificates 50 50 0% Extra charges, based on actual costs, may be added for exceptional costs such as launch hire, out-of-hours duty, travel and re-inspections of ships subject to control measures.

PORT HEALTH – WATER SAMPLING i. Drinking water – Microbiological (First Sample) (Plus VAT) 50 52 4%

ii. Drinking water – Microbiological (Each subsequent sample) (Plus VAT) 22 23 4%

iii Legionella water sample (First sample) (Plus VAT) 66 69 4% iv Legionella water sample (each subsequent sample) (Plus VAT) 36 37 4%

PORT HEALTH – ORGANIC FOOD IMPORT CERTIFICATE 54 56 4% HEALTH & SAFETY - SWIMMING POOL/SPA POOL RESAMPLES FOLLOWING UNSATISFACTORY RESULT (Plus VAT)

59 61 4%

PRIVATE WATER SUPPLIES i. Commercial supplies Sampling 77 80 4% Analysis (Check) 100* 100* 0% Analysis (Audit) 500* 500* 0% ii. Domestic Supplies (>1 dwelling) Sampling 77 80 4% Analysis 28 29 4% iii. Domestic Supplies (1 dwelling) Risk Assessment 120 125 4% Sampling 77 80 4% Grant of an authorisation 100* 100* 0% Analysis (taken under regulation 10) 25* 25* 0% Analysis (Check) 100* 100* 0% Analysis (Audit) 500* 500* 0% iv. Private Distribution Systems

Sampling 77 80 4% Analysis 138 143 4% * Maximum permitted by regulation Animal Welfare/Dog Control Fees [a] Riding Establishments Up to 10 horses 106 110 4% 11 to 20 horses 129 134 4% 21 to 30 horses 137 143 4% [b] Animal Boarding Establishments Pet Sitters 38 40 4% Up to 25 animals 120 125 4% 25 to 50 animals 137 143 4% Over 51 animals 160 166 4% [c] Pet Shops 100 104 4% [d] Dangerous Wild Animals 460 478 4% [e] Dog Breeding Establishments 100 104 4% [f] Zoo Licence 877 912 4% [For [a] to [f] above, in addition to the licence fee, the licensee to pay the Council’s veterinary fees]

[g] Dog Kennelling Services** Stray Dogs Reclaiming Fees: Dogs reclaimed after one day 87 87 0% Dogs reclaimed after two day 100 100 0% Dogs reclaimed after three day 113 113 0% Dogs reclaimed after four day 126 126 0% Dogs reclaimed after five day 139 139 0% Dogs reclaimed after six overnight stays 152 152 0% Dogs reclaimed after seven overnight stays 165 165 0% Dog re-homing fee : Puppies up to 1 years old 160 160 0% Dogs aged 1-3 years old 140 140 0% Dogs aged 3-6 years old 120 120 0% Dogs aged 6 years old + 100 100 0% [i] Fireworks – All year sales licence - All year sales licence- set at statutory maximum 500 500 0%

Street Trading Consents City Centre Pitch - Application Fee (Full year) 150 156 4% City Centre Pitch - License Fee (Full year) 2,500 2,600 4% City Centre Pitch - License Fee (daily) 45 47 4% Street Naming Property Naming/Renaming (does not cover newly built properties 42 42 0%

Single Plot Development 114 114 0%

Development 2+ Plots

114.40 + 41.60 per

additional plot

114.40 + 41.60 per

additional plot

0%

Changes to Development Layout after Notification £41.60 per plot affected

£41.60 per plot affected 0%

Street Renaming at Residents Request 114.40

+41.60 per property

114.40 +41.60 per

property 0%

Confirmation of Address to Conveyancers etc. 42 42 0% ** New charging schemes agreed during 15/16 by separate Cabinet Member Report

SERVICE AREA: REGENERATION, INVESTMENT & HOUSING


£

PROPOSED CHARGE

£

% INCREASE

PLANNING & DEVELOPMENT Building Control Fees Various Fees based on size and type of building. Examples of typical charges (excluding VAT)

Single storey extension floor area not exceeding 10m2 i) Plan charge 125 125 0% ii) Inspection charge 200 200 0% iii) building notice charge 325 325 0% Two storey Extension exceeding 40m2 but not exceeding 100m2 466.67 466.6 0%

i) Plan charge 125 125 0% ii) Inspection charge 341.67 341.67 0% iii) building notice charge 570.83 570.83 0% Creation of New Dwelling i) Plan charge 203.13 203.13 0% ii) Inspection charge 406.87 406.87 0% iii) building notice charge 610 610 0% Internal alterations i) cost of works <£2000 125 125 0% ii) cost of works £2001 to £5000 204.17 204.17 0% iii) cost of works > £5000 245.83 245.83 0% Safety at Sports Grounds Certificate 1,300 1,300 0% Safety at Sports Grounds renewal 500 500 0% Letter of acceptance to AIs 20 20 0% Preliminary enquiries (% of plan fee) 50% 50% 0% Dangerous Structures (per hour) 70 70 0% Demolition Notice 130 130 0% Development Management Fees (Various based on scale of development) N/A N/A 0%

Pre-application advice (Various depending on the scale of development) N/A N/A 4%

PROPERTY SERVICES

Market Rents (Various based depending on size of stall and facilities

Review of charging policy being undertaken by property consultants. New charging policy (where applicable) will be implemented in 2016/17

Civic Centre Room Hire Council Chamber (per session) 68 68 0% Council Chamber (per day) 213 213 0% Committee Room 1 (per session) 36 36 0% Committee Room 1 (per day) 109 109 0% Committee Room 2 (per session) 26 26 0%

Committee Room 2 (per day) 78 78 0% Committee Room 3 (per session) 26 26 0% Committee Room 3 (per day) 78 78 0% Committee Room 4 (per session) 26 26 0% Committee Room 4 (per day) 78 78 0% Committee Room 5 (per session) 21 21 0% Committee Room 5 (per day) 62 62 0% Committee Room 7 (per session) 62 62 0% Committee Room 7 (per day) 187 187 Equipment Hire 13 13 0% Digital Projector 9.4 9.4 0% Television 9.4 9.4 0% Video 5.2 5.2 0% OHP 5.2 5.2 0% Screen 4.2 4.2 0% Flipchart Stand 4.2 4.2 0% Slide Projector 5.4 5.4 0% Full facilities in Committee Room 7 including staff assistance 57.2 57.2 0%

Council Chamber Microphones 28.6 28.6 0% Council Chamber 1 Microphone 12.5 12.5 0% Civic Centre Charging Eligibility Full Charge 1 Industrial or Business Organisations 2 Organisations whose members are engaged in trade, business or professional practice (other than student associations) 3 Statutory official or Government Bodies including Local Government except where reciprocal arrangements apply Half Price Political, Social or Trade Union Groups not included under full price or Free Free (this only applies to evening sessions) 1 Organisations devoted exclusively to charitable causes 2 Societies for the handicapped 3 Organisations for promotion of recreational activities for young people. 4 Trade Union Branches whose members are employed by Newport City Council 5 Any political group meetings of Councillors and invited guests are free of charge (provided that not more than 25 % of the people attending the political group meetings are non-Councillors). NB Any registered charities chaired by the Mayor of Newport can use the meeting rooms free of charge at any time COMMUNITY REGENERATION Community Centres Room Hire Caerleon Town Hall Non Profit Making/ Voluntary Organisations (per Hour) Town Hall 10 10.2 2% Memorial Hall 7.8 8 3% Council Chamber 7.8 8 3% Hire of Kitchen 6 6.2 3% First Floor 10 10.2 2% Small Group Organisations (per hour) Town Hall 12.7 13 2% Memorial Hall 10 10.2 2%

Council Chamber 10 10.2 2% Hire of Kitchen 7 7.2 3% First Floor 12.7 13 2% Commercial/ Business (per hour) Town Hall 15.6 16 3% Memorial Hall 12.7 13 2% Council Chamber 12.7 13 2% Hire of Kitchen 8.1 8.3 2% First Floor 13.75 14 2% Ringland Community Centre Non Profit Making/ Voluntary Organisations (per Hour) Main Hall 10 10.2 2% Meeting Rooms 7.8 8 3% Hire of Kitchen 6 6.1 2% Special Events (all weekend and large event charged to be set by Malpas Court) Changing Rooms 12.8 13.1 2% Small Group Organisations (per hour) Main Hall 12.7 13 2% Meeting Rooms 10 10.2 2% Hire of Kitchen 7 7.2 3% Special Events (all weekend and large event charges to be set by Malpas Court)

Changing Rooms 12.8 13.1 2% Commercial/ Business (per hour) Main Hall 15.6 16 3% Meeting Rooms 12.7 13 2% Hire of Kitchen 8.1 8.3 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Changing Rooms 12.8 13.1 2% Alway Community Centre Non Profit Making/ Voluntary Organisations (per Hour) Main Hall 10 10.2 2% Meeting Rooms 7.8 8 3% Hire of Kitchen 6 6.1 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Changing Rooms 12.8 13.1 2% Small Group Organisations (per hour) Main Hall 12.7 13 2% Meeting Rooms 10 10.2 2% Hire of Kitchen 7 7.2 3% Special Events (all weekend and large event charges to be set by Malpas Court)

Changing Rooms 12.8 13.1 2% Commercial/ Business (per hour) Main Hall 15.6 16 3% Meeting Rooms 12.7 13 2% Hire of Kitchen 8.1 8.3 2% Special Events (all weekend and large event charges to be

set by Malpas Court) Changing Rooms 12.8 13.1 2% Bettws Day Centre Non Profit Making/ Voluntary Organisations (per Hour) Main Hall 10 10.2 2% Day Club 7.8 8 3% Hire of Kitchen 6 6.1 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Small Group Organisations (per hour) Main Hall 12.7 13 2% Day Club 10 10.2 2% Hire of Kitchen 7 7.2 3% Special Events (all weekend and large event charges to be set by Malpas Court)

Commercial/ Business (per hour) Main Hall 15.6 16 3% Day Club 12.7 13 2% Hire of Kitchen 8.1 8.3 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Mary Dunn Non Profit Making/ Voluntary Organisations (per Hour) Main Hall 11.6 11.8 2% Training Room 9.2 9.4 2% Hire of Kitchen 6 6.1 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Small Group Organisations (per hour) Main Hall 14.4 14.7 2% Training Room 11.6 11.8 2% Hire of Kitchen 7 7.2 3% Special Events (all weekend and large event charges to be set by Malpas Court)

Commercial/ Business (per hour) Main Hall 15.6 16 3% Training Room 12.7 13 2% Hire of Kitchen 8.1 8.3 2% Special Events (all weekend and large event charges to be set by Malpas Court)

Same tariffs also apply for Rivermead Centre CULTURE & HERITAGE Museum & Art Gallery Educational Publications UK Rights 17 18 6% Educational Publications World Rights 33.5 35 4% Commercial Publications & Websites UK rights 34 36 6% Commercial Publications & Websites world rights 70 75.5 8% Publication Jacket, Covers & Homepages UK Rights 80 85.5 7% Publication Jacket, Covers & Homepages World Rights 165 175 6% Television Flash Fees UK rights 80 86 8% Television Flash Fees world rights 160 170 6%

Digital Image 300 dpi 6 6.5 8% Ship Project Staff Consultancy & Training services (per hour) 37 39 5% Staff Consultancy & Training services (per day) 260 270 4% Faro Arm Rental (per day) 73 76 4% Libraries Fines (per day) 0.3 0.2 -33% Overdue Administration Adult 0.29 0.3 0% Replacement Library Card 3.7 4 8% Lost Books and other items Sliding scale linked to book price Hire of Talking Books 1.3 1.4 8% Charge for late return of Talking Books 0.3 0.2 -33%

Public Access to Computers

First hour free 1 per

hour for additional

hours

No Charge 0%

Materials Fee 3 3.5 17% Family History Research 26 28 8% Hire of Rooms 14/18.5 15/20 7% Transporter Bridge Day Ticket - Adult 2.75 3 9% Day Ticket - Child 1.75 2 14% Gondola - Adult (one way) 1 1 0% Gondola - Adult (return) 1.5 1.5 0% Gondola - Child (one way) 0.5 0.5 0% Gondola - Child (return) 1 1 0% Adult & Community Learning Discretionary Course Offer Standard Room (table, chairs, white/ interactive board/ PC for tutor use) (per hour) 12 12 0%

ICT Room (inc PCs for learners, kitchen/ equipment hire) 15 15 0% Deposit - 10% 10% Photocopying (per copy) 2p 2p 0% Accreditation Agored Cymru (3 hrs per course) 3 (per

credit) 36 N/A

Other awarding organisations Dependent

on organisation

48 N/A

SERVICE AREA: STREET SCENE AND CITY SERVICES


£

PROPOSED CHARGE

£ % INCREASE

Cemeteries EXCLUSIVE RIGHT OF BURIAL AND ISSUE OF DEED AND MARKER

Please NOTE: A charge of £300 is included with full grave space and £155 for a cremated remains space.

Standard Grave space not exceeding 2.15m x 0.76m (30’’) including Headstone Permit 915 952 4%

Grave space exceeding 0.76m (30”) width but less than 0.92m (36”) including Headstone 915 952 4%

Grave space exceeding 0.92m (36”) width (double plot required) including Headstone 1,490 1,550 4%

Purchase of two Grave Spaces to accommodate Fibreglass Burial Cube, including Headstone 1,515 1,576 4%

Cremated remains in Garden of Rest – grave space not exceeding 0.23m x 0.92m 437 454 4%

Stillborn or child not exceeding one month 273 284 4% INTERMENTS – INCLUDING USE OF GRASS MATS AS NECESSARY

Stillborn child or child not exceeding one month No Charge No Charge N/A Child one month to sixteen years No Charge No Charge N/A Persons exceeding sixteen years 995 1,035 4% Interment of second person in grave space on same day 158 164 4% Cremated remains in Full Grave Space 220 229 4% Cremated remains in Garden of Rest 220 229 4% Interment of second person cremated remains in same space on same day 52 54 4%

Scattering of Ashes 120 125 4% Scattering of Ashes of second person at same time 52 54 4% HEADSTONES AND TABLETS – INCLUDING ALL INSCRIPTIONS

ALL PERMIT COSTS NOW INCLUDED WITH EXCLUSIVE RIGHT

Columbaria Sanctum 2000 Units – above ground 1,415 1,472 4% Second and Subsequent Interment Sanctum 2000 Units 75 78 4% OTHER SERVICES AND ITEMS Administrative research of Burial records (per 30 min period) 10 10.40 4%

Provision of Fibreglass Burial Cube 702 730 4% Provision of BROXAP Bench (£390) and Concrete Plinth (£260) (when available) 720 749 4%

TRANSPORT HIGHWAYS AND GREEN SERVICES COMMUNITY TRANSPORT FEES Community Transport Scheme – Membership fee* 5.20 N/A N/A Community Transport Scheme - Journey Fee* 1.56 N/A N/A *NCC has transferred the function to MCC to run as part of Bus Service Support Grant. All fees and charges set by

MCC. RASWA Skip licence 36 38 4% Unauthorised Skips 140 146 4% Private works: New apparatus Sec 50 354 368 4% Sec 50 – Single Dwelling new apparatus 354 368 4% Sec 50 – Licence for repair or replace 354 368 4% Sec 50 inspection – repair or replace 229 238 4% Sec 50 inspection of excavations >200m long (per 200m) 354 368 4% S171 Highway Excavation 187 195 4% Tower Crane Oversailing the Highway Licence: 10 Working days’ Notice required. 125 130 4%

Road Space Booking 125 130 4% Vehicle Crossing Inspections 86 90 4% Pavement Cafe - Charge for table plus 4 chairs 119 123 4% Application to erect sign 189 197 4% Traffic Sign – Application to extend for excess 12months 32 34 4% PARKING Residents parking permits 16 17 4% Visitor parking permits (Book of 10) 6 7 4% Bus service departure Fees (Market Square) 2.13 2.22 4% Bus service departure Fees (Market Square - local pick up) 0.75 0.78 4% Car Park Charges (exc Maindee) Up to 3 hours 1.00 2.00 100% Up to 5 hours - 4.00 New Over 5 hours 4.50 5.50 22% Maindee Car Park Up to 2 hours - 0.50 New Up to 5 hours - 2.00 New Over 5 hours - 2.50 New

Allotment Rents

£22 per annum

+£3.20 per perch

£23 per annum

+£3.30 per perch

4%

WASTE COLLECTION Trade waste collection:- Trade sacks 1.95 2.03 4% 240 Litre bin 5.36 5.36 0.00 360 Litre bin 7.15 7.15 0.00 660 Litre bin 9.24 13.10 42% 660 Litre bin hire 2.20 0.00 0.00 1100 Litre bin 12.82 21.84 70% 1100 Litre bin hire 3.66 0.00 0.00

Bulky: Collection (minimum £10 non refundable charge) 10.60 per

item on average

up to 3 items for

£20 0.00

Cesspit emptying: 1,000 gallons 114 155 36% 2,000 gallons 140 195 39% WASTE DISPOSAL CHARGES Active Waste

Disposal Charge 44.68 46.47 4% Inactive Waste Disposal Charge 44.68 46.47 4% Excludes charges for asbestos. Pricing schedule to be agreed by Cabinet Member.

PARKS AND OPEN SPACES * No vat Belle Vue Park Room Hire (vat ex.) Community Groups/Charities* 11 12 4% Business Hire* 23 24 4% Wedding Photography - Annual Permit 68 70 4% Bandstand Per Events* 39 41 4% Wedding Hire - Ceremony & Reception 432 450 4% Wedding Ceremony Only 361 375 4% Wedding Reception only 289 300 4% Belle Vue Park - Residential Lodge Rent 379 394 4% Caerleon Pavilion Caerleon Pavilion* 11 11 4% Sport & Leisure Pitch Hire Football Pitch Only (Adult) (per match/pitch) summer and winter 27 28 4% Pitch & 1 x Changing (Adult) (per all sports summer and winter 34 36 4%

Changing Room (per team) 9 9 4% Seasonal Football Charge Exclusive Use – Football Pitch Only 806 838 4%

Seasonal Football charge Exclusive Use - Football Pitch & changing 919 955 4%

Seasonal Football Charge Priority - Pitch Only 424 441 4% Seasonal Football Charge Priority - Pitch & changing 518 539 4% Seasonal Football Charge Standard - Pitch Only 307 319 4% Seasonal Football Charge Standard - Pitch & Changing 414 431 4% Seasonal Football Charge General Use - Sunday sides - Pitch only 280 291 4%

Seasonal Football Charge General Use - Sunday sides - Pitch & Changing 352 366 4%

Rugby Rugby - Exclusive Use Pitch & Changing 919 955 4% Rugby - Exclusive Pitch Only 806 838 4% Rugby - Standard Pitch 307 319 4% Rugby - Standard Pitch & Changing 414 431 4% Events Charity Events (discretionary) 108 113 4% Commercial Events per day (discretionary) 217 225 4% Bowls (Including use of Pavilion) Competitive Matches per rink (one off events only) 18 19 4% Season ticket (Adult) 135 141 4%

SERVICE AREA: SOCIAL SERVICES


£

PROPOSED CHARGE

£ % INCREASE

Part III Residential Homes (£/week) Blaen-y-Pant 509.00 524.27 3.00% Parklands 509.00 524.27 3.00% Spring Gardens 509.00 524.27 3.00% Respite Facilities New Willows (£ per week) 1,395.27 1,402.25 0.50%

Day Services (£/Day) Inter Authority Charges Day Services/Opportunities 46.58 46.81 0.50% Spring Gardens Resource Centre 54.33 48.85 -10.09% Income Collection a/c - collected through ABACUS Supported Housing for LD clients (£/week) 834.30 838.47 0.50% Domiciliary Services (£/hour) 12.90 12.18 -5.58% Day Services/Opportunities 46.58 46.81 0.50% Spring Gardens Resource Centre 54.33 48.85 -10.09% Meal Income (per meal) Day Services/Opportunities (Service Users & Staff) 2.05 2.09 2.00% Day Services/Opportunities (Visitors) 2.85 2.91 2.00% Blaen-y-pant (Service Users & Staff) 2.05 2.09 2.00% Blaen-y-pant (Visitors) 2.85 2.91 2.00% Parklands (Service Users & Staff) 2.05 2.09 2.00% Parklands (Visitors) 2.85 2.91 2.00% Spring Gardens (Service Users & Staff) 2.05 2.09 2.00% Spring Gardens (Visitors) 2.85 2.91 2.00% Residential – Provided by External Providers Where services are provided by external

providers the charges made are based on actual costs paid to providers (after income assessment has been made)

Non-Residential – Provided by External Providers Direct Payments

APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN 2016… · APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN...

Documents

Transcript of APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN 2016… · APPENDIX ONE - MEDIUM TERM FINANCIAL PLAN...