Finance and Performance Report Period: 1st January 2019 31...
Transcript of Finance and Performance Report Period: 1st January 2019 31...
Front Cover
Finance and Performance Report
Period: 1st January 2019 – 31st March 2019
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Report Purpose
The purpose of the report is to present a summary of the performance
of the Council at the end of the current reporting period. This sets out
the key activities and measures used to monitor our performance for
the year and, reflecting the Well-being Objectives, as part of the
Corporate Plan, it sets out the priorities the Council is working towards.
This summary is supported by a number of other key monitoring reports
from each Directorate, reported periodically to the relevant scrutiny
committee.
The Finance and Performance Report includes information in relation
to Finance, Performance and Risk. The key themes and notable
activity across the Council are included in the report.
The Corporate Plan has been written to cover the four year period
2018-2022. Therefore, elements within the plan are for data
development and will be reported on when available.
BRAG Rating
The Council uses a BRAG rating system to assess progress against
actions and measures, the definitions are provided in the table below:
Status Description
Blue
The action/priority has been completed; all performance
factors set have been achieved (time, quality, financial
aspects).
Green
The action/priority is performing to plan; all performance
factors are within the acceptable variance levels set.
Amber
Issues have been identified with the action/priority that
will/may negatively impact on performance; the priority
owner is able to resolve the problem or make corrective
decisions without assistance; action/priority is at risk of
failing on one or more of the performance factors set.
Red
Significant issues identified with the action/priority that
requires corrective action in order to meet objectives; the
priority owner requires assistance to resolve the issue;
action/priority is failing on one or more of the performance
factors set.
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01 02 03 04 05 06
General Efficient Council Social Services Education
Strong &
Environmentally Smart
Communities
Economic
Development &
Regeneration
Workforce
Management
Customer Services and
Digital Participation
Financial Information
Regulatory Proposals
Compliments and
Complaints
Current
Progress
against
Corporate
Plan Priorities
Key
Achievements
and
Challenges
Key
Performance
Information
Risk
Management
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01 – Workforce Management
There has been no change to the staff figures all year 2018/19. The number of employee’s remains at 2,808 as does the gender split with 24%
being male and 76% being female.
Full time workers remain at 49%.
Number of FTE for 2018/19 :
Corporate Services – 284.81
Regeneration & Community Services – 452.71
Social Services – 490.28
Education (Including school based staff) – 1087.63
Performance Coaching information will be collated for quarter 1 onwards using the ITrent system.
Staff Absence
Directorate
Average Days
Lost per FTE
(cumulative) 2017/18
Average Days
Lost per FTE
(cumulative) 2018/19
Trend
Corporate Services 6.65 8.29
Regeneration & Community Services 19.19 11.21
Social Services 13.60 18.19
Education 9.26 18.29
Council Total 11.23 12.7
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01 – Customer Services and Digital Participation – How we Interact with our residents
Website – For the period 388,243 pages from the Blaenau Gwent website were viewed by residents with an average of 3 pages per visit. This is an
increased number from quarter 3 when the figure was 294,224.
Top 5 Pages Visited
Quarter 3 Quarter 4 Trend
Home Page 20% 19%
Jobs 3% 8%
Waste and Recycling 9% 5%
Find your bin day - 4%
Planning - 3%
Method used to contact the Council by residents
Calling Customer
Services
75% - an increase
of 4% from Quarter 3
Using the mobile app
5% - a decline of 3%
from Quarter 3
Logging onto the
Council Website
20% - a decline of
1% from Quarter 3
Top Reports and Requests
Service Q3 Q4 Service Q3 Q4
Additional recycling
receptacles
13% 18% Fly-tipping
4% 5%
Green Waste - 17% Street Cleaning
requests
2% 3%
Hygiene collections 6% 8% Highways (potholes) 1% 2%
Missed collections 4% 6% Report Street
Lighting
3% 2%
Social Media
10,493
Number of current
followers
10,311
Number of
current Twitter
Followers
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01 – Financial Information
Financial Management For the period 31st March 2019.
Revenue Budget
Portfolio Budget
£’000
18/19
Provisional
Outturn
2018/2019
£’000
18/19
Variance
Favourable
/ (Adverse)
£’000
Corporate Services &
Financial Management &
Strategy
14,777 14,580 197
Economy 1,558 1,457 101
Education 54,859 55,075 (216)
Environment 28,863 29,325 (462)
Licensing 71 71 0
Planning 1,115 1,029 86
Social Services 44,147 43,924 223
Council Total 145,390 145,461 (71)
Capital Budget
Portfolio Budget
£’000
18/19
Provisional
Outturn
18/19
Variance
Favourable /
(Adverse)
Corporate Services &
Strategy 1,973,621 1,987,976 (14,355)
Social Services 614,259 614,259 0
Education 5,859,437 5,859,437 0
Environment (including
Leisure) 5,414,838 5,413,441 1,396
Council Total 13,862,155 13,875,113 (12,958)
Current Budget Position:
The provisional outturn is showing an overall adverse variance of
£71,000 against the 2018/2019 budget. This is a significantly improved
financial position when compared to the quarter 3 forecast budget
position of £800,000.
Current Budget Position:
The provisional outturn shows an overall adverse variance of £12,958
against the 2018/2019 programme. This is an improved financial
position when compared to the quarter 3 forecast budget position of
£22,167.
The improved position can be attributed to forecast scaffolding costs
associated with the Company Shop not materialising, coupled with a
small underspend on two Infrastructure projects.
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01 - Regulatory Proposals
Regulatory Proposals
The Council is subject to numerous internal and external audits and
regulatory reviews each year which ensures local authorities provide
value for money when delivering services, services are being run
efficiently and effectively, and identifies local authorities approach in
planning and delivering improved services in the future. This section
aims to capture the progress being made against these proposals.
Reports and Proposals
There are currently 31 audit reports monitoring 85 proposals for
improvement open to the council; this includes reports newly received
where the Council will be subject to review, reports where proposals
are monitored and reports that are currently proceeding through the
Democratic process for approval by Members.
4
1
17
6
4 Economic Development
& Regeneration
Education
Efficient Council
Social Services
Strong & Environmentally
Smart Communities
Number of Open Regulatory Reports
Current Proposals Status
There are 10 proposals for improvement that were specified as being
completed during the quarter 4 period. The rationale for closure
provided for these proposals for improvement will be submitted to
Corporate Leadership Team for formal approved closure. On
obtaining this formal closure status the number of proposals for
improvement continuing to be monitored will reduce to 75. The
Council currently has 17 reports pending, all of which contain a
number of proposals for improvement.
4 - -
18
53
10
-
10
20
30
40
50
60
Not updated Update not
due
Red Amber Green Blue
Not updated Update not due Red Amber Green Blue
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01 - Complaints and Compliments
Complaints
Service Area Quarter 3 Quarter 4 Children’s
Services
9 11
Waste and
Recycling
4 7
Adult Services 4 4
Street Lighting 4 3
Benefits 2 2
Car parks - 1
School
Transport
- 1
Cemeteries - 1
Revenues - 1
Highways 3 1
Environmental
Protection
1 -
32 Total Complaints
received from the public during the period
January 19 to March 19 compared to 27 in
quarter 3.
30 Complaints received about a
service
2 Complaints received about a
member of staff
36 Total Compliments
received from the public during the period
January 19 to March 19 compared to 15 in
quarter 3.
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02 – Efficient Council
Overall delivery Position
The following summary chart shows the overall ‘Efficient Council’
delivery position as at 31st March 2019.
Progress against actions
A number of high level priorities have been identified to support
delivery of the ‘Efficient Council’ corporate theme. These are detailed
in the following pages along with BRAG charts shown on each
demonstrating the progress position of this priority and also some
achievements and challenges.
Key
Not
Populated Red Amber Green Blue
Progress against challenges
Challenges will be identified and monitored throughout the delivery of
the Corporate Plan and quarterly progress statements will be reported
in order to ensure mitigation where possible.
The following pages detail 23 challenges that were identified within
the previous quarter in respect of delivering an ‘Efficient Council’.
Quarter 4 progress against these challenges is included in the
following section.
Green
67% Red
4%
Amber
29%
This section reflects the overall progress position for the delivery of the ‘Efficient Council’ priority theme of the Corporate Plan, along with a breakdown of
each individual priority, highlighting progress, achievements and challenges.
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02 – Efficient Council
Achievements
SMR2 now completed for all Services with the exception of
Commercial Services;
Performance Coaching used effectively to promote stronger
budget management leading to an improved financial out-turn
for 2018/19;
Individual briefing sessions have been held with the Equality
Member Champion who provided a speech at the International
Women's Day 2019.
Review and implementation of performance management
framework for Social Services & Well-being Act.
Welsh Language internal implementation assurance audit
undertaken.
Continuing to support the Gwent region to develop robust
Domestic Homicide Policy and practice.
Youth Forum and Children's Grand Council meetings held on
climate change.
Blaenau Gwent on the Move has taken place.
Corporate Business Continuity Management plan approved.
Challenges Target setting against Performance Indicators is not yet in place
which is a key component of the delivery of Council priorities.
Quality of Business Planning updates need to improve - need to be
more meaningful and outcome focussed in order to reflect
progress of Corporate Plan Priorities. Also Performance Indicator
evidence base within business plans needs a full review in order to
monitor delivery of priorities.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution Work needs to continue across
service areas to ensure that data
is meaningful, reliable and feeds
service improvement.
Central awareness and
understanding of all statutory data
across the Council is being
undertaken.
Members training needs are
being identified and an
introductory programme is to be
provided.
A training programme is in place
for members linked to the forward
work programme. However,
Attendance at some member
training is low.
Ensure that the updated
Organisational Development
(OD) Strategy will reflect a 21st
Century Council.
Time line for new OD strategy April
2020 so that it aligns to key
strategies; Commercial, Digital,
Customer and the Council’s new
operating model.
Build the new Commercial
Services Leadership team and
structure the team to strengthen
culture and working.
Leadership team structure will be
presented as part of Senior
Management Review (SMR) 2.
During quarter 4 integrated work
has taken place to set priorities
and agree a work programme for
19/20.
Build a digital and customer
focussed transformation
programme for the organisation
that demonstrates clear
leadership.
A review of the current Customer
and Digital Programme has taken
place. As this is predominantly
related to channel shift, a stock
take on progress, impact and
effectiveness of the new digital
channels will be undertaken in
quarter 1.
Progress has continued towards a
proposal for procurement of
Modern.Gov system.
Progression of the Modern.Gov
system has been positive and
should be fully implemented
October 2019.
0 0 4 (57%) 3 (43%) 0
To demonstrate clear and visible leadership to deliver a viable
and resilient Council
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02 – Efficient Council
Achievements
Four PSB Well-being events have been held across the borough
with over 400 attendees getting involved in events covering
Connecting Generations, Arts for our Hearts; Get out into Nature
and Health Body, Healthy Mind.
Where relevant, consultation, engagement and involvement with
the public, members and interested parties have been carried out
as part of the delivery requirements of the Highway Capital Works
programme.
The Youth Mayor participated in the Blaenau Gwent Inter-
generation Event in March and the Deputy Youth Major
represented the Youth Forum at the Gwent Futures local workshop
and helped launch the Period Equity Scheme in Blaenau Gwent.
Promotion of the Carers GP Engagement Service was undertaken
at the Blaenau Gwent 50+ Celebration Event.
To support public engagement in waste services and the
commitment to recycling, a rota for engagement through waste
wardens and the Communication Team will start in the summer
period.
Gwent Futures Session for Blaenau Gwent was held in January with
around 40 attendees from PSB and supporting partnerships across
the area.
A survey of non-school based Council staff has been carried out to
gauge views of the Council as an employer and identify areas
where improvements can be made. 726 staff took part – response
rate of 45%; up from 33% in 2016.
o A Children’s Grand Council was held to consider ‘Climate
Ready Gwent’. 50 children took part providing their opinions and
concerns about climate change and how it will influence the
area.
o Blaenau Gwent on the Move is an ongoing engagement with
residents on the development of the new Ebbw Fawr Trail which
will run from Cardiff Pond to Cwm Colliery. Approximately 250
residents have engaged with this in quarter 4.
o Blaenau Gwent Well-being Roadshows have been held with
over 500 residents to support intergenerational activities, art and
performance, getting out in nature and a healthy body and mind.
Challenges
No new challenges identified in quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Due to changes to the ESD
funding going forward,
Blaenau Gwent has
supported an all-Wales Keep
Wales Tidy bid to implement
an enhanced programme of
activity to improve the local
environmental quality of
Wales. If successful, the bid
could result in funding for an
Officer to take forward the
action plan.
The all-Wales Keep Wales Tidy bid for
grant funding has been successful.
Keep Wales Tidy are currently
developing a detailed Action Plan for
Welsh Government to consider and, if
acceptable, may result in the
recruitment of an Officer to deliver
the work programme in Blaenau
Gwent.
0 0 4 (33%) 8 (67%) 0
To continue our programme of public engagement and
respond in a timely and effective way to feedback
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02 – Efficient Council
Achievements
The end of year budget outturn saw an improved picture to what
was forecast in December 2018. In setting the 2018/2019 budget,
70 Financial Efficiency Projects were approved to deliver savings of
£3.78m. Of this target, £3.45m (91%) was achieved, with a shortfall
of £0.3m, and this is mainly due to the savings proposal relating to
the Reduction in Placements for Looked After Children.
The Chief Officer Commercial is looking to initiate a programme
'Bridging the Gap' to sit alongside the Corporate Plan and the
Medium Term Financial Strategy.
A number of Capital Schemes have been /are being delivered to
maximise income generation within the Infrastructure Section.
Income has been maximised from the various grant allocations
and will be above the £50k target. A review of assessing specific
income generation within Infrastructure will be undertaken in the
next quarter to better determine income.
Social Care Workforce Development Programme Grant
successfully secured - £2.016 million for the Gwent region.
Lime Avenue Business Units - the Council has previously secured
£2.58M from Welsh European Funding Office (WEFO) and £850k
from Welsh Government (WG) to form a Joint Venture
arrangement with the Council, totalling £850k. The Council is
currently in dialogue with WG and WEFO in trying to secure
additional funds to bridge the unexpected uplift in development
costs.
Challenges
Capital monies have been used to offset some revenue budgets
particularly within highways and waste services.
Despite the numbers of looked after children starting to reduce,
the numbers of children in residential care remain static; therefore,
the impact on the budget has remained.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
It is anticipated that the MyST will,
over the next 12 months, help to
ease the financial pressures on the
Children’s Services budget. It is also
anticipated the Safe Reduction of
Looked After Children (LAC)
Strategy will continue to support a
sustained overall reduction in the
number of LAC.
It is expected this number will
reduce over the next 12 months
due to the introduction of the
My Support Team (MyST).
We await schools confirmation of
their participation in Council’s
Service Level Agreements (SLA),
which involve £2.9m of income.
Securing the 100% buy-back for
the Council's Service Level
Agreements from schools is now
delivered.
There is capacity issues within Legal
Services linked to Looked After
Children. Emergency measures
have been implemented which
involve external support.
Report to Social Services
Scrutiny Committee who
recommended undertaking a
formal procurement exercise for
any public or private providers
to offer professional services to
child protection. Report to be
considered by Executive.
There is a need to build on the initial
findings from the review of
commercial opportunities to
develop a commercial roadmap
and plan that maximises the
Council’s assets, strengthens
procurement and commissioning
and provides clarity for income
generation.
A number of commercial
activities currently undertaken
are being reviewed including
levels of third party spend and
contract management
arrangements, full cost recovery
of fees and charges and current
income generation. This will
inform the ‘Bridging the Gap’
programme as part of the
Medium Term Financial Strategy
and create the foundations for
identifying how to maximise
income and pursue new
income streams.
0 1 (14%) 0 6 (86%) 0
To ensure effective forward financial planning arrangements
are in place to support the Council’s financial resilience
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02 – Efficient Council
0 0 3 (43%) 4 (57%) 0
Achievements
SMR2 largely completed to ensure capacity and capability of
leadership across all Services.
Regional Workforce Development Plan in place across Social
Services.
Challenges
Tight timescale for developing/designing the Health and Social
Care Qualification Framework - Priority given to contributing to the
shaping of the National Health and Social Care Workforce strategy
to ensure the strategy is balanced for Health and Social Care.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Within Community Services there
are potential challenges
associated with recruitment of
professional staff to deliver on
external professional fee income.
Approval has been achieved to
move forward in recruiting
professional staff for income
generation (non- established).
A leadership programme will be
developed In line with the
principles of a 21st Century
Council.
A leadership programme will be
designed to support new key
strategies; Commercial, Digital,
Customer and the Council’s new
operating model. Timeline to be
determined.
SMR2 now needs to be
completed for Resources,
Regeneration and Commercial,
allowing for the later appointment
to these Chief Officer/Head of
Service posts.
Appointments made. SMR2
largely completed.
To support and develop a workforce that has the capacity and
capability to be productive and responsive to future demands
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02 – Efficient Council
Achievements
Since joining the organisation in January 2019, the Chief Officer
Commercial has been developing a digital strategy that takes into
account the partnership with the Shared Resource Service (SRS).
In addition, the Officer is looking to build digital capacity in the
Commercial Services team to maximise the use of technology and
improve customer experiences including the Council’s capacity to
share data safely.
Blaenau Gwent County Borough Council has also signed up to the
Local Digital Declaration and now has access to free training
provided by GDS.
A full review of spend on IT and contracting arrangements has
been undertaken to ensure value for money is being achieved.
The workforce development services e-bulletin, used to improve
customer communication and response, has been commended
by communication specialists to other local authorities as the
leading example of its type.
Targeted ICT training has been undertaken with Elected Members
to support them in their role.
Challenges
Workforce Management - The go live date of the improved
website has had to be delayed due to external influences outside
of the Council’s control. Smart and careful communication with
customers has prevented the worst case scenario i.e. missing an
advertised launch.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
A review of the Customer and
Digital Strategy has been delayed
awaiting the recruitment of the
Chief Officer Commercial. This
will be a priority for Q4 –
Officers not fully utilising the
benefits of digitalisation to create
efficiencies and a better
customer experience.
Chief Officer Commercial has
been developing a digital
strategy that takes into account
the partnership with SRS.
Within Children’s Services the aim
of exploring opportunities for
creating digital information
booklets on all foster carers as an
introduction to placements has
not yet been progressed.
This opportunity is still being
explored
0 1 (20%) 1 (20%) 3 (60%) 0
To improve online public services and ensure people have
access to the appropriate digital technology and skills to use it
properly.
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02 – Efficient Council
0 0 1 (25%) 3 (75%) 0
Achievements
Review of commercial opportunities is taking place to develop a
commercial roadmap and plan that maximises the Council’s
assets, strengthens procurement and commissioning and provides
clarity for income generation.
A full review of spend on IT and our contracting arrangements is
being undertaken to ensure value for money is being achieved.
Throughout 2018/19 a number of fees and charges were
approved with a target of £15.1m and the Council exceeded this
target by £279,000. The most significant income was achieved by:
o Sale of recyclable material - £121,757
o School Meal Income - £114,939
o Planning Applications - £140,295
o Continuing Health Care Income – £308,434
A review is being undertaken on improving how the Council
collects Council Tax, in order to improve income recovery and
performance.
Challenges
No new challenges identified within quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Average number of days for
dealing with planning
applications has increased -
direct impact of
secondment of a Planning
Officer to Monmouthshire.
Officer returned from secondment 31st
March. The negative impact on
performance was anticipated. The
challenge is to now secure
improvement against this indicator as
the service operates with a full
complement of staff.
Building the appropriate
capacity to tackle new
areas of work identified
through the service reviews.
A review of the service review
methodology and approach will be
undertaken by the Chief Officer
Commercial to strengthen the links with
the outcomes of the reviews, the
service capacity and local governance
arrangements.
It is a challenge within
Infrastructure Services to
allocate income generation
works alongside statutory
duties.
Regular communication within Internal
and external clients ensuring that
appropriate staff resources can be
allocated to meet statutory duties &
external client’s requirements &
deadlines.
To develop a more commercial organisation to generate
income and deliver cost reductions to make local services
sustainable and raise money to re-invest in our priorities
15
02 – Efficient Council
Achievements
Standards Committee training arranged on a collaborative basis
with Monmouthshire & Torfaen Councils.
The general regulatory litigation case load has been temporarily
transferred to Cardiff County Council.
Within Community Services collaborative work is ongoing with full
engagement with both internal and external clients.
Continuing to work with community groups on existing and future
Community Asset Transfers, biodiversity schemes and Keep Wales
Tidy agenda.
A significant amount of collaborative working in Social Services has
been undertaken. The Children’s Partnership Board has used ICF
money to establish: a joint My Support Team (MyST) between
Blaenau Gwent and Monmouthshire; a continuation of the roll out
of the attachment training for staff; and the skills for living
programme for care leavers.
The Additional Learning Needs (ALN) reform work is being carried
out in full partnership with other agencies, particularly Health. The
formation of a multi-agency ALN Group is helping to ensure clear
alignment between education and health with regard to the
fundamental changes in ALN legislation.
Both Inspire programmes are collaborative in their nature as they
are regionally planned programmes, locally delivered.
Challenges
The legal service for child protection continues to be jointly
outsourced and also held in part by a senior solicitor. This is working
well as a short term option.
Childcare Litigation remains with Cardiff County Council on a
temporary basis. This may not be sustainable for the 12 month term
but will be reviewed regularly.
Collaboration in relation to the green Infrastructure is dependent
upon the approval of the grant application submitted last quarter.
Progress on previous Challenges
0 0 4 (25%) 12 (75%) 0
Quarter 3 Challenge Quarter 4 Progress / Resolution
Maintaining the achievement of
Blaenau Gwent work priorities
whilst balancing the needs of
external clients.
Ongoing
Better alignment of the Public
Service Board (PSB) with the
Regional Partnership Board is
being explored.
Initial work has taken place to map
the priorities across these areas.
Work in partnership with the
Gwent LA’s and other public
sector providers to develop new
ways of meeting resident’s needs
through improved collaboration.
Regular client meetings ensuring
required outcomes are being met.
Work in partnership with the
Gwent LA’s and SRS to identify
opportunities for collaboration in
relation to service transformation
and digital ways of working.
Since joining the organisation in
January 2019 the Chief Officer
Commercial has been developing
a digital strategy that takes into
account the partnership with SRS.
To be a strong and effective partner and collaborate where
possible to deliver financial, business and community benefits
16
02 – Efficient Council
Performance Indicator National /
Local Baseline Q1 Q2 Q3 Q4
Quarterly
Performance
Trend
Number of working days lost to sickness absence
per employee
National 12.1 3.11 3.16 3.41
3.21
Percentage of Service Reports / Requests via
digital means (self-service) (waste and recycling,
street cleansing, roads and lighting and
switchboard)
Local 15.80% 18.60% 18.50% 22.7%
25.4%
Level of General Reserve as a proportion of net
revenue expenditure
Local 4.29% 4.39%
Net expenditure compared to agreed budget –
- Revenue
Local (£663,354)
(0.46%) (£71,357)
(0.05%)
Net expenditure compared to agreed budget –
- Capital
£16,206
0.19%
(£12,958)
(0.09%)
External fees and charges as a percentage of
Gross Expenditure
Local 5.73%
5.98%
*Targets will be developed following full development of the performance indicators
17
03 – Social Services
Overall delivery Position
The following summary chart shows the overall ‘Social Services’
corporate theme delivery position as at 31st March 2019.
Progress against actions
A number of high level priorities have been identified to support
delivery of the ‘Social Services’ corporate theme. These are detailed
in the following pages along with BRAG charts shown on each
demonstrating the progress position of this priority and also some
achievements and challenges.
Key
Not
Populated Red Amber Green Blue
Progress against challenges
Challenges will be identified and monitored throughout the delivery of
the Corporate Plan and quarterly progress statements will be reported
in order to ensure mitigation where possible.
The following pages detail 20 challenges that were identified within
the previous quarter in respect of delivering the ‘Social Services’
corporate theme. Quarter 4 progress against these challenges is
included in the following section.
Green
95%
Amber
5%
This section reflects the overall progress position for the delivery of the ‘Social Services’ priority theme of the Corporate Plan, along with a breakdown of
each individual priority, highlighting progress, achievements and challenges.
18
03 – Social Services
0 0 0 3 (100%) 0
Achievements
Officers have met with Welsh Government (WG) to discuss both
the Housing Support Grant and Community and Children’s Grant
and plans to develop during 19/20.
Spending plans for the Supporting People Grant / Homeless Grant
and Rent Smart Wales Grant have been submitted to Welsh
Government as per grant conditions. Planning mechanism for the
Housing Support Grant has been agreed with colleagues from
Housing and Supporting People teams.
The adoption support framework continues to be a priority for the
South East Wales Adoption Service and the scoping exercise for
the adoption support framework is now complete. There are new
priorities within the Framework which will be implemented with
support from Welsh Government investment.
Direct work with children is being delivered by the South East
Wales Adoption Service which includes 'understanding the child
days’. Demand is increasing therefore direct work needs to be
further resourced which is now likely due to Welsh Government
funding for adoption support.
Housing Services has made effective use of Welsh Government
Homeless Prevention Grant Funding and cold weather funding to
assist households who are at risk of homelessness and to increase
the amount of temporary accommodation stock available for use
by the local authority. Effective use has also been made of the
Supporting People Programme Grant to deliver greater levels of
support.
By adopting a holistic approach, Blaenau Gwent has continued to
work well with its partners to provide services from the Housing
Advice Centre and via quarterly meetings and continues to
identify ways in which more collaborative approaches can be
adopted to help alleviate homelessness. This is underpinned by a
partnership agreement.
Challenges
No new challenges identified in quarter 4.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Lack of clarity from Welsh
Government on future model
from 2019/20.
Still awaiting confirmation of
delivery plans and expectations
of Welsh Government for 2019/20
implementation.
Welsh Government has instructed
Local Authorities not to
decommission or expand into
new areas using the new LSOA
data as they are worried about
the implications of Universal
Credit.
On hold due to introduction of
Children and Communities Grant
and the opportunity to review the
programme for Blaenau Gwent
and new way of working flexibly.
All Communities First legacy
activity is ongoing; however,
progress of projects is behind
target in some cases - regular
monitoring and communication
with project leads in place.
Funding has been allocated and
projects identified late into
quarter 4 2019/20 and this is
owing to the transition year of the
new Children and Communities
Grant.
To develop a partnership approach to reducing and
alleviating the impacts of Poverty
19
03 – Social Services
Achievements
Capacity has been increased within the Information, Advice and
Assistance (IAA) Team within Children’s Services to include a
police sergeant who has been funded under the Police Early
Action Together programme. The purpose of this post will be to
work with local Police to improve the quality of information
contained in referrals sent into statutory Social Services, and
increase the referrals made to preventative services. The officer
will also undertake strategy meetings under the all Wales Child
protection procedures which will improve information sharing and
response times.
The Carers Trust Carers Project has held 20 Carer's respite
workshops in various venues across the whole of the borough,
each one consisted of different activities and themes, including
two afternoon teas and a shopping trip.
The Carers Lead Officer has supported the Health Board on
identifying Carers Champions amongst GP surgery staff to enable
carers training to be rolled out during 2019/20.
A number of surgeries have Care Navigation which has led to a
number of Carers being redirected into the Carers Engagement
Service rather than see their GP, which is very positive and ensures
that the Carer is getting the right support at the right time.
Developed a robust model on Information Advice and Assistance
through (Adults) through further integration of health and social
care provision including outreach via our Community Connector
service within Primary Health Care settings.
Carers Lead Officer attended and contributed to the COLIN
meeting where carer's leads from the whole of Wales come
together to share information and knowledge.
The Flying Start community hubs continue to provide information,
advice and assistance through our Hub Model for the elements
named in the Welsh Government Building Resilient Communities
model.
Challenges
Reports indicate that a low number of Carers Assessments is
being undertaken. Performance/reporting data also needs to
capture the proportional assessments that the GP Engagement
Officers undertake, as these are basically a carer’s assessment.
Progress on previous challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
A number of our external funding
streams are allocated annually
making long term planning and
sustainability problematic.
The challenge in relation to any
new money from Welsh
government is that it will not be
reoccurring so there is a danger
of setting up new prevention
services that are not sustainable.
However, clear performance
data is in the process of being
developed to ensure evidence is
gathered to demonstrate the
difference the new services are
making so a business case can
be developed should the grant
money stop after 2 years.
0 0 0 2 (100%) 0
To improve accessibility, provision of information, advice and
assistance (IAA) to enable people to support their own well-being
20
03 – Social Services
Achievements
The capacity of the Information Advice and Assistance team is
increasing to ensure preventative conversations with citizens take
place when they first contact our service.
The First 1000 days grant received from Aneurin Bevan University
Health Board to take First 1000 days stakeholder recommendations
forward.
A co-productive approach to advocacy commissioning has been
achieved. The feedback demonstrates that this approach is
supported enthusiastically by all stakeholders. The Gwent wide
Advocacy Commissioners Steering Group, Co-production Forum,
Citizens Advocacy Reference Group and the Advocacy Providers
network continue to meet on a regular basis to drive forward the
Advocacy Strategy for Gwent.
A bid for Integrated Care Fund (ICF) funding for a 2 year pilot to
deliver the action above, in relation to Advocacy for Adults,
which responds to the engagement, consultation and feedback
from work undertaken, has been successful. The funding helps to
ensure that the current provision of adults’ advocacy services will
not be adversely affected whilst development of the next phase is
being undertaken.
The single point of access to advocacy will be delivered by
ProMo-Cymru with whom an initial implementation plan is currently
being agreed with the aim of launching a referral helpline.
Cwrt Mytton has undergone its unannounced inspection from
Care Inspectorate Wales (CIW). The majority of issues identified in
the outcome report have been addressed and resolved and there
is an action plan in place to address any outstanding issues.
The adopters’ voice consultation has now been completed and
shared with the South East Wales Adoption Service Management
Board. Feedback will now be provided to adopters themselves.
Challenges
No new challenges identified in quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Audits of case work to establish if
consultation is routinely occurring
with children and families have
not taken place.
An audit tool has been developed
to scrutinise case files to ensure
evidence is present on how the
voice of the child and families
have been captured.
Despite awareness raising the
active offer of advocacy within
the Children’s Safeguarding
arena has not been consistent.
The take up of advocacy in
quarter 3 continues to be under
review.
Newly appointed safeguarding
manager will, as part of their audit
role, review the advocacy offer
and any learning and
recommendations from that audit
will be taken forward in the new
year.
Further cultural changes both
within the department, with the
wider community and with
individual citizens, are required.
All teams have now been trained
in the outcomes approach and a
mentor scheme has been
developed to ensure this outcome
based approach is embedded in
practice.
Awaiting response from a capital
bid of £4.7million, submitted in
September 2018 for the
Childcare Offer.
Capital bid for Childcare Offer has
been successful, awarding us £4.1
million.
There are continued challenges
between Health and Social Care
across Gwent regarding the
Regional development of a
Section 117 policy (Adult Mental
Health).
Ongoing discussions with Health
and the Gwent Social Care
Manager.
0 0 0 2 (100%) 0
To work with people to make sure they have a say in achieving what matters to them
21
03 – Social Services
0 0 0 5 (100%) 0
Achievements
The Prevention and Early Intervention Strategy has been formally
signed off and staff briefings have taken place to raise awareness
of the strategy.
The numbers of children on the child protection register continue
to reduce within appropriate limits and the numbers of children
looked after are now 222 compared to 236 in March 2018.
A regional approach to reducing the numbers of children entering
care is being undertaken, with the Gwent Heads of Service
agreeing to develop the same services within each local authority.
These comprise of Family Group Conference / Meeting service,
Support to Special Guardians, enhance each local authorities
Edge of Care Team to include psychological support and Young
Person’s Mediation Service.
The Safe Reduction of Looked After Children Strategy has started
to evidence how it is preventing problems faced by children and
families escalating to a point which requires children to become
looked after or their names to go on the child protection register.
Childcare Offer is completely rolled out across 2 authorities and
working very well.
The policy of offering Flying Start services to expectant care
leavers is now embedded.
Both the FIP project and Reach's floating support services continue
to be at full capacity since the services have been increased.
Cwrt Mytton has been invited to participate in 3 new pilot
schemes including Falls and Bones Strategy, Vital signs and early
detection of Sepsis and the effects of coloured Zimmer’s.
New remodelled GP Carers support which is being provided by a
new Service Level Agreement with Carers Trust South East Wales is
working well and referrals are increasing.
Welsh Government Youth Grant will provide an additional £160,000
for mental well-being and homelessness support.
Challenges
Wales Audit Office examined how this priority is meeting the 5
ways of working under the Future Generations Act. The findings
and recommended improvements from this have been
incorporated into business planning going forward.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
The timescales for recruiting to the
joint Blaenau Gwent and
Monmouthshire Team MyST have
slipped.
Recruitment to the MyST project
has occurred and the team will
be in post by the end of April
2019.
Significant pressure remains in the
Flying Start budget.
Cost savings put forward to
ensure the programme comes
within budget.
To intervene early to prevent problems from becoming greater
22
03 – Social Services
Achievements
Under the early action together programme, run by the Police, we
have seen additional resources into our Information Advice and
Assistance team, and Barnardo’s have also provided two support
workers to deal with domestic abuse issues under the ‘no wrong
door’ programme.
The draft specification to accompany the Care Home for Older
People Common Contract has been further developed by Local
Authority Commissioners.
Pooled Budget - The Section 33 Agreement for Care Home
Accommodation Services for Older People has been finalised and
each of the 5 Gwent LAs together with ABUHB will be signing the
agreement early in the new financial year.
Complex Discharge Team (alongside ABUHB) has been developed
and is operational at Ysbyty Aneurin Bevan. This includes the use of
the virtually home service, close links with Continuing Health Care
and our complex and community nursing teams extending the
opportunity to use assistive technology to meet care and support
needs.
A Living Independent in Blaenau Gwent in the 21st Century update
report was presented to Members and provided a comprehensive
update on progress including Long Term Care and the
collaborative working with partners such as the Registered Social
Landlords (RSLs) , Third Sector, Health and our neighbouring Local
Authoritie's.
New remodelled GP Carers support is being provided.
Within the Corporate Parenting Action Plan there are 16 actions, 5
of which have been completed, and 6 progressing well.
Challenges
The SEWIC brokerage service for high cost supported living
placements has ceased as at 31st March.
A challenge, and equally an opportunity, exists in the NHS National
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Within the Corporate Parenting
Action Plan one action, ‘to
establish the links with Aneurin
Leisure to offer leisure and social
activities’ has not been
progressed. Two actions are on
hold, ‘the audit of children
displaying sexually harmful
behaviours’ and ‘provide all
children with their LAC care plan’.
On hold awaiting service review.
Safeguarding manager now in
post and will be taking this piece
of work forward in the new
financial year.
LAC care plan - to be taken
forward in the financial new year.
0 0 0 2 (100%) 0
To work with our partners including Aneurin Bevan University
Health Board and neighbouring authorities to deliver integrated
responsive care and support
23
03 – Social Services
Achievements
The Children’s Services Commissioning Strategy is in the final stages
of development. The other Gwent authorities are also in the final
stages of development. When complete we will have a regional
overview of placement needs which may then result in a regional
approach to meet those needs.
Blaenau Gwent continues to host a regional post which is in place
until October 2019. This post holder is responsible for progressing
the regional action plan which has been developed under the
National Foster Framework strategic steering group. This is one of
the work streams under the Ministerial advisory group to improve
outcomes for children. One of the main areas of the work plan is to
develop a common core offer of support to all foster carers in
Gwent
Work continues with corporate colleagues to remodel Day
Activities / Community Options Service including working with Third
Sector partners to develop and enhance our horticulture service.
A feasibility study is being prepared for further development within
the grounds of Augusta House, incorporating independent living
units which, if successful, would allow the Authority to offer respite/
independent living to alternative age groups as well as other local
authorities / health boards.
We continue to support a therapeutic approach to care and
support and a recent bid has been submitted to the Integrated
Care Fund (ICF) to develop a Dementia Reablement Service
which includes the opportunity to support citizens from the point of
early diagnosis including support for people with complex
dementia's who are residing in Care Homes.
Worked with Gwalia Care & Support and the Ty Parc service to
support both people who are homeless and young people.
Adult Services have worked with key partners of Linc, United Welsh
to enhance the support provided at the Intermediate Care Beds
(Cariad) so that assistive technology is utilised to assist people to
live independently.
Challenges
Increasing the number of foster carers in Blaenau Gwent is a real
challenge, not least because we are a small authority with a small
population.
Adopter recruitment continues to be a challenge.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
The recruitment of ‘in house’
foster carers remains a challenge
and work continues on a National
fostering Marketing Strategy. A
paper has been developed by a
firm called Narrative Edge which
outlines the need for investment in
recruitment of foster carers order
to compete with Independent
fostering agencies and the
increase of foster carers across
Wales. Welsh Government (WG)
will be asked for additional
funding to progress.
The next meeting of the
Ministerial advisory group is due
on the 15th May. It is hoped this
meeting will focus on the need to
progress the work undertaken by
Narrative Edge to develop a
Wales wide approach to
recruitment of foster carers.
0 0 0 2 (100%) 0
To promote and facilitate new ways of delivering health and
social care involving key partners and our communities
24
03 – Social Services
Achievements
Safeguarding quality assurance toolkit continues to be rolled out in
Flying Start settings and monitored each month.
The Care Inspectorate Wales (CIW) action plan for Children
Services contained nine areas for improvement. A great deal of
work has been undertaken since the report was received to
address these areas. Three of the areas have been fully addressed.
The other 6 areas are progressing very well and should be
completed by the end of quarter 2 2019/20.
All local authorities and partner agencies continue to work
together on safeguarding through the South East Wales
Safeguarding Children Board and Gwent wide Adult Safeguarding
Board.
The Adult Services Quality Assurance group is conducting an audit
of neglect cases across the region as part of one of the strategic
priorities of GwASB. All five authorities and health are taking part in
the audit.
Both the adult and children groups have developed a Quality
Assurance Framework which will provide members of GwASB and
South East Wales Safeguarding Children’s Board (SEWSCB) with the
assurance and effectiveness of inter-agency working
arrangements in the safeguarding of children and adults. The
Quality Assurance framework will drive practice and service
improvement and ensure work stays focused on best outcomes for
vulnerable children, young people and adults across the region.
The safeguarding in education policy has been strengthened in
line with the Local Government Education Services (LGES)
framework and has been progressed through the political process
and released to governing bodies for adoption.
Training is delivered once a term via the Education Achievement
Service (EAS) Governor Support.
Challenges
No new challenges identified in quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
To date, there is not a system
able to support an online version
of the safeguarding matrix in
education.
Ongoing - A number of options
have been explored in order to
progress to an online version of
the safeguarding matrix, however,
to date, there is not a system able
to support an online version of the
matrix
Need to improve the timeliness of
processes when allegations in
respect of safeguarding against
education professionals are
made. Consistent approach for
Professional Strategy Meeting’s
established. It is too early to
assess the impact of this and a
further update will be provided
next quarter.
Ongoing
Some concerns have been
raised regionally regarding the
number of children currently
being managed within Child
Sexual Exploitation (CSE) Risk
Management.
CSE cases are being managed in
accordance with the All Wales
Child Protection Procedures. MASE
meetings are attended regularly.
No current issues identified
regarding practice and
management of CSE cases in
Blaenau Gwent.
The 360 degree Safe Policy has
not yet been implemented as
the model policy for schools, and
will need to be progressed.
Ongoing - The 360 degree Safe
Policy has not yet been
implemented as the model policy
for schools, and will need to be
progressed.
0 0 1 (33%) 2 (67%) 0
To put effective safeguarding arrangements in place to protect
people from harm
25
03 – Social Services
Social Services
Performance Indicator National / Local
Baseline
(17/18
Outturn)
Q1 Q2 Q3
Q4
Quarterly
Performance
Trend
Percentage of proportionate assessments that
led to a more comprehensive assessment for
care and support - children Local (available) 43% 32.6% 31.8% 22.5%
24.1%
Percentage of proportionate assessments that
led to a more comprehensive assessment for
care and support - adults Local (available) 55.9% 60.4% 64.6% 68.0%
63.8%
Percentage of people who are happy with
care and support they receive (adults) National 86.8% 84.5%
Percentage of carers that feel able to
continue in their caring role (carers) supported National 80% 67.9%
Percentage of referrals signposted to
preventative services (adults) Local (Data
Development) 8.7% 13.0% 5.2% 4.0% 6.7%
Proportion of adult services cases supported
by preventative services (New) Local (available) 29.4% 30.1% 28.2% 28.7% 31.2%
Percentage of referrals signposted to
preventative services (children) Local (Data
Development) TBC 12.4% 10.5% 13.4% 12.3%
Proportion of children’s services cases
supported by preventative services (New) Local (available) 57% 55.1% 56.7% 58.6% 61.3%
Rate of Delayed Transfers of Care National 2.55 0.00 0.17 0.50 0.50
Percentage of adult protection enquiries
completed within statutory timescales National 90.47% 93.2% 92.2% 95.8% 91.6%
Number of Looked After Children Local (available) 233 235 231 220 222
Number of Child Protection Local 89 74 77 75 56
*Targets will be developed following full development of the performance indicators
26
04 – Education
Overall delivery Position
The following summary chart shows the overall ‘Education’ corporate
theme delivery position as at 31st March 2019.
Progress against actions
A number of high level priorities have been identified to support
delivery of the ‘Education’ corporate theme. These are detailed in the
following pages along with BRAG charts shown on each
demonstrating the progress position of this priority and also some
achievements and challenges.
Key
Not
Populated Red Amber Green Blue
Progress against challenges
Challenges will be identified and monitored throughout the delivery of
the Corporate Plan and quarterly progress statements will be reported
in order to ensure mitigation where possible.
The following pages detail 8 challenges that were identified within the
previous quarter in respect of delivering the ‘Education’ corporate
theme. Quarter 4 progress against these challenges is included in the
following section.
Please Note: 2019 academic data will not be available for publication
until summer 2019.
Green
86%
Amber
14%
This section reflects the overall progress position for the delivery of the ‘Education’ priority theme of the Corporate Plan, along with a
breakdown of each individual priority, highlighting progress, achievements and challenges.
27
04 – Education
Achievements
Pupil outcomes for Summer Term 2019 will not be known until
quarter 1 (provisional) and quarter 2 (final). However, eFSM
performance (now finalised) for pupils at the end of 2018
increased in the majority of measures in Key Stage 4.
Almost all schools now have active ELSAs who work directly with
children and young people on emotional literacy, anger, anxiety,
self-esteem and loss, separation and bereavement.
Officers are working with CAMHS Transformation and CAMHS
Inreach. The latter, more developed than the former at this stage,
has been established to help school staff increase their
understanding of children’s distress, emotional and mental health
problems and to reduce stress experienced by teachers. In
addition, to enable an increased sharing of information between
healthcare and schools as well as make available a specialist
liaison consultant for when teachers feel a case maybe outside of
their competency/comfort.
Joint working between the Inclusion Service and the EAS regarding
elements of the PDG spend is ensuring that cluster bids, including
funding for LAC pupils, are appropriate and funding used
effectively.
Two further schools have achieved Phase 5 accreditation during
Spring Term 2019 and are now working towards National Quality
Award. In addition, two pre-school settings have become the first
to complete the HSPSS in Blaenau Gwent. They have been
accredited for all 7 aspects of the scheme, ensuring that the
setting embeds and embraces health and wellbeing within their
day to day life.
SPACE-Wellbeing has been established and is a single point of
access for children’s emotional wellbeing including CAMHS
involvement. The Educational Psychology Service represent
Education at this multi-agency weekly meeting with Families First, S-
CAMHS, PMHCSS, Heddlu Gwent Police, YISP, BG Youth Service
and ABUHB Clinical Psychology. The meeting focuses on some of
our most vulnerable pupils.
Attendance data used as a proxy indicator for wellbeing indicates
the following:
- Primary attendance for 17/18 is 94.3% Wales mean is 94.5%
which places BG 2nd in our family of LAs.
- Unauthorised absence places BG 2nd in the family for 17/18 at
1.4%, Wales mean is 1.3%.
- Persistent absentees for 17/18 is 1.6%, Wales mean is 1.7% which
places BG joint 1st in family.
- Secondary attendance for 17/18 is 92.9%, Wales mean is 93.8%
which places BG 3rd in family from 1st in family in 16/17.
- Unauthorised absence for 17/18 is 1.8%, Wales mean is 1.6%
which places BG 1st in family.
- Persistent absentees for 17/19 is 4.1%, Wales mean is 4.1% which
places BG 1st in family.
The proportion of 16 year olds who remain in education has
increased from 86% to 87.6%. Wales mean is 88.2%.
NEETs figures for end of Year 11 stand at 1.5% which places BG 3rd
in family. Wales mean is 1.6%.
Challenges
To improve secondary attendance with a specific focus on one
identified secondary school in particular.
To work with Coleg Gwent to establish baseline data for NEETs at
end of Year 12 and 13 to enable earlier intervention by Youth
Support Services for these young people.
0 0 1 (17%) 5 (83%) 0
To improve pupil outcomes, progress and well-being,
particularly for our more able and our most vulnerable learners
28
04 – Education
Progress on previous Challenges
Quarter 3 Challenge
Quarter 4 Progress / Resolution
Ensure members and the wider
public, including parents are
sufficiently informed about
curriculum and qualification
changes.
Continue to support schools in
readiness for the new Curriculum,
ALN Act, new qualifications and
National Reform via the EAS and
our own Inclusion Service.
Continue to prepare the
workforce for ALN Reform.
Service Manager for Inclusion
working with the ALN HT group to
progress plans.
Ensure our school leaders continue
to engage well with the
Professional Learning Offer.
Schools continue to engage in
the professional Learning Offer
via the EAS.
To progress key policy changes
through the democratic process
during the next quarter.
The Education Neglect Policy
has been drafted and is now
ready to progress through the
democratic process.
29
04 – Education
Achievements
The new 6 Bells school, which is part of the Abertillery Learning
Community, is nearing completion with handover planned for 19th
August 2019. The Directorate has received an additional £150,000
for extra car park space from Welsh Government as well as an
additional £650,000 to offset sewer diversion costs. Transitional
planning days agreed with the school for late summer and early
autumn term 2019.
ICT Provision Plan is now at the implementation stage and Project
Manager in place until March 2020. Pilot underway: Cwm, St
Josephs, Sofrydd completed and gone well.
The consultation document for the planned new Welsh Medium
Primary School is complete and awaiting final decision regarding
the associated revenue implications.
The business case for the KS 4 vocational offer at the River Centre
is nearing completion.
The SLA offer to schools (£2.9M business for Council) has been
devised and shared with schools with the aim of helping them get
ready for the introduction of the new ALN Act.
An Additional Learning Needs (ALN) toolkit for schools has been
devised and shared with schools with the aim of helping them get
ready for the introduction of the new ALN Act.
The ALN Service, which operates out of Pen Y Cwm Special School,
has been reviewed to better reflect the learning needs of children
and young people in Blaenau Gwent.
The Education Neglect Policy has been drafted and is now ready
to progress through the democratic process. A commitment has
been agreed with Headteachers to work in greater partnership to
reduce the numbers of children whose parents/carers have
elected to educate their child(ren)at home (EHE); action plan in
place.
A Policy which sets out that all school Governors are to be DBS
checked has been devised and implemented in schools.
Challenges
To finalise the KS 4 vocational offer for The River Centre.
To fully establish the SLA Partnership Board to oversee the
functioning of Schools’ SLA package.
To finalise arrangements for the operation of the new ALN Service
out of Pen Y Cwm Special School.
To finalise decisions about a capacity increase at Pen Y Cwm
Special School.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
To secure sufficient match funding
to progress the Band B
programme.
The Band B planning report was
agreed by the Executive
Committee however, there
remains a £1.5m funding gap.
Bids have been made to the
capital programme to close this
gap. The outcome of the
bidding process will be known in
the spring/summer term.
To secure some additional Welsh
Government resource to support
adaptations to plans requested by
community groups.
The Directorate has received an
additional 150K from Welsh
Government for extra car park
space at the new Six bells
School.
To secure a good Gateway
Review outcome.
A follow-up WG Gateway
Review date is now set for the
Summer term.
0 0 1 (17%) 5( 83%) 0
To improve the quality of our education services and our school
buildings to help learners achieve great outcomes
30
04 – Education
Achievements
School Categorisation for January 2019 reveals that all primary
schools are either green or yellow with the exception of two
schools who have requested to remain amber. There were only 2
green schools in 2014; the primary categorisation profile represents
significant improvement. In 2019 the 6 secondary/all through
settings are as follows: two are green, two are yellow and two are
red. One school has moved up to green and one school has
moved up to yellow in 2019; the remaining two red schools are
progressing at a different pace due to the complexity of the work
needing to be done, however, both are making progress.
Schools continue to engage in the professional Learning Offer via
the EAS; attendance by schools is being closely monitored. The
termly backward glance provided by the EAS which evaluates
schools’ engagement with National Reform is helpful in terms of
monitoring engagement and hence evaluations of risk. The level of
school to school work is extensive.
Brynmawr Foundation School Governors appointed their new
Headteacher and Deputy in the Spring Term 2019. New
Headteachers were also appointed in Coed Y Garn Primary,
Glyncoed Primary, Brynbach Primary and Deighton Primary School.
Abertillery Learning Community appointed their new Primary Phase
Leaders and a new Assistant Headteacher in the Secondary
Phase.
Ysgol Gymraeg Bro Helyg won the Happiest School in Wales
award.
The Education Directorate has continued to support school leaders
by facilitating the sharing of best practice; the Spring Term focus
was on supporting our more able learners, this included our pupils
in our Special Schools, one of which returned from Abu Dhabi with
a clutch of silver and gold medals.
Challenges
To continue to support schools in readiness for the new Curriculum,
ALN Act, new qualifications and National Reform via the EAS and
our own Inclusion Service.
To implement a communications programme regarding the new
KS 4 qualifications for elected members and in advance of results
day information in August 2019.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
To secure good progress through
support plans for our two schools
in receipt of Council Intervention.
Intervention Panel process well
established, wrap around support
in place, regular monitoring of
progress by EAs and senior
Directorate Officers.
0 0 0 2 (100%) 0
To continue to support our school leaders to help our pupils
achieve their ambitions
31
04 – Education
Education
Performance Indicator National / Local Baseline Annual Performance
Trend
Pupil outcomes and progress for our 7, 11, 14 and 16
year old pupils in English and Maths, particularly our
more able and our most vulnerable learners
National
Key Stage (KS)4
Level 1 92.8%
Level 2 59.2%
Level 2+ 41.1%
Annual Figures -
KS4
Level1 93.2%
Level 2 56.7%
Level 2+ 44.5%
School inspection and school categorisation
judgements
Proportion of schools in Yellow and Green
Local (available)
70% Annual - 76%
The proportion of pupils who are persistently absent
(<80%) - Secondary
National 4.8% 4.1%
The proportion of pupils who are persistently absent
(<80%) - Primary
National 1.6%
1.6%
*Targets will be developed following full development of the performance indicators
32
05 – Strong & Environmentally Smart Communities
Overall delivery Position
The following summary chart shows the overall ‘Strong &
Environmentally Smart Communities’ corporate theme delivery
position as at 31st March 2019.
Progress against actions
A number of high level priorities have been identified to support
delivery of the ‘Strong & Environmentally Smart Communities’
corporate theme. These are detailed in the following pages along
with BRAG charts shown on each demonstrating the progress position
of this priority and also some achievements and challenges.
Key
Not
Populated Red Amber Green Blue
Progress against challenges
Challenges will be identified and monitored throughout the delivery of
the Corporate Plan and quarterly progress statements will be reported
in order to ensure mitigation where possible.
The following pages detail 18 challenges that were identified within
the previous quarter in respect of delivering the ‘Strong &
Environmentally Smart Communities’ corporate theme. Quarter 4
progress against these challenges is included in the following section.
Green
63%
Amber
37%
This section reflects the overall progress position for the delivery of the ‘Strong & Environmentally Smart Communities’ priority theme of the Corporate
Plan, along with a breakdown of each individual priority, highlighting progress, achievements and challenges.
33
05 – Strong & Environmentally Smart Communities
Achievements
As a result of Phase 1 Works there has been a 5.6% reduction of
poor conditioned unclassified roads.
We have tendered and currently programming surfacing works to
the 4 remaining planned schemes and the implementation of the
Traffic Signal Junction at Six Bells Abertillery.
With the exception of the surfacing works to the Tredegar By-Pass,
(will be programmed later in the year) the original list of sites will be
completed.
Funding is available to surface the carriageway - currently
reviewing the possible options to re-surface.
A preliminary Highway maintenance plan has been completed by
ESP consultants. The document is currently with Highway
maintenance to complete and implement.
EXP consultants providing advice for the all Wales group to ensure
all authorities are working together to provide a national asset
database/valuation.
Where relevant, consultation, engagement and involvement with
the public, members and interested parties have been carried out
as part of the delivery requirements of the Highways Maintenance
programme.
Challenges
Linking the Highways Asset Management Plan into the proposed
maintenance plan in line with the new code of practice.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Residents’ complaints during
resurfacing works continue. Early
engagement with residents is
needed going forward to reduce
/ mitigate these complaints.
Residents are informed (via letter
drop) at least 1 week in
advance of the surfacing works.
Advanced warning signs are
erected at the end of each
street at least one week prior to
the start of works.
Liaison between officers, the
contractor and residents is
ongoing during the works.
Members are informed of the
surfacing works at least two
weeks prior to works starting
onsite
Ongoing - Only a small proportion
of the Highway capital budget
has been targeted for Class A,B
and C roads, therefore any works
are subject to available funding.
Awaiting confirmation from
Welsh Government on future
funding for highway works to
enable a programme of works
for 2019/20 to be agreed.
0 0 0 1 (100%) 0
To re-invest in highways maintenance particularly
improvements to our residential roads, streets and pavements
34
05 – Strong & Environmentally Smart Communities
Achievements
Financial due diligence of Silent Valley Waste Services concluded,
and internal resources department is evaluating cost implications
of transferring all assets, liabilities and employees back to the
Council in order to deliver services in house.
End of year recycling outturn is anticipated at 60% which surpasses
the WG target of 58%.
The continued rollout of side waste enforcement remains on target
for 100% coverage by July. Once side waste is phased in across
the borough, Waste Wardens will begin to consider communal
collection points and phase these out where it is feasible to do so.
The second Household Waste Recycling Centre now has planning
approval. A capital bid to Welsh Government has been made and
a financial business case is currently being finalised.
The phased implementation of the revised Waste policies began
on 11th June and since this date approximately 23,640 households
have been subject to the no side waste policy, which is
approximately 75% of the Borough.
Visits to reuse shops in neighbouring local authorities have been
undertaken to support the development of a Reuse shop on the
second Household Waste Recycling Centre site.
Challenges
Delays in the implementation plan for the improvement and
development of the Trade Waste Service.
Financial cost pressures as a result of transferring the Silent Valley
assets, liabilities and employees back to the Council are significant
- rationalisation of costs being carried out.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
High level of resources is needed
in order to implement the side
waste enforcement process
effectively and conduct follow up
calls with offending properties.
Side waste enforcement is critical
in order to sustain the current
performance and to hit the
improved target of 64% in
2019/20. Waste wardens are now
being made permanent within
their roles to support this.
Despite work being on track to
deliver a new household waste
recycling centre in the Ebbw
Fach valley, the financial options
need to be considered to support
the business case.
Financial resources remain
central to the effective delivery
of the Household Waste
Recycling Centre. - Financial
case will support areas if this if
successful.
There is a need to engage with
Natural Resources Wales (NRW) to
understand the implications of the
transfer engagement. If this
engagement becomes
protracted, it may delay the
preparation of the final due
diligence outcome.
A Permit pre-application meeting
has been undertaken with NRW.
Specialist landfill advice has been
sought to determine the level of
risk regarding aftercare liabilities
that are associated with the
landfill elements of the site.
Public engagement in waste
services and the commitment to
recycling remains a challenge. To
mitigate this, there is a planned
rota for engagement through the
Waste Wardens and the
Communication Team.
Ongoing - Rota for engagement
through waste wardens and the
Communication Team will start in
the summer period.
0 0 1 (50%) 1 (50%) 0
To increase rates of recycling to enable us to achieve national
targets
35
05 – Strong & Environmentally Smart Communities
Achievements
Continue to engage with the community to help keep the
borough clean and where necessary utilise enforcement means to
keep fly tipping, dog fouling and littering within control.
The all-Wales Keep Wales Tidy bid for grant funding to implement
an enhanced programme of activity to improve the
environmental quality of Wales has been successful. There are currently 98 officially registered Litter Champions. The
department is developing a Litter Champion newsletter to
promote the good work of the volunteers in our community. Due
to limited resources, further development of activity has been
limited. However, it is hoped with the Keep Wales Tidy funding that
an Officer could be recruited to deliver the work programme in
Blaenau Gwent.
Joint tender for dog kennelling is complete with new contracts
commenced.
Blaenau Gwent Pest Control re-tender completed and contract
awarded.
Air Quality review completed.
Challenges
No new challenges identified in quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Changes to ESD (Environment)
grant will affect funding available
to support litter champions with
equipment in the future.
Keep Wales Tidy are currently
developing a detailed Action
Plan for Welsh Government to
consider and if acceptable may
result in the recruitment of an
Officer to deliver the work
programme in Blaenau Gwent.
Ensuring community engagement
is sustainable over the medium to
long term and to maintain the
general public commitment to
keeping the communities clean
remains a challenge.
Community engagement event
to support litter picking is planned
in the new financial year. The
service will provide community
groups with support and
equipment for this event.
In year budget pressures create
challenges in terms of cleansing
resources available.
In order to reduce overspend
there has been a reduction in
agency cleansing operatives
which is having a direct impact.
0 0 0 2 (100%) 0
To re-invest in environmental services to address the issues
created by fly-tipping, dog fouling, littering, grass cutting,
street cleansing and pest control
36
05 – Strong & Environmentally Smart Communities
Achievements
Continued to move positively towards creating accessibility to
open spaces.
Under our statutory responsibility for Active Travel, the Council’s
Integrated network Map has been developed and approved by
Welsh Government. Following this approval the department was
able to utilise £140,000 grant funding for network development
(design).
Under this initiative, 20KM of cycle routes are benefiting from
access improvements and further grant application bids are being
developed for further improvements to the network (value
£1.55M).
We have maximised our arboriculture management outputs this
year with a full condition survey of all schools including the
completion of all priority 1 works.
We have managed in excess of 1.5 Ha of woodland habitats
across the County Borough. This included working with local
Community Groups, such as Sirhowy Woodlands, where we
secured £45K grant income via WCVA Active Inclusion (Training
Initiative with woodland management outcomes).
The Environment Forward Plan has been developed and
approved by Executive Committee (March 2019) with a time
frame for Full Council Approval in June 2019.
Challenges
No new challenges identified in quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Delivering the statutory duty for
rights of way and arboriculture
with no dedicated staff
support leading to resources to
address staffing issues being
pursued through the
collaborative approach to
Environment Grants.
The ENRaW application includes
resources specifically to manage
access issues. Subject to the approval
of the pending delivery plan (with
WG) the recruitment of an access
officer will progress.
Climate change consideration
- plant selection /timing /
changing management
techniques will need to be
considered and closer working
relationship with the Fire and
Rescue Service e.g. Resilient
Uplands Project as a
collaborative approach.
Significant progress has been made
through the development of ENRaW
and Blaenau Gwent Environment
Forward Plan, effectively setting a
strategic approach. Practical action
on the ground will need to continue to
evolve in order to respond to this
escalating area of concern
Engagement and
commitment of communities
to self-help in improving
access to open spaces
remains a challenge.
Engagement continues with
established and emerging groups in
managing green space and
encouraging active healthy lifestyles.
New projects this year include:
Glyncoed Community group; BG on
the Move; Sirhowy woodland
community working through WCVA
(Active Inclusion); and the completion
of the Granny’s Wood Project.
Some minor elements of the
new sensory garden at Ysbyty
Tri Cwm may be delivered
within existing funding levels
but full implementation will
require a significant level of
additional funding.
The Landscape Project Officer helped
to provide a new plan for the sensory
Garden, despite limited funding; works
completed to date include the
renewal and extension of the garden
boundary to include a larger area of
grassland that will be managed as a
wildflower meadow.
0 0 0 1 (100%) 0
To improve the access to and quality of open spaces for the
benefit of our communities, businesses and visitors
37
05 – Strong & Environmentally Smart Communities
Achievements
Through the Community Asset Transfer (CAT) Scheme,
approximately 90% of grounds and associated pavilions have
been transferred. Commitment as landlord to these facilities in
supporting community groups will continue post transfer.
Good progress made on Community Asset Transfers and limited
number remain outstanding especially where there are issues on
multi use sites.
Depot review progressing - report identifying options will be
concluded and three possible sites identified.
Capital Receipts Target of £250,000.00 has been achieved
Community Asset Transfer Steering and Support Groups held
regularly, transfers monitored by CAMWG: 1 complete freehold
transfer; 21 complete – licence/ lease signed; 16 operating under
licence; 6 active and working on applications; 1 business failed
and brought back to the Authority and 1 lease surrendered and
returned to the Authority.
Challenges
Limited capacity impacting on delivery i.e. wider land review,
retaining wall review.
Recruitment of CAT Project Delivery Officer not successful in
2018/2019, will be progressed for 2019/2020 should Legacy funding
be confirmed
Getting final agreements in place from transferees of facilities is a
challenge.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Strategic Asset Management
Plan Year 1 delayed, due to
capacity issues and a focus
on CAT Transfers.
Data Capture in ePims on target for
completion within timescales. Review of
leased out premises ongoing.
Demolition of large buildings ongoing.
ReFit Scheme in advanced stage.
The condition of properties
and the extent of remedial
works have necessitated
approval of additional
funding to be allocated to deliver the CAT's strategy.
BG has set aside £220k to assist with
works to support transfers and make
improvements to buildings / grounds.
Additional funding likely to be
approved.
The review of leased out
properties is challenging -
changes in contact points.
Ongoing
There are continuing
pressures on dealing with
buildings which have
transferred, in terms of officer
time and support.
Ongoing
Areas of concern - Ebbw
Vale RFC/RTB Football (Ebbw
Vale Welfare Ground),
Tredegar Recreation Ground
and Cwm Welfare (no
interest at the moment).
Outstanding areas: Ebbw Vale welfare
ground, rugby/football/bowls: Tredegar
recreation ground, football/rugby;
Llanhilleth park football/rugby; and
Brynithel recreation ground, rugby.
Temporary arrangements have been
put in place to allow clubs to fulfil their
fixtures for this season. Further work is
being undertaken to get these clubs
through the process over the next
couple of weeks.
0 0 2 (100%) 0 0
To build the relationships across the Council to support
organisations and partners to deliver services in different ways
whilst taking a strategic approach to the management of our
land and property services in different ways (Community Asset
Transfers)
38
05 – Strong & Environmentally Smart Communities
Strong & Environmentally Smart Communities
Performance Indicator National /
Local Baseline Q1 Q2 Q3 Q4
Quarterly
Performance
Trend
Percentage of streets that are clean National 95.52 93.9% 93.3% 94.6%
95%
No person should live more than 400m1 from their
nearest area of Greenspace Local
85% (LDP
target)** Annual - 65%
Average number of working days taken to clear
fly-tipping incidents
National
(new) TBC 10.6 days 4.6 days 3.9 days
4.9 days
Percentage of waste reused, recycled or
composted National 56.77% 56.6% 62.8% 59.1% 59.26%
Amount of waste generated that is not recycled,
per person
National
(new) TBC 52.64 kg 39.55 kg 40.9kg 43.15kg
Number of Community Asset Transfers that are
actively operating within Blaenau Gwent Local TBC - - 20 -
Percentage of active Community Asset Transfer’s
within Blaenau Gwent that have been successfully
operating for 6 months or more
Local - - 100% -
Number of Community Asset Transfers
implemented during the period Local - - 0 -
* Figures for recycling performance are only provisional and has not yet been verified by Natural Resources Wales (NRW) **LDP – Local Development Plan
Targets will be developed following full development of the performance indicators
39
06 – Economic Development and Regeneration
Overall delivery Position
The following summary chart shows the overall ‘Economic
Development and Regeneration’ corporate theme delivery position
as at 31st March 2019.
Progress against actions
A number of high level priorities have been identified to support
delivery of the ‘Economic Development and Regeneration’
corporate theme. These are detailed in the following pages along
with BRAG charts shown on each demonstrating the progress position
of this priority and also some achievements and challenges.
Key
Not
Populated Red Amber Green Blue
Progress against challenges
Challenges will be identified and monitored throughout the delivery of
the Corporate Plan and quarterly progress statements will be reported
in order to ensure mitigation where possible.
The following pages detail 13 challenges that were identified within
the previous quarter in respect of delivering the ‘Economic
Development and Regeneration’ corporate theme. Quarter 4
progress against these challenges is included in the following section.
Green
46%
Amber
39%
Blue
15%
This section reflects the overall progress position for the delivery of the ‘Economic Development and Regeneration’ priority theme of the Corporate Plan,
along with a breakdown of each individual priority, highlighting progress, achievements and challenges.
40
06 – Economic Development and Regeneration
Achievements
BG Effect Fund - 6 approvals with £6,309 as the total grant
awarded and 6 employment positions created.
Lime Avenue business Units seeks to achieve a number of
outcomes to include: bringing into use a developable land area of
0.7 Ha / 1.7 Acres for a business property scheme; the construction
of modern and high quality hybrid style business units; the creation
and growth of knowledge-based businesses to facilitate a mixed
and sustainable economy; the provision of hybrid style units to
attract entrepreneurs from sectors such as research and
development, higher tech engineering, pharmaceuticals, digital
technology, and creative industries; improve the supply-side
characteristics of the business property market at a local and
regional level; and address market failure by delivering business
units which will serve to create and safeguard employment.
Boxworks - The 23 modified shipping containers will act as a
technical hub for knowledge-based businesses in the creative
industries, digital technologies, R&D, energy, technical and
professional business services. These ‘Enterprise pods’ will be
unique, innovative and reflect a change in the Council’s product
offering, compared to traditional industrial workshops/units and
office accommodation. The units will act as a hub for
businesses to develop and then graduate into the higher value
office provision.
Challenges
No new challenges identified in quarter 4.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Capacity and reporting timelines
remain a challenge.
Lime Avenue Business Units -
The Council is currently in
dialogue with Welsh Government
over the funding deficit. Welsh
European Funding Office and
Blaenau Gwent County Borough
Council have already committed
funds to the scheme.
The primary challenge with the
physical regeneration projects is
securing project match funding, a
range of avenues are being
explored by officers.
Funding secured from Welsh
Government to progress the
Boxworks scheme. The identified
deficit will be funded by Blaenau
Gwent County Borough Council.
0 0 1 (100%) 0 0
To increase the start-up business rate, retention and growth of
local businesses and attract new inward investment
41
06 – Economic Development and Regeneration
Achievements
Housing Prospectus approved and a launch event planned for
quarter 1 2019/20 to engage land buyers and prospective house
builders and promote the opportunities available.
Social Housing Grant programme delivery update;
- Gwaun Helyg P3&4 onsite and progressing;
- Sirhowy School Site, onsite and progressing;
- Ebbw Vale School Site, unable to draw down Social Housing
Grant allocation as land not acquired and planning not
awarded. Ongoing discussions with planning regarding the
scheme;
- College Road P2 onsite and progressing;
- Greenacres, land sale complete and in a position to progress
and achieve SHG draw down. Onsite 19/20 demolition and
new development; and
- Brynserth, planning permission granted, completion of land sale
and grant draw down. Onsite for quarter 2 19/20.
Local Housing Market Assessment produced, document will be
shared with Registered Social Landlord partners and inform
emerging Housing Strategy.
To assist in improving housing conditions by way of financial
assistance and support, the Arbed 3 Scheme has been initiated. A
local consultation has been carried out in the Lower Ebbw Fach
area and surveys are to commence in quarter 1 19/20 with
individual works to properties to follow. Other parts of the Borough
to be considered.
The implementation of the Home Improvement Loan Policy is
ongoing and loans funding is fully committed. Work continues on
the development of PALs and promotion of Owner Occupied
loans.
Challenges
Tai Calon report financial challenges with demand for adaptations
outstripping supply. No other reported challenges from other
Housing Association's.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Work to develop an action plan
relating to Empty Properties is on
hold until appropriate resource
identified to progress.
Ongoing
Challenge in delivering the full
programme of housing strategy
activity.
Scheme delays have highlighted
a risk against Social Housing
Grant draw down and potential
impact on 19/20. Working with
partners including Welsh
Government to resolve and
mitigate. A temporary part time
officer is providing capacity;
however, the level of delivery has
been affected and will continue
moving forward should sufficient
resource not be secured.
0 0 1 (50%) 1 (50%) 0
To work in partnership with Registered Social Landlords and
private developers to provide a variety of homes
42
06 – Economic Development and Regeneration
Achievements
A STEM focused event has been held for all Blaenau Gwent Head
teachers, to stimulate discussion on the linkages between schools
and industry in promoting STEM and to outline existing resources
and initiatives available to schools. The session included
presentations from Arc Training, Careers Wales, Regeneration,
Industry Wales (Tech Valleys), Willowtown Primary School and
Welsh Valleys Engineering Project.
CITB, linked with ‘Aspire to Be’ and ‘Go Construct’ have
developed two new funded initiatives as a response to the
construction industry workforce needs, linking directly with schools,
through construction led programmes and resources.
- The first is a Minecraft project, providing a 5 day training
programme for teachers and a series of inter school
competitions at a local, regional and national level.
- The second event is a STEAM focus day which will provide
schools with free training and introduce a range of
contextualised lesson plans and resources to teachers. All
resources will be linked to the new curriculum but will have a
focus on careers within the construction sector.
Achieving the lowest level of NEETs for Blaenau Gwent at 1.5% (9
young people).
Reach of service is 17% and accredited learning outcomes are
15%, both above Welsh averages.
The service continues to improve and perform well as
demonstrated by the National Youth Work Award.
Challenges
Funding to develop the Skills Academy within Blaenau Gwent is a
risk. A range of funding opportunities is being explored.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
The Employment and Skills Plan
is in draft. Full stakeholder
engagement on the plan and
associated detailed action
plan, will be undertaken during
Quarter 4, before presenting
final draft to Executive for
approval.
Consideration to a
collaborative/joint event with the
PSB relating to
prosperity/employment has
delayed progression of the
stakeholder event. Arrangements
being reviewed with an event
anticipated for quarter 1 19/20.
The numbers of referrals onto
the Inspire to Work programme
have still not risen to the
originally set targets.
Inspire projects meeting WEFO
targets. WEFO approval for the
Inspire to Achieve/Work project up
to 2023.
Due to GDPR (data protection),
the destination survey process
for Careers Wales has been
delayed.
Welsh Government confirmed that
the destination survey will now be
released and published. Awaiting
final confirmed numbers and
percentages, although indications
are that we are below the 3%
target.
ELP funding has ceased and
options for future delivery will
need to be reviewed as part of
the restructure.
A reactive ELP service will be
delivered through existing resources
with a focus on an internal
opportunity. A proposal for a
dedicated Manufacturing and
Engineering focused ELP officer will
be pursued with a proposal
submitted to Tech Valleys during
quarter 1 2019/20 complimenting
potential STEM officers within
schools clusters.
0 0 0 3 (100%) 0
To work with partners to provide effective employment support
and access to skills development
43
06 – Economic Development and Regeneration
Achievements
Over 50 suppliers submitted project proposals for the GovTech
Catalyst Challenge. The standard of bids was extremely high and
five suppliers were shortlisted for Phase 1 of the Project which
considers two scenarios: 'Eyes on the Street'; and 'Boots on the
Ground'.
Blaenau Gwent is a joint challenge owner with Durham County
Council. Initial briefing events to introduce the five shortlisted
suppliers to the teams (highways, environment, customer etc.)
were held in each of the areas.
Legacy Funding administered to support a number of community
based projects to facilitate and support delivery of digital projects
including digital inclusion.
Work continues with Welsh Government to understand the
infrastructure required for Tech Valleys to successfully attract
inward investment and development. This would be both built and
digital infrastructure.
Challenges
Assure system for DM and Building Control continues to have issues
- referred to a wider stakeholder group - awaiting a meeting.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Individuals ability to utilise digital
technology/platforms to
undertake key functions, linked to
basic/essential skills, not
necessarily access to technology.
As part of the Customer and
Digital Programme it is essential
that a co-ordinated approach to
digital inclusion is achieved.
Digital Inclusion is a significant
element of the work of the
Benefits team. This will be
included a wider discussion
during quarter 1 2019/20 with the
PSB.
Engagements of partners within
Regeneration to ensure buy in
within the digital agenda.
We are working with partners and
external public sector investment
to provide more fibre directly to
buildings in BG. Working across
CCR to understand what joint
procurement opportunities there
are for digital and IT as part of the
digital strategy.
On line planning application
presence further delayed as a
result of staff levels. Digital ways of
working are not being maximised.
SRS still not implemented online
planning application service.
0 0 1 (50%) 1 (50%) 0
To develop digital infrastructure and improve connectivity by
promoting digital participation
44
06 – Economic Development and Regeneration
Achievements
Refit project has moved forward, building works are commencing
and contractors are on site.
As part of the Refit programme the Expansion of Works Energy
Centre is now in planning, design and development stage.
Pentagon and Drive are three year European Union funded
programmes and are developing with ongoing dialogue with
European Union partners. Pentagon is a three year ongoing
research and development programme, is in its final year and is on
track.
Energy prospectus is under development and will consider current
projects, research opportunities and future energy project
opportunities. To be presented to Scrutiny during the September
cycle.
Local Full Fibre Network project - Been a delay due to reviewing
all Wave 2 Projects, new team from funding body has been
working with project team members to go through all documents.
Discussion being held on taking the project to the procurement
stage very shortly. Blaenau Gwent is part of the project being led
by Cardiff Capital Region City Deal.
Challenges
No new challenges identified within quarter 4
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Some Regeneration Projects are
still under development and some
speculative projects may not be
viable when a business case is
prepared.
Ongoing
0 0 1 (50%) 1 (50%) 0
To develop a portfolio of potential energy opportunities to
deliver economic, business and community benefits
45
06 – Economic Development and Regeneration
Achievements
Meeting with the Chair of the Town Centre Task & Finish group to
agree next steps with a meeting convened for April 2019.
Full members briefing scheduled for quarter 1 2019/20 with
presentations from external stakeholders including ‘Near Me Now’.
New structure in place with Town Centre Facilitator.
New delivery arrangements plan for Blaenau Gwent town centres
Another £80k received for upgrading children’s parks in Blaenau
Gwent.
Challenges
No challenges identified within quarter 4.
Progress on previous Challenges
Quarter 3 Challenge Quarter 4 Progress / Resolution
Due to changes to the ESD
funding going forward the
Council has supported an all-
Wales Keep Wales Tidy bid for
grant funding to implement an
enhanced programme of activity
to improve the local
environmental quality of Wales.
The all-Wales Keep Wales Tidy bid
for grant funding to implement an
enhanced programme of activity
to improve the environmental
quality of Wales has been
successful. Keep Wales Tidy are
currently developing a detailed
Action Plan for Welsh
Government to consider and if
acceptable may result in the
recruitment of an Officer to
deliver the work programme in
Blaenau Gwent.
0 0 1 (33%) 0 2 ( 67%)
To work with partners to develop a new vision for our town
centres ensuring their long term future
46
06 – Economic Development and Regeneration
*Targets will be developed following full development of the performance indicators
Economic Development and Regeneration
Performance Indicator National /
Local Baseline Q1 Q2
Q3
Q4
Quarterly
Performance
Trend
House building completions Local TBC Annual - 75 -
Number of affordable housing units delivered per
10,000 households National
(new) TBC Annual - awaiting figure
Number of Business start-ups supported (directly
created as a result of targeted support from the
council) Accumulative
Local
(available) 14
9
11
(2 Q2)
13
(2 Q3)
19
(6 Q4)
Percentage of occupied floor space of available
council business units Local
(available) 85% 83% 84% 90% 93%
47
07 – Corporate Risk Register
Risk Description
Current
Sta
tus
Dire
ctio
n
of Tr
ave
l
CRR1 (Business) Failure to deliver and
sustain the changes required to ensure
that vital services are prioritised within
the financial constraints faced by the
Council.
Council set a balanced budget for 2019/20 and has raised the level of General Reserves
through prudent financial management and decision making;
Chief Officer – Commercial has commenced work to establish a commercial team and
strategy to bridge the gap in funding over the next 3 years, in line with the Medium Term
Financial Strategy (MTFS);
Review of the MTFS has commenced to ensure a robust strategy is in place to support
financial management over the next 3 years;
Phase 1 of review of Leisure Services completed and Phase 2 now underway to identify
how sustainable service delivery can be achieved to protect services and prevent any
further call on revenue funding;
Commenced Bridging the Gap in Quarter 4 through identification of strategic business
review themes and opportunities;
A strengthening of the understanding of the road map in relation to ICT and determination
of the level of investment is required.
Hig
h
48
07 – Corporate Risk Register
Risk Description
Current
Sta
tus
D
ire
ctio
n
of Tr
ave
l
CRR7 (Business) Failure of schools in
Blaenau Gwent to adapt and change
accordingly to the requirements of the
new curriculum and national agenda of
the Welsh Government as laid out in the
National reform agenda document
"Education for Wales: Our national
Mission"
School categorisation was finalised in January 2019: all primary schools are either green or
yellow with the exception of two schools who have requested to remain amber. There
were only 2 green schools in 2014; the primary categorisation profile represents significant
major improvement. In 2019 the 6 secondary/all through settings are as follows: two are
green, two are yellow and two are red. One school has moved up to green and one school
has moved up to yellow in 2019; the remaining two red schools are progressing at a
different pace due to the complexity of the work needing to be done, however, both are
making progress.
Schools continue to engage in the professional Learning Offer via the EAS; attendance by
schools is being closely monitored. The termly backward glance provided by the EAS which
evaluates schools’ engagement with National Reform is helpful in terms of monitoring
engagement and hence evaluations of risk. The level of school to school work is extensive.
The Council is Intervening in Abertillery Learning Community and Brynmawr Foundation
School.
- BFS has appointed their substantive Head teacher and Vice Chair and Deputy Head
teacher. The senior leadership team is being reviewed. The school has reduced their
deficit significantly and demonstrated clear progress against their plan. Key Stage 4
pupil outcomes are predicted to improve on last year. Grant spend plans have been
approved. IP meetings evidence clear progress continues to be made. The Directorate
will review their Statutory Warning Notice again in the autumn term as well as the
school’s provisional categorisation.
- ALC have two Interim Principals in place both with a strong track record of securing
improvement in challenging circumstances. One Principal has expertise in the primary
and the other in the secondary phase; this arrangement underpins the need to secure
improvement in both phases across the setting. The PIAP has been prioritised addressing
Leadership, Teaching and Learning and the Curriculum. Improving the quality of
teaching and learning has been a priority for the Spring term 2019. The primary senior
leadership structure has been finalised and the school is now reviewing the Learning
Support Assistants roles and responsibilities. The school currently awaits a revisit from
ESTYN and is focussed on progressing the PIAP accordingly.
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CRR14 (Resource Management) Failure
to improve staff attendance rates within
the Council will lead to an
unacceptable impact on the ability of
the Council to deliver services
effectively and financially support the
cost of sickness absence.
Managing Attendance Policy reviewed and updated further to the findings of the Elected
Members Task and Finish Group (Council March 2019).
Working in partnership with Occupational Health to manage demand and waiting times for
appointments.
Forecast end of year figures estimating increase in sickness absence for 2018/19.
Technical issue solved to push on with the sickness absence module in ITrent – timeline to be
determined.
Review of sickness absence report to Scrutiny Autumn 2019
Using improved reporting in itrent to understand the causes of increased sickness absence.
Increased resource in Organisational Development to support this work.
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CRR19 (Legal) If the Council does not
manage its information assets in
accordance with requirements set
down within legislation then it may be
faced with financial penalties and
possible sanctions that hinder service
delivery.
The existing Data Protection Officer left employment in March 2019, and the new post
holder commenced April 2019. A part-time fixed term role has now been appointed to
support the work of the team and improve capacity to assist Education and schools
achieve compliance. It is understood that the Council’s SIRO intends to recommence the
Information Governance Forum and this group is critical to identifying risks and driving
improvements across the Council. However, due to the staff changes mentioned above,
and the IGF not yet being reconvened, this risk remains high.
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CRR20 (Social) There is a risk that
increasingly complex needs and
demand for services provided by Social
Services, in particular for Looked After
Children, will put further significant
pressure on the Council's budget.
The numbers of children looked after continue to reduce at a very slow rate. The My
Support Team (MyST) staff are in post and are undergoing induction and a comprehensive
programme of training. They will start working with cases from the beginning of July 2019.
Meetings have already occurred with the MyST Manager and Blaenau Gwent Officers to
identify which children currently in residential care should be prioritised by the MyST.
Welsh Government recently visited the authority to discuss the increase in looked after
children numbers in Blaenau Gwent and across Wales. A presentation on the progress of
the Safe Reduction of Looked After Children Strategy was shared. Feedback from Welsh
Government was very complimentary about the way in which Blaenau Gwent was
managing this rise in children looked after and the measures in place to address the issues
impacting on this.
The supporting change team has been operational since January 2018. The teams is to
work intensively with families with the aim of preventing children entering the care system.
Since the supporting change team has been operational (which coincides with the
implementation of the safe LAC reduction strategy) children’s services have seen a
stabilisation in the looked after children numbers and since February 2019 a slow reduction
in numbers. 104 referrals were made to the Supporting Change Team in the first 12 months
of the team becoming operational. During this time the team worked with 140 children and
their parents. 13 of the children the supporting change team has worked with have
successfully been rehabilitated home from foster care
Welsh Government announced additional funding via ICF grant money which has come
through the Regional Partnership Board over a two year period. The money must be used
for “Children at risk of becoming looked after, in care or who are adopted”. This equated
to £383,298.00 for Blaenau Gwent. This money will be used to develop 4 areas of practice
which includes:-
• Family Group Conference / Meeting service;
• Gwent wide ‘offer’ of support to Special Guardians;
• enhance each Local Authorities Edge of Care Team and a
• Young Person’s Mediation Service
It is anticipated that the work undertaken by these new posts will contribute to the safe
Children Looked After (CLA) reduction strategy and build on the good work which has
taken place over the past 12 months to stabilise our looked after children numbers instead
of them increasing.
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CRR21 (Economic) The Financial
resilience of the Council could be at risk
if the Council does not ensure that
financial planning and management
decisions support long term stability and
sustainability.
The provisional outturn for 2018/19 is reporting an adverse variance of £71,000 against a
budget of £145m, a variance of 0.05%. A review of Provisions & Reserves during the period
identified a number of provisions that were no longer required and as a result the overall
level of general & earmarked reserves increased from £10.6m as at March 2018 to £12.5m
as at 31 March 2019 (General reserve £5.9m & Earmarked Reserves £6.6m).
During quarter 4 the Council agreed a balanced budget for 2019/20 which included a
contingency of £117,000 with the intention of maintaining the level of the general reserves
above the target level of 4%.
The new Council Capital Strategy has been approved. CIPFA introduced the Capital
Strategy in its Prudential Code for Capital Finance in Local Authorities in 2017 with effect
from April 2019. The capital strategy is intended to give a high level overview of how capital
expenditure, capital financing and treasury management activity contribute to the
provision of services along with an overview of how associated risk is managed and the
implications for future financial sustainability.
The CIPFA Financial Management Model which allows assessment of an organisation’s
financial management and sustainability commenced with interviews undertaken and
electronic questionnaires circulated to participants. The outcome of this work is expected in
the early part of the new financial year.
Review of the Medium Term Financial Strategy has commenced to ensure a robust strategy
is in place to support financial management over the next 3 years
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CRR22 (Resource Management) Failure
to deliver the Council's priorities within
the agreed annual budget resulting in
the increased use of emergency
finance measures and the drawdown
of reserves.
The Provisional outturn expenditure for 2018/2019 is £145.5m, reporting an adverse variance
of £71,000 against the budget, a variance of 0.05%. This is a significantly improved financial
position compared to the quarter 3 forecast position and this can be attributed to the
austerity measures put in place during the quarter including a freeze on non-essential
expenditure and recruitment and utilisation of grant funding awarded late in the financial
year.
The 2019/2020 budget was approved and set and this included addressing £1.4m of current
and new emerging cost pressures.
A review of Provisions & Reserves during the period identified a number of provisions that
were no longer required and as a result the overall level of general & earmarked reserves
increased from £10.6m as at March 2018 to £12.5m as at 31 March 2019 (General reserve
£5.9m & Earmarked Reserves £6.6m).
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CRR24 (Economic) There is a risk that
exiting the EU will have an adverse
impact at a national and local level
which could impact on the community
and on the Council and its ability to
deliver public services.
Preparations for exiting the EU with or without a deal gathered pace during this period as
the date of Article 50 expiration (29TH March 2019) approached.
Strategic partners were engaged with to share learning and best practices around joint risks
and opportunities.
The EU has now granted the UK an extension to leave the EU on or before 31st October
2019, so the likelihood of this risk will continue to be kept under close scrutiny as the national
debate and Brexit process continues.
Community cohesions monitoring is undertaken through normal channels.
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