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CARDIFF COUNCIL CYNGOR CAERDYDD COUNCIL: 24 FEBRUARY 2011

EXECUTIVE PROPOSAL AGENDA ITEM: BUDGET PROPOSALS 2011/12 Reason for this Report 1. To enable the Executive

(i) To submit to Council their proposal of the estimates of expenditure and income in order to set the Council Tax in accordance with the Local Government Finance Act 1992.

(ii) To recommend to Council the strategy and plan for the control

of the Authority’s borrowing and investments for the year 2011/12 (the Annual Treasury Management Strategy).

(iii) To recommend to Council the Prudential Code capital

expenditure and treasury indicators for 2011/12–2013/14 and the Council’s Minimum Revenue Provision Policy for 2011/12.

(iv) To set the rent levels for Housing Revenue Account properties,

service charges and management fees for leaseholders for 2011/12.

(v) To agree the rates of fees and charges for Council services for

2011/12. Background 2. The Council’s key Strategic documents are the Community Strategy,

Corporate Plan and Budget. For 2011/12, the Corporate Plan has been prepared alongside the budget and priorities in the plan are resourced within this budget proposal. The Corporate Plan itself is considered elsewhere on the agenda for this meeting and it can be seen that it continues to be outcome focussed following the establishment of this new approach last year. The Council’s budget supports these outcomes through detailed activities set out in the individual Service Plans.

3. The report to the Executive Business Meeting in October 2010 on the

Budget Strategy for 2011/12 set out a broad framework to enable work to commence on budget preparation. The strategy was written within

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the context of continued uncertainty of public sector finances that was not expected to become clear until after the Welsh Assembly Government (WAG) had published its budget in late November following the announcement of the Comprehensive Spending Review (CSR) in October 2010. Thus the strategy was compiled using the WAG’s financial planning assumption of a 3% reduction in Aggregate External Finance (AEF) funding in each of the three years from 2011/12 while also protecting secondary healthcare and expenditure on schools.

4. As a result of the significant uncertainty, the budget strategy required

service areas to identify potential savings based on two scenarios of 12.5% and 16% of controllable budgets in order to allow some flexibility when the Provisional Settlement was received. Although the strategy continued the policy to protect school delegated budgets from contributing to required savings, the report made it explicit that the position would be reviewed if the settlement was worse than expected.

5. In anticipation of the requirements of the strategy, employees were

invited to be considered for voluntary severance (VS) subject to the approval of a business case. Discussions have subsequently been held with both staff and trade unions and individual business cases have been identified. In some cases where early release of an employee was possible this has taken place in order to improve the financial position in the current year. These form part of the overall number of voluntary severances that have been agreed and their impact has been included as part of this budget proposal. In addition and in order to maximise the number of applications that could be supported a council wide exercise was undertaken to ensure that opportunities were not restricted within individual service areas.

6. The strategy also reviewed the Council’s approach to transformation

and recognised that more focus must be given to driving the projects forward in order to extract the achievable savings from the organisation. To support the acceleration of tangible savings being achieved, seven programmes were identified in order to transform in-house services and become more responsive to our citizens. The report also recognised the need to invest in and build upon the Council’s internal capacity in order to ensure that the new ways of working are sustainable in the long term.

7. Work on the savings proposed by service areas was carried out during

the Autumn and Winter to ensure that those taken forward were realistic and achievable. This included a robust risk assessment exercise and an equality impact exercise where applicable.

8. The Budget Strategy report also considered the Capital Programme as

this is a key element of the Council’s budget. It is important that the long term priorities identified together with the resources to fund that investment are considered along with their associated risks.

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9. The Budget Strategy Report in October 2010 reiterated that the current Capital Programme (2010/13) requires resources from additional borrowing and general capital receipts of £12.4 million and £12.1 million respectively. With concerns over the high level of national debt the outlook for future capital funding was forecast as bleak, leaving little if any opportunity for new schemes funded by the Council. However it was deemed important to provide opportunities for investment which were affordable, sustainable and in accordance with the Corporate Plan. Such schemes would:

• Be self financing over a prudent period of time through revenue

savings or additional income demonstrated by a robust business case.

• Be self financing by releasing land and property with certainty of disposal within a short period of time.

• Attract a significant level of partner/external grant support where a Council contribution is necessary.

10. As part of budget preparation, consultation has taken place through:

• Ask Cardiff Survey • Scrutiny Committees • Trade Unions • School Budget Forum

11. Appendix 1 attaches the letters received from Scrutiny committees

consideration of the Executive’s budget proposal and draft Corporate Plan. In addition it includes a summary report of the results of the 2010 Ask Cardiff Survey, including a comparison with findings from previous years.

12. The main findings of the 2010 Survey show that community safety and

crime prevention is the top spending priority for Cardiff residents followed by street repairs and traffic management and attracting and retaining jobs. These findings are largely consistent with the findings from the 2009 Ask Cardiff Survey although street repairs and traffic management has replaced litter, street cleansing and recycling as a key priority for residents of Cardiff.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010 1st Highest Priority

Community safety and crime prevention

Community safety and crime prevention

Community safety and crime prevention

Community safety and crime prevention

Community safety and crime prevention

2nd Highest Priority

Litter, street cleansing and recycling

Litter, street cleansing and recycling

Litter, street cleansing and recycling

Attracting and retaining jobs

Street repairs and traffic management

3rd Highest Priority

Education Education Street repairs and traffic management

Litter, street cleansing and recycling

Attracting and retaining jobs

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13. The findings of the survey also show that major events and venues, regeneration of the City Centre and Cardiff Bay and libraries are the lowest spending priority areas for Cardiff residents. Again these findings are largely consistent with the findings from previous Ask Cardiff Surveys.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010 1st Lowest Priority

Major events and venues

Major events and venues

Major events and venues

Libraries Major events and venues

2nd Lowest Priority

Libraries Natural and built environment

Regeneration of the city centre & Cardiff Bay

Regeneration of the city centre and Cardiff Bay

Regeneration of the city centre and Cardiff Bay

3rd Lowest Priority

Regeneration of the city centre & Cardiff Bay

Regeneration of the city centre & Cardiff Bay

Libraries Major events and venues

Libraries

14. Comments received from the Trade Unions are summarised in

paragraph 287. The School Budget Forum met on 4 and 10 February to consider the Executive budget proposal as it affected their remit. The Forum was generally supportive and commended the Executive on being able to protect and increase overall school budgets although Headteachers would need to wait to see how the budget changes impact on individual schools. The timing of the Scrutiny committees mean that any written comments that are received will be circulated at the Executive Business Meeting.

15. In addition, the Members’ Budget Forum has received briefings from

the City & County Treasurer during the budget preparation period. Issues Budget 2010/11 16. The Council’s Budget Report for 2010/11 identified significant

operational and financial challenges in the medium term. These were reviewed as part of the Budget Strategy Report and are set out below:-

• Continuing demographic demand for social services if trend lines

vary significantly from the anticipated position (i.e. January 2010).

• Continuing challenges in achieving income from fees and charges.

• Ability to comply with arrangements at waste facilities and as advised by the Environment Agency.

• Maintenance of facilities and assets where no commuted sums are available to assist.

• Total impact of new pay and grading model when implemented.

• Realisation of cashable benefits from the (Strategic) Transformational Change Programme.

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• Service impact of the significant reduction in headcount expected over the medium term.

• Level of Harbour Grant to be approved by the WAG and any consequential impact on service provision and employees.

• Increasing pressure on the capital financing budget resulting from the impact of additional borrowing undertaken in support of the Capital Programme.

17. The Month 8 Monitoring position is included elsewhere on the Agenda

for this meeting and shows a projected surplus of £210,000 for the Council as a whole. This is a slightly better position than that reported at Month 6 and is despite significant financial pressures continuing to be evident in a number of service areas but particularly in relation to the Adults, Children’s and Schools and Lifelong Learning services. Although there is still some evidence of financial pressures being linked to the economic downturn, the real concern remains as to the long term budget needs of the three service areas mentioned above and which need to be considered as part of the 2011/12 budget.

The 2011/12 Settlement 18. The dates of the budget settlement have been later this year as a

result of the CSR and the subsequent compilation of the WAG budget. The final Local Government Revenue and Capital settlement for 2011/12 was announced by the WAG’s Minister for Social Justice and Local Government on 2 February 2011. This followed the announcement of the Provisional Settlement on 23 November 2010 and took into account responses that had been received during the consultation period. The main points to note in the settlement at an all Wales level:

• An overall reduction in AEF for 2011/2 of 1.4% with indicative cash

increases of 0.2% and 1.3% for 2012/13 and 2013/14 respectively.

• Inclusion of a floor mechanism set to avoid authorities receiving a reduction of more than 1.7%. Twelve authorities contributed to the floor for 2011/12.

• A number of grants were transferred into the Revenue Support Grant (RSG) which serves to reduce the amount of hypothecated funding provided outside the settlement.

• The requirement for local authorities to protect schools and social care budgets by 1% more than the change in the WAG’s budget in each of the next three years.

19. Within the Settlement papers, the Minister made it clear that the level

of any council tax increase was the subject of local determination although as in previous years he stands ready to use the capping powers vested in Welsh ministers to limit any increases that he “considers unreasonable in all the circumstances”.

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20. The final allocation of funding produced a range of change in AEF of between 0.053% and -1.7% with Cardiff’s settlement being the only increase and which delivered additional resources over 2010/11 of £208,000. Within this figure is Cardiff’s contribution to the floor mechanism which has been calculated at circa £1.1 million.

21. The main reason for Cardiff’s above average increase is the fact that

Cardiff’s general population increase was again the highest in Wales and serves to help explain the demographic and service pressures that are being experienced in some of our demand led services as mentioned previously in this report.

22. In addition, as part of the overall settlement for Wales, information on

specific grants amounting to £473 million (£766 million in 2010/11 after restatement to reflect some grants being transferred into RSG in 2011/12) was published although this is not a final list and details of some significant grants are not yet available. Appendix 2 sets out the current list of known grants. At a local authority level the position is even less certain with the only information currently available for Cardiff shown overleaf:

Grants announced listed for Cardiff but still liable to change

Grant Name £ Appetite for Life Specific Grant 198,563 CBDC Cardiff Bay Regeneration Grants 7,500,000 Community Purposes 374,276 Cymorth – the Children and Youth Support Fund 4,725,931 Flying Start Revenue grant 4,844,853 Foundation phase 8,934,433 Induction 45,035 Learning Disability Strategy (Resettlement) 7,663,283 Learning Pathways 14-19 1,345,447 Local Transport Services Grant 778,010 Resources for Local Planning Authorities 70,000 Unlocking the Potential of Special Schools 92,064 Welsh Medium Bilingual Grant 116,697 Youth Service Revenue Grant 189,020 Total 36,877,612

23. Generally these specific grants will be available to the particular

service area as additional resources, subject to the relevant terms and conditions.

Protection for Schools and Education Indicator Based Assessment (IBA) 24. The WAG First Minister made a commitment to protect Schools

funding by 1% above the Revenue Block Grant received by the WAG from the UK Government.

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25. In order to evidence this level of protection, each Local Authority has been asked to demonstrate for each of the following three financial years that Individual Schools’ Budgets (ISB) are adjusted in accordance with the indicative target set for each year.

26. The broad principle is that each council’s net ISB should be adjusted

to deliver a 1% better settlement than the WAG revenue budget received in the CSR (see table below), adjusted to take account of any increase or decrease in pupil numbers each year (as this will impact on the level of funding each council receives through AEF).

WAG Budget

%

Level of Protection

%2011/12 -1.33 -0.332012/13 +0.58 +1.582013/14 +1.08 +2.08

27. The table shows that for 2011/12, ISBs should decrease by no more

than 0.33%. The mechanism designed to ensure that all Authorities can demonstrate this protection has been agreed. Having considered this mechanism, the figures contained within this budget proposal suggest that Cardiff will be able to demonstrate growth in 2011/12 of 1.82% to ISBs. This equates to extra resources of £3.21 million against a target of not cutting ISBs by more than £0.58 million. This translates as £3.79 million being allocated to ISBs in Cardiff in excess of the target guidance issued by the WAG. However, the WAG have now provided confirmation of the Post 16 Funding Grant for Cardiff which is a 3.13% reduction on the level received in 2010/11.

28. The demonstration of the protection of ISBs can not include any

growth as a result of increasing pupil numbers. Cardiff has allocated a further £0.4million to ISBs in respect of a net increase of pupil numbers. This equates to a total growth to ISBs of 2.04%

29. The WAG’s response to the report of its School Funding Committee in

2006, stated that pending the outcome of their review of the Education formula, the Education IBA for each local authority would be used as the local target for Education spend. However, it should be remembered that the WAG financial settlement is an unhypothecated funding stream and consequently the comparison can be for information only.

30. The relevant comparative figures for Cardiff are:-

YEAR IBA BUDGET DIFFERENCE £m £m £m % 2009/10 209.2 212.30 3.10 1.50 2010/11 215.5 223.06 7.56 3.51 2011/12 216.53 226.24 9.71 4.48

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31. The above table indicates an excess of £9.71 million (4.48%) over the WAG local target in 2011/12 as a result of Council priorities within the overall budget, and shows a continuing increase in the surplus of budget over IBA.

Protection for Social Care 32. In line with the position on schools, the WAG First Minister also made

a commitment to protect social care funding by 1% above the Revenue Block Grant received by the WAG from the UK Government. The level of protection is as set out in the table in paragraph 26 and indicates that for 2011/12 the level of funding allocated to social care should not decrease by more than 0.33%.

33. In Cardiff the increase in the level of budget allocated to social care

easily exceeds this target figure, reflecting the significant pressures faced by Adults and Children’s Services both in the current year and in relation to future demographic trends. In meeting these pressures the Council’s budget includes a net increase of an additional £1.301 million for Adult Services (+ 1.6%) and £3.305 million for Children’s Services (+ 8.9%). This represents an overall increase of £4.606 million (+ 3.9%).

Resources Available 34. The unhypothecated resources available to the Council from the WAG

as part of the settlement are set out below:-

£000 Revenue Support Grant 315,271 NNDR 80,067 Outcome Agreement Grant 2,413 Concessionary Fares 11,700 Unhypothecated resources from the WAG 409,451

35. The receipt of the Outcome Agreement Grant is dependent on

achieving the outcomes agreed jointly between the WAG and the Council and requires evidence of collaborative working. Deductions will be made from the grant where the outcomes are only partially or not achieved at all based on the following scale:

Match to Outcome achieved % grant 25-30 points 100 20-24 75 15-19 50 0-14 0

36. As the maximum grant will be awarded only where all outcomes are

successfully delivered in collaboration, this budget takes a prudent

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approach and assumes that 75% of the grant will be received in respect of 2011/12.

37. The report to Council in December 2010 in respect of the Council Tax

Base implied a marginal increase in the number of Band D equivalent properties expected by the end of March 2012. This increase will generate an additional £407,000 in Council Tax without any increase in the rate of tax.

38. The level of earmarked reserves, together with their purpose, has

been reviewed and this budget proposal includes the use of these amounting to £1.568 million.

39. The following table sets out the total resources available to finance the

budget before any increase in the rate of Council Tax.

£000 Resources from the WAG Settlement 409,451 Use of earmarked reserves 1,568 Council Tax (at nil increase) 123,450 Total resources available 534,469

Resources Required 40. The table below summarises the spending required to cover base

expenditure, commitments and budget realignments:-

£000 £000 2010/11 Base Budget (after transfers) 536,262 Item from settlement (First steps initiative) 868 Employees (pay awards and increments) 4,429 Service expenditure and income realignments 6,091 Previous year commitments 509 Concessionary Fares 760 Actuarial review of Pension Fund 1,500 Landfill Tax and Carbon Allowances 1,390 Other items 2,421 17,968 Total resources required 554,230

41. An expanded breakdown of the above including the total amount of

accepted financial pressures and savings is shown in Appendix 3. Funding Gap 42. A comparison of the resources available to the Council (with no

increase in the rate of Council Tax) with the resources required before the inclusion of any new financial pressures results in the following shortfall:-

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£000 Resources required (before new pressures) 554,230 Resources available (at nil Council Tax increase) 534,469 Shortfall before new pressures and savings 19,761

43. In preparing this budget proposal, the Executive has been mindful of

the need to balance Corporate Plan priorities and service requirements with the impact on council tax payers particularly at this time of financial restraint. Consequently, the Executive with officers have considered new financial pressures together with savings options proposed by service areas. In addition, benefits to be achieved from transformation have been assessed and included as part of the savings to be delivered by services.

44. The Executive budget proposal acknowledges new financial pressures

totalling £4.626 million which supports achievement of the objectives in the Corporate Plan for 2011/12. Within the figure an amount of £0.45 million has been provided for investment in transformation to ensure that the activities necessary to achieve transformation over the medium term are resourced. Appendix 4 shows the details of the financial pressures.

45. Savings accepted within this budget proposal amount to £21.989

million and equate to 8.1% of the overall controllable budget although there is considerable variation between service areas. Savings to be achieved from transformation are incorporated within the detailed service area proposals to ensure engagement with the tasks ahead and to recognise that transformation is not a separate part of the organisation. Appendix 5 sets out the savings in detail.

46. The following table concludes that the amount to be raised from

additional Council Tax in 2011/12 is £2.398 million and will result in a Council Tax increase of 1.94%.

£000 Shortfall before pressures and savings 19,761 Add new financial pressures 4,626 Sub total 24,387 Less savings 21,989 Amount to be raised from additional Council Tax 2,398

Financial Standing & Risks 47. In considering their budget proposals, Members must have regard to

the financial standing of the Council and the impact of budget decisions on services, citizens and council tax payers.

48. In his Annual Improvement Report (successor document to the Annual

Letter) of January 2011, the External Auditor has commented that the Council has:- “Well-managed its budget in recent years with balanced budgets achieved at the corporate level. This places the Council on a sound footing going forward into a period of significant change and

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financial cuts as it has a track record of making sure its services are delivered with the resources it has available.”

49. The level of the General Fund Balance at the beginning of 2010/11

amounted to £11.1 million and no drawdown is assumed as support for the 2011/12 budget proposal. However, it is proposed to use earmarked reserves amounting to £1.568 million to support the budget proposal of which £1.341 million relates to expenditure linked directly to the purpose of the particular earmarked reserve.

50. A list of the General Fund earmarked reserves estimated at 31 March

2012 is attached as Appendix 6(a) while Housing Revenue Account and School’s reserves are shown in Appendices 6(b) and 6(c) respectively.

51. The Council has previously indicated a continuing need to reduce its

headcount if it is to transform services while also reducing its resource base to manage the constraints on public expenditure. During 2010/11, chief officers have considered and supported voluntary severance applications where there is a clear business case for the release of those employees. These actions have supported in-year expenditure reductions and budget saving proposals for 2011/12. They also anticipate the reduction in headcount arising from the transformation programmes together with other restructuring including the impact of the revised Hafod arrangements in social care.

52. The level of financial support necessary to allow the progression of

these initiatives has required approval of a capitalisation directive by the WAG for the second year in succession in order to cover the statutory element of the cost of release. The discretionary element of the cost of release will be covered from any appropriate current year resource as part of the consideration of the out-turn position for 2010/11. Following this, any balance will be covered by the Council’s available cash-backed balance sheet resources. Profiles of cash requirements will be constructed prior to any interim use of such resources for this purpose. It is expected that the total discretionary element of release will amount to £3.9 million.

53. When reviewing the financial standing of the Council, it is also

necessary to consider the level of financial risk inherent in the revenue and capital budgets.

54. In recognition of the importance of understanding the implications of

budget options, chief officers were required to assess the residual risk and achievability of each new financial pressure and saving proposal submitted. This service risk assessment was supplemented with a corporate moderation exercise that considered the submissions with reference to the current Corporate Plan and Corporate Risk Register.

55. The outcome of this exercise can be seen in Appendices 4 and 5

where the risk assessments are shown against the new pressure submissions and individual saving proposals. The analysis shows that

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there are some underlying risks that will need to be managed either at operational level or as part of the review of the Corporate Risk Register when reported to the Executive and Corporate Management Board.

56. These significant residual risk items together with their mitigations are

described in the relevant service paragraphs but in summary are the:-

• Continuing demographic demand for social care services if trendlines vary significantly from the anticipated position.

• Potential financial impact of the changes to the Continuing Health Care guidelines together with fee structures in the independent care sector.

• Possible increase in the number of children with Special Education Needs who require additional Council support.

• Cumulative challenge to achieve income from fees and charges in a period of financial constraint.

• Significant reduction in the Corporate Initiatives budget that will restrict the Council’s ability to react to economic, commercial and community opportunities that arise during the year.

• Total quantum of savings to be achieved from Waste Management and Street Cleansing as a result of the implementation of the Waste Strategy together with continued reliance on income from recyclates.

• Necessity to deliver cashable net savings from transformation across the programme areas and from within the service areas.

57. In addition, other general risks to be managed include:-

• Total impact of new pay and grading model when implemented.

• Service impact of the significant reduction in headcount expected over the medium term.

• Operation and control of pooled budgets especially where joint appointments are made.

• The ability to react to new service demands such as homelessness as the impact of the cutbacks signalled in the CSR continue to be felt by society in general.

• Potential for financial pressures to emerge such as any emanating from the recent Snow Review.

• Accumulative effect of resources needed to finance the Schools Organisation Plan (SOP).

• Achievement of capital receipts required to support the Capital Programme.

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• The level of additional borrowing undertaken in previous years and proposed will require more revenue resources to be diverted for capital financing in future years.

• Self funding capital schemes that are approved on the basis of generating savings, increasing income or capital receipts but which fail to do so will also increase pressure on the revenue budget.

• The risk that the cost to Cardiff Council of services delivered in collaboration with others is not understood and considered appropriately.

58. Extreme care will continue to be required to ensure that the significant changes to business processes do not impact on the financial control environment in a negative manner.

Service Implications of the Revenue Budget 59. In compiling the budget for 2011/12 the Executive understands that

the economy remains in an uncertain state with the general public still subject to severe financial pressures. To that end, the budget proposal has sought to protect services and stimulate or safeguard the Cardiff economy wherever possible and also to be mindful of the effect on council tax payers.

60. The budget provides for the Council’s estimated cost of known pay

awards together with related employee issues. The full year effect of the Teachers’ September 2010 pay award of 2.3% has been included. The position for next year’s pay awards is not known. The latest position is that the Employer’s Association acknowledges the Government’s budget statement in respect of a £250 award for those earning less than £21,000 per annum but state that this is not necessarily the form that any 2011/12 pay award would take. Nevertheless, this budget proposal does make a provision for that award at this stage.

61. An allowance for the cost of increments (£2.6million) has been set at

levels to allow for employee turnover and the reduction in headcount evident in this budget proposal.

62. The triennial revaluation of the Local Government Pension Fund will

be effective from April 2011 and this has required a budget increase of £1.5 million in each of the next three years.

63. The allowance for the non-teaching pay award included in the 2010/11

budget was not needed as the Employer’s Association decided not to make any award for that year. Consequently the available budget of £1.9 million has been used to offset the increase in employee costs in 2011/12 so that in total £5.93 million has been added to the budget for employees.

64. As in recent years, no allowance for general inflation has been

allocated to service areas. However, research undertaken has identified that budgets should be increased where there is evidence of

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particular pressures which have been included in the budget. These are:-

• Special Education external provider costs • Fee increases in the independent care sector

65. Utility prices continue to be uncertain with the risk of volatility during

next year although it is expected that any increases will be able to be contained within the existing budgetary provision. However, the requirement to purchase carbon allowances during 2011/12 in respect of the Carbon Reduction Commitment Scheme that commences in April 2012 will cost the Council £600,000. Because of lower than expected price rises there will be an underspend on utility costs in 2010/11 and this has been transferred to an earmarked reserve. This reserve will be used as a smoothing mechanism for any price increases in excess of the current budgetary provision should that be necessary and also as a contribution towards the cost of the Carbon Reduction Commitment Scheme in 2011/12.

66. A list of posts created or deleted as part of the budget proposals is

shown in Appendix 7. The Appendix shows that there will be a net reduction of 292 full time equivalent posts (FTE) overall, and within that total 6 posts will be created. It is assumed that 64 FTE posts that are vacant will be deleted, 77 FTE posts will be deleted through redeployment and 144 FTE posts deleted through VS. In addition, a further 112 FTE posts have been released through other arrangements including as part of the realignment of residential care for older people in respect of the Hafod contract changes approved by the Executive in 2009. New posts created as part of the budget and required posts that become vacant through natural turnover will be filled, where feasible, through the appointment of existing employees or transfer of employees through redeployment. In this way, it is expected that the Council will be able to achieve the reduction in headcount required in the medium term.

67. The Equality Act 2010 places a general duty on Cardiff Council to

eliminate illegal discrimination and promote equality according to the nine “equality characteristics”. To comply with this duty, chief officers undertook equality risk assessments for their saving and financial pressure submissions. Following moderation by the Council’s equality team, these assessments have informed the budget setting process. One of the outcomes agreed as part of the initial impact screening exercise was to forward the equality impact assessment to the Cardiff and Vale equality and human Rights Network for their feedback once the budget has been approved.

68. This budget proposal does not include an allowance for a general

increase in fees and charges. Chief officers were advised that they should consider the particular circumstances for which they charge for their services and reflect any changes in their savings proposals. The list of proposed revisions to fees and charges in 2011/12 is shown in

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Appendix 8. Where this report proposes increases in fees and charges in respect of which statutory or other consultation is required, such increases will be subject to that consultation and proper consideration of any representations received. Accordingly, Members should be aware that the final level of charges for these items cannot be determined at this stage.

69. The savings proposals that have been accepted include areas of

income growth potential which will generate an additional £522,000. The Registration service will offer a same day service for copy certificates and increase the price accordingly to reflect the better quality service. This same day service as well as an increase of fees in bereavement and wedding / civil ceremonies will generate £190,000 additional income. A new charge will also be put in place for pre-planning application advice that is anticipated to generate £25,000. Reviews have also taken place within the Music Service, Storey Arms, Adult Community Learning and Summer Learning Festival in order to ensure that the trading models of each of these are taking advantage of income opportunities as well as reviewing the cost of delivery of service. As a result of these reviews it is anticipated that £165,000 savings will be generated through a combination of additional income and reduced costs. A number of these proposals will have benefited from the preparatory work undertaken as part of the Revenue Income Optimisation initiative and the Council’s Fees and Charges strategy.

70. There have also been a variety of price increases for services such as

Heliport, Pontcanna Caravan Park, Allotments, Sports Facilities and Pitches which will generate an additional £54,000. The Sports Development team will also be introducing a combination of after school clubs and holiday activities which will deliver an additional £10,000. There is also an anticipated increase in income of £15,000 for workshops as well as an additional £50,000 from reducing costs and increasing revenue from City Hall functions. There are also proposals to improve income generation from New Theatre, Tourist Service, Mansion House and Event park and ride by £78,000.

71. In order to ensure that the Council reacts quickly and appropriately to

changing economic market conditions it is recommended that the appropriate chief officer is delegated the responsibility to introduce and amend prices as and when needed. This decision will be taken in conjunction with the Chief Corporate Services & Section 151 Officer and the Executive Member for Finance and Service Delivery. Where appropriate a report will be placed before the Executive within a reasonable timescale of the decision

72. The capital financing budget reflects both the repayment of principal

and interest on loans for capital expenditure together with generation of interest from short-term investment of surplus cash. Recent years have seen a significant reduction in the potential to achieve income from investments as a result of extremely low interest rates but it is not expected that this will continue beyond the medium term. In arriving at

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the budget for 2011/12 an estimated average interest rate of 1.4% from investments has been assumed.

73. The 2010/11 budget included an indicative base budget allocation of

£5 million towards the cost of new pay and grading model following the completion of the job evaluation exercise. This exercise is due to be completed shortly and following that negotiations in respect of the new arrangements will commence with trade unions. The base allocation of £5 million will be retained in 2011/12.

74. The following paragraphs provide a commentary on significant areas

of change within the budget. The service area analysis in this section is consistent with the Council’s structure as at August 2010 when chief officers were required to develop their proposals. Subsequent changes to the organisational structure will be addressed through financial aggregations and disaggregations as they are determined. The overall changes to service area budgets between 2010/11 and 2011/12 are shown in Appendix 9 and are reflected in the new service area arrangements.

Adults 75. Additional resources of £2.57 million have been provided in the budget

to assist in meeting the service pressures that are evident in the current financial year and which are expected to continue as reported in the 2010/11 monitoring reports. This includes the full-year effect of these pressures. Resources of £2.2 million as identified within have also been provided towards future anticipated pressures in respect of fee increases, demographic changes and the 2010 amendments to the Continuing Health Care regulations. Growth of £80,000 and £60,000 has been accepted for new mental health staffing pressures and day activities respectively while the WAG’s Settlement itself included a sum of £868,000 for the First Steps initiative. This initiative imposes a cap on the level of charge to be levied on those able to pay for domiciliary care.

76. Savings amounting to £5.1 million representing 6.3% of the

controllable budget have been accepted. 77. The continuation of the policy to move from a traditional home care

service to one of reablement will save a further £425,000 in 2011/12 through both natural turnover and supported VS applications. The implementation of the new domiciliary care contract together with other procurement initiatives will achieve budget reductions of £1.9 million. Employee savings including the deletion of vacant posts, approval of VS and consequential restructurings have been accepted in the internal Supported Living Service (£70,000), Learning Disabilities Day services (£184,000), Business Support (£260,000) and generally across the service (£329,000).

78. As a result of the preference for service users to receive care in their

own homes the demand for residential places continues to decrease.

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Consequently it is proposed to close the Council’s two remaining residential homes saving £800,000 in 2011/12 and further savings in 2012/13 as sufficient capacity is evident in the city to meet the needs of residents. This is subject to the necessary consultation processes. In addition, the further release of savings from the Hafod arrangement including the impact of their earlier than planned closure of Countisbury residential home will increase the savings from residential care homes in 2011/12 to £1.15 million.

79. In addition £697,000 will be delivered through continued engagement

with the current transformation programme. Children’s 80. The financial pressures currently evident in this service area have

been recognised in this budget proposal with the allocation of an additional £2.15 million. Also, decisions from previous budgets have resulted in residual growth in respect of the ten additional social work posts (£126,000) and the new home at 150 Thornhill Road (£120,000) being included in 2011/12. Part and full year funding for three posts, additional provision for Child, Health and Disability and Family Intervention Service including short breaks and sessional support totalling £231,000 have also been included. This provides overall growth of £2.6 million.

81. Savings of £502,000 representing 1.4% of the controllable budget

have been accepted. This sum includes £120,000 to be saved from the current cost of agency placements through more effective procurement and £100,000 from budgets that have historically underspent their targets. In addition, a realignment of the Operational Manager structure will result in a net saving of £120,000 while £137,000 will be delivered through continued engagement with the current transformation programmes.

Citizen and Democratic Services 82. A range of savings amounting to £273,000 (6% of controllable budget)

have been accepted. These include a reduction in the number of research and community engagement staff due to changes in priorities (£73,000) and the staff available to support Members in administrative and word-processing duties (£31,000) together with the deletion of a vacant post in Electoral Services (£21,000). In addition, an Operational Manager will be granted VS partly offset by the creation of a Principal Officer to cover essential duties (£40,000) and £68,000 will be achieved through continued engagement with the current transformation programmes.

Corporate Management 83. Service area saving proposals amounting to £828,000 have been

accepted including £604,000 from Corporate Initiatives budget and £180,000 as a result of residual savings from previous restructuring

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exercises. The balance of £44,000 is achieved through a reduction in voluntary sector grants. The grant programme is run on a three year cycle with the current arrangement ending in 2011/12 and thus allowing savings to be made without withdrawing support without notice.

84. In addition, savings from transformation amounting to £1.086 million

have been logged against this service although the majority of this sum relates to management restructuring and will be moved to other services once the actual proposals have been agreed.

85. The reduction in Corporate Initiatives budget has removed any

flexibility for 2011/12 with the vast majority of the budget being committed to support approved events and activities such as:

• Street dressing and Christmas lights.

• Wales GB rally.

• Sporting activities such as Boxing, Speedway and Devil’s Foundation.

• Commemoration events such as St David’s Day and Holocaust. 86. The Corporate Initiatives Reserve stands at £1.08 million and is

available to fund economic, commercial and community opportunities that may arise during the year and which may not otherwise be affordable.

87. Additional resources have been provided in this budget proposal to

provide extra grant support to Menter Caerdydd (£50,000), Families need Fathers (£30,000) and to create a Sport and Culture bursary for young people (£10,000). The budget also includes a further £450,000 for investment in infrastructure and support to advance transformation activities.

Corporate Services 88. Savings of £1.896 million representing 16% of the controllable budget

have been accepted. Reductions to staffing budgets amounting to £717,000 have been made across the service area including a saving of £133,000 on senior management costs. This will be managed through a combination of voluntary severance, flexible retirement and deletion of vacant posts with impacts on service delivery being reduced through a combination of service realignment and reallocation of duties. The expiry of the ICT maintenance contract for the 101 service provides savings of £100,000 with further savings of £109,000 being realised in relation to software licences, network support and hardware contracts on the Council's ICT budgets. Increased income including additional NNDR admin grant provides further savings of £106,000. The decision to discontinue the use of the Treasury Management Fund Manager and to undertake investments in-house will save £35,000 with further savings of £376,000 being found through

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a combination of efficiencies and reductions across a range of budget headings including reduced SAP external support costs arising from the re-tender of the service. In addition £453,000 will be delivered through continued engagement with the current transformation programme.

89. Funding has been provided to compensate for the WAG’s changes to

the exemption level for empty property rate relief (£106,000) and also as a result of a cap placed on income to be recovered from court costs for Council Tax and Business Rate recovery work (£110,000).

Culture, Tourism and Events 90. Additional resources have been provided to offset the impact of grant

fall-out in respect of the Tourist Information Centre and St David’s Hall (£40,000) together with a new budget line of £25,000 to support St David’s Day events.

91. A review of the VAT arrangements in respect of the New Theatre has

recently been undertaken with the result that income receivable will increase by £83,000 in 2011/12 through a different technical arrangement.

92. A range of other savings amounting to £469,000 (9% of controllable

budget) have been accepted. These include employee savings relating to the VS of the New Theatre Manager and five employees from St David’s Hall (£110,000) together with the full year financial impact of the retirement of the Arts Development Manager (£35,000) and other employee savings amounting to £81,000.

93. Minor reduction in spending on the Mansion House together with

increased income will produce £24,000 while other income earning opportunities are expected to generate £92,000. The deletion of grants paid to SAFLE and the Women’s Art Association as both organisations have ceased to exist in 2010/11 will save £32,000. Continued engagement with the current transformation programmes will achieve £44,000 while the balance of savings amounting to £51,000 will come from a variety of other headings including the review of the civic fleet as the lease periods come to an end.

Development, Projects and Partnerships 94. A review of the VAT arrangements in respect of the Castle has

recently been undertaken with the result that income receivable will increase by £217,000 in 2011/12.

95. Other savings amounting to £492,000 have been accepted (10.6% of

the controllable budget). Increasing the utilisation of the ISV project office will generate income of £147,000 while an additional £50,000 will be achieved through City Hall functions and a further £18,000 from workshop rental income. The Design and Construction Manager post will be deleted following VS saving £45,000 while continued

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engagement with the current transformation programmes will deliver savings of £167,000. Various efficiency savings throughout the service will account for the balance.

Direct Services 96. Additional resources of £250,000 have been included for highway

maintenance work. 97. Savings of £971,000 (4.9% of controllable budget) have been

accepted, the most significant as a result of the changed procurement arrangements for building maintenance activity that is currently the subject of a tender process (£400,000) and will realise savings in relation to repairs to all council buildings across service areas. Reductions to the street lighting budget through a staffing restructure and procurement efficiencies will save £191,000 while the transfer of gymnastics from the Central Gym to Eastern Leisure Centre will reduce expenditure by £120,000. Within the details of the savings proposed, £400,000 can already be attributed to transformation activities while £175,000 will be delivered through continued engagement with the current transformation programmes.

Housing and Neighbourhood Renewal 98. Savings of £1.07 million representing 8.9% of the controllable budget

have been accepted across the service. Within the total savings are £40,000 to be achieved from the Libraries element of the service. This relates to the deletion of a stock assistant due to the reduction in workload and the closure of the Central Library on Sundays as a result of low patronage on that day.

99. Various merger and restructuring proposals affecting the Community

Safety, Communities First, Housing Advice, Disabled Facility Grants and Private Sector Housing sections are proposed that will produce net savings of £344,000. In addition the realignment of the work of the Housing Strategy unit with the Social Lettings unit will result in further savings of £123,000. Additional income of £32,000 will be generated from recharging the Housing Revenue Account while various overhead savings will amount to £80,000 and continued engagement with the current transformation programmes will achieve £96,000. The balance of savings amounting to £355,000 will be achieved through a series of changes to posts although many will require redeployment of employees to posts elsewhere in the Council.

100. Although there has been a general expectation that the homelessness

budget will come under pressure in the current economic climate, this has not been evident in the current year. However, in order to provide a degree of protection for such an eventuality it is anticipated that a proportion of any underspend on this service in 2010/11 will be carried forward as an earmarked reserve and used for this purpose as necessary.

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Infrastructure 101. Additional resources have been provided to support the new

requirement to prepare a Flood Risk Strategy (£50,000). 102. Savings of £1.42 million (10.6% of controllable budget) have been

accepted from across the service area. Restructuring proposals in the Parks Operation, Aboricultural Management, Telematics and the Strategy, Design and Land Management Groups will produce net savings of £286,000 while increases in various income streams will generate an additional £120,000. Other savings of £121,000 relate to the transfer of staff dealing with Traffic Management Orders and related advertising costs to the Civil Parking Enforcement (CPE) section, cessation of free travel for railcard holders using the Baycar service of £70,000, and reduction in telematic maintenance of £80,000. Changes to operational arrangements at a number of bowls pavilions and withdrawal of the Cardiff North park and ride facility will reduce the current budgets by £61,000 overall while continued engagement with the current transformation programmes will achieve savings of £604,000. The balance of savings will be achieved from a range of other expenditure headings.

Schools and Lifelong Learning 103. The 2010/11 budget committed new resources of £500,000 over two

years to increase the general special schools budget and this proposal includes £208,000 as the balance of that agreement. In addition, the budgets for children with special education needs have been increased by £1.2 million to recognise the current demand both on independent placements and the cost of support in the Council’s mainstream schools. These particular budgets have been increased in each of the past 5 years amounting to a total increase of £3.5 million. In order to strengthen accountability and attempt to constrain the upward expenditure trend, it has been decided in conjunction with the School Budget forum, to delegate the realigned budget for current Matrix payments to individual schools with effect from April 2011. In order to respond flexibly to new cases of complex needs an additional sum of £100,000 will be held centrally for pupils with visual and hearing impairments.

104. Similarly, in order to provide more focussed support to schools in

managing attendance this responsibility will be delegated to schools from April 2011.

105. The budget also makes specific inflation allowances for the increasing

cost of the independent sector (SEN) provision (£103,000), free school meals (£105,000) and business rates (£118,000) while increasing pupil numbers in the nursery and primary sectors have required additional budget of £401,000. Increases in employee costs for pay awards, increments and national insurance contributions for both school based and non-school based and pension contributions

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increases for non-teaching employees amount to £3.417 million and have been included in this budget proposal.

106. Savings of £1.851 million representing 4.9% of the controllable budget

have been accepted including reductions of £65,000, £20,000 and £80,000 from the Music Service, the Summer Learning Festival and Storey Arms respectively. This budget proposal also includes the removal of the top-up for the Better Schools Fund (£250,000) together with employee reductions in the Education Advice and Advisory service groups (£175,000 and £250,000 respectively).

107. The budget for new premature retirements for teaching staff has been

reduced by £200,000 which is possible through more intense use of redeployment and other employee support policies in schools. All schools will be encouraged to ensure that any staff displaced by structural changes are given the opportunity to be considered for similar appointments across the Cardiff Education region.

108. Within the details of the savings proposed, £175,000 can already be

attributed to transformation activities while £427,000 will be delivered through continued engagement with the current transformation programmes.

Shared Services 109. New resources of £350,000 have been provided for the Cardiff

Academy and Officer Development while increased school transport costs related to the School Organisation Plan has required an extra £154,000.

110. Savings of £980,000 have been accepted from across the service area

with £730,000 being achieved by the Centralised Transport Service unit. Within this amount, further home to school route optimisation will deliver savings of £219,000 while improvements to vehicle tracking, new procurement arrangements and vehicle related efficiencies will achieve £511,000. The balance of the savings will come from better co-ordination of communications and media expenditure (£50,000) and a reduction in the budget for equalities training due to the implementation of the new Single Equality Duty (£13,000). In addition, transformation savings of £187,000 are also included.

Strategic Planning and Environment

111. The budget allows for the confirmation of base budget funding for a

Council E-Coli Officer and related resources of £60,000, and an increase in the budget for neighbourhood renewal initiatives of £100,000.

112. Savings of £1.275 million across the service have been accepted

mainly from employee budgets (£467,000) although increases in Bereavement and Registration fees together with new income streams for development and pre-planning application enquiries will generate

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£221,000. Other savings will be achieved through the negotiation of improved rates for essential user car parking of £70,000 and general efficiencies of £24,000. The employee savings are due to deletion of vacant posts, approval of VS applications and consequential restructurings. In addition transformation savings of £365,000 are also included.

Waste Management and Street Cleansing 113. The budget provides for the part year cost of the implementation of the

Waste Strategy amounting to £550,000 as approved at the Executive Business Meeting on 16 January 2011. In addition, resources have been provided for the effect of Central Government’s increase in the rate of landfill tax (£790,000), a shortfall in third party income (£290,000), and realignment of NNDR budgets (£118,000).

114. Savings of £3.479 million have been accepted which equates to 14.8%

of the controllable budget. The reduction in landfill tax payable as a result of increased diversion of waste through composting and recycling will save £920,000 while income receivable from commercial waste and materials recycling will generate an additional £600,000. The full year effect of the improvements made to the waste collection and cleansing services in 2010/11 will deliver savings of £574,000 while the recent proposal to rebalance domestic waste collection rounds will reduce the current budget by £376,000. More efficient procurement of the material used as landfill cover together with optimising funding sources for eligible expenditure will produce savings of £100,000 and £300,000 respectively. A further £194,000 will result from continued engagement with the current transformation programmes. Other savings will come from changes to employee budgets in the Material Recycling Facility (£100,000) on the landfill site (£60,000) together with the approval of applications for VS and flexible retirements (£145,000).

Transformation 115. The Budget Strategy Report approved by the Executive on 22 October

2010 outlined the Council’s approach to transformation and recognised the increasingly important role that the Transformation Programme will have on the Council’s finances. It also acknowledged the need to reprioritise internal resources, focussing on areas of the Council with the greatest potential to deliver efficiencies, whilst maintaining flexibility to respond to political priorities. Revised, robust governance and reporting arrangements have been implemented which should help to ensure that benefits are released and that budgeted savings targets are achieved. In line with this, senior responsible officers have been allocated to each of the seven programme areas:-

• Service Redesign

• Shared Services

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• Citizen Focused

• Commissioning and Procurement

• Land and Buildings

• People and Leadership

• Enabling Technology 116. A mixture of internal and external resources will be used to support the

programmes with a clear strategy to develop and deploy internal resources whenever possible. Where it is necessary to use external resources this will be for time limited periods to complete specific work packages, with a mandatory requirement to transfer knowledge to internal staff through mentoring and instruction. Council staff involved in supporting the Transformation Programme will also have access to development opportunities via the Cardiff Academy which will be the Council’s strategic learning and development approach for all staff.

117. The transformation savings included within the 2011/12 budget are set

out in Appendix 10 to this report. This includes transformation savings that have already been identified and included in the service area detailed proposals together with the additional savings that will be achieved though the transformation programmes identified above. Overall, the budgeted savings from transformation total £8.713 million of which £4.013 million are included in the service area detailed proposals. A summary of the savings is set out in the following table:-

Theme Savings in

Service Area Proposals

Further Savings required

Total Transformation

Savings £000 £000 £000 Service redesign: Organisational structures Process savings

1,290 539

2,070 800

3,360 1,339

Commissioning and Procurement 1,650 400 2,050 Shared Services: Business Admin Process savings

534 0

550 880

1,084 880

Total 4,013 4,700 8,713

118. The £4.7 million of further savings includes £1.0 million which has

been carried forward from the £3.5 million savings target in 2010/11. This is mainly in relation to savings from organisational structures and business administration which will be achieved as part of the programmes set out above.

119. Service redesign organisational structures includes savings at various

levels within the organisation including senior management savings arising from the changes to the Council’s organisational structure approved at the Executive Business Meeting on 2 December 2010. It also includes management and supervisory savings across a range of

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services within the Council including at operational manager level. Service redesign processes include savings in assessment and care management, Parks Operations, Transport and Waste Management. A range of commissioning and procurement savings have already been identified and included in service area budget proposals. This includes cost reductions in areas such as building maintenance, transport and Adult Services commissioning. Further targeted savings of £400,000 are also anticipated across a range of procurement initiatives. A review of the Council’s business administration arrangements is currently being undertaken and is expected to generate a further £550,000 of savings in 2011/12 in addition to the £534,000 reductions to business administration costs already included in service area savings proposals. The Shared Services Process Savings mainly relate to a review of facilities management but with savings also anticipated from ICT organisation, customer and business knowledge and information and performance management.

120. The budget also includes additional resources to support investment in

the programme, providing the necessary funding and impetus for projects that will release savings in future years. The revenue budget includes an additional £450,000 for this purpose which adds to the £1.5 million which was allocated as part of the 2010/11 budget. The revenue budget will support the infrastructure and governance arrangements necessary to ensure benefit release including knowledge transfer from external resources. It will also provide scope for investment in areas such as service redesign and in the technology required to support shared services including an increasing emphasis on information and performance management. An Enterprise Architecture Team will be set up in order to focus on and manage the delivery of the IT requirements necessary to support the transformation programme with all investment decisions, including those identified in conjunction with the Council’s Strategic Technology Partner (Tata Consultancy Services -TCS) being based on a business case and the release of future benefits.

121. The Capital Programme also includes resources to support

transformation including funding for an investment strategy which forms part of the Invest to Save schemes. This provides £2.5 million in 2011/12 and further sums in subsequent years of the programme in order to meet capital expenditure arising from transformational change. It is envisaged that these projects will be self-financing but in the short term the costs arising from these investments will be paid for from the base budget identified above. The Capital Programme also includes sums to support the strategic property and accommodation rationalisation and funding to support Central Transport Services with the acquisition of a new vehicle maintenance depot and disposal of existing depot sites.

Medium Term Financial Plan 122. The following table sets out, as far as possible, the financial

challenges facing the Council over the next four years. It draws on the

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October 2010 CSR and the WAG’s subsequent budget. 123. It is evident from the table that anticipated resources are unlikely to

cover emerging financial pressures. The funding shortfall identified at the foot of the table will therefore need to be addressed through a combination of transformation and service area savings, use of reserves and potential council tax increases.

Future Funding 124. Local Government has received an indicative three year settlement

from the Welsh Assembly for the financial years 2011/12 – 2013/14. This has made the Council’s medium term funding position clearer, and the plan reflects indicative AEF figures for 2012/13 and 2013/14. It should be noted however, that indicative funding is subject to change and can be affected by a number of factors including population fluctuations and the use of floor funding mechanisms. The output from the 2011 national census is likely to begin to flow through into Revenue Support Grant (RSG) datasets from 2013/14 onwards but it has not been possible to anticipate any impact at this stage. A further note of caution is that if Government proposed savings in other areas are not achieved, it is possible the AEF figures above could be reduced. There is also the risk of distribution changes to the formula which could adversely affect future AEF.

Medium Term Financial Plan

2011/12 2012/13 2013/14 2014/15Budget Element

£000 £000 £000 £000Adjusted base budget b/f 536,262 536,867 558,914 580,409Employee Costs increases 5,929 8,784 8,585 9,960Unavoidable Commitments 11,264 6,113 5,910 3,120Specific inflationary pressures 554 2,000 2,100 1,900Fire levy and precepts 221 400 400 400Financial pressures 4,626 4,750 4,500 4,500Accepted Savings (21,989) Total expenditure 536,867 558,914 580,409 600,289Finance by:- Aggregate External Finance 395,338 398,817 405,782 409,840Improvement Agreement Grant 2,413 2,413 2,413 2,413Concessionary Fares 11,700 12,450 13,200 13,950Contributions from Reserves 1,568 Council Tax at 2011/12 rate 125,848 125,848 125,848 125,848Financing of previous shortfall 19,386 33,166Total Financing 536,867 539,528 566,629 585,217Shortfall to be met from savings / use of reserves / Council Tax increase

19,386 13,780 15,072

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125. The paragraph above refers to the general grant funding that the Council receives from the WAG. In addition to this, the Council also receives a significant amount of grant income to fund specific services and the outlook in respect of these grants is unclear at this stage. In an effort to provide greater flexibility and to reduce the administrative burden on Local Authorities, the Assembly has expressed an intention to transfer specific grants into the RSG where possible. Whilst this is helpful, there is a risk that upon transfer, the overall quantum and / or the distribution mechanism of the grant will be altered. There is also a risk that remaining specific grants could reduce or fall out altogether.

126. Given the difficulties in pre-empting any changes to future specific

grant allocations, the MTFP includes a general provision of £1.5 million per annum to address grant fall out. This is in recognition that there are likely to be grant reductions in future years in respect of activities which the Council may decide to continue, and for which core funding will therefore need to be identified.

127. The use of reserves to support the budget creates a resource gap that

must be filled in the following year. This is because reserve funding can be used only once. Care has been taken in the 2011/12 budget and later years of the MTFP to avoid a large impact in this regard.

Future Expenditure 128. Commitments arising from the 2011/12 budget are included in the

MTFP but these are the only service improvement items that are assumed after 2011/12. Undoubtedly, there will be other issues that arise, not yet considered by the Council that will also have an impact in the future.

129. The effects of decisions taken in respect of the Capital Programme are

included in the plan, both in terms of capital financing implications and increased operational costs. Cardiff’s capital grant allocations will decrease by approximately 20% in 2011/12 and although the settlement does not include any indicative future amounts for capital, this funding position is unlikely to improve.

130. Reduced capital resources may have revenue implications in the

medium term, including additional maintenance costs as a result of reduced annual sums for property asset renewal, and the potential workload implications of a limited capital programme. These issues will need to be monitored but at present the plan includes provision for additional direct revenue financing.

131. The demographic challenges facing Cardiff are the main reason for the

above average settlement that the Council has received from the WAG in respect of 2011/12. These pressures are set to continue over the medium term particularly in the areas of Social Care and Special Educational Needs where an increase in both the level and complexity of demand is anticipated. Pupil numbers are also expected to increase

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over the medium term. These ongoing pressures are reflected in the medium term financial plan.

132. Within the WAG budget, social care and education have been

protected at a level of 1% above the WAG’s funding allocation from Central Government. The Assembly has made it clear that Local Authorities will be expected to honour this level of protection in setting their own budgets over the next three years. The protection required is set out in the following table:-

2011/12 2012/13 2013/14WAG budget allocation from Central Govt. -1.33% +0.58% 1.08%

Education / Social Care Protection required -0.33% +1.58% 2.08%

133. Recognition of the demographic pressures outlined above means it is

likely that the Council would achieve the required element of protection over the next three years. However, there is another challenging issue which arises from the requisite protection. Together the protected areas account for well over half of the Council’s net budget; this means that the task of balancing the funding shortfall identified above, becomes concentrated on remaining service areas.

134. Inflation levels are currently running well above the Bank of England’s

2% target. In line with the policy of recent years, service areas will be expected to absorb the impact of price inflation within their existing resource base except in instances deemed to be truly exceptional. Inflation is very difficult to predict in the current economic climate, however the plan includes estimated provision for fee increases within Adult Services, energy and NNDR.

135. Provision for increments within future years of the plan are at 2011/12

levels and 80% of total estimated liability. Budgeting at this level is intended to reflect staff turnover and the reducing head-count across the Council.

136. In June 2010, the Chancellor’s budget statement expressed the

intention that there should be no public sector pay increases for two years with the exception of a £250 pay award for staff earning less than £21,000 per annum. Within Local Government, pay is a matter for collective bargaining between the national employers and trade unions through the National Joint Council. As it is not possible to pre-empt this bargaining process, provision within the plan for 2012/13 pay award reflects the Chancellor’s budget statement. Later years of the plan include provision for a 1% pay award for all non-teaching staff and a 1.5% pay award for teachers. These percentages are purely estimates which aim to balance the general message of restraint regarding public sector pay awards with preparedness from a budgeting perspective.

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137. The Council’s pension fund has recently undergone its latest statutory review. In order to address the pension fund deficit, the actuary has recommended annual increases in employer’s contributions of £1.5m per annum for each of the next three years. These figures are reflected within the medium term plan. A collaborative exercise involving the eight Welsh local government pension funds is currently examining all possible areas of future savings including potential mergers. Any savings will be incorporated in the next actuarial review in 2013 at the earliest, and so does not form part of this MTFP.

Housing Revenue Account 138. The Housing Revenue Account (HRA) is a ring-fenced account which

records income and expenditure in relation to Council housing. The Local Government and Housing Act 1989 places a statutory duty on local authorities to maintain a separate account for the costs associated with the management and maintenance of Council dwellings. The ring fencing of the account means that local authorities may not subsidise any costs relating to Council housing from the General Fund (i.e. from Council Tax or from AEF).

139. The main expenditure items within the account include maintenance

and repair costs, management costs (including rent collection, housing allocations, property and estate management) and capital financing charges on the HRA’s outstanding loan debt.

140. The major income streams come from Council house rents and

income from service charges. 141. The 2011/12 Final Determination received from the WAG on 10

February 2011 provides for a guideline rent for Cardiff Council of £71.84 per week in 2011/12. This level of guideline rent means an increase for Cardiff of £4.17 per week based on the 49 week collection. This equates to an increase in actual rents of 5.61%, as compared to the all Wales increase of 5.39%.

142. In setting the Determination and in its calculation of HRA Subsidy

payable, the WAG makes the assumption that local authorities will increase rents in line with the guideline increases. If rents are set at a level below the guideline increase, there will be a direct loss of income to the HRA, as the assumed level of rental income in the subsidy calculation will remain unchanged.

143. Tenants were consulted on the proposed rent increases at the

Tenants Consultative Panel on 9 February 2011. Tenants expressed concern about the draft rent increase and the Tenants Federation intends to make representations to the WAG.

144. A fairer way of deciding the rent each tenant pays will be introduced

from April following Executive approval in 2010. The aim of the review was to resolve the anomalies in the current charging systems and no additional rental income will be raised as a result of the review.

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Related increases will be capped at £3.00 per week. This is in addition to the percentage increase outlined above.

145. The detailed proposals for changes to the HRA charges which can be

found in Appendix 8(b) are summarised as:

• A rental increase of 5.61% in line with the WAG Guideline increase.

• An increase in the service charges for Council tenants and hostels of 2%.

• An increase in the leaseholder management fee of 1.26%. 146. Other factors which make up the budget proposal include the following

main items:

• Provision is made for employee increments.

• Provision is made for the final instalment of pension strain costs relating to posts deleted through VS in the Housing Services restructure carried out in 2009/10.

• A reduction in the percentage of staff costs previously charged to Capital and Right to Buy schemes results in reduced income.

• HRA element of the Direct Services savings proposal in respect of DSU efficiencies resulting from a ‘one store’.

• There is a standstill budget for housing repairs in 2011/12.

• The direct revenue financing budget for capital expenditure assumes a contribution of £1.35 million in 2011/12.

• An increase in capital financing costs relating to Prudential Borrowing levels.

• A budget has also been included for additional direct revenue financing. This will be used either to fund additional capital expenditure or to reduce future borrowing costs to the HRA.

147. The proposed 2011/12 budget is shown in Appendix 11. Local

Authorities in Wales are required to take action to ensure that all Council homes reach the Wales Housing Quality Standard (WHQS) by 2012. The HRA Business Plan for Cardiff identified that the WHQS is achievable by 2012 but this will necessitate a significant contribution to the required capital expenditure. As detailed above, the proposed 2011/12 budget includes a revenue contribution of £1.35 million which will assist in the programme of works required to meet the WHQS. In addition, there will be a £1.98 million contribution from the HRA General Reserve in 2011/12.

School Organisation Plan 148. The School Organisation Plan (SOP) relates to the significant

programme of capital investment which aims to reorganise school

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places in Cardiff thereby using resources more effectively and ensuring that schools are fit for purpose.

149. The Plan is designed to be self-funding and the particular projects to

be undertaken are detailed in the Council’s Capital Programme. 150. The Consolidated Financial Model for the SOP brings together the

Fast Track, Welsh Medium, Cardiff East and Whitchurch proposals. The Summary Consolidated Financial Model provides an updated projection for both capital expenditure and capital funding over the life of the plan is shown as follows. FUNDING

£m EXPENDITURE

£m Capital Programme 171.1 Capital Receipts 17.7 Capital Grants 53.9 Asset Renewal for SOP 0.6 Section 106 Contributions 0.7 Capital Programme Allocations 19.2 Direct Revenue Financing 38.5 Additional Borrowing 40.5 171.1 171.1

151. The capital investment programme within the model totals

£171.1million. This is based on Initial Development Appraisals (IDAs) adjusted for construction cost inflation over the life of the model. An additional contingency sum of 10%, is added and is adjusted as proposals progress. The expenditure projections are regularly monitored and updated, along with the project funding sources, to identify changes in either the value or timing of expenditure.

152. As part of the 21st Century Schools programme the Council submitted

a funding bid to the WAG in December 2010. As the Council will not receive a response from the WAG until later in 2011/12 no figures have been included in the new Capital Programme.

153. Funding for the model comes from a number of sources. Where

proposals include the disposal of school land, the capital receipt is reinvested into the SOP. The model relies upon £17.7 million of future capital receipts. Funding is also secured as capital grants from the WAG, with a total of £53.9 million in the form of scheme specific grants such as Ty Gwyn, Flying Start Grant for early years schemes, and Schools Building Improvement Grant (SBIG). Finance has also been allocated from the Council’s own Capital Programme, Asset Renewal Fund and Section 106 Contributions where available.

154. The balance of funding is provided by Direct Revenue Financing £38.5

million and additional borrowing of £40.5 million. The capital charges arising from this additional borrowing are funded from revenue release savings as described below.

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155. In addition the SOP includes revenue expenditure of £14.9 million in connection with organisational restructure costs attached to the proposals. These include project management costs, additional costs incurred by schools which are closing or are in transition, and pump priming for the establishment of new educational provision. The risks around organisational restructure costs increasing should be noted and officers regularly review the potential financial implications attached to the proposals.

156. To fund the above two elements revenue release savings have been

identified which come from a number of sources and are identified below.

• Facilities Management Savings - Based on the facilities

management element of the budget for closing schools that is no longer needed – for example lump sum for school heating, lighting, building maintenance.

• Falling Pupil Number Savings – the amount no longer allocated to schools as delegated budgets reduces as a result of the fall in pupils.

• Efficiency Savings - an annual efficiency saving of 0.5% has been captured against the teaching element of all delegated schools budgets for a period of five years from 2009/10.

157. The overall Consolidated Financial model represents a significant

financial exposure for the Council and the following capital and revenue key risks have been identified and are continually reviewed:

• Changing scope of works following the IDAs as schemes progress

through feasibility studies and design.

• The management of cost over-runs and fluctuating construction cost inflation which may lead to expenditure exceeding contingency levels.

• Potential for underachievement of capital receipts within the current climate, failure to obtain planning consent or changes in Council policy in respect of land sale.

• Potential for the WAG funding levels to be reduced or changed.

• The potential for revenue costs of closing schools and opening others to be higher than estimated.

• The potential for the underachievement of revenue savings.

• The additional risks attached to taking an incremental approach to the implementation of the schools organisational proposals.

158. A further challenge attached to the Consolidated Financial Model is

the cash flow impact in the timing of both capital and revenue expenditure and income. A reserve has been established for the SOP and this is used to manage these cash flow fluctuations. The balance

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carried forward at the end of each year reflects the additional costs anticipated in affected schools. Projected movements on the reserve are shown within Appendix 12 and summarised in Appendix 6(a).

Activities Inherited from Cardiff Bay Development Corporation including Harbour Authority 159. The Council established the Harbour Authority in April 2000 following

the closure of Cardiff Bay Development Corporation (CBDC). The functions and responsibilities of the Harbour Authority are detailed in the Agreement made between the Council and CBDC (now the WAG) under Section 165 of the Local Government Planning and Land Act 1980. The funding required to discharge these obligations is provided by a specific grant received from the WAG. This funding and any income generated are ring fenced.

160. The revisions to the Section 165 Agreement approved during 2006/07

ensured that a sufficient funding level was made available to the Harbour Authority to meet the liabilities under the agreement and any additional duties relating to the Cardiff Bay Barrage Act 1993.

161. During 2010/11 negotiations have taken place between the Council

and the WAG officers to agree a new three year budget for the period 2011/12 to 2013/14. As part of these negotiations the WAG indicated their expectation that the level of funding allocated for this function would be significantly reduced.

162. Following a critical examination of the future resource requirements a

proposed fixed cost and asset renewal budget incorporating savings was submitted to the WAG for agreement between the two parties. An agreement has not been finalised but significant progress has been made in reaching a substantial level of reductions. This identified a total funding requirement of £8.033 million for 2011/12.

Harbour Authority Funding Requirement 2011/12 £000 Fixed Cost budget 7,500 Asset Renewal 533 Total 8,033 163. The Fixed Cost budget of £7.5 million covers staff costs & overheads,

barrage maintenance, environmental monitoring, community liaison and leisure. This represents a reduction of £2.01 million (21.1%) compared to the 2010/11 budget and requires efficiency savings across most headings.

164. The three year budget for 2011/12 to 2013/14 will require a new

agreement to be approved that will include the sharing of financial risk (or benefit) between the Assembly and the Harbour Authority. The Assembly and the Harbour Authority will now share any over (or under) spend against the Fixed Cost budget on a 50/50 basis.

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165. Also under the new agreement it will be proposed that, income should be offset against the Fixed Cost budget which is a change from the current arrangements and this will form part of the savings required to achieve the £7.5 million Fixed Cost budget. It is expected that income generation amounting to £500,000 will be achieved in 2011/12 primarily from car parking and mooring fees.

166. Another significant change proposed under the new agreement will be

that the balance of the Enhancement Fund that remains at the end of 2010/11 will pass to the Council to cover the additional risk of any over spend on fixed costs and to fund future agreed Harbour Authority projects. The balance on the Enhancement Fund at the end of 2010/11 is currently predicted to be £2.2 million.

167. A report on the Cardiff Harbour Authority function will be presented to

the Executive Business Meeting shortly. This will include a recommendation to provide delegated authority for officers to conclude a revised legal agreement with the WAG for the continued provision of Harbour Authority activities pending a satisfactory outcome to ongoing discussions.

Civil Parking Enforcement (CPE) 168. Following approval from the WAG to designate Cardiff as a “Civil

Enforcement Area”, within which parking violations and eventually also certain moving traffic offences, including bus lane enforcement, would be enforced, CPE was introduced on 5 July 2010.

169. The advantage to the Council in taking these powers is that it has

been given direct day-to-day control of the deployment of enforcement staff across the highway network thus allowing targeted enforcement in support of transportation strategies and more effective responses to local needs.

170. CPE is a ring-fenced account. The income generated from car parking

fees is used to fund the operational costs and to subsidise the enforcement unit. Any surplus or deficit will be transferred to a Parking Reserve and can only be used for specific purposes such as supporting public passenger transport services in accordance with section 55 of the Road Traffic Regulations Act 1984. When the anticipated trading surplus and eligible expenditure for the current year is applied to the brought forward figure the balance in the Parking Reserve at 31 March 2011 will be £1.992 million.

171. For 2011/12 income from car parking fees and residents permits is

forecast to be £3.691 million. This is partly offset by the £1.464 million annual revenue commitment which reflects contributions to existing revenue budgets. Operating costs are anticipated to be £671,000 and the enforcement subsidy is estimated at £868,000. The net effect is to leave a trading surplus of £688,000. Eligible expenditure of £1.004 million, which includes a contribution to the cost of the Pentwyn park & ride facility and upgrading of surface car parks, will reduce the reserve

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to a balance of £1.676 million at 31 March 2012. The current and planned position on the reserve is set out in Appendix 13.

172. It is planned to create an additional 10 Civil Parking Enforcement

officers in order to increase the presence throughout the city. It is anticipated these will be self-financed from the generation of enforcement fines.

Capital Capital Expenditure Pressures 173. Members will be aware of the significant increase in the level of the UK

National Debt and measures put in place to reduce the level of debt in the medium term. As expected this has resulted in a reduction in specific capital grants and in general capital funding. This has necessitated a review of recurring annual capital allocations to ensure only essential investment is undertaken and will require service areas to continue to secure value from sums allocated.

174. The Council will in 2011/12 receive circa £17 million in grant and

borrowing approval from the WAG in order to determine its own spending priorities for capital items. This is a reduction of 20% from the previous year, and is forecast to reduce by a further 20% by 2013/14.

175. Set against the demand for these capital resources and the current

economic climate, tough choices are required. Pressures include:-

• Ensuring that existing property is fit to deliver service improvements, by addressing the maintenance backlog of over £85 million, disabled access and health and safety improvements.

• Meeting the aspirations of service areas to change existing assets or create new capital assets in order to improve service delivery in accordance with the Corporate Plan.

• The need to spend £19 million annually in order to maintain the highway and associated infrastructure such as roads, traffic signals, bridges, street lighting etc and address the backlog of repairs.

• The need to create new transportation infrastructure in the City.

• The costs of dealing with residual waste and the post closure commitments of the Lamby Way landfill site.

• Meeting the Capital City aspirations of Cardiff citizens and the region for capital assets.

• Meeting the Welsh Housing Quality Standard. (WHQS)

• Mandatory Disabled Facilities Grants and the need to minimise the time citizens have to wait for such adaptations.

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Capital Position Statement

176. The following paragraphs set out the context within which decisions on the level of capital expenditure should be taken.

177. The Prudential Code of Borrowing includes a number of indicators that

must be used and factors which are to be taken into account by the Council when setting its borrowing limits. These indicators are set out in paragraphs 201 to 222 inclusive. Whilst there are currently no national restrictions on the level of borrowing, the Government has in October 2010 raised the cost of local authority borrowing through the Public Works Loan Board (PWLB). However further measures remain a risk to the Capital Programme and investment aspirations.

178. There is a high dependency on generating capital receipts to reduce

capital financing costs. Over the five years of the 2011/12 – 2015/16 Programme some £16.5 million in capital receipts (excluding Major Projects and SOP) are assumed for the General Fund Programme. Experience in previous years has demonstrated the difficulties and uncertainties in the assumptions in generating receipts. In some cases disposal of assets predicated on a scheme progressing did not happen. In other cases receipts are no longer feasible because of difficulties in achieving them due to the volatility and unpredictability of the property market which shows little sign of settling down within the immediately foreseeable future.

179. A number of initiatives are being undertaken to accelerate the capital

receipts programme as part of the Council’s Land and Buildings Strategy including a review of office accommodation and the Council’s non-operational estate. The release of some sites for disposal may require initial capital investment to enhance value or relocate Council services resulting in additional risk to the affordability of the Capital Programme.

180. Initiatives such as the Pilot Fund are available to assist in securing

receipts. It is essential that close monitoring of the capital receipts position continues as the consequences of a significant shortfall in not only the level but the timing of capital receipts would result in the need for further additional borrowing if the proposed programme is to be fully implemented.

181. During 2011/12, options may be considered to determine the potential

and implications for appropriations of land to the Housing Revenue Account for provision of additional affordable housing and other initiatives in accordance with Housing regulations and the Local Development Plan.

Capital Programme 2011/12 – 2015/16 182. The inclusion of schemes in the Capital Programme has been profiled

in accordance with technical advice relating to regulatory processes, timetables and work plans. However, with such an extensive

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programme there remains a residual risk that expenditure may slip between years. Service areas must ensure they notify Corporate Services of slippage at an early stage to ensure best use of available resources by bringing forward schemes within the programme in accordance with Members’ wishes. This has also been recognised by the Welsh Audit Office in their recent Annual Improvement Report.

183. The proposed Capital Programme is summarised in the following table

and paragraphs. Capital Programme Indicative Indicative Indicative Indicative 2011/12 2012/13 2013/14 2014/15 2015/16 £000 £000 £000 £000 £000Ongoing schemes 13,041 10,210 5,604 2,285 2,090 Annual sums 16,174 12,822 13,027 12,664 12,304 New/enhanced schemes 4,835 9,095 3,100 3,100 100 Schemes funded by grants and contributions 25,666 40,868 15,330 7,499 6,700

Invest to Save schemes 30,730 37,143 26,873 13,612 6,100 Total General Fund 90,446 110,138 63,934 39,160 27,294 Public Housing 20,334 14,488 10,051 10,201 10,201 Total Capital Programme 110,780 124,626 73,985 49,361 37,495 184. Further details of the programme are shown in Appendix 14 and cover

the following areas:-

185. Provision for ongoing schemes including:-

• Capping and engineering works at Lamby Way landfill site in order to meet the post closure planning obligations once the site is full. Over a five year period £5 million is required.

• The full financial implications of Prosiect Gwyrdd are yet to be determined and are not included in the programme, apart from the potential option to purchase a site for the residual waste scheme.

• The balance of a £1 million General Fund contribution to a Single Assessment Centre to coordinate homelessness services in the City.

• Over £6.5 million for Eastern Leisure Centre refurbishment.

• Contribution to the SOP of over £12 million in the next five years.

• Public realm improvements in the City Centre including completion of St. Mary Street £2.3 million.

• Thornhill crematorium and other enhancements totalling £2.3 million in accordance with the bereavement strategy.

186. Provision for Annual Sums including:-

• Investment of nearly £25 million in the next five years on Disabled Facilities Grants, maintains the significant investment that the

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Council has previously undertaken. Adaptations to public housing will be met from the Housing capital programme in 2012/13 following the achievement of the WHQS.

• Investment to improve Council buildings, prioritised in the medium term to achieve efficient floor space utilisation, yielding financial benefits in the longer term.

• Investment in highways and transport infrastructure to address the condition of roads, footpaths, structures and lighting. The 2011/12 programme includes a £200,000 allocation from Insurance reserves for risk management initiatives, subject to the year end position on the reserve.

• Funding for strategic cycling initiatives in accordance with the cycling strategy and to supplement bids for external grant funding.

• Continued investment in parks infrastructure and play equipment.

• Public realm and local shopping centre improvements as part of the Community Investment Budget.

• Maintaining allocations for alleygating, and heritage schemes in conservation areas and in relation to public buildings.

187. Provision for New/Enhanced Schemes including:- • Contribution to community facilities as part of the Maelfa Centre

regeneration scheme to kickstart significant private sector investment.

• The development of central square and business district including a central transport hub, public realm and a convention centre subject to external support. Funding may be brought forward in early years of the programme to undertake any land purchases required.

• Additional funding for neighbourhood renewal and environmental improvements throughout the City.

• Improvements to library services including Radyr and Canton.

• Surface car park upgrades in the City to improve condition and install automatic number plate recognition where required.

• Additional funding for highways resurfacing.

• A replacement vehicle maintenance depot at Brindley Road, allowing the rationalisation of existing depot sites throughout the City.

• Funding to complete City Centre public realm improvements.

• Additional resources for the Cardiff Capital Fund to support Small to Medium Enterprise investment.

• Tourism development including the relocation of the castle ticket office as well as match funding for grant bids in order to develop further phases of Cardiff Museum.

• A lift at the New Theatre to improve disabled access.

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• Funding for improvements at Shirenewton Traveller Site in conjunction with additional WAG grant.

188. Provision for Schemes funded by grants and contributions including:-

• Essential bids to the WAG for investment in Sustainable Travel as well as further enhancements to transportation infrastructure.

• Renewal area funding for North Grangetown and Adamsdown. The level of the WAG funding is forecast to reduce which will require consideration of extending the period of the schemes as well as their scale.

• Heritage Lottery funding for completion of Bute Park Restoration.

• Grant funding approved by the WAG for a new Autism facility to provide specialist education for children in Cardiff. This is to be supplemented by an invest to save bid of £3.0 million which is intended to be repaid from savings achieved through reductions in the use of independent sector provision.

• Grant funding approved by the WAG towards St Teilo’s Church in Wales School as part of the SOP proposals.

• European and WAG grants for regeneration schemes in Butetown and flood alleviation schemes in Whitchurch.

• Harbour Authority funding for asset renewal and bids to be made for use of the Enhancement Fund.

Invest to Save Schemes 189. Subject to feasibility and a robust business case, the programme

includes significant borrowing commitments (over £110 million) to schemes modelled to pay for themselves over a set period of time either from revenue savings, income generation or capital receipts. Service areas must repay these loans from their savings or increased income, accordingly they represent an enhanced financial risk to the Council and the affordability of the revenue budget.

190. New capital schemes to be funded in this way include:-

• New commitments arising from SOP.

• The development of hydropower at Radyr Weir.

• Consolidation of the existing loan and a further loan to Glamorgan County Cricket Club in recognition of additional infrastructure works required to upgrade the venue.

• Improvements to seating at New Theatre based on a surcharge on admission prices.

• Initial provision for capital expenditure arising from the Transformation Programme. Careful review will be required of all business cases. Projects once agreed will need regular monitoring and may even require escalating or delay to ensure that the financial exposure of the schemes in total is minimised and kept

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within the revenue budget made available to support this investment and within the payback periods initially identified.

191. Expenditure previously approved from additional borrowing intended to pay for themselves include:- • Contribution to the Cardiff International Whitewater Centre.

• Civil Parking Enforcement set ups.

• The balance of funding to build a new Autism centre in Cardiff.

• A range of energy efficiency improvements in Schools.

• The information technology costs of developing Internal Shared Services.

• Contribution towards the Single Assessment Centre for homelessness.

• Capitalisation directions for statutory redundancy costs in 2009/10 and 2010/11.

192. The approval of smaller Invest to Save schemes during the year is delegated to the Chief Corporate Services & Section 151 Officer, and will be conditional upon a satisfactory business case.

Public Housing 193. The proposed 2011/12 Public Housing programme is £20.3 million.

Resources will be found from the Major Repair Allowance (MRA) grant of £9.6 million, £0.92 million from council dwellings and land sales, £6.5 million of additional borrowing and £3.3 million of housing revenue reserves including an in-year revenue contribution.

194. The aim of the Programme is to ensure that Council housing stock and

its surrounding environment meet the WHQS through progressing the HRA Business Plan, co-ordinating capital and revenue expenditure and working strategically so that improvements are maximised across mixed tenure estates. The programme includes continued investment in the physical regeneration of estates and the fabric of Council dwellings themselves. However, the focus is on investment in kitchens and bathrooms where the intention is to exceed the minimum standard and incorporate tenants’ expectations. Additional borrowing is planned to be undertaken specifically to meet these priorities as well as the replacement costs of Tresillian and Greenfarm hostels.

195. The system of housing finance is currently under review in England

with change effective from April 2012. Should Wales adopt a similar review and after completion of the WHQS on existing properties, the Council will explore all opportunities to build new Council dwellings subject to revised financial and operating business plans.

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Capital Resources 2011/12 196. The resources required for the 2011/12 Capital Programme total

£110.8 million, of which £30.7 million relates to resources to support schemes deemed to pay for themselves over a period of time and £20.3 million for public housing schemes which includes additional borrowing towards achievement of the WHQS. In many cases and particularly beyond 2011/12, the levels of external grants included are based on assumptions due to the lack of data being available from grant funding bodies. This clearly causes difficulty in longer term planning which is a necessity when considering capital investment decisions.

197. Resources forecast to be available, including the necessary level of

additional borrowing to support the general level of investment, are detailed in Appendix 15.

Planning Gain (Section 106) and Other Contributions 198. The potential for financing capital schemes from these categories has

become far more uncertain due to reductions in development. However, there remains a significant level of contributions which service areas must focus on utilising within relevant timescales in accordance with the terms and conditions of the agreements. Where this is not achieved the developer may seek the return of the contribution.

199. The following table summarises the balances projected to be held by

the Council at 1 April 2011 on a service area basis, together with a planned profile of spend of these over future years. The projected balance takes account of the anticipated expenditure of £4.459 million included in the month 8 monitoring report.

Projected

Balance at April 2011

£000

Planned Use

2011/12

£000

Planned Use

2012/13

£000

Planned Use

2013/14 and beyond

£000 Transportation 2,962 1,468 820 674 Parks 3,414 1,449 1,099 866 Strategic Planning & Environment 675 405 246 24

Housing 2,241 1,466 375 400 Schools 948 768 180 0 Business Development 86 86 0 0 Libraries 457 357 100 0 Other 979 100 879 0 Total 11,762 6,099 3,699 1,964

200. The profile above for 2011/12 includes expenditure on the following

schemes:

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• Transportation - public transport; bus shelters, bus services and other infrastructure improvements.

• Parks – Canal Park; Cemaes Crescent Park, Ferry Road Nature Reserve, Cemetery Park Phase 2 and Parc Coed y Nant.

• Housing – completion of the Single Assessment Centre scheme.

• Strategic Planning & Environment – Environmental improvements at Thornhill District Shopping Centre and Fishguard Road shops.

• Libraries – improvements at Radyr Library. Capital Prudential Indicators 2011/12 – 2013/14 201. The Council is required to set a number of indicators to ensure it

establishes a prudent, affordable and sustainable Capital Programme. 202. The actual capital expenditure incurred in 2009/10 and estimates of

capital expenditure for the current and future years as set out in the programme are as follows:-

Capital Expenditure

2009/10 Actual

£m

2010/11 Estimate

£m

2011/12 Estimate

£m

2012/13 Estimate

£m

2013/14 Estimate

£m General Fund 91 82 90 110 64

HRA 16 19 20 14 10

Total 107 101 110 124 74 203. The programme has been set on the assumption that external grants

and other contributions will be available towards financing capital expenditure. These are subject to bidding processes and change over time and are rarely confirmed or predictable beyond the following year.

204. It is a statutory requirement under Section 33 of the Local Government

Finance Act 1992, for the Council to produce a balanced budget. In particular, Section 32 requires a local authority to calculate its budget requirement for each financial year to include the revenue costs that flow from capital financing decisions. This, therefore, means that increases in capital expenditure must be limited to a level whereby increases in charges to revenue are affordable within the projected income of the Council for the foreseeable future. This relates to:-

a) Increases in interest and principal charges caused by increased

borrowing to finance additional capital expenditure, and b) Increases in running costs from new capital projects

205. An estimate of the incremental impact on Band D Council Tax and on the weekly housing rent of the running costs and capital financing costs of new capital investment decisions proposed in this budget based on current gearing levels between central and local taxpayers are as follows:-

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206. A key indicator of the affordability of capital investment plans is the

ratio of financing costs to net revenue budget stream which identifies the trend in the cost of capital financing (excluding the running costs of schemes).

207. The definition underlying the ratio of financing costs to net revenue

budget stream includes:-

• Interest payable on borrowing and receivable on investments.

• Premia or discounts on rescheduling of debt.

• Prudent revenue provision for repayment of past and proposed capital expenditure paid for by borrowing.

• Reimbursement of borrowing costs from service areas in respect of invest to save schemes.

208. For the General Fund, the net revenue stream is the amount to be met from non-specific central government grants and council tax, whilst for the HRA it is the amount to be met from subsidy and rent payers.

209. Approved invest to save schemes such as SOP are intended to be net

neutral on the Capital Financing Budget, although there may be short term implications. There are however risks that the level of income/saving anticipated from such schemes will not materialise and this will need to be closely monitored to ensure that there is no detrimental long term consequence on the Revenue Account.

210. The ratio for the General Fund is estimated to increase from 5.95% in

2009/10 to 6.4% in 2012/13. The HRA ratio increases from 14.3% to 15.7% in 2012/13 as the initial level of additional borrowing feeds into the revenue budget. An increasing ratio indicates that a greater proportion of the Council’s budget is required for capital financing

Incremental Impact of New Capital Investment Decisions 2011/12

Estimate £

2012/13 Estimate

£

2013/14 Estimate

£

For the Band D Council Tax 0.27 1.47 2.83

Average Weekly Housing Rent 0.23 1.14 1.37

Ratio of Financing Costs to Net Revenue Budget Stream 2009/10

Actual %

2010/11 Estimate

%

2011/12 Estimate

%

2012/13 Estimate

%

2013/14 Estimate

%

2014/15 Estimate

% General Fund 5.95 6.31 6.41 6.40 6.19 6.02 HRA 14.30 14.75 15.07 15.72 15.48 14.76

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costs over the planned Capital Programme period. This arises from proposals in the Capital Programme as well as the need to ensure a prudent provision in parallel for repayment of debt. Whilst interest receivable on investments is currently low this is forecast to rise in the medium term, however should this not be the case, the ratios set out will be higher.

211. It should be noted that these figures include a number of assumptions such as interest rates, the timing of borrowing decisions and expenditure, the level of the WAG revenue support etc. These variables have long term implications and are extremely uncertain. Whilst the figures beyond 2013 in the table above show a reduction, the trend is that a larger part of the revenue budget is used for capital financing than other service spend, requiring careful monitoring when considering future levels of additional borrowing.

Prudent Repayment of Capital Expenditure – Annual Minimum Revenue Provision (MRP) Policy Statement 212. Capital expenditure is expenditure on assets which have a life

expectancy of more than one year e.g. buildings, vehicles, machinery etc. Such expenditure is spread over several years so as to try to match the benefits such assets provide over their useful life. The manner of spreading these costs over years is through an annual MRP, the level of which is determined using the WAG guidance and the judgement of the Chief Corporate Services & Section 151 Officer.

213. The WAG requires that:- “A local authority must calculate for the

current financial year an amount of MRP which it considers to be prudent.” A statement on the Council’s policy for its annual MRP is required to be submitted to full Council for approval before the start of the financial year to which the provision will relate.

214. Accordingly it is proposed that the Council will make provision for the

eventual repayment of capital expenditure paid for from borrowing (MRP) as follows:-

• Historic expenditure prior to 1 April 2004 as well as subsequent

supported borrowing approved by the WAG is to be provided for on a straight line basis over a 25 year period in order to build up a prudent provision.

• Additional borrowing for a general increase in investment is to be provided for on a straight line basis over a 25 year period.

• Any additional expenditure linked to specific schemes e.g. Invest to Save, Schools Organisation Plan etc is to be provided for on a straight line basis over the estimated useful life of assets being created or a shorter period as determined by the Chief Corporate Services & Section 151 Officer.

• Additional borrowing undertaken within the HRA will be provided for on a straight line basis over the estimated useful life of assets being created or a shorter period as determined by the Chief

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Corporate Services & Section 151 Officer. Historic expenditure prior to 1 April 2004 is provided for at 2% in line with regulations.

• The MRP charged against liabilities under finance leases, or contracts that have the characteristics of finance leases, shall be equal to the principal element of the lease repayment, calculated on an annual basis.

215. Any change in the level, timing and method of provision in year is

delegated to the Chief Corporate Services & Section 151 Officer after consideration of affordability and prudence.

Capital Financing Requirement 216. The Capital Financing Requirement (CFR) is the authority’s underlying

need to borrow for a capital purpose. It measures capital expenditure incurred but not yet paid for through capital receipts and charges to the revenue account via a prudent provision for repayment of capital expenditure.

217. The actual CFR as at 31 March 2010 and estimates for current and

future years are:-

218. The CFR for the General Fund will increase over the next three years

due to increasing investment in the basic programme as well as the increasing levels of additional borrowing for invest to save schemes. This is predominately the significant level of invest to save schemes in particular, the SOP proposals which are to be repaid from future land sales as well as from school revenue budgets.

219. The CFR for the Housing Revenue Account is increasing due to

additional borrowing planned to improve hostels and towards meeting the WHQS.

220. The Authority has at any point in time, a number of cash flows both

positive and negative, and manages its treasury position in terms of its borrowings and investments in accordance with its approved Treasury Management Strategy and practices. External borrowing may arise as a consequence of all the financial transactions of the Authority and not simply those arising from capital spending.

221. Net borrowing is compared to the CFR to ensure that over the medium

term the Council is borrowing only for a capital purpose. The Authority

Capital Financing Requirement 2009/10

Actual £m

2010/11 Estimate

£m

2011/12 Estimate

£m

2012/13 Estimate

£m

2013/14 Estimate

£m General Fund 347 370 398 432 439 HRA 76 79 83 83 80 Total 423 449 481 515 519

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must ensure that net external borrowing does not, except in the short term, exceed the total CFR in the preceding year plus the estimate of any additional CFR for the current and next two financial years.

Net External Borrowing Compared to CFR 2009/10

Actual £m

2010/11 Estimate

£m

2011/12 Estimate

£m

2012/13 Estimate

£m

2013/14 Estimate

£m CFR at start of year 403 423 449 481 515

Change in CFR for year 20 26 32 34 0

CFR at end of year 423 449 481 515 515

Net external borrowing 403 376 401 431 439

222. The Council complied with this requirement in 2009/10, and is forecast

to do so for the current and future years. Treasury Management 223. The Council carries out its treasury management activities in

accordance with a code developed for public services in 2009 by the CIPFA. In February 2010, Council adopted the Code of Practice, set out the policies and objectives of its treasury management activities and adopted the four Clauses of Treasury Management. Council required the scrutiny of the accounting, audit and commercial issues of its treasury management strategy and practices to be undertaken by the Council’s Audit Panel.

Treasury Management Strategy 224. The following paragraphs set out the integrated Treasury Management

Strategy covering borrowing and investments. 225. In undertaking its treasury management activities, the overriding

objective is to minimise the risk of adverse consequences or loss, whilst at the same time not unduly constraining investment returns or unnecessarily incurring interest costs.

226. The Council uses treasury advisors to assist in the Council’s treasury

management activities. Sector Treasury Services Ltd also provide a wide range of specialist support and advice, including training, credit updates, forecasts, research, articles and advice on capital finance.

227. The Strategy for 2011/12 is based upon the Council’s views on interest

rates, supplemented with leading market forecasts provided by the Council’s treasury advisor. The Strategy covers:-

• The treasury position.

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• Treasury Management Indicators for 2011/12 to 2013/14.

• Economic background and prospects for interest rates.

• The Borrowing (Debt) Strategy, including policy on borrowing in advance of need and the choice between internal and external borrowing.

• Debt rescheduling.

• Investment Strategy, including security, specified and non-specified investments.

The treasury position 228. The treasury position as at 31 December 2010 is shown in the

following table. It should be noted that the figures are at a particular point in time and so cannot be used in isolation to support any financial decision.

Principal £m

Avg Rate%

Borrowing - Public Works Loan Board (PWLB) 387.8 5.47 - Market 52.0 4.13 - Invest to Save (WAG) 0.2 0TOTAL DEBT 440.0 Investments In House 102.6 1.30External Manager 25.0 1.02TOTAL INVESTMENTS 127.6

Treasury Management Indicators for 2011/12 – 2013/14 229. The Council must determine and keep under review how much it can

afford to borrow (the “Affordable Borrowing Limit”). 230. It must have regard to the Prudential Code when setting this limit.

This requires that capital investment remains within sustainable limits and that the impact upon future Council Tax/Rent levels is acceptable. Whilst termed an “Affordable Borrowing Limit”, the capital plans to be included incorporate those to be financed both by external borrowing and other forms of liability, such as credit arrangements. The limit is to be set, on a rolling basis, for the forthcoming year and the following two financial years.

231. It is recommended that the Council approve the following authorised

limits (Statutory limit under Section 3(1) of the Local Government Act 2003) and operational boundaries for the next three years (figures for 2010/11 are for comparison only). The Council is asked to approve these limits and to delegate authority to the Chief Corporate Services & Section 151 Officer, within the limit for any individual year, to effect movement between the separately agreed limits for borrowing and

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other long term liabilities in accordance with option appraisal and best value.

Authorised limit for external debt

2010/11 £m

2011/12 £m

2012/13 £m

2013/14 £m

Limit for borrowing 534 509 509 509 Limit for other long term liabilities 10 10 10 10

Limit for external debt 544 519 519 519 232. These limits are consistent with the current commitments, existing

plans and proposals in this budget report for capital expenditure and financing. They are based on the estimated most likely, prudent but not worst case scenario and in addition with sufficient headroom over and above this to allow for operational management. An example of this would be unusual or unexpected cash movements and plans for capital expenditure.

233. The authorised limit should not be set so high that it would never in

any possible circumstances be breached. It should reflect a level of borrowing which, while not desired, could be afforded but may not be sustainable.

Operational boundary for external debt 234. The proposed operational boundary for external debt is based on the

same estimates as the authorised limit, but without the additional headroom for unusual and unexpected cash movements, and equates to the level of projected external debt. This is subject to the timing of borrowing decisions.

2010/11

£m 2011/12

£m 2012/13

£m 2013/14

£m Boundary for borrowing 440 445 465 483 Boundary for other long term liabilities 0 0 0 0

Boundary for external debt 440 445 465 483 235. The Council’s actual external debt represented by borrowing at 31

March 2010 was £414 million, with no significant other long term liabilities.

Upper limit for fixed and variable interest rate exposure 236. Authorised limits for fixed and variable rate exposure net of

investments are as follows. These are consistent with the current commitments, existing plans and proposals for capital expenditure and financing, and are based on the estimated most likely scenario, with

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sufficient headroom to allow, for example, unusual and unexpected cash movements.

Upper and lower limits for the maturity structure of fixed rate borrowing 237. It is also recommended that Council approves upper and lower limits

for the maturity structure of its fixed rate borrowing taking into account the impact of possible rescheduling and new borrowing. This is to guard against a large element of the Council’s debt maturing in a very short space of time.

Maturity structure of borrowing in 2011/12

upper limit %

lower limit %

Under 12 months 15 0

12 months and within 24 months 15 0

24 months and within 5 years 45 0

5 years and within 10 years 75 0

10 years and above 100 0 238. A chart showing the maturity profile of debt is shown within the

following borrowing (debt) strategy section. Prospects for Interest Rates 239. The following table gives the Council’s treasury management advisors’

latest central forecast of interest rates.

Quarter ending

Mar-2011

Jun-2011

Sep-2011

Dec-2011

Mar-2012

Mar-2013

Mar-2014

Bank Rate 0.50% 0.50% 0.50% 0.75% 1.00% 2.25% 3.25%

5yr PWLB rate 3.30% 3.30% 3.40% 3.50% 3.60% 4.30% 5.00%

10yr PWLB rate 4.40% 4.40% 4.40% 4.50% 4.70% 5.10% 5.40%25yr PWLB rate 5.20% 5.20% 5.20% 5.30% 5.30% 5.50% 5.70%50yr PWLB rate 5.20% 5.20% 5.20% 5.30% 5.30% 5.50% 5.70%

2010/11 £m

2011/12 £m

2012/13 £m

2013/14 £m

Upper limit for fixed interest rate exposure:-

Net principal re fixed rate borrowing/investments 430 430 430 428

Upper limit for variable rate exposure:-

Net principal re variable rate borrowing/ investments 40 40 40 40

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240. The bank rate has remained unchanged since March 2009. Whilst it is forecast to rise towards the end of 2011, there is clearly a risk to this forecast if the economic recovery in the UK remains weak or if there are higher inflation expectations. The current low bank rate results in less interest receivable from the Councils investments and has already been reflected in the Capital Financing budget in the past few years. As the rate rises, this will have a beneficial impact dependant on available cash balances. Whilst interest on investments remains low, it would be cost effective in the short term to use internal cash balances rather than to undertake external borrowing. However future borrowing costs are forecast to rise which would result in higher longer term costs. Accordingly the timing of borrowing decisions is important and is covered in the following paragraphs.

Borrowing (Debt) Strategy 241. The Council will manage its debt portfolio on a long-term basis with a

high regard to the effects on future council tax payers and citizens as well as current ones. The Council’s Borrowing Strategy for 2011/12 will consider all options to meet the long term aims of:-

• Promoting revenue cost stability to aid financial planning and avoid

a stop-start approach to service delivery although it is recognised that this may have a financial impact.

• Reduction over time in the average rate of interest on Council borrowing.

• Ensuring a balanced maturity profile with an aim to bringing the average maturity of debt closer to 25 years, balanced against the cost of doing so. This is consistent with the Council’s MRP policy and will also allow long term interest rate risk to be effectively measured and managed when considering new borrowing and rescheduling strategies.

Policy on borrowing in advance of need

242. Whilst it is feasible to undertake borrowing up to three years in advance of need, the Council’s CFR at 31 March 2010 was in excess of the actual debt of the Council. This indicates that the Council was not borrowing in advance of need or to benefit from the investment of extra sums borrowed. This is likely to remain the case in 2010/11 and 2011/12. However, if it is felt that by borrowing in advance of need, opportunities exist to lock into favourable long term rates in order to minimise long term costs, then this would be an option that will be considered to finance the approved Capital Programme and future debt maturities after consideration of consequent risks.

External versus Internal borrowing 243. When borrowing rates are higher than investment income rates,

deferring external borrowing and using investment balances (Internal cash balances) instead can minimise short term costs. Reducing the level of investments also has benefits of reducing exposure to credit

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risk. However, with the potential for borrowing rates to rise, delaying unavoidable new borrowing has to be weighed against the potential for incurring higher long term costs when PWLB term rates are forecast to be higher. During 2010/11 the Council undertook an element of its borrowing requirement at favourable rates which are likely to see long term financial benefits.

244. As can be seen from the forecasts in paragraph 239, interest rates for

borrowing are forecast to increase, however there are a number of risks and the short term revenue implications of undertaking borrowing early are significant.

245. The financial costs and benefits between internal and external

borrowing in 2011/12 will continue to be assessed to determine the means of funding the Council’s long term borrowing needs, subject to cash balances and the impact on the revenue budget. Set out below are two contrasting scenarios:-

• If it were felt that there was a significant risk of a sharp rise in long

and short term rates, perhaps arising from a greater than expected increase in world economic activity, increasing government debt levels or increases in inflation, then fixed rate borrowing may be undertaken whilst rates were still relatively cheap.

• If there was a significant risk of a sharp fall in rates, due to concerns about economic growth or risk of deflation then long term borrowing would be deferred, and any rescheduling from fixed rate funding into variable or short rate funding would be considered.

246. Against this background and volatility in the markets, caution will be

adopted in 2011/12. Whilst the Council is mindful to defer any new borrowing, borrowing rates for both fixed and variable borrowing as well as different loan types will be monitored closely and a pragmatic approach adopted to changing circumstances and market sentiment.

247. The Council’s debt maturity profile is shown in the graph below on the

assumption that all loans run to their final maturity. However the Council has a number of Lender Option Borrower Option (LOBO) loans which could be repaid to the lender should they ask for a change in the rate. Currently £24 million of loans are subject to such an option. Together with its treasury advisors the Council is investigating options to possibly adjust the terms of current agreements with the lenders to eliminate or reduce risk.

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

45,000,000

50,000,000

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67

Year

Mat

urin

g Pr

inci

pal

Cardiff Council Local Authorities Universe

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248. The chart on the left shows the Council’s maturity profile of debt.

There is an even spread of debt maturity except for one large spike in 2056/57. Whilst not an immediate concern, restructuring at this point in time would not be cost effective, however there is sufficient time to explore options.

249. The chart on the right shows data from a National Treasury Risk Study

undertaken by CIPFA showing the maturity profile of 204 authorities who took part, including Cardiff. This demonstrates that Cardiff has a reasonable spread of maturities and is largely consistent with other local authorities.

250. The Study highlighted the significant amount of “internal borrowing”

that Local Authorities have accumulated in lieu of external borrowing. Whilst this has served well to reduce credit risk and interest rate risk since late 2008, the scope for this to continue as a longer term strategy is limited. External borrowing will be required in the short term as Authorities are now exposed to refinancing risk as a consequence of the PWLB rate increase announced as part of the 2010 CSR. Cardiff undertook an element of its borrowing in March and August 2010, before the rate rise, and it does not have significant amounts of debt maturing to refinance in the short term.

Debt Rescheduling 251. External constraints on active debt management sometimes limit or

prevent treasury activity. These factors include accounting for financial instruments, penalties implemented by the PWLB for the early repayment of debt and the impact and interaction of the HRA.

252. Opportunities for rescheduling or early repayment of existing debt are

currently limited. Options will be considered in order to:-

• Generate savings at minimum risk

• Help fulfil the borrowing strategy outlined above

• Flatten the maturity profile particularly in relation to the risk of LOBO’s being repaid.

Investment Strategy 253. The Council has cash investment balances which fluctuate daily.

These arise due to the timing of cash flows as well as the existence of required reserves, provisions and other balances.

254. All investments must be in sterling and any payments or repayments in

respect of the investment are payable only in sterling.

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Policy 255. The Council will have regard to the WAG Guidance on Investments

issued in 2004 and its subsequent amendments, as well as the 2009 revised CIPFA’s Treasury Management in Public Services Code of Practice and Cross Sectoral Guidance Notes (the CIPFA Treasury Management Code).

256. The Council’s investment priorities are the security, then liquidity of its

investments. The Council will also aim to achieve the optimum return on its investments commensurate with proper levels of security and liquidity. Given the nature of investments, a trade-off between security, liquidity and yield cannot be avoided, however the level of risk will be contained within the limits set out below and continual monitoring of treasury activities. The limits below are required to be implemented with immediate effect following approval of this Treasury Management Strategy by Council.

257. Investment Instruments identified for use in the financial year are listed

below under the ‘Specified’ and ‘Non-Specified’ investment categories. The procedure for determining which categories of such investments may be used and the credit criteria or changes in the criteria used in determining with whom to invest is delegated to the Chief Corporate Services & Section 151 Officer.

Specified Investments 258. A specified investment is for up to a maximum of one year, not

involving corporate share or loan capital, where the principal sum to be repaid at maturity is the same as the principal sum invested. It is possible that specified investments may comprise up to 100% of the investment portfolio.

Instruments approved for use Minimum Credit Criteria

Debt Management Agency Deposit Facility Government Guarantee

Term deposits – UK government and other Local Authorities

Government Guarantee

Term deposits – banks and building societies Long Term A

/Short Term F1

Term deposits with variable rate and variable maturities up to one year e.g. callable deposits, range accruals and other structured investment products

Long Term A /Short Term F1

Deposits with banks wholly or partly nationalised or where guaranteed by high credit rated (sovereign rating) countries

Long Term A /Short Term F1

Government Guarantee

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Non-Specified Investments 259. These are all other investments not meeting the definition of a

specified investment. 260. In accordance with best practice a maximum upper level is to be set

for non-specified investments. This limit is £90 million.

Instruments approved for use Min Credit Criteria

Max % of total

investments

Max. maturity period

Term deposits with Local Authorities (with maturities in excess of 1 year)

Government Guarantee 50%

3 Years

Term deposits – banks and building societies (with maturities in excess of 1 year)

Long Term AA- /Short Term F1+ 40%

3 Years

Deposits over one year with banks wholly or partly nationalised or where guaranteed by high credit rated (sovereign rating) countries

Long Term AA- /Short Term F1+

Government Guarantee

50% 3 Years

Term deposits with variable rate and variable maturities in excess of 1 year e.g. callable deposits, range accruals and other structured investment products

Long Term AA- /Short Term F1+ 20%

3 Years

Certificates of deposits and Floating Rate Notes issued by banks and building societies

Long Term A+ /Short Term F1+

20%

Maximum 3 year

duration

UK Government Gilts and Gilt funds

Government Guarantee 20%

Maximum 3 year

duration

Treasury Bills Government Guarantee 20% 1 Year

Commercial Paper Long Term AA- /Short Term F1+ 10%

Maximum 3 year

duration

Corporate Bonds Long Term AA- /Short Term F1+ 10%

Maximum 3 year

duration

Collective Investment Scheme structures - Money Market Funds

AAA Constant NAV 50%

Weighted Average Maturity 60 days

* Other Collective Investment Schemes structures - e.g. enhanced cash funds, Government and Corporate Bond, Gilt or Liquidity Funds

AAA Variable NAV 20%

Weighted Average

Maturity 3 years

Bonds issued by multilateral development banks AAA 10% 3 Years

Bonds issued by a financial institution guaranteed by the UK government

AAA 10% 3 Years

Other Sovereign bond issues AAA 10% 3 Years

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*This is inserted as a new line in comparison to last financial year to allow access to investments and diversification similar to that provided by the fund manager. 261. Specified and non specified investments allow the use of products

such as Certificates of Deposit, Gilts, Money Market Funds and Treasury Bills to allow diversification of investments and liquidity. This is both for any future external fund manager and the in-house team with the support of treasury advisors.

262. The authority will utilise money market funds and other collective

investment funds which are credit rated AAA by any of the rating agencies. These are stand-alone pooled investment vehicles which actively invest in a diversified portfolio of products and sectors mainly high grade, short-term money market instruments such as bank deposits, certificates of deposit, government guaranteed bonds, corporate bonds and commercial paper.

Security 263. Credit, transaction and fraud risk are managed through procedural

requirements and controls. Diversification of approach, investment product, and counterparties are sought where possible, with security the key priority. The Council uses Fitch Credit ratings as a starting basis for assessment of credit worthiness. Changes in the criteria and decisions with whom to invest are delegated to the Chief Corporate Services & Section 151 Officer. Commercial organisations on the list will have at least the short-term credit rating of F1 and be authorised institutions within the meaning of the Financial Services and Markets Act 2000. The rating F1 is designated as “Highest Credit Quality” and indicates the strongest capacity for timely payment of financial commitments.

264. For internally managed investments provided by the private sector,

the lending list for direct investment in an organisation is based on the following credit criteria and is to be implemented from the date of this report:-

Fitch Ratings (minimum)

L Term

S Term

Indiv

Support

Limit £'m

Overnight to three months A F1 C 3 6 Overnight to one year A F1 B 2 10 Overnight to three years AA- F1+ B 2 15

265. For internally managed funds the limit for direct investment in any one

group of related companies is £15 million. 266. Consideration will also be given to investing outside these criteria

where governments have a majority interest in the institution or where they have a banking system support package. The UK Government like many others is providing major support packages to their banking systems. The UK however, has not given a blanket guarantee on all deposits but has underlined its determination to ensure the security of

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the UK banking system by supporting named banks, being Santander, Barclays, Lloyds Banking Group, HSBC, Nationwide, RBS, Standard Chartered.

267. All credit ratings are monitored regularly through use of the Treasury

Management Advisor’s creditworthiness service. If a downgrade results in the counterparty / investment scheme no longer meeting the Council’s criteria, its further use for new investment will be withdrawn immediately.

268. Where investments are held with a counterparty which falls below the

Council’s approved criteria for new investment, the investments will be reviewed and options to call back funds before the maturity date would be investigated. It should be noted that any early repayment is only at the discretion of the borrower and often at a penalty.

269. Whilst Fitch ratings form the basis of the Council’s criteria, in addition

to this, the Council will have regard to the following when determining with whom to invest:-

• Rating updates provided by treasury advisors in respect of

all three credit rating agencies, as well as Credit Default Swaps and other market data which are monitored by our advisors.

• Media reports as well as Sovereign credit ratings with the minimum requirement being a Fitch sovereign rating of AA.

• The judgement of treasury staff and treasury management advisors.

• Financial sector and Country exposure.

• The extent to which organisations who do not meet the above criteria, are nationalised (i.e. take on the creditworthiness of the Government itself) or are the subject of Government guarantees on all deposits. In such cases the use of such organisations would be considered only after approval of the Chief Corporate Services & Section 151 Officer and an assessment of the risk of doing so.

270. Treasury staff directly and regularly involved in borrowing and lending

activities are provided access to a wide range of training. This includes, seminars and workshops organised by treasury advisors bringing together practitioners from different authorities; seminars organised by CIPFA and other national bodies, regular contact with a client relationship manager as well as their briefing notes and articles. Staff responsible for treasury activity on a day to day basis are AAT qualified as a minimum and are encouraged to undertake specialist development training to achieve the Certificate in International Treasury Management (Public Finance). There is engagement with a wide range of local authority contacts as well as investment providers with whom treasury issues are discussed.

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Liquidity 271. The Council aims to have sufficient funds to ensure it does not

become a forced borrower for a significant period of time. In determining the maximum periods for which funds may be invested, a balance sheet review is undertaken and multi year cash forecasts are undertaken as part of the calculation of Prudential Code indicators.

Investment Strategy 272. Subject to security, liquidity and prospects for interest rates identified

above, locking into longer term deals will be avoided unless favourable rates are available. The Debt Management Agency Deposit Facility will be used only as a last resort. Dependant on the markets, existing cash balances are likely to be drawn down rather than undertake external borrowing. However this needs to be weighed against the potential for higher longer term interest costs on borrowing.

273. The performance of the external cash manager, who holds £25 million,

has been disappointing in recent years and funds are to be recalled by the 31 March 2011. Opportunities to seek additional diversification of investments, alternative products and providers will be considered in conjunction with our treasury advisors if necessary during the course of the year.

274. Cash flow constraints and rates will be monitored on a daily basis in

partnership with our treasury advisors to seek optimum return from investments after consideration of security and liquidity.

275. With continued volatility in the markets, caution will be adopted in

2011/12 and a pragmatic approach adopted to changing circumstances and market sentiment. With credit criteria changes delegated to the Chief Corporate Services & Section 151 Officer, this will allow a prompt response to uncertainties that remain in the financial markets.

Corporate Property Asset Management 276. Effective asset management is increasingly important given the

prevailing economic climate. Following adverse comments from the External Auditor in 2010, greater corporate ownership of asset management planning across the Council is improving but more needs to be done given the financial landscape facing the Council for the foreseeable future. A Corporate Asset Management Plan update statement was considered by the Executive in December 2010 which concentrated on process and structural improvements in order to set a framework to encourage continuous improvement.

277. The Corporate Asset Management Plan 2011/12 is currently being

prepared for consideration by the Executive later in the Spring. This will assess in more detail prospects for beneficial estate rationalisation leading to further operational efficiencies and revenue savings

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together with the realisation of additional capital receipts from the disposal of surplus properties. This work is complementary to that being undertaken as part of the Land and Buildings transformation programme including:

• Our Space – review of office accommodation including new ways

of working

• Operational Property Asset Management – review complimentary to the Citizen Focussed Programme

• Non-Operational Property Management – Review of the purpose and effectiveness of the Council’s estate

Budget Framework 278. Under the Budget and Policy Framework Procedure Rules the Council

is able to specify the extent of virement within the budget and the degree of in-year changes. The Council’s Financial Procedure Rules allow virements within the service areas set out as follows:-

Revenue Up to £50,000 Chief Officer in consultation with

Chief Corporate Services & Section 151 Officer.

Between £50,001 - £250,000 Approval of relevant Corporate Director in consultation with Chief Corporate Services & Section 151 Officer.

Over £250,000 Executive Capital Up to £100,000 Chief Officer in consultation with

Chief Corporate Services & Section 151 Officer.

£100,001 - £250,000 Approval of relevant Corporate Director in consultation with Chief Corporate Services & Section 151 Officer.

Over £250,000 Executive. 279. It is proposed to continue the current policy whereby the Executive has

the authority to vire amounts between service areas of up to £500,000 and, subject to the Chief Corporate Services & Section 151 Officer raising no objection, to use reserves and to commit expenditure in future years up to a total in the year of £1.5 million.

280. In addition to the virements shown above the Chief Corporate Services

& Section 151 Officer will also undertake all necessary technical adjustments to the budgets and accounts during the year and reflect any changes to the accounting structure as a result of management and organisational changes within the Council.

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Reasons for Recommendations 281. To enable Council approval of:-

• The revenue and capital budget and to set the Council Tax for 2011/12.

• The budget for the Housing Revenue Account.

• The Treasury Management Strategy in accordance with the Local Government Act 2003 and the Local Authorities (Capital Finance and Accounting) (Wales) Regulations 2003.

• The Prudential Code for Borrowing indicators for 2011/12 to 2013/14.

• The Capital programme for 2011/12 and indicative programme to 2015/16, delegating to the Chief Corporate Services & Section 151 Officer authority to bring forward or delay schemes within the programme to match resources where necessary.

• The Minimum Revenue Provision Policy for 2011/12.

282. To note that the Executive have approved:-

• The level of fees and charges for Council services for 2011/12

• The levels of rent and charges for 2011/12 in respect of Council Houses, garages and other service charges following the setting by the WAG of the Housing Revenue Account Subsidy and Item 8 Determinations.

HR Implications 283. The final proposed budgetary position of the Council as outlined in this

report represents a necessary response to the significant challenges to the Council arising from the current economic situation. The proposals contained in this report represent an overall reduction in FTEs required in order to meet the required budgetary savings targets. These reductions will be achieved via a combination of deletion of vacant posts, natural wastage and Voluntary Severance all of which will provide the opportunity to reshape and restructure services to achieve further efficiencies.

284. In recognition that VS may not be a viable option for all, the Council in

July 2010 agreed an Employee Support Framework designed to proactively support the people implications of the Council's Transformation Programme, in addition to helping address potential budget difficulties. Consequently, staff at risk by virtue of these proposals for whom VS is not a viable or available option will be supported by a number of interrelated measures aimed at securing their continued employment with the Council and managing their transfer to other areas of work in line with outcomes of the transformation programme, service redesign etc.

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285. The supporting measures to assist affected employees will include

access to a protected pool of permanent vacancies created by filling posts via temporary cover arrangements, redeployment activities, use of flexible working policies e.g. secondment policy, and development of a skills enhancement toolkit to support staff in either refreshing their existing skills or develop new skills in order to enhance their opportunities to find another role in the Council.

286. The Trade Unions have been consulted throughout the budget

planning process and their initial comments are detailed in paragraph 286. In addition, trade unions have been, and will continue to be involved in all of the transformational change and service redesign programmes at both planning and implementation stages. A major focus of all these change programmes will be consideration of the people implications associated with those programmes.

287. Consultation meetings with the Trade Unions in respect of the

Executive Budget proposal were held on 4 and 10 February 2011. A summary of their observations are:

• In relation to the proposed closure of residential homes, the Trade

Unions expressed concerns about the impact of the reduction in staff and the dementia care expertise and knowledge that would be lost to the Council where the staff could not be retained via redeployment. They were concerned that the resultant gap in provision would be filled by third or private sector provision at a significantly inflated cost to the service user. They acknowledged the Executive’s modified budget reductions in Scale 2 grade jobs now being proposed in the review of Adults Services. They sought assurances that the Trade Unions be engaged at an early stage around discussion surrounding the future of elderly care services. As regards Libraries, they reiterated their view that any closures would be resisted and requested that the proposal around uniforms (and their costs) be revisited. In relation to Cleaning (Direct Services), they were reassured that savings were being achieved by deletion of vacant posts and efficiencies that would be achieved by a reconfiguration in the patterns of cleaning premises - a reduction in hours to an already part time low paid group was not being proposed.

• Whilst they acknowledged that the pitch fees being introduced

were a modest annual fee per team, they considered that this would have a disproportionate affect across the various areas of the City and could result in a negative impact on health & wellbeing. They also felt that the introduction of charging would be counterproductive as this may lead to demands to improve the quality of the pitches concerned. In relation to proposals concerning the Housing Advice Service in H&NR and the withdrawal of certain allowances in Childrens Services, they felt that significant gaps in service would be created which again would adversely affect already disadvantaged service users.

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• They suggested that proposals around the Sign Shop (Direct

Services) could be an opportunity for collaboration with other Local authorities. They welcomed the offer to work with the Council to explore options to help address issues around staff catering. Whilst they supported the proposal to build a new Vehicle Maintenance facility, they felt the proposal to delete the Fitter post was shortsighted as such jobs would be required in the future.

288. They requested early sight of a Council Wide Equality Impact

Assessment on the budget proposals. Legal Implications 289. Under the Local Government Finance Act 1992 (as amended) the

Council is required to make certain calculations as to its budget requirement for each financial year. The Executive has the specific responsibility for:-

• The preparation for submission to the Council for its consideration

of estimates of the amounts to be aggregated in making the calculation or of other amounts to be used for the purposes of the calculation;

• The reconsideration of those estimates and amounts in

accordance with the Council’s requirements;

• The submissions for the Authority’s consideration of revised estimates and amounts.

290. In so doing, the Executive must have regard to the following statutory

framework and guidance:- 291. Local Government Finance Act 1992 (as amended) which requires

the Council to calculate (inter alia) the aggregate of:

• the expenditure which the Authority estimates it will incur in the year in performing its functions and will charge to a revenue account for the year;

• such allowances the Authority estimates will be appropriate for

contingencies in relation to expenditure to be charged to a revenue account for the year;

• the financial reserves which the Authority estimates it will be

appropriate to raise in the year for meeting its estimated future expenditure; and

• such financial reserves as are sufficient to meet so much of the

amount estimated by the Authority to be a revenue account deficit for any earlier financial year as has not already been provided for.

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292. As the billing authority it is the Council’s duty to calculate the Council Tax for each financial year and the Authority is required under Section 30(6) of the 1992 Act to make that assessment by 11 March in the financial year preceding that for which the tax is set. A failure to comply with this time limit may leave the Authority open to challenge by way of judicial review.

293. Local Government Act 2003 (as amended) which establishes a

system to regulate the capital expenditure and borrowing of the Local Authority. The heart of the prudential borrowing system is the broad duty imposed upon authorities to determine and keep under review how much money they can afford to borrow. The Local Authorities (Capital Financing and Accounting) (Wales).

294. Regulations 2003 (as amended) specifies the prudential code for the

capital finance in local authorities, as the code of practice to which local authorities in Wales must have regard in setting and reviewing their affordable borrowing limits under Sections 3 and 5 of the 2003 Act. Section 25 of the 2003 Act requires the Council’s Chief Corporate Services & Section 151 Officer to make a report to the Authority when it is considering its budget and Council Tax. The report must deal with the robustness of the estimates and the adequacy of the reserves allowed for in the budget proposals so that Members will have authoritative advice available to them when they make their decision. The section requires Members to have regard to the report in making their decisions.

295. The Local Government & Housing Act 1989 Part VI (as amended).

The Authority has a general duty to review the rents of its houses from time to time and in fixing rents the Council must have regard to, in particular, the principle that the rents of dwellings of any class or description should bear broadly the same proportion to private sector market rents as the rents of dwellings of any other class or description. The review of the rents is an executive function. However, the rent setting is in the context of Part VI of the Local Government and Housing Act 1989 which governs housing finance and housing subsidy. Rents for council housing are a credit to the Housing Revenue Account and outgoings a debit. The Authority is under a duty to prevent a debit balance on the Housing Revenue Account which is ring-fenced. There are restrictions in the way in which the account can be operated and the proposals in this report must comply with these accounting requirements to ensure that the rent should be set so as to ensure that the Council is able to comply with its duty to prevent a debit balance arising on the Housing Revenue Account.

296. The Council’s general fiduciary duty. Elected Members are trustees of

the public interest and of the statutory purposes of the public powers conferred on them. This general duty requires the Authority to act prudently and in good faith in the interests of those to whom the duty is owed. In the exercise of this duty, the Authority has undertaken a consultation exercise in connection with the setting of the Council Tax and in so doing must have proper regard to the views expressed as

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part of that consultation to the extent that such views are proper and material considerations.

• The adoption of a final strategy for the control of the Authority’s

borrowing or capital expenditure is a matter for the Council and is not an executive function. The Executive may make recommendations but the decision is to be made by full Council.

• Equality Act 2010 -Equality risk assessments. The Council has an obligation under the legislation relating to equality and diversity to undertake impact assessment on all policies and decisions. The Budget Report sets out the Strategic Financial Policy for the Council. It is understood that there no adverse impacts flowing from this Strategic Policy. However all Service Areas are required to consider a consequential impact to delivering the proposals set out in the Corporate Plan which is supported by this Budget.

297. All decisions taken by or on behalf of the Council must:-

• Be within the legal powers of the Council.

• Comply with any procedural requirement imposed by law. • Be within the powers of the body or person exercising powers

on behalf of the Council.

• Be undertaken in accordance with the procedural requirements imposed by the Council e.g. Council procedure rules.

• Be fully and properly informed.

• Be properly motivated.

• Be taken having regard to the Council’s fiduciary duty to its tax payers.

• Be reasonable and proper in all of the circumstances. Financial Implications 298. The past two years have seen unprecedented economic times with

extreme financial pressure being experienced by both the public and private sectors. The budget strategy for 2011/12 was developed in the time of uncertainty between the General Election and the Government’s CSR and used the WAG’s financial planning assumption as its base position. Thus, the Executive in its budget strategy and subsequent budget proposal has been conscious of the impact on the citizens, customers and communities of Cardiff and has sought to support and encourage economic activity in Cardiff.

299. The budget proposals set out in this report will result in significant

operational and financial challenges as evidenced in the information resulting from the risk assessment exercise. The impact of these challenges will be monitored through service plans and the Corporate Risk Register when reported to the Executive and Corporate Management Board.

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300. Particular challenges for 2011/12 and in the medium term were identified through this exercise and include:

• Necessity to deliver cashable net savings from transformation

across the programme areas and from within the service areas.

• Total quantum of savings to be achieved from Waste Management and Street Cleansing as a result of the implementation of the Waste Strategy together with continued reliance on income from recyclates.

• Continuing demographic demand for social care services if trendlines vary significantly from the anticipated position.

• Potential financial impact of the changes to Continuing Health Care guidelines together with fee structures in independent care sector.

301. In formulating the budget, the Executive must come to a balanced

judgement between the need for service provision and the financial impact of those needs on the council tax payers. In order to achieve this balance the Council has made significant levels of savings for many years as set out below:

Budget Savings

Year £m 2011/12 22.0 2010/11 14.0 2009/10 8.7 2008/09 9.1

302. It can be seen that the amount to be achieved for 2011/12 is

substantially greater than had been necessary in previous years. This is mainly as a result of the reduced level of the WAG support following the reduction in the Welsh Block Grant from Central Government.

303. The Transformation portfolio of change will increasingly impact on the

financial and organisational structure of the Council as programmes begin to deliver significant savings and functions are aligned to new areas. Revised, robust governance and reporting arrangements have been implemented which should help to ensure that benefits are released and budgeted saving targets are achieved.

304. In summary, the budget proposal for 2011/12 includes:

• Savings of £22 million including savings from transformation of £8.7 million.

• New financial pressures of £4.63 million.

• Budget increases of 1.82% and 3.9% for schools and social care respectively in response to the WAG’s requirement to reduce these services by no more than 0.33%.

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• A Council Tax increase of 1.94% resulting in a Band D charge of £923.24.

305. The budget assumes the use of earmarked reserves of £1.568 million

but with no drawdown from the General Fund Balance. This was a similar level of use to that included in the 2010/11 budget. Any use of reserves for recurrent purposes should be undertaken with care as funding will need to be found from base resources in subsequent years. In addition, it should be noted that circa £3.9 million will be set against cash-backed balance sheet resources in 2010/11 to cover the cost of the discretionary element of VS releases during that year.

306. The Council has a statutory duty to ensure that the Housing Revenue

Account achieves a balanced budget. The weekly increase in housing rents of £4.17 is in line with the WAG’s guideline figure and which is used in their housing subsidy calculation. The rental increase at 5.61%, together with the proposed increases in service charges will generate sufficient income to ensure a balanced budget after providing £1.35 million as additional support to achieve the Welsh Housing Quality Standard.

307. Resources to finance the General Fund capital programme in 2011/12

include capital receipts to be achieved of £3.1 million and use of additional borrowing of £6.7 million. Particular attention needs to be given to the medium term impact of additional borrowing on the revenue budget and it should be noted that decisions taken as part of this budget will increase borrowing costs as a proportion of the overall budget.

308. The value of schemes undertaken to be repaid from self-funding

mechanisms such as income generation or reduced expenditure over relatively short periods of time stands at £30.7 million in 2011/12 which is a significant use of these arrangements and will need to be monitored closely.

309. Resources required to finance the Public Housing Capital Programme

also show the need for additional borrowing of £6.5 million in 2011/12 to assist with the achievement of the Welsh Housing Quality Standard in 2012. The element of borrowing will be recovered as part of tenant’s rent payments.

310. The inclusion of schemes in the Capital Programme has been profiled

in accordance with technical advice relating to regulatory processes, timetables and workflow. Historically, the Council has experienced significant slippage of capital schemes which has prompted adverse comment from the External Auditor during the past year. Following this comment and similar remarks from the Council’s Audit Panel, capital scheme sponsors have been reminded of the importance of robust profiling in order that capital plans can be achieved as expected. Nevertheless, with such an extensive programme there remains a residual risk that expenditure may slip between years and

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so any consequential impact on the financing of the programme will be addressed as part of the monitoring work during 2011/12.

311. The Consolidated Financial Model for the School Organisation Plan

brings together the projected capital expenditure and funding schedule over the life of the model and amounts to £171.1 million. The Plan is designed to be self-funding but this together with the significant financial exposure for the Council as a result of the extent of the works demands that close monitoring of the key risks is undertaken and issues escalated when required.

312. Despite the detailed negotiations between council officers and the

WAG officials in respect of the budget for the Harbour Authority, formal agreement between the two parties on the level of funding for the next three years has yet to be reached. This is now a matter of concern with the current arrangements due to lapse on 31 March 2011.

313. The indicative increases in AEF included in the Final Settlement from

the WAG have been used to underpin the resource base for the Medium Term Financial Plan. However, it is evident that anticipated resources are unlikely to cover emerging financial pressures. The Plan anticipates that the balance of finance to be found through savings, use of reserves or potential increases in the rate of Council Tax may be:

2012/13 £19.4 million 2013/14 £13.8 million 2014/15 £15.1 million

314. The triennial revaluation of the Local Government Pension Scheme

will be effective from April 2011 and this has required a budget increase of £1.5 million in each of the next three years.

315. As the Council’s transformational programme is delivered in the

medium term, it is expected that the balance of savings achieved from transformation and service proposals will change so that the majority will be achieved through the former route.

316. In conclusion, in such a period of continuing rapid change, budgeting

control continues to be of great relevance and it is vital that responsible officers take ownership of their budgets and that expenditure remains within financial resources.

317. A glossary of terms found within this report is set out in Appendix 16. Executive Consideration 318. The Executive considered the Budget proposals on 17 February 2011

and agreed that

1. the changes to fees and charges as set out in Appendix 8(a) to this report be approved

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2. authority be delegated to the appropriate Chief Officer in consultation with the Chief Corporate Services & Section 151 Officer and the Executive Member for Finance and Service Delivery to amend or introduce new fees and charges during the year.

3. the rents of all Housing Revenue Account dwellings (including garages) be increased in line with the WAG guideline increase.

4. Service charges for Council tenants and hostel residents be increased by 2% reflecting the anticipated increase in the cost of providing these services in 2011/12.

5. all other service charges set out in Appendix 8(b) be approved 6. the rents for homeless accommodation increase within the

Department of Work and Pension thresholds. 7. the management fee for leaseholders be increased by 1.26%. 8. all Housing Revenue Account related increases take effect from

4 April 2011. EXECUTIVE PROPOSAL The Executive, having taken account of the comments of the City & County Treasurer in respect of the robustness of the budget and the adequacy of reserves as required under Section 25 of the Local Government Act 2003, and having considered the responses received to the Budget Consultation recommend that Council. 1.0 Approve the Revenue, Capital and Housing Revenue Account budgets including all proposals and the Council Tax increase of 1.94% as set out in this report and that the Council resolve in the following terms. 2.0 Note that at its meeting on 16 December 2010 the Council calculated the following amounts for the year 2011/12 in accordance with the regulations made under Section 33(5) of the Local Government Finance Act 1992:-

a) 136,311 being the amount calculated in accordance with

Regulation 3 of the Local Authorities (Calculation of Council Tax Base) (Wales) Regulations 1995, as amended, as its Council Tax base for the year.

b) Lisvane 2,271

Pentyrch 3,121 Radyr 3,530 St. Fagans 1,183 Old St. Mellons 1,237 Tongwynlais 786

being the amounts calculated in accordance with Regulation 6

of the Regulations as the amounts of its Council Tax base for

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the year for dwellings in those parts of its area to which special items relate.

2.1 Agree that the following amounts now be calculated by the County Council of the City and County of Cardiff for the year 2011/12 in accordance with Sections 32 to 36 of the Local Government Finance Act 1992:- a) Aggregate of the amounts which the Council estimates for the

items set out in Section 32(2)(a) to (d) (including Community Council precepts totalling £222,770).

b) Aggregate of the amounts which the Council estimates for items set out in Section 32(3)(a) and (c). £431,085,355

c) Amount by which the aggregate at 2.1(a) above exceeds the aggregate at 2.1(b) above calculated in accordance with Section 32(4) as the budget requirement for the year. £521,168,645

d) Aggregate of the sums which the Council estimates will be

payable for the year into its Council Fund in respect of Revenue Support Grant, redistributed Non-Domestic Rates or Additional Grant. £395,338,141

e) The amount at 2.1(c) above less the amount at 2.1(d) above, all

divided by the amount at 2 (a) above, calculated in accordance with Section 33(1) as the basic amount of Council Tax for the year. £924.87

f) Aggregate amount of all special items referred to in Section 34(1). £222,770 g) Amount at 2.1(e) above less the result given by dividing the

amount at 2.1(f) above by the amount at 2(a) above, in accordance with Section 34(2) of the Act, as the basic amount of Council Tax for the year for dwellings in those parts of the area to which no special items relate. £923.24

h) The amounts given by adding to the amount at 2.1(g) above the

amounts of special items relating to dwellings in those part of the council's area mentioned below, divided in each case by the amount at 2(b) above, calculated in accordance with Section 34(3) as the basic amounts of Council Tax for the year for dwellings in those parts of the area to which special items relate.

£ Lisvane 934.47Pentyrch 945.99Radyr 944.49St. Fagans 937.19Old St. Mellons 941.65Tongwynlais 938.51

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i) The amounts given by multiplying the amounts at 2.1(g) and 2.1(h) above by the number which in the proportion set out in the Council Tax (Valuation Bands) (Wales) Order 2003 is applicable to dwellings listed in a particular valuation band divided by the number which in that proportion is applicable to dwellings listed in valuation band D calculated in accordance with Section 36(1) of the Act as the amounts to be taken into account for the year in respect of categories of dwellings listed in different valuation bands.

VALUATION BANDS

2.2 Note that for the year 2011/12, the South Wales Police Authority has stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Local Government Finance Act 1992 for each of the categories of dwelling shown below:- VALUATION BANDS

A B C D E F G H I £ £ £ £ £ £ £ £ £ 107.57 125.49 143.42 161.35 197.21 233.06 268.92 322.70 376.48

2.3 Having calculated the aggregate in each case of the amounts at

2.1(i) and 2.2 above, the County Council of the City and County of Cardiff in accordance with Section 30(2) of the Local Government Finance Act 1992 hereby sets the following amounts as the amounts of Council Tax for the year 2011/12 for each of the categories of dwellings shown below:-

A B C D E F G H I £ £ £ £ £ £ £ £ £ Area Lisvane 622.98 726.81 830.64 934.47 1,142.12 1,349.79 1,557.44 1,868.94 2,180.43

Pentyrch 630.66 735.77 840.88 945.99 1,156.20 1,366.43 1,576.65 1,891.98 2,207.31 Radyr 629.65 734.61 839.55 944.49 1,154.37 1,364.26 1,574.14 1,888.97 2,203.81 St. Fagans 624.79 728.93 833.06 937.19 1,145.45 1,353.72 1,561.98 1,874.38 2,186.77 Old St. Mellons 627.76 732.40 837.02 941.65 1,150.90 1,360.16 1,569.41 1,883.29 2,197.18 Tongwynlais 625.67 729.95 834.23 938.51 1,147.06 1,355.62 1,564.18 1,877.01 2,189.85 All other parts of the Council’s Area 615.49 718.08 820.66 923.24 1,128.40 1,333.57 1,538.73 1,846.48 2,154.23

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Part of Council's Area VALUATION BANDS

A B C D E F G H I £ £ £ £ £ £ £ £ £

Area Lisvane 730.55 852.30 974.06 1,095.82 1,339.33 1,582.85 1,826.36 2,191.64 2,556.91 Pentyrch 738.23 861.26 984.30 1,107.34 1,353.41 1,599.49 1,845.57 2,214.68 2,583.79 Radyr 737.22 860.10 982.97 1,105.84 1,351.58 1,597.32 1,843.06 2,211.67 2,580.29 St. Fagans 732.36 854.42 976.48 1,098.54 1,342.66 1,586.78 1,830.90 2,197.08 2,563.25 Old St. Mellons 735.33 857.89 980.44 1,103.00 1,348.11 1,593.22 1,838.33 2,205.99 2,573.66 Tongwynlais 733.24 855.44 977.65 1,099.86 1,344.27 1,588.68 1,833.10 2,199.71 2,566.33 All other parts of the Council’s Area 723.06 843.57 964.08 1,084.59 1,325.61 1,566.63 1,807.65 2,169.18 2,530.71

2.4 Authorise the City & County Treasurer to make payments under Section 38 of the Local Government (Wales) Act 1994 from the Council Fund by equal instalments on the last working day of each month from April 2011 to March 2012 in respect of the precept levied by South Wales Police Authority in the sum of £21,993,753.

2.5 Agree that the Common Seal be affixed to the said Council Tax.

2.6 Agree that the Common Seal be affixed to precepts for Port Health

Expenses for the period 1 April 2011 to 31 March 2012 namely

£ The County Council of the City and County of Cardiff

130,988

The Vale of Glamorgan County Borough Council 14,692

2.7 Agree that notices of the making of the said Council Taxes signed by the Chief Executive be given by advertisement in the local press under Section 38(2) of the Local Government Finance Act 1992.

3.0 Approve the Prudential Indicators for 2011/12, 2012/13 and 2013/14

delegating to the Chief Corporate Services & Section 151 Officer the authority to effect movement between the limits for borrowing and other long term liabilities within the total Authorised Limit for any individual year.

4.0 Approve the Treasury Management Strategy in accordance with the Local Government Act 2003 and the Local Authorities (Capital Finance and Accounting) (Wales) Regulations 2003 and subsequent amendments.

5.0 Approve the Minimum Revenue Provision Policy for 2011/12.

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6.0 Authorise the Chief Corporate Services & Section 151 Officer to raise such funds as may be required to finance capital expenditure by temporary or long term borrowing within the limits outlined above, and to bring forward or delay schemes within the approved Capital Programme.

THE EXECUTIVE 17 February 2011 The following Appendices are attached: Appendix 1 Council Budget Consultation Cover Sheet

1(a) – Children & Young People Scrutiny Letter 1(b) – Economy & Culture Scrutiny Letter 1(c) – Community & Adults Services Scrutiny Letter 1(d) – Environmental Scrutiny Letter 1(e) - Policy Review and Performance Scrutiny Letter 1(f) – Ask Cardiff Survey

Appendix 2 List of known Specific Grants for Wales Appendix 3 Revenue Resources Required Appendix 4 Financial Pressures Appendix 5 Service Area Savings Appendix 6 Earmarked reserves:

(a) General Fund (b) Housing Revenue Account (c) Schools

Appendix 7 Employee Changes Appendix 8 Fees and Charges

(a) General Fund (b) Housing Revenue Account

Appendix 9 Service Area Budgets Appendix 10 Transformation Appendix 11 Housing Revenue Account Appendix 12 Schools Organisation Plan Reserve Appendix 13 Civil Parking Enforcement Reserve Appendix 14 Capital Programme Expenditure Appendix 15 Capital Programme Resources Appendix 16 Glossary of Terms The following Background Papers have been taken into account:-

• Equality Impact Screening of Cardiff Council’s 2011/12 Budget

• Budget Strategy Report (October 2010)

• WAG Final Settlement (February 2011)

• Analysis of Section 106 balances held

• Fees and Charges details • Capital Receipts forecast

Appendix 1

1. COUNCIL BUDGET CONSULTATION

1(a) – Children & Young People Scrutiny Letter 1(b) – Economy & Culture Scrutiny Letter 1(c) – Community & Adults Services Scrutiny Letter 1(d) – Environmental Scrutiny Letter 1(e) - Policy Review and Performance Scrutiny Letter 1(f) – Ask Cardiff Survey

Page 1 of 128

My ref Fy nghyfeirnod

Your ref Eich cyfeirnod

Direct Line Lein Uniongyrchol 029 20 872781

Direct Fax Ffacs Uniongyrchol 029 20 872579

Date Dyddiad 15th February 2011County Hall,

My Ref SS/CYP/MJH Atlantic Wharf,Cardiff CF10 4UW

Your Ref: Tel: 029 20 872000

Neuadd y Sir,Glanfa Iwerydd,Caerdydd CF10 4UW

Ffôn: 029 20 872000

Councillor Mark StephensExecutive MemberRoom 278County Hall Atlantic Wharf CARDIFFCF10 4UW

Dear Mark,

Re: Scrutiny of the draft Budgetary Proposals 2011-12

As the Chairperson of the Children & Young People Scrutiny Committee I am writing on behalf of the Members to thank you for attending the meeting of the Committee which took place on 14th February 2011. At the meeting the Committee considered the 2011-12budget proposals relevant to the Committee’s terms of reference. Members would like to pass on their thanks to all those who attended for their presentations, comments and answers to questions.

Having considered the information provided at the meeting and the agenda papers, Members would like to make the following points to the Executive:

1. Children’s Services Budget Proposals

The Committee noted that the presentation showed the clear links between the draft Corporate Plan and the draft Budget Proposals for this service area, Members welcomed that the Children’s Services Budgets had been increased by £2.1M to again bring the budget in line with actual expenditure and Members hoped that this would ensure no further overspends in 2011/2012. Members were also pleased to note that the Executive had only accepted 1.4% savings from Children’s Services thereby protecting a key frontline service.

The Committee were however, concerned at the level of savings identified as“Transformational Savings”, which amounted to £257,000 in Children’s Services and were listed as Redesign organisational structures, Commissioning and Procurement, Business Admin and Process Savings. Members requested a report, later in the year, to provide more details on the transformational savings, their achievability and their impact on service provision.

Appendix 1A

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2. Shared Services – Home to School Transport

The Committee noted the Executive’s budget proposals to accept £219,000 of savings proposals from the Home to School Transport Route Optimisation, and Members welcomed the officer’s assurance that these savings had already been identified this year and would have no impact on service provision.

3. Schools & Lifelong Learning Budget Proposals

The Committee noted that the presentation showed the clear links between the draft Corporate Plan and the draft Budget proposals for this service area. The Committee noted that the Education budget had been increased by 1.2% and for the 7th year the School’s Delegated Budget had been protected from any savings. Members also welcomed the Special Educational Needs budget alignment and hope that this would ensure no further overspends on the budget.

The Committee were however, concerned again at the level of savings identified as “Transformational Savings”, which amounted to £602,000 in Schools and Lifelong Learning and were listed as Redesign Organisational Structures, Commissioning and Procurement, Business Admin and Process Savings. Members requested a report, later in the year, to provide more details on the transformational savings, their achievability and their impact on service provision.

Following discussions on the Education Welfare Service, Members noted that the actual budget should have been stated at £750,000 and not £384,000 as shown in the report. Members also requested a further report, later in the year, on the migration of attendance responsibilities to schools, its staffing implications and Service Level Agreement actions to address schools attendance levels across the City.

I trust that these comments will help inform the discussion at the Executive Business Meeting on 17th February 2011 and the subsequent proposals taken to Council.

Yours sincerely,

COUNTY COUNCILLOR BILL KELLOWAYChair of the Children & Young People Scrutiny Committee

CC to:Councillor Rodney Berman, Council Leader;Jon House, Chief ExecutiveCouncillor John Dixon, Executive Member for Health, Social Care & Wellbeing;Councillor Freda Salway, Executive Member for Education & Lifelong Learning;Christine Salter, City and County TreasurerNeelam Bhardwaja, Corporate Director;Maria Michael, Chief Children’s Services Officer;Chris Jones, Chief Schools and Lifelong Learning Officer;Philip Lenz, Chief People & Organisational Development OfficerAdrian Dennington’ Operational Manager for Central Transport ServicesJo Blaney, Principal Administrative Officer

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My Ref: T:\COMMITTEES\Scrutiny\Economy & Culture\COMMITTEE MEETINGS AND REPORTS\2011\2011.2.15\Letters

15th February 2011

Cllr Mark StephensExecutive Member (Finance and Service Delivery)Room 277County Hall,Cardiff

Annwyl Mark,

RE: Scrutiny of the Draft 2011/12 Budget Proposals

I am writing on behalf of the Economy and Culture Scrutiny Committee tothank you for attending the meeting on 14th February. Members would like tothank all those who attended for their presentations, comments and answersto questions. We welcomed the opportunities to gain an insight into the overallbudget position at the budget briefing meeting held on the Thursday 10th

February. We acknowledge the fiscal pressures the Council is facing andrecognise that the setting of budgets this year is challenging and will remainso for the foreseeable future.

We would like to welcome the timely production of the corporate plan whichmeant there was sufficient time to allow for Members to effectively consider italongside the budget proposals. In examining the Corporate Plan the Leaderdiscussed the general ethos in setting the level of council tax by noting thefinancial pressures the public were facing etc. It was felt that the CorporatePlan would benefit from having a statement explaining the context and ethosfor setting the Council Tax and that this would improve the draft CorporatePlan’s linkage to the budget process. In addition the committee felt that thestyle of the document was a little disjointed and was not easy to read.

As you will be aware the Scrutiny Committee have discussed thedevelopment of Cardiff Business Partnership (CBP) on several occasionsduring the municipal year and asked what the impact of the cost saving of £13k (line 116) would be upon the Cardiff Business Partnership’s researchprogramme. Whilst Officers were able to reassure the committee that aresearch fellow had been appointed, and that the committee would beinvolved in the research, Members would like to be updated on the researchprogramme as a part of the Committee’s Work Programme. It was also notedthat the budget papers did not contain any information regarding the fundingfor subsequent years and the Committee would appreciate some informationregarding the funding position relating to this programme of work.

In relation to the budget lines relating to Parks and Sport the committeewelcomes the sponsorship work done with Panasonic regarding tree plantingand would like the service area to focus on enhancing the breadth ofsponsorship programmes where ever possible. In relation to the bowls

Appendix 1b

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provision budget line (221) Members were pleased to hear that several clubswere able to manage their own affairs and would like to encourage the servicearea to work with and encourage the remaining Bowling Clubs to transition outof Council control in the longer term.

In relation to the capital programme we would like to welcome the continuedsupport for Libraries and the improvements to the New Theatre. We hope thatthe improved seating and accessibility will improve income generation. Inhearing about the decline in secondary sales at the theatre Members wouldlike to urge the service area to examine opportunities to boost drinks salesand have suggested that allowing drinks to be consumed within theauditorium (utilising plastic toughened glasses) could boost sales (theatressuch as Oxford New Theatre adopt this practice).

In previous years the Committee have commented on the need for civicbuildings to maximise their income in order to cover running costs andmaintenance expenditure. This year the Mansion House was noted as anarea of concern in terms of maintenance and income generation. Therefore inorder to examine the key issues affecting the Mansion House Members willpriorities this issue for our future work programme.

I hope that these comments will help inform the discussion at the ExecutiveBusiness Meeting on 17th February 2011 and the subsequent proposals takento Council. This letter does require a response.

Yr Eiddoch yn Gywir,

Cynghorydd / Councillor Mohammed-Sarul IslamCadeirydd Pwyllgor Craffu Economi a DiwylliantChairperson Economy & Culture Scrutiny Committee

cc Christine Salter, City and County Treasurercc Cllr Rodney Berman, Council Leadercc Cllr Nigel Howells, Executive Member, Sport, Leisure & Culturecc Cllr Neil McEvoy, Executive Member, Economic Developmentcc Christine Salter, City and County Treasurercc Martin Hamilton, Chief Officer Direct Servicescc Tony Riches Chief Officer Social Projectscc Paul Orders, Chief Strategy and Enterprise Officercc Joanne Blaney, Executive Office Managercc Kathryn Richards, Head of Service Culture Tourism and Eventscc Neil Hanratty, Head of Service Development projects and Partnershipscc Ruth Chapman, Chief Officer Infrastructure

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My Ref: Scrutiny/Correspondence/ Cllr Cook

16 February 2010

Councillor Mark StephensRoom 278County Hall Atlantic Wharf CARDIFFCF10 4UW

Dear Mark

Community and Adult Service Scrutiny Committee, 15th February 2011

On behalf of the whole committee, I would like to thank you, and all those who attended the Community and Adult Services Scrutiny Committee on 15th February 2011 to discuss the Executive’s draft Budget Proposals. Our comments and recommendations are set out below.

Corporate Plan

The Committee appreciate having a copy of the draft Corporate Plan 2011-14 with their papers for this meeting and pass their thanks to those involved in enabling this.

At this meeting, Members focused on the linkages between the Budgetary Proposals and the Corporate Plan rather than looking at the rationale for the selection of the priorities, actions, performance measures and targets contained in the Corporate Plan. Members felt that the structure of the scrutiny militated against their consideration of these wider issues. This is something I intend to raise for discussion at the Scrutiny Chairs Liaison Forum so that, next year, scrutiny members can scrutinise the Corporate Plan in its own right as the key document that sets out the Council’s contribution to the wider vision for the city.

Members read the Corporate Plan in preparation for their scrutiny of the budgetary proposals. Members felt that the structure and style of the document needs improving as it lacks flow and is difficult to navigate. Members appreciate the need to structure the Corporate Plan by the agreed outcomes; however, Members felt that the way information is set out under these outcomes is jumbled and confused, with little obvious linkage with the indicators listed.

The Committee will look to scrutinise the plan in more detail when Members consider service area business plans in the coming months. Whilst this will not be ideal timing, given that the plan will already have been to Council for approval, this will at least give Members sufficient time to fully consider the priorities being put in place for services under the remit of the Committee.

Appendix 1C

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Budgetary Proposals 2011

Members used the information provided in the committee papers and the presentations to inform their scrutiny of the savings proposals, capital programme and financial pressures. In future, Members would also like to receive the following information with their committee papers, in order to provide a better understanding of the landscape for the savings proposals:

- service area budgets and the percentage of controllable budgets that the proposed savings represent

- the employee changes per service area, set out as per Appendix 7 of the Budget Proposals 2011-12 report to the Executive 17th February 2011

- service area fees and charges, set out as per Appendix 8a of the Budget Proposals 2011-12 report to the Executive 17th February 2011.

Members thank officers for providing the additional information on the Transformation Savings, as I requested. However, Members remain very concerned about the way that these transformation savings have been developed. Members understand the wish to make Chief Officers accountable for specific amounts under relevant Transformation themes, in order to assist with transparency and deliverability. At this stage in the budget, Members expect this to translate to specific projects that service areas are able to provide details about; this is not the case for a significant element of the Transformation Savings that this Committee scrutinised.

Members are therefore concerned about the lack of certainty over the deliverability of significant elements of the Transformation Savings and are concerned that there will need to be a mid-year realignment, with service areas having to find additional savings to enable a balanced budget, a repeat of last year.

Members wish to receive a mid-year update on progress with delivering the Transformation Savings that fall within this Committee’s terms of reference and ask that you request officers to assist this process.

Strategic Planning & Environment

The Committee notes the savings identified and is largely content that these are achievable. With regard to the Capital Programme, Members were interested to hear about the Neighbourhood Regeneration projects and welcome these.

Direct Services - CMS

The Committee notes the saving identified and is largely content that it is achievable.

Citizen Services - Older Persons Strategy Coordinator and Complaints Officer

The Committee notes the saving identified and is largely content that this is achievable without compromising service delivery. With regard to the deletion of the Complaints Officer post, Members note that the duties of this post will transfer to another employee and that there are nominated officers within each service area that deal with complaints. Members wish to receive a briefing paper to committee that provides contact details for these officers and explains the complaints process.

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Housing and Neighbourhood Renewal

The Committee wishes to thank officers for their presentation. Members note that Communities First posts are not being deleted as these are funded by the Welsh Assembly Government. With regard to Community Safety, Members note and applaudthe considerable success of the Cardiff Community Safety Partnership in terms of a 25% reduction in ASB and a 20% reduction in crime overall. Members are concerned that the proposed deletion of five Community Safety posts risks jeopardising this success, particularly given the additional pressures on crime and disorder associated with the current recession. There is also a clear direction from Cardiff residents that Community Safety is their top priority with regards to where the Council should concentrate their spending. Members note the points made that there is additional spending allocated for works such as Alleygating, that there is a partnership review underway with the hope that partners will provide support for partnership work in the future and that existing community safety work should be mainstreamed across partnerships and activity harnessed to tackle community safety issues. Members feel that these are valid points but remain concerned that the loss of five posts will negatively impact on Community Safety in Cardiff.

With regard to the proposed closure of the Prison Advice Service, Members note with concern the issues raised regarding a lack of joint working and subsequent duplication and gaps in service. Members recognise the need for a review of these arrangements and would like to receive a report on this joint review. However, given the critical importance of ensuring that there is appropriate support and placements of ex-offenders, Members remain concerned about this savings proposal.

Adult Services

The Committee wishes to thank Mike Murphy for his presentation. The Committee welcomes the extra £2.57 million that has been afforded to the service and recognises that this baseline adjustment is in acknowledgement of the pressures experienced by the service during 2010-11.

However, Members remain concerned that this funding will not prove sufficient. The service area identified additional demographic pressures/ fees of £3,870,000 of which only £2,200,000 has been accepted. The shortfall of £1,670,000 is not offset by a baseline adjustment that deals with pressures from 2010-11; it remains a shortfall against increasing pressures in 2011-12. Members are therefore very concerned that, once again, there will be overspends in the Adult Services budget and that this will have to be dealt with in a reactive rather than a planned manner. These concerns are added to by the information given at the meeting that the Cardiff UHB has budgeted savings of £4M with regards to Continuing Health Care cases in Cardiff and the Vale; Members are concerned that there will be pressure on Cardiff Council to accept a significant amount of this saving and that this is not appropriately reflected in the budgetary proposals 2011-12.

As such, Members wish to continue to receive quarterly budget monitoring reports in the coming financial year that provide details of the savings achieved and the financial pressures being experienced by Adult Services, including demographic, fees and Continuing Health Care pressures.

Page 8 of 128

With regard to the Transformation Savings allotted to Adult Services, Members felt that there was a lack of detail underpinning the Additional Transformation Savings of £697,000. As referred to above, Members would expect there to be a much clearer picture of the work that would release these savings and therefore, the impact of this work on service users and citizens of Cardiff. Members also remain unclear on the rationale for which aspects of savings proposals are accepted towards the Transformation Savings and which are not and the justification for this. As stated above, we wish to receive further reports on this.

As discussed at the meeting, Members wish to accept the offer to provide a report detailing the Joint Working Special Grant for hospital discharge work.

Members found the responses of Councillor Dixon and Mike Murphy very illuminating with regard to my question about what concerns them for the future. Members note the following and will bear these in mind when considering items for our future work programme:

- £50per week cap on domiciliary care and that the shortfall is not fully funded- Supporting People budget and likely changes to this- Welsh Assembly Government White Paper- UK Report on Paying for Long Term Care- Actual rate of Inflation not incorporated into the budget- rate of 2% included- Transitions - the transfers from Health - Continuing demographic pressures.

I trust that these comments will also help inform the discussion at the Executive Business Meeting on 17th February and the subsequent proposals taken to Council.

Yours sincerely,

COUNTY COUNCILLOR RALPH COOKChairperson, Community and Adult Services Scrutiny Committee

cc Councillor Rodney Berman Councillor John DixonCouncillor Judith WoodmanJon House Neelam BhardwajaChristine Salter Allan EvansDave Holland Phil Williams Don DavidsonMartin Hamilton Kate BerrySarah McGill Jane Thomas Mike MurphyJoanne Blaney

Page 9 of 128

Appendix 1d

Page 10 of 128

Page 11 of 128

Page 12 of 128

Page 13 of 128

My Ref: T:Scrutiny/PRAP/Com Papers/2009 16.2.11

Date: 17 February 2011

Councillor Rodney BermanLeader County HallCardiff CF10 4UW

Dear Rodney,

Policy Review & Performance Scrutiny Committee:Scrutiny of the Corporate Plan 2011/14 and Budget Proposals 2011/12

Thank you for attending Committee on 16 February 2011 to facilitate scrutiny of the

Corporate Plan and the budget proposals as they relate to the committee’s Terms of

Reference. During discussion of the way forward the Members of the Policy Review &

Performance Scrutiny Committee expressed the following observations and concerns and

have asked that I relay them for consideration by the Executive.

Corporate Plan 2011/14The Committee welcomed the opportunity to consider the Corporate Plan though felt there

was an opportunity to engage further with the document alongside its budget monitoring

throughout the year and will aim to use the Corporate Plan to facilitate more strategic

scrutiny. They wish to highlight the following:

Strategic Planning Arrangements

Members feel they would benefit from clarification of the structure of the Council’s strategic

planning arrangements and approach. It is unclear whether the Policy into Action Plan

remains a feature of the strategic planning architecture of the Council, or whether the

Service Area Business Plans will now sit directly underneath the Corporate Plan.

Accountability

The Committee was encouraged to hear that this Corporate Plan will lead to greater

accountability, enable better target setting by senior managers and ultimately impact upon

every individual member of staff employed by the Council in the form of performance

objectives linked clearly to the Plan.

Appendix 1E

Page 14 of 128

Audience

Members explored the question, ‘who are the audience for the Corporate Plan?’ The Chief

Executive stated clearly that it is a high level document primarily for senior managers, an

aspirational document that expects excellence from all staff and sets out the Council’s aim

to be the best in Europe by 2015. Some Members felt such a bold statement is

immeasurable without a detailed delivery and action plan and some data on performance

comparison with other European cities. How can the Council better other unnamed cities

without being clear about their current performance, structure, budgets, tax raising regimes

and ways of operating? Which cities in Europe are the benchmarks we will need to

compare ourselves with?

The Committee was unanimous that the Corporate Plan needs to be owned by the whole

Council and as such must be more visually and simply set out for ease of access. It also

needs to be linked by managers to objectives dealt with through Personal Performance

Development Reviews so that employees can see and understand the links and where

their specific contribution can make a difference when well executed. The Committee

considers that the Plan is a work in progress and suggests further clarification of indicators

and the points outlined above.

Consultation

The Committee expressed significant concern about the Council’s understanding of citizen

engagement. They felt if the Council is taking a deliberative democratic approach then its

consultation must offer alternatives. Currently the approach is more appropriate to

‘consumers’ rather than ‘citizens’. Given the importance of Ask Cardiff in informing budget

decisions there is scope to take a fundamentally different approach. Members feel the Ask

Cardiff survey is an opportunity to instil a sense of citizen responsibility but that it is

unclear whether there is a sufficient link between the format used by Ask Cardiff and the

Corporate Plan priorities. They also feel there is a need to fundamentally question the

approach and the data and therefore plan further scrutiny of Ask Cardiff in its forthcoming

work programme.

Education

The Committee considered that the ‘People in Cardiff achieve their full potential’ section of

the Corporate Plan would benefit from a clearer indication of how the Council would

support underperforming schools and address the recently highlighted challenges for

education at all levels in Cardiff. This should clearly link with the economic challenges

facing the city and the calls by the business community to address the shortage of skills

Page 15 of 128

amongst the working population, a matter they placed at the top of their priorities for the

city going forward.

Proposed Budget 2011/12

Corporate Management

The Committee was interested to learn that the transformation programme is planned over

an eight year period and look forward to a fuller update at its forthcoming meeting on 2

March. Members took on board that the Council has started to move on this agenda but

will require clarification on which of the savings that were a part of the original PwC report

will be taken forward or rejected.

Citizen Services

The Committee noted the savings accepted within the Members’ support team. This will

doubtless be reviewed to clarify its effectiveness. They were pleased that there is a

commitment to use an underspend on the Members’ IT budget, identified at month eight,

to address Members needs. However Members feel there needs to be a review of

strategy for supporting Members’ IT and training needs. The Committee also felt that

Democratic Services had not fundamentally reviewed its services, in the way for example

the finance service area has started to do.

The Committee felt there are still opportunities for service areas to question

fundamentally what they need to do rather than shave budgets by small amounts as

Citizen Services appears to have done.

In summary Members feel that a full review of Members’ support needs is still required. It

is an aspiration of this committee to review the training and IT needs of Members as part

of its future work programme. They will therefore note this year’s savings and evaluate the

impact.

Members were pleased to note that the savings proposed for C2C would not have an

impact on the quality of services.

Corporate ServicesThe Committee commended the savings of 16% identified within the finance service area

though wondered why some of these substantial savings had not been identified in

previous budget rounds. Members would welcome greater transparency about vacant

posts, specifically how long posts have been unfilled and the rationale for not filling them.

Page 16 of 128

Members felt events such as the Proud Capital Conference were important and agree

there is a need to keep it going but suggested that sponsorship opportunities for events

such as this may be the way forward.

Shared Services

The Committee wholeheartedly welcomed the Council’s investment in a Cardiff Academy

and the opportunity it presents for officer development. The committee has previously

raised concerns about investing appropriately in management training following its own

inquiry, and agree that the current budget used for training less than a quarter of the staff

is unlikely to meet the backlog of training and development needs. The Committee feel,

given the clear lack of funding over the last few years, that the proposed £350,000

investment in an Academy is insufficient to ensure all staff will benefit. They also question

whether it is enough to support the management development needs of a new

organisational structure, particularly one which will be tasked with a transformational

agenda requiring higher levels of professionalism.

Members support the centralisation of training budgets, which they feel will allow for

greater investment and an improved strategic approach to meet the needs of the

organisation as it changes.

Members feel reassured that transport services had been able to make substantial

economies and efficiencies from a low performing starting point and note that within two

years all savings and income generating opportunities within the Central Transport Unit

should be realised, when opportunities for partnerships would be considered.

On the Communications budget, the Committee is seeking further clarification on line 252

of the savings proposals, which indicates a £4m budget. This does not tally with the fourth

bullet point of slide 5 of the Shared Services presentation that ‘Approx £1.2 million has

been identified in relevant communications budgets across service areas.’ There appears

to be a discrepancy and Members would welcome further explanation. They felt there was

potential to realise more savings from this budget than the £50k indicated and officers

agreed that further work needed to be done in this area.

Once again thank you for your time and commitment and that of Cllr. Mark Stephens to the

Policy Review and Performance Scrutiny Committee. Please convey the Committee’s

concerns and suggestions during the Executive’s consideration of the budget proposals

and Corporate Plan.

Page 17 of 128

Yours sincerely

DAVID WALKER

ACTING CHAIR, POLICY REVIEW & PERFORMANCE SCRUTINY COMMITTEE

cc Councillor Mark Stephens, Executive Member Finance & Service Delivery Jon House, Chief ExecutiveChristine Salter, City & County Treasurer

. Philip Lenz, Chief People & Organisational Development Officer Joanne Blaney, Executive Office Manager.

Page 18 of 128

Budget questions included in the Ask Cardiff Survey (November 2006 to November 2010)

Summary The biannual Ask Cardiff survey is distributed to 5,000 random households in Cardiff in June and November each year. The survey asks residents their views on how they feel the Council and partner organisations are performing. The following two questions relate to Council budget priorities and have been included in the Ask Cardiff Survey in 2006, 2007, 2008, 2009 and 2010: Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increase, kept the same or decreased. • Community Safety and crime prevention • Litter, street cleansing and recycling • Street repairs and traffic management • Regeneration of Local Areas • Social care services • Education • Attracting and retaining jobs • Employment skills and training services • Parks and Community facilities • Leisure, health and exercise facilities • Housing • Regeneration of the city centre and Cardiff Bay • Libraries • Natural and built environment • Major events and venues

In 2010 respondents would most like to see street repairs and traffic management services increased followed by community safety and crime prevention services. This is a change in order from the results for 2006 to 2009 that show respondents would most like to see community safety and crime prevention services increased. In 2008, 2009 and 2010 respondents would also have liked expenditure increased on attracting and retaining jobs, whereas in 2006 and 2007 respondents stated that they would prefer litter, street cleansing and recycling service to be increased. Increase in service

November 2006

November 2007

November 2008

November 2009

November 2010

Community safety and

crime prevention

(82.8%)

Community safety and

crime prevention

(79.8%)

Community safety and

crime prevention

(77.1%)

Community safety and

crime prevention

(68.1%)

Street repairs and traffic

management (65.0%)

Litter, street cleansing and

recycling (73.3%)

Street repairs and traffic

management (69.2%)

Street repairs and traffic

management (64.5%)

Street repairs and traffic

management (64.2%)

Community safety and

crime prevention

(61.6%) Street repairs

and traffic management

(71.6%)

Litter, street cleansing and

recycling (66.1%)

Attracting and retaining jobs

(62.8%)

Attracting and retaining jobs

(64.0%)

Attracting and retaining jobs

(60.5%)

Appendix 1F

Page 19 of 128

Respondents specified that they would like to see expenditure fall on regeneration of the city centre and Cardiff Bay, major events and venues and housing. These services follow the same ranking in 2006, 2007, 2008, 2009 and 2010. It is worth noting that the percentage of respondents indicating that they would like to see these three services decrease also rose between 2009 and 2010. Decrease in services

November 2006

November 2007

November 2008

November 2009

November 2010

Regeneration of the city centre and Cardiff Bay

(13.5%)

Regeneration of the city centre and Cardiff Bay

(16.4%)

Regeneration of the city centre and Cardiff Bay

(20.9%)

Regeneration of the city centre and Cardiff Bay

(19.6%)

Regeneration of the city centre and Cardiff Bay

(26.4%) Major events and venues

(8.0%)

Major events and venues

(12.3%)

Major events and venues

(11.6%)

Major events and venues

(15.0%)

Major events and venues

(20.2%) Housing (7.8%)

Housing (7.9%)

Housing (5.9%)

Housing (6.4%)

Housing (9.6%)

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? The table below shows respondents’ three highest service priorities for improvement over the last five years. This reveals that community safety and crime prevention and litter, street cleansing and recycling are consistently in the top three areas highlighted for service improvement. Between 2006 to 2008 litter, street cleansing and recycling was the second most quoted service area, with attracting and retaining jobs featuring in the top three in 2009 and 2010. Street repairs and traffic management also features in the top three priorities in 2008 and 2010.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010 1st Highest Priority

Community safety and

crime prevention

Community safety and

crime prevention

Community safety and

crime prevention

Community safety and

crime prevention

Community safety and

crime prevention

2nd Highest Priority

Litter, street cleansing and

recycling

Litter, street cleansing and

recycling

Litter, street cleansing and

recycling

Attracting and retaining

jobs

Street repairs and

traffic management

3rd Highest Priority

Education Education Street repairs and traffic

management

Litter, street cleansing

and recycling

Attracting and retaining

jobs

The table below shows respondents three lowest service priorities for improvement over the last five years. Major events and venues was the lowest priority for improvement between 2006 and 2010, in 2009 libraries became the lowest priority. Regeneration of the city centre & Cardiff Bay is also highlighted by respondents as an area that should not be classed as a priority. Natural and built environment and libraries are other areas that were not deemed as priority areas by respondents in previous years.

Page 20 of 128

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010 1st Lowest Priority

Major events and venues

Major events and venues

Major events and venues

Libraries Major events and venues

2nd Lowest Priority

Libraries Natural and built

environment

Regeneration of the city centre &

Cardiff Bay

Regeneration of the city centre and Cardiff Bay

Regeneration of the city centre and Cardiff Bay

3rd Lowest Priority

Regeneration of the city centre &

Cardiff Bay

Regeneration of the city centre &

Cardiff Bay

Libraries Major events and venues

Libraries

Detailed results November 2010 Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increase, kept the same or decreased. Council Services Percentage Increased Kept the

Same Decreased

Street repairs and traffic management 65.0 28.3 6.7Community safety and crime prevention 61.6 35.4 3.0Attracting and retaining jobs 60.5 33.2 6.3Litter, street cleansing and recycling 56.6 40.2 3.2Regeneration of local areas 52.0 41.4 6.6Employment skills and training services 47.3 47.8 4.9Social care services 45.1 50.6 4.3Education 44.5 52.5 2.9Parks and Community facilities 36.8 59.9 3.3Housing 33.8 56.7 9.6Leisure, health and exercise facilities 31.7 62.9 5.5Natural and built environment 26.6 65.9 7.5Regeneration of the city centre and Cardiff Bay 21.9 51.7 26.4Major events and venues 21.7 58.1 20.2Libraries 19.7 76.2 4.1

Page 21 of 128

Desired changes to Council Services

65.0

61.6

60.5

56.6

52.0

47.3

45.1

44.5

36.8

33.8

31.7

26.6

21.9

21.7

19.7

28.3

35.4

33.2

40.2

41.4

47.8

50.6

52.5

59.9

56.7

62.9

65.9

51.7

58.1

76.2

6.7

3.0

6.3

3.2

6.6

4.9

4.3

2.9

3.3

9.6

5.5

7.5

26.4

20.2

4.1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Street repairs and traffic management

Community safety and crime prevention

Attracting and retaining jobs

Litter, street cleansing and recycling

Regeneration of local areas

Employment skills and training services

Social care services

Education

Parks and Community facilities

Housing

Leisure, health and exercise facilities

Natural and built environment

Regeneration of the city centre and Cardiff Bay

Major events and venues

Libraries

Increased Kept the same Decreased

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? Respondents were then asked which three areas they thought were priority areas for Council spending. A system was adopted by which three points would be awarded when a service was specified as a top priority, 2 points for second and 1 point for being the third most important priority. Once completed the number of points awarded to each service was calculated as a proportion of all points available in order to generate a ranked list of priority areas for spending. 1st (X3) 2nd (X2) 3rd (X1) TOTAL %age Community safety and crime prevention 525 212 110 847 17.3Street repairs and traffic management 294 158 231 683 14.0Attracting and retaining jobs 414 114 102 630 12.9Litter, street cleansing and recycling 141 230 138 509 10.4Education 261 122 97 480 9.8Social care services 120 90 147 357 7.3Regeneration of local areas 96 98 133 327 6.7Housing 126 84 56 266 5.4Employment skills and training services 45 92 65 202 4.1Parks and Community facilities 33 66 70 169 3.5Leisure, health and exercise facilities 21 56 70 147 3.0Natural and built environment 30 30 29 89 1.8Libraries 21 34 11 66 1.4Regeneration of the city centre and Cardiff Bay 18 24 18 60 1.2Major events and venues 15 16 22 53 1.1

Page 22 of 128

The figure overleaf shows community safety and crime prevention to be the number one priority for Cardiff residents with this service being allocated just under a fifth (17.3%) of all available points.

Respondent priorities for Council spending

17.3

14.0

12.9

10.4

9.8

7.3

6.7

5.4

4.1

3.5

3.0

1.8

1.4

1.2

1.1

0.0 5.0 10.0 15.0 20.0

Community safety and crime prevention

Street repairs and traffic management

Attracting and retaining jobs

Litter, street cleansing and recycling

Education

Social care services

Regeneration of local areas

Housing

Employment skills and training services

Parks and Community facilities

Leisure, health and exercise facilities

Natural and built environment

Libraries

Regeneration of the city centre and Cardiff Bay

Major events and venues

Percentage of points awarded

Street repairs and traffic management, attracting and retaining jobs along with litter, street cleansing & recycling received significant proportions of the points available although major events and venues alongside regeneration of the city centre and Cardiff Bay were described as a top three spending priority in just over one percent of cases. November 2009 Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increase, kept the same or decreased. Council Services Percentage Increased Kept the

Same Decreased

Community safety and crime prevention 68.1 30.5 1.4Street repairs and traffic management 64.2 31.5 4.3Attracting and retaining jobs 64.0 32.4 3.6Litter, street cleansing and recycling 57.3 41.0 1.8Regeneration of local areas 54.3 43.1 2.6Social care services 52.7 44.3 3.1Employment skills and training services 49.7 46.6 3.7Education 47.8 50.0 2.2Parks and Community facilities 39.9 58.2 1.9Housing 37.6 56.0 6.4Leisure, health and exercise facilities 33.5 62.8 3.7Natural and built environment 26.7 67.7 5.6Regeneration of the city centre and Cardiff Bay 23.8 56.6 19.6Major events and venues 21.2 63.8 15.0Libraries 20.6 77.0 2.4

Page 23 of 128

Desired changes to Council Services

68.1

64.2

64.0

57.3

54.3

52.7

49.7

47.8

39.9

37.6

33.5

26.7

23.8

21.2

20.6

30.5

31.5

32.4

41.0

43.1

44.3

46.6

50.0

58.2

56.0

62.8

67.7

56.6

63.8

77.0

1.4

4.3

3.6

1.8

2.6

3.1

3.7

2.2

1.9

6.4

3.7

5.6

19.6

15.0

2.4

0% 20% 40% 60% 80% 100%

Community safety and crime prevention

Street repairs and traff ic management

Attracting and retaining jobs

Litter, street cleansing and recycling

Regeneration of local areas

Social care services

Employment skills and training services

Education

Parks and Community facilities

Housing

Leisure, health and exercise facilities

Natural and built environment

Regeneration of the city centre and Cardiff Bay

Major events and venues

Libraries

Increased Kept the Same Decreased

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? Respondents were then asked which three areas they thought were priority areas for Council spending. A system was adopted by which three points would be awarded when a service was specified as a top priority, 2 points for second and 1 point for being the third most important priority. Once completed the number of points awarded to each service was calculated as a proportion of all points available in order to generate a ranked list of priority areas for spending. 1st (X3) 2nd (X2) 3rd (X1) TOTAL %age Community safety and crime prevention 311 206 110 1455 18.3Attracting and retaining jobs 289 85 102 1139 14.3Litter, street cleansing and recycling 135 226 138 995 12.5Street repairs and traffic management 142 120 231 897 11.3Education 152 113 97 779 9.8Social care services 87 114 147 636 8.0Regeneration of local areas 40 95 133 443 5.6Housing 54 88 56 394 4.9Employment skills and training services 41 93 65 374 4.7Parks and Community facilities 32 69 70 304 3.8Leisure, health and exercise facilities 16 40 70 198 2.5Natural and built environment 14 26 29 123 1.5Major events and venues 11 22 22 99 1.2Regeneration of the city centre and Cardiff Bay 10 15 18 78 1.0Libraries 6 9 11 47 0.6

Page 24 of 128

The figure overleaf shows community safety and crime prevention to be the number one priority for Cardiff residents with this service being allocated just under a fifth (18.3%) of all available points.

Respondent priorities for Council spending

18.3

14.3

12.5

11.3

9.8

8.0

5.6

4.9

4.7

3.8

2.5

1.5

1.2

1.0

0.6

0.0 5.0 10.0 15.0 20.0

Community safety and crime prevention

Attracting and retaining jobs

Litter, street cleansing and recycling

Street repairs and traff ic management

Education

Social care services

Regeneration of local areas

Housing

Employment skills and training services

Parks and Community facilities

Leisure, health and exercise facilities

Natural and built environment

Major events and venues

Regeneration of the city centre and Cardiff Bay

Libraries

Percentage of points awarded

Attracting and retaining jobs, along with litter, street cleansing & recycling and street repairs and traffic management also received significant proportions of the points available although libraries alongside regeneration of the city centre and Cardiff Bay were described as a top three spending priority in less than one percent of cases. November 2008 Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increase, kept the same or decreased. Council Services Percentage Increased Kept the

Same Decreased

Community safety and crime prevention 77.1 20.8 2.2Street repairs and traffic management 64.5 30.0 5.4Attracting and retaining jobs 62.8 34.3 2.9Litter, street cleansing and recycling 60.3 37.7 2.0Regeneration of local areas 57.9 39.1 2.9Social care services 54.4 42.9 2.7Education 47.2 50.6 2.3Employment skills and training services 46.5 50.5 3.0Housing 46.5 47.6 5.9Parks and Community facilities 45.9 51.9 2.2Leisure, health and exercise facilities 37.5 60.9 1.6Natural and built environment 34.9 60.0 5.1Libraries 28.1 70.4 1.5

Page 25 of 128

Major events and venues 27.4 61.0 11.6Regeneration of the city centre and Cardiff Bay 25.8 53.3 20.9

Desired changes to Council Services

77.1

64.5

62.8

60.3

57.9

54.4

47.2

46.5

46.5

45.9

37.5

34.9

28.1

27.4

25.8

20.8

30.0

34.3

37.7

39.1

42.9

50.6

50.5

47.6

51.9

60.9

60.0

70.4

61.0

53.3

2.2

5.4

2.9

2.0

2.9

2.7

2.3

3.0

5.9

2.2

1.6

5.1

1.5

11.6

20.9

0% 20% 40% 60% 80% 100%

Community safety and crime prevention

Street repairs and traffic management

Attracting and retaining jobs

Litter, street cleansing and recycling

Regeneration of local areas

Social care services

Education

Employment skills and training services

Housing

Parks and Community facilities

Leisure, health and exercise facilities

Natural and built environment

Libraries

Major events and venues

Regeneration of the city centre and Cardiff Bay

Increased Stay the same Decreased

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? Respondents were then asked which three areas they thought were priority areas for Council spending. A system was adopted by which three points would be awarded when a service was specified as a top priority, 2 points for second and 1 point for being the third most important priority. Once completed the number of points awarded to each service was calculated as a proportion of all points available in order to generate a ranked list of priority areas for spending. 1st (X3) 2nd (X2) 3rd (X1) TOTAL %age Community safety and crime prevention 190 105 48 828 21.1Litter, street cleansing and recycling 88 93 61 511 13.0Street repairs and traffic management 63 52 117 410 10.4Education 84 54 33 393 10.0Attracting and retaining jobs 85 36 46 373 9.5Social care services 40 55 65 295 7.5Housing 38 52 46 264 6.7Regeneration of local areas 24 59 61 251 6.4Parks and Community facilities 16 40 46 174 4.4Employment skills and training services 12 26 30 118 3.0Leisure, health and exercise facilities 10 26 24 106 2.7Natural and built environment 8 15 13 67 1.7Libraries 5 14 12 55 1.4Regeneration of the city centre and Cardiff Bay 4 7 15 41 1.0Major events and venues 4 10 6 38 1.0

Page 26 of 128

The figure overleaf shows community safety and crime prevention to be the number one priority for Cardiff residents with this service being allocated a fifth (21.1%) of all available points.

Respondent priorities for Council spending

21.1

13.0

10.4

10.0

9.5

7.5

6.7

6.4

4.4

3.0

2.7

1.7

1.4

1.0

1.0

0.0 5.0 10.0 15.0 20.0 25.0

Community safety and crime prevention

Litter, street cleansing and recycling

Street repairs and traffic management

Education

Attracting and retaining jobs

Social care services

Housing

Regeneration of local areas

Parks and Community facilities

Employment skills and training services

Leisure, health and exercise facilities

Natural and built environment

Libraries

Regeneration of the city centre and Cardiff Bay

Major events and venues

Percentage of points aw arded

Litter, street cleansing & recycling, along with street repairs and traffic management and education also received significant proportions of the points available although major events and venues alongside regeneration of the city centre and Cardiff Bay were described as a top three spending priority in only one percent of cases. November 2007 Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increased, kept the same or decreased. Council Services Percentage Increased Kept the

Same Decreased

Community safety and crime prevention 79.8 15.1 5.1 Street repairs and traffic management 69.2 24.9 5.9 Litter, street cleansing and recycling 66.1 30.9 3.0 Regeneration of Local Areas 59.6 35.6 4.8 Attracting and retaining jobs 59.0 37.5 3.5 Social care services 56.4 39.8 3.9 Education 53.5 44.2 2.2 Employment skills and training services 52.2 44.7 3.1 Housing 49.4 42.7 7.9 Parks and Community facilities 46.0 50.3 3.7 Leisure, health and exercise facilities 39.8 53.1 7.1 Regeneration of the city centre and Cardiff Bay 32.8 50.8 16.4 Natural and built environment 32.0 62.1 5.9 Libraries 30.4 66.6 3.0 Major events and venues 27.0 60.7 12.3

Page 27 of 128

Desired Changes to Council Services

79.8

69.2

66.1

59.6

59.0

56.4

53.5

52.2

49.4

46.0

39.8

32.8

32.0

30.4

27.0

15.1

24.9

30.9

35.6

37.5

39.8

44.2

44.7

42.7

50.3

53.1

50.8

62.1

66.6

60.7

5.1

5.9

3.0

4.8

3.5

3.9

2.2

3.1

7.9

3.7

7.1

16.4

5.9

3.0

12.3

0% 20% 40% 60% 80% 100%

Community Safety and crime prevention

Street repairs and traffic management

Litter, street cleansing and recycling

Regeneration of Local Areas

Attracting and retaining jobs

Social care services

Education

Employment skills and training services

Housing

Parks and Community facilities

Leisure, health and exercise facilities

Regeneration of the city centre and Cardiff Bay

Natural and built environment

Libraries

Major events and venues

Increased Kept the Same Decreased

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? Respondents were then asked which three areas they thought were priority areas for Council spending. A system was adopted by which three points would be awarded when a service was specified as a top priority, 2 points for second and 1 point for being the third most important priority. Once completed the number of points awarded to each service was calculated as a proportion of all points available in order to generate a ranked list of priority areas for spending. 1st (X3) 2nd (X2) 3rd (X1) TOTAL %age Community Safety and crime prevention 275 123 73 1,144 25.5 Litter, street cleansing and recycling 78 134 95 597 13.3 Education 97 79 54 503 11.2 Street repairs and traffic management 68 80 118 482 10.7 Social care services 50 73 96 392 8.7 Housing 56 79 54 380 8.5 Attracting and retaining jobs 53 23 43 248 5.5 Regeneration of Local Areas 23 46 53 214 4.8 Employment skills and training services 17 30 45 156 3.5 Parks and Community facilities 13 30 31 130 2.9 Leisure, health and exercise facilities 10 23 26 102 2.3 Libraries 6 9 9 45 1.0 Regeneration of the city centre and Cardiff Bay 7 6 11 44 1.0 Natural and built environment 5 7 6 35 0.8 Major events and venues 1 3 10 19 0.4

Page 28 of 128

The figure overleaf shows community safety and crime prevention to be the number one priority for Cardiff residents with this service being allocated a quarter (25.5%) of all available points. Litter, street cleansing & recycling, along with education also received significant proportions of the points available although major events and venues alongside the natural and built environment were described as a top three spending priority in less than one percent of cases.

Respondent Priorities for Council Spending

25.5

13.3

11.2

10.7

8.7

8.5

5.5

4.8

3.5

2.9

2.3

1.0

1.0

0.8

0.4

0.0 5.0 10.0 15.0 20.0 25.0 30.0

Community Safety and crime prevention

Litter, street cleansing and recycling

Education

Street repairs and traff ic management

Social care services

Housing

Attracting and retaining jobs

Regeneration of Local Areas

Employment skills and training services

Parks and Community facilities

Leisure, health and exercise facilities

Libraries

Regeneration of the city centre and Cardif f Bay

Natural and built environment

Major events and venues

Percentage of Points Awarded

November 2006 Q1. The Council is committed to providing quality services that best meet the needs of local people. Please indicate whether you would like to see each of the services below increase, kept the same or decreased. Council Services Percentage

Increased Kept the

same Decreased Community Safety and crime prevention 82.8 16.5 0.6Litter, street cleansing and recycling 73.3 25.7 1.0Street repairs and traffic management 71.6 24.8 3.7Regeneration of Local Areas 63.4 33.9 2.7Social care services 63.3 33.9 2.7Education 55.8 42.9 1.4Attracting and retaining jobs 49.0 49.1 1.9Employment skills and training services 47.6 50.0 2.4Parks and Community facilities 43.9 55.1 1.0Leisure, health and exercise facilities 38.1 59.4 2.5Housing 37.7 54.5 7.8Regeneration of the city centre and Cardiff Bay 30.8 55.7 13.5

Page 29 of 128

Libraries 28.9 68.7 2.4Natural and built environment 27.0 69.9 3.0Major events and venues 21.3 70.7 8.0

Desired changes to Council services

82.8

73.3

71.6

63.4

63.3

55.8

49.0

47.6

43.9

38.1

37.7

30.8

28.9

27.0

21.3

16.5

25.7

24.8

33.9

33.9

42.9

49.1

50.0

55.1

59.4

54.5

55.7

68.7

69.9

70.7

0.6

1.0

3.7

2.7

2.7

1.4

1.9

2.4

1.0

2.5

7.8

13.5

2.4

3.0

8.0

0% 20% 40% 60% 80% 100%

Community Safety and crime prevention

Litter, street cleansing and recycling

Street repairs and traff ic management

Regeneration of Local Areas

Social care services

Education

Attracting and retaining jobs

Employment skills and training services

Parks and Community facilities

Leisure, health and exercise facilities

Housing

Regeneration of the city centre and Cardif f Bay

Libraries

Natural and built environment

Major events and venues

Increased Kept the same Decreased

Q2. From the list of services in the previous question, which are the THREE most important areas on which the Council should concentrate its spending? Respondents were then asked which three areas they thought were priority areas for Council spending. A system was adopted by which three points would be awarded when a service was specified as a top priority, 2 points for second and 1 point for being the third most important priority. Once completed the number of points awarded to each service was calculated as a proportion of all points available in order to generate a ranked list of priority areas for spending. 1st (X3) 2nd (X2) 3rd (X1) TOTAL %age Community Safety and crime prevention 374 161 108 1552 24.2

Litter, street cleansing and recycling 147 188 130 947 14.8

Education 144 123 75 753 11.7

Street repairs and traffic management 89 115 197 694 10.8

Social care services 96 115 151 669 10.4

Regeneration of Local Areas 43 78 101 386 6.0

Housing 58 80 49 383 6.0

Attracting and retaining jobs 66 37 37 309 4.8

Parks and Community facilities 11 52 61 198 3.1

Employment skills and training services 23 35 38 177 2.8

Leisure, health and exercise facilities 13 34 43 150 2.3

Page 30 of 128

Natural and built environment 10 13 13 69 1.1

Regeneration of the city centre and Cardiff Bay 3 10 15 44 0.7

Libraries 2 9 18 42 0.7

Major events and venues 3 10 11 40 0.6 The figure overleaf shows community safety and crime prevention to be the number one priority for Cardiff residents with this service being allocated a quarter (24.2%) of all available points. Litter, street cleansing & recycling, along with education also received significant proportions of the points available although major events and venues, libraries and the regeneration of the city centre and Cardiff Bay were described as a top three spending priority in less than one percent of cases.

Respondent priorities for Council spending

24.2

14.8

11.7

10.8

10.4

6.0

6.0

4.8

3.1

2.8

2.3

1.1

0.7

0.7

0.6

0.0 5.0 10.0 15.0 20.0 25.0 30.0

Community Safety and crime prevention

Litter, street cleansing and recycling

Education

Street repairs and traff ic management

Social care services

Regeneration of Local Areas

Housing

Attracting and retaining jobs

Parks and Community facilities

Employment skills and training services

Leisure, health and exercise facilities

Natural and built environment

Regeneration of the city centre and Cardif f Bay

Libraries

Major events and venues

Percentage of points awarded

Page 31 of 128

Appendix 2 WELSH LOCAL GOVERNMENT SETTLEMENT 2011-12 List and estimated amounts of Grants for Wales

Note: The information shown above details where the estimated amounts for 2011-12, 2012-13 and 2013-14 are known. It is important to note that amounts for future years are indicative at this stage and are liable to change. Formal notification of grant allocations is a matter for the relevant policy area.

1. Grant fully or partially transferring to RSG in 2011-12 2. Demand led or bid based 3. Grant to end in 2010-11 4. Awaiting estimates 5. Amalgamation of grants into the new School Effectiveness Grant 6. Budget allocations

Existing Grant name 2011-12 2012-13 2013-14 £m £m £m Appetite for Life Specific Grant 2.40 2.40 2.40Autistic Spectrum Disorder Implementation Grant 4 0.88 Community cohesion fund 1.70 2.00 2.00Community fire safety 2.40 2.40 2.40Community Purposes 2.61 Cymorth - the Children and Youth Support Fund 1,6 48.73 49.61 51.11Deprivation of Liberty Safeguards Funding 4 0.46 Family Literacy, Language and Numeracy LEA Grants 2,6 1.67 Flying Start Revenue grant 6 39.14 40.14 41.64Foundation Phase Grants 91.15 97.15 101.00Funding for Youth Work Training in Wales 0.49 0.49 0.49Induction 0.43 0.43 0.43Integrated Family Support team 1.60 Language and Play LEA Grants 2,4,6 1.35

Learning Pathways 14-19 20.62 20.62 20.62Local Authority Funding to Implement the Mental Health Act 2007 4 0.25 Local Transport Services Grant 4 11.00 Mergers and collaboration budget 3.94 3.94 3.94

Minority Ethnic Achievement Grant 2 9.60 10.00 10.50National Exercise Referral Scheme 3.52 Outcome Agreement Grant 31.03 31.10 31.10PFI 37.65 36.64 35.62Post-16 Special Schools and SEN Out of County 2 22.44 22.44 22.44Primary School Free Breakfast Initiative 2 10.70 12.70 14.70Resources for Local Planning Authorities 4 1.75 School Effectiveness Grant 18.85 21.55 25.75School Uniform Financial Assistance Scheme 0.77 0.77 0.77School counselling 4.50 4.75 5.00Social Care Workforce Development Programme 4 8.41 Strategic Intervention LEA Grants 4.20 4.20 4.20Supporting People 75.70 73.90 74.10The Grant for the Education of Gypsies and Travellers 2 0.90 1.00 1.10Teacher Training & CPD LEA Grants 0.18 0.18 0.18Unlocking the Potential of Special Schools 4 0.83 Well-being Activity Grant Scheme 4 0.52 Welsh Medium Bilingual Grant 1.55 1.55 1.55Youth Service Revenue Grant 1.80 1.80 1.80

Page 32 of 128

Appendix 3

Revenue Resources Required for 2011/12 £000 £000

Service Area budgets (after transfers in) 536,262

Add New responsibility (First Steps) 868 Employee costs 4,429 Actuarial review of pensions 1,500 Landfill tax and carbon allowances 1,390 Concessionary fares 760 School transport, education welfare and increase in pupils 940 Third party landfill income 290 10,177

208 120 126 55

Previous year commitments: Special Schools New children’s home Social Work posts Basic Skills & literacy

509Expenditure realignments: Adults Service

Children’s Service Special Education NeedsNNDR changes

2,500 2,150 1,200

602

Income realignments: Externally imposed income caps HMO licences

231

10 Other 6,693 589Less 554,230savings from services 21,989 532,241Add new financial pressures 4,626 Base budget for 2011/12 536,867

Page 33 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

1 Adult Services2 x Approved Mental Health Practitioners (AMHP) Social Workers Adult Services is facing an increasing demand for AMHP's due to the increase inMental Health Act related activity.

Red Red 80 80 0

2 Adult Services

Demographic Pressures / Fees - projected population figures produced by'StatWales' suggest that the over 85 population in Cardiff will increase byapproximately 2% between 2010 and 2011. This will result in significantadditional demands for services for older people including increasinglycomplex packages of domiciliary care. There are also pressures in relation tofee levels in the residential and nursing home sector. Further growth in service provision is also anticipated due to increases in the number of people withlearning disabilities that require support and in relation to pressures frompeople with substance misuse. Changes to the WAG guidance on ContinuingHealth Care is also anticipated to result in increased costs to the Council in2011/12. This relates to the eligibility criteria and may particularly impact onthe mental health and learning disability client groups.

Red Amber 3,870 2,200 1,670

3 Adult Services

Adults' Day Activities - support to voluntarily run drop in centres which wouldenable a move toward the development of low level support in line with therecognised model of Social Care. In this model it is critical that low levelservices are not directly provided as a result of eligibility. Partnershiparrangements will be used to secure this form of service.

Amber Amber 60 60 0

Total Adult Services 4,010 2,340 1,670

4 Children's Services

Child Health & Disability Sessional Support Services - due to an increasein the disabled young people population, there is increasing demand forsessional support services, which provide families with a break from theircaring responsibilities.

Red Red 225 75 150

Service Area E.I.A

Page 34 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

5 Children's Services

Child Health & Disability Short Breaks Service - the Short Breaks Serviceis a statutory requirement for the Council. Due to an increase in the disabledyoung people population there is increasing demand for the Short BreaksService. This level of acceptance recognises the realignment of Children'sServices budget pressures included in the budget proposal.

Red Red 72 50 22

6 Children's Services

Enhancement of Family Intervention & Support Service - the Contactservice is currently unable to meet the increased demand for supervisedcontact across Children's Services. In the event of only one of the 2 additionalposts being agreed this would reduce the level of risk for the Service.

Red Amber 49 25 24

7 Children's Services

Policy and Planning Officer Post - this has been funded through jointflexibilities grant which ends on 31 March 2011. It provides projectmanagement support to service evaluation and development, planning andcommissioning. Losing this post will leave the service area without capacityfor these activities, particularly as the proposed saving against OMrealignment is accepted which will involve deletion of the OM2 (servicedevelopment) post.

Red Green 41 41 0

8 Children's Services

Independent Reviewing Officer (IRO) - there are currently 5 IROs whoseresponsibility is looked after children, each with a caseload of approximately120. Recent C Social Service Inspectorate Wales inspection of IRO servicesidentified that workloads in Cardiff were high in comparison to other LAs andneeded review. Further pressure exists due to a number of placements beingsome distance from Cardiff and as a result of a change in statutoryrequirements from 2007. Reducing the IRO workloads would require anadditional post. The additional post would help reduce use of agencies tocover absences. Due to timescales for recruitment it is likely will only be ableto recruit for part of the year with the full year effect impact needed in 2012/13.

Red Green 41 20 21

Page 35 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

9 Children's Services

Child Protection Reviewing Officer - there has been an increase inworkload in this area as a result of additional conferences and strategymeetings arising from an increase in referrals and child protection enquiries.This increase exceeds the capacity of the 3 FTEs who chair inter-agencyprotection conferences, and the manager whose role includes chairing of inter-agency strategy meetings in respect of professionals whose conduct is thesubject of child protection investigations and co-ordination of the LSCB. Anadditional post will increase capacity for chairing of conferences and meetings(thereby releasing capacity in the manager role to fulfil statutoryresponsibilities in respect of the LSCB) and reduce the need to use agenciesto cover absences. Due to timescales for recruitment it is likely will only beable to recruit for part of the year with the full year effect impact needed in2012/13.

Red Amber 41 20 21

10 Children's Services

Direct Payments for Disabled Children - the take-up of direct payments bypeople with parental responsibility for disabled children is increasing at a rateof 10 per year. With a few exceptions, these children and families have notpreviously been users of children's services. The cost of implementing thesearrangements has not been the subject of a previous pressure bid and isincluded within the service area's current overspend. This will be partly offsetby the realignment of budgets.

Amber Amber 198 0 198

Total Children's Services 0 667 231 436

11Citizen and Democratic Services

Two additional solicitor posts and two legal assistant posts - the additionof one procurement/ property solicitor and one employment solicitor (PO2/5)to deal with anticipated additional legal work arising from objectives tomaximise the best use of the Council’s property assets and employment lawmatters that are likely to flow from the reduction in workforce size. Theproposal also includes an increase in two legal assistance posts to supportthese arrangements.

Amber Green 143 0 143

Total Citizen and Democratic Services 143 0 143

12 Corporate Management

Transformation Investment - additional investment to support thetransformation programmes. Amber Green 450 450 0

Page 36 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

13 Corporate Management

Additional Grant Support - funding to provide additional grant support toexternal organisations comprising an additional £30k funding for FamiliesNeed Fathers, £50k for Menter Caerdydd, £10k to create a sport and culturebursary for young people.

Amber Amber 90 90 0

Total Corporate Management 540 540 0

14 Culture, Tourism & Events

Grant Fallout - because of the pressures on all government funded activitywe now need to plan for the loss of grant in support for the Tourist InformationCentre. This support has dwindled from £65k in 2007 to the current level of£25k. During this time we have made considerable efforts to close the gap byincreasing income, however we will not be in a position to close this remaining£25k gap. Additional grant fall out of £15k is anticipated in relation to StDavid's Hall.

Amber Green 40 40 0

15 Culture, Tourism & Events

Wayfinding maintenance - the aim is to maintain the directional informationand signage for pedestrians which were erected as part of the WayfindingStrategy to improve the quality of the visitor experience and be ready for theOlympic Training Camps and Events in Cardiff in 2012. There are currently 7Tourist Information Points (TIPs or totems), 9 Finger Posts and 1 WelcomeSign which were installed by CCC in addition to those erected by St David’s 2.This budget will be used to ensure the maintenance of these signs, and ifsuccessful will include 3 further TIPs and 7 Finger Posts bid for in the 2011/12Capital Programme.

Green Green 22 0 22

16 Culture, Tourism & Events

St David's Day - provision of core funding in respect of the annual St David'sDay Celebrations which are jointly funded with the Welsh AssemblyGovernment.

Green Green 25 25

87 65 22

17 Direct Services Highway Maintenance - additional resources to assist with the increasingbacklog of highways maintenance. Red Green 250 250 0

250 250 0

Total Culture Tourism and Events

Total Direct Services

Page 37 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

18Housing & Neighbourhood Renewal

Central Library premises costs - the actual costs of operating the newbuilding are higher than anticipated and is resulting in an overspend in2010/11. This proposal requests additional funding to address this shortfall.

Amber Green 62 0 62

Total Housing & Neighbourhood Renewal 62 0 62

19 InfrastructureContractual car parking income - reduced usage of car parks at WestgateSt and Wood St resulting in an income shortfall from existing contractualarrangements.

Amber Green 110 0 110

20 Infrastructure

Olympic Games Volunteering - Cardiff hosts the Olympic Games Footballcompetition in 2012. London Organising Committee Olympic Games haverequested that each host city create a similar feel and look to the Games inLondon. We will therefore need to recruit significant numbers of volunteers tosupport the Games in Cardiff, Pre Games Training Camps, CityAmbassadors, transport liaison, accommodation hosts etc. To recruit, train,deploy and manage the volunteer programme a Volunteer coordinator willneed to be appointed.

Green Green 30 0 30

21 Infrastructure

Asset Management Income - there are 12 income budget headings in AssetManagement that have all been affected by the downturn in the economy e.g.skips, scaffolding, searches, numbering of properties, etc. As the economyimproves so does the level of income but at present there is a shortfallprojected.

Amber Green 75 0 75

22 Infrastructure Reduction in Section 38 Income - this represents an economic impact onSection 38 development within the city. Amber Green 50 0 50

23 InfrastructureBus Shelter Maintenance - maintenance costs for bus shelters are not fullymet due to a shortfall in advertising income receivable under the ADSHELshelter maintenance contract. The current contract finishes 31st March 2013.

Amber Green 42 0 42

Page 38 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

24 Infrastructure

House of Sport - the Section 106 agreement has levered in resources tobuild the House of Sport. CMB "House of Sport" Ltd are the developers andare required to provide community wellbeing at the centre to include Officeaccommodation, free of charge, for the Council's Sports Development team(Sport Cardiff) who currently reside in County Hall. CMB are required toprovide a fitted out space with the Council providing associated hardware toinclude, desks, telephones and ICT etc. The costs for providing theappropriate ICT and communications network are not allocated in the SportsDevelopment core budget and therefore will require specific project fundingthrough this process.

Green Green 22 0 22

Total Infrastructure 329 0 329

25 Schools and Lifelong Learning

Support for visually and hearing impaired children - demographicinformation is such that it is highlighting an increase in the prevalence ofchildren with significant visual impairment and hearing impairment needs. TheCouncil is proposing to delegate the budget for matrix payments from April2011 for existing need. However, it acknowledges that there is a need toretain a central budget for children with severe VI and HI needs in order toensure that schools are suitably resourced.

Red Red 100 100 0

Total Schools and Lifelong Learning 100 100 0

26 Shared Services

Cardiff Academy and officer development - this replaces the funding onofficer development previously included within Corporate Initiatives and thecreation of the Cardiff Council Academy which is designed to provide supportand development across the Council in times of change. This project will bejointly funded with the Trade Unions of Cardiff Council.

Amber Amber 350 350 0

Total Shared Services 350 350 0

27 Strategic Planning and Environment

Decrease Section 106 admin contributions to Development management- reduction in anticipated Section 106 income as a result of the continueddown turn in the financial market.

Amber Green 80 0 80

Page 39 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

28 Strategic Planning and Environment

E Coli - funding is required to enable monitoring the procurement of food tothe Council and Food Safety Management across Council service areas.Duties include the inspection/auditing of Council run premises, providingsupport for those premises that have scored poorly in the Food HygieneRating Scheme, and establishing a Corporate approach to Hazard Analysisand Critical Control Points (HACCP).

Red Amber 60 60 0

29 Strategic Planning and Environment

Cardiff Scientific Services Income - to reflect current shortfalls in income.This was partially adjusted in the last budget round. Amber Green 50 0 50

30 Strategic Planning and Environment

New regulations for single use carrier bags - the Welsh AssemblyGovernment intends to introduce a charge on single use carrier bags, with theaim of substantially reducing the consumption of single use carrier bags inWales. It is proposed that local authorities in Wales will be appointed as theadministrator for the single use carrier bag charge. While the Regulationsallow the Council to allocate responsibility to any service of the Council, theconsultation document makes repeated references to the Trading Standardsservice, all of whom have recently been assessed to determine whether theyshould be able to use civil sanctions (penalty notices, etc to ensurecompliance.)

Amber Green 30 0 30

31 Strategic Planning and Environment

Public Information advertising for legal notices in Development -insufficient budget to cover advertising "public information" i.e. Legal Noticesin relation to planning proposals. Costs have increased drastically due toadvertising bilingually.

Amber Green 30 0 30

Page 40 of 128

Financial Pressures APPENDIX 4

No. Detail Residual 2011/12 Accept RejectRisk £000 £000 £000

Service Area E.I.A

32 Strategic Planning and Environment

Trading Standards overtime - the current provision for overtime is small(£9,000) and facilitates the attendance of 0.4 FTE of a consumer protectionofficer to cover weekend and out of hours working. Currently, much of theattendance at major events and weekend retailing are covered using a time inlieu system and is heavily dependant upon the goodwill of existing officers;that goodwill and participation is not sustainable in light of the numbers ofofficers reducing. This request for additional funding will increase the overtimebudget to allow the attendance of one FTE consumer protection officer to dealwith the issues identified above.

Amber Green 24 0 24

33 Strategic Planning and Environment

Neighbourhood Renewal - additional funding for neighbourhood renewaland environmental improvements throughout the city. Amber Amber 100 100 0

Total Strategic Planning and Environment 374 160 214

34Waste Management and Street Cleansing

Delivery of the revised Waste Strategy Recycling collections - to deliver arevised recycling and waste collection scheme in line with the new collectionscheme approved by the Executive in January 2011. The additional nappyhygiene services are estimated at £50k in a full year. Changes will take placefrom September 2011.

Red Green 550 550 0

35Waste Management and Street Cleansing

Cleansing Vehicles - to update the cleansing vehicle pool in accordance withthe needs of the Waste Strategy. Red Green 40 40 0

Total Waste Management and Street Cleansing 590 590 0Total Financial Pressures 7,502 4,626 2,876

Page 41 of 128

Service Area Savings APPENDIX 5

Savings 2011/12

Service Area

Service Redesign -

Organisational Structures

Service Redesign - Processes

Commissioning and

Procurement

Shared Services - Business

Admin

Shared Services - Process

Savings

Total Transformation

Savings

Other Service Area Savings Total

£000 £000 £000 £000 £000 £000 £000 £000

Adult Services 587 440 522 143 19 1,711 3,389 5,100

Children's Services 120 0 11 110 16 257 245 502

Citizen and Democratic Services 40 0 0 68 68 176 97 273

Corporate Management 963 0 0 0 123 1,086 828 1,914

Corporate Services 287 0 48 63 296 694 1,202 1,896

Culture, Tourism and Events 70 0 35 16 9 130 422 552

Development, Projects and Partnerships 123 0 18 38 33 212 497 709

Direct Services 0 0 461 96 18 575 396 971

Housing and Neighbourhood Renewal 158 0 22 128 30 338 732 1,070

Infrastructure 198 403 75 72 35 783 634 1,417

Schools and Lifelong Learning 329 0 35 198 40 602 1,249 1,851

Shared Services 40 0 775 15 107 937 43 980

Strategic Planning and Environment 445 0 7 104 86 642 633 1,275

Waste Management and Street Cleansing 0 496 41 33 0 570 2,909 3,479

TOTAL 3,360 1,339 2,050 1,084 880 8,713 13,276 21,989

Transformation Savings

Page 42 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 Risk

1 Adult Services Accept Security costs for Heol Don site - demolition of the building eliminates these security costs. Theservices were moved from this location in July 2010. 20 20 20 0 Green Green Green

2 Adult Services AcceptDay Centres premises savings - premises related saving from the closure of Ty Canna and MeteorStreet Day Centres which would be achieved by relocating outreach staff within the community mentalhealth teams / rehabilitation and recovery service.

30 30 30 0 Green Green Green

3 Adult Services Accept Internal Supported Living Services - a review of the structure of the service will provide opportunities torealign the staffing structure and provide savings against budget. 70 70 70 0 Green Green Green

4 Adult Services Accept Voluntary severance (VS) already approved - savings resulting from post deletions for staff taking VS in2009/10 and 2010/11 which were in addition to budget savings for those periods. 129 129 129 0 Green Green Green

5 Adult Services Partially Accept

Grants - a 10% reduction in grants to voluntary organisations across the service area. The acceptedsaving relates to the Care and Repair grant that has ceased as part of the three year fundingcommitments, although £15k investment remains. This does not impact on other work carried out such asalterations.

1,524 152 35 117 Green Green Amber

6 Adult Services Accept

Reconfiguration of Day Services (Learning Disabilities) - flattening of the management levels in dayservices and the reduction of management posts. The model of service would be based on the transfer ofday service officers to the community teams. Their role would be to collate assessments of need, developday service plans and carry out a co-ordinating and monitoring function.

2,575 184 184 0 Green Amber Green

7 Adult Services Reject

Training - Adult Services has a centralised training budget of £120,000 which supplements the trainingbudgets provided through the Social Care Workforce Development Programme (SCWDP) which isfunded via a grant received from WAG with 30% match funding from the Council. The position on theavailable grant funding for Cardiff in 2011/12 is still to be confirmed. This proposal would reduce theflexibility provided by the centralised training budget.

120 70 0 70 Amber Green Amber

8 Adult Services Partially Accept

Business Support - removal of scale 4 posts where the focus of the work is "supervisor." Managementof the staff group will rest in the remaining Scale 6 and above staff. Fourteen posts have been identified,of which 7 are to be retained. (£160k) Further reductions will be found in Business Support andPerformance including the removal of 20 x scale 2 posts. (£400k) The accepted saving reflects themanagement saving and would reduce the achievability risk to green. Release of additional administrativestaff will be considered as part of the business administration review under the transformation programmeso that operational impact can be gauged in a more timely manner. The accepted saving reflects themanagement saving and together with a proportion of the administrative savings and would reduce theachievability risk to green.

1,888 560 260 300 Amber Amber Green

EIANo. Accept/RejectService Area Achievability

Page 43 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

9 Adult Services Reject

Day Care - the Council manages 5 day centres for older people which currently support a limited numberof people as a result of changes to eligibility criteria in 2005. The proposal includes closure of 1) FairwaterDay Centre - saving £160k. 2) Gabalfa Day Centre - saving £180k. 3) Minehead Road Day Centre -saving £170k. 4) Closure of Llanedeyrn and Grand Ave Day Centre - saving of £360k.

1,165 870 0 870 Amber Red Red

10 Adult Services Partially Accept

Traditional Home Care Service - the in-house Home Care Service has been undergoing an incrementalchange from the provision of traditional care services, towards a more focused, short term reablementapproach. Acceptance of the full amount would have implications for the reablement service and mayincrease re-commissioning costs. At the level accepted, the residual risk would be reduced to green.

3,100 1,000 425 575 Amber Amber Amber

11 Adult Services Partially AcceptRealignment of staffing resources / Voluntary Severance -The service area has reviewed allmanagement structures and determined that voluntary severance can be granted in respect of a numberof management and support posts. The accepted proposal is intended to minimise any service impact.

32,000 1,000 200 800 Amber Amber Green

12 Adult Services Accept

Residential Care Homes - Council agrees with WAG policy on living independent lives and this hasresulted in a lesser demand for certain types of residential service. The Council has two residentialhomes. 1) £600k - Ty Mawr EPH - this home accommodates 17 residents requiring general residentialcare. Replacement beds required as a result of closure could be met by existing capacity in theindependent sector including St Isan. The proposal would require consultation with service users re:alternative accommodation options and discussion with staff and TU's re: VS/ redeployment options. 2)£200k - Cae Glas Home - the client group at Cae Glas Home will require specialist dementia care and it istherefore proposed to time the closure of Cae Glas to coincide with the opening of the new home on theWoodcroft site which would offer the same level of care and bed capacity. 2011/12 savings would total£200k with full year savings of £1.5m dependent upon closure date. Consultation on closure will berequired. 3) £350k - further release of Hafod savings including the impact of the earlier than plannedclosure of Countisbury which reflects a reduced number of residents.

2,173 1,150 1,150 0 Amber Amber Amber

13 Adult Services Partially Accept

Commissioning Budget - discussions with external advisors, Procurement and other parties indicate thatnew approaches to procurement could realise a saving of up to 10% on commissioned services. Theaccepted saving reflects a subsequent review of achievability and associated risk which suggests that alower figure is likely to be achievable in 2011/12 with further savings in future years.

60,000 5,000 1,900 3,100 Amber Amber Amber

Page 44 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

14 Adult Services Reject

Changes in Fair Access to Care Services Eligibility Criteria - this proposal would increase the eligibilitycriteria for the receipt of care services to a level based on Critical which would significantly reduce thelevel of care available to clients. If accepted, further savings would accrue in future years as reviews takeplace.

60,000 2,500 0 2,500 Red Red Red

In addition to the following transformation savings, £1.014m of Adult's Services' accepted service area savings above also fall within the scope of the transformation programme:-

15 Adult Services Accept Additional Transformation Savings 697 697 0 Amber Amber

Total Adult Services 13,432 5,100 8,332

16 Children's Services Accept

Withdrawal of Family Intervention Support Services (FISS) weekend working - this allowance iscurrently paid to 6 FISS workers who receive a weekend working allowance equivalent to 2 salaryincrements. They cover a weekend working rota that requires them to work every other Saturday and theyreceive a day off in the week when they provide weekend cover. The total cost of this is £6k p.a. The drawback of the weekend rota is that often staff work weekends because they are on rota to do so (because ofthe allowance they are paid) rather than because there is a need and they spend time in the office ratherthan visiting families. Other FISS workers are required to work flexibly and provide weekend support fromtime to time as the need arises. They receive no extra payment for this but get a day off in the week. Thechange has been negotiated with Trade Unions and staff.

6 6 6 0 Green Green Green

17 Children's Services Reject

Fostering/Adoption Marketing Officer - deletion of the Fostering & Adoption Marketing Officer and useinstead of the in-house Communications Service to fulfil the advertising needs of the Fostering & AdoptionService. Half of the salary costs would be required to increase the budget available for advertising andmarketing to finance the costs of commissioning the internal Communications team. The post is currentlyfilled and so redeployment or redundancy would be required. Full year savings will not be achieved in year1 due to redeployment or redundancy costs.

30 15 0 15 Green Green Amber

18 Children's Services AcceptReduction in budget for John Reynolds Community (JRC) team - the budget has been consistentlyunder-spent in recent years. It is therefore proposed to reduce the budget by £44k in 2011/12 andsubsequent years. This will not affect service delivery.

371 44 44 0 Green Green Green

Page 45 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

19 Children's Services Reject

Principal Contracts Officer - this post provides support to operational and service managers withregards service procurement and the monitoring and review of contracts and service level agreements. Assystems for the procurement and management of placements have developed, there is less need for thepost and specialist advice is available from the Council's procurement team. The continuing developmentof the South East Wales Improvement Collaboration (SEWIC) verification service, which Cardiff partfunds, means that a significant part of contract monitoring is undertaken on Cardiff's behalf. There is agrowing expectation that Operational and Service Managers are able to manage procurement with thesupport of the Value Wales Procurement Route Planner. This post is currently occupied and so willrequire redeployment. The opportunity to transfer this resource to corporate procurement will beconsidered.

44 44 0 44 Green Amber Green

20 Children's Services Accept

Operational Manager (OM) Realignment - there are currently 9 OM posts (1 x OM1(vacant) and 8 x OM2(3 vacant by 31.03.11)). The proposal is to delete 3 x OM2 posts and create 1 x OM1 post. The newstructure will have 7 OM posts (2 x OM1 (both vacant) and 5 x OM2). The second part of the realignmentis to regrade 2 x Service Manager posts from PO4 to PO5 to reflect increased level of responsibility.These posts are in Family Support and Looked After Children Services.

385 120 120 0 Green Green Green

21 Children's Services Accept

Loss of out of hours line for in house carers - the Out of Hours service is a consultation and adviceservice available to in-house carers in the evening and at weekends. This prevents some issues needingto be referred to the Emergency Duty Team (EDT) and carers could find it reassuring to have the adviceline available. However the service has only been used infrequently over the last 12 months, receivingapproximately 7 calls.

6 6 6 0 Amber Amber Green

22 Children's Services Reject

Senior admin assistant - this half post is currently vacant. The role is to ensure that robust systems arein place to manage all requests for information including letters from Councillors, Assembly Members andMembers of Parliament, complaints administration, Freedom of Information, support to CorporateParenting Panel and management of central support services.

24 14 0 14 Amber Green Green

23 Children's Services Reject

Withdrawal of Family Intervention Support Service (FISS) on call rota - FISS provide an on callservice at evenings and weekends. The service is co-ordinated by the EDT and provides out of hourssupport to families to prevent family/placement breakdown. The on call workers were called out on 22occasions during the last 12 months and provided a total of 81.5 hours support. Workers are paid £26.50stand-by payment, and time and a half for any call out they are required to respond to whilst on call.

15 15 0 15 Amber Amber Red

24 Children's Services Reject

Senior Management Information Officer - the post manages 2 x Scale 6 posts and is responsible fordelivering a range of performance reports and management information at different levels within theorganisation and externally. Full year savings will not be achieved in year 1 due to redeployment orredundancy costs.

18 18 0 18 Amber Amber Green

Page 46 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

25 Children's Services Accept

Penhill Juvenile Justice Centre - this budget supports the maintenance of the Youth Offending Service's(YOS) office accommodation at The Rise, provides funding for the YOS pool car, and pays volunteersexpenses. It is proposed that the pool car is dispensed with (saving £8,500) along with an overallreduction against all individual items amounting to £10,500.

153 19 19 0 Amber Green Amber

26 Children's Services Reject

District Business Support 1 x scale 4 - the Cardiff Central Fieldwork Service comprises two districtseach with two social work teams. Each District is supported by a Business Support group. This proposalis to combine the two Business Support groups and reduce the support by one supervisor. The remainingsupervisor will be responsible for eight staff and provide business support to the four social work teams.

410 24 0 24 Amber Amber Green

27 Children's Services Reject

Advocacy - the proposal represents savings against specialist provision in the contract in addition tostatutory requirements. The savings would result in no advocacy services being offered to children whoare involved in the child protection process and specialist elements of the service. These groups ofchildren currently receive a service so some children who have previously received the support of anadvocate will no longer be eligible for a service.

371 44 0 44 Amber Red Red

28 Children's Services Accept

Reduction in Family Assessment Budget - spend in previous years has generally been below budgetand there are measures to reduce costs in the court system (which is the largest element of familyassessment spend) which should see a lessening of pressure on this budget. The potential for increasedpressures arising from assessment will need to be monitored.

155 50 50 0 Amber Green Amber

29 Children's Services Reject

Decommissioning of Community and Mental Health Social Work Team - this team are part of aspecialist mental health multi disciplinary team based at St David's hospital. It is not a statutory duty toprovide a CAMHS service. Currently the team are working with 140 cases. Those children who meet theeligibility criteria will continue to be entitled to a CAMHS service regardless to whether the Councilcontribute financially to the service. However, the risk is that high need cases may not be prioritisedappropriately. Four staff will require redeployment.

125 62 0 62 Amber Red Amber

30 Children's Services Reject

Decommissioning of Barnardo's Child and Parenting Support (CAPS) Team - a city wide ParentingProgramme Service is provided to 80 families each year. Barnardo's provide half of the service from thewest side of Cardiff. If the saving is accepted the number of programmes will be reduced and the in-houseteam will be decommissioned to provide the service via the FISS community teams. Legal advice hasconfirmed that TUPE will apply to the Barnardo's staff.

241 121 0 121 Amber Amber Red

Page 47 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

31 Children's Services Reject

Support to Child Protection conferences - support to Child Protection Conferences is co-ordinated byan Administrative Assistant (Scale 4) who maintains a booking database and manages 5.6 ChildProtection Conference Administrators (Scale 3/4). The Administrative Assistant is responsible for thedeployment of the Child Protection Conference Administrators to ensure that all conferences aresupported. The administrators support the conference Chair and take minutes of all initial and reviewconferences. Full year savings will not be achieved in year 1 due to redeployment or redundancy costs. Ifaccepted, Chairs would need to take their own minutes and bookings would need to be managed by otherstaff.

148 148 0 148 Amber Amber Green

32 Children's Services RejectLocal Safeguarding Children's Board (LSCB) Contribution - this funding is part of the contributionmade by Children's Services to support LSCB work. It is currently being used to provide business supportto LSCB.

10 10 0 10 Red Red Amber

33 Children's Services RejectRealignment of salaries for Fostering Support - this suggestion is to realign the salaries of FosteringSupport Workers with Social Work Assistants within the service. Thirteen weeks notice would be requiredto change the contracts and conditions of service.

121 16 0 16 Red Amber Amber

34 Children's Services Reject 1.5 Referral Order Managers - these posts became vacant on 1/9/10. Their role in the Youth OffendingService (YOS) is that of supervising children who have been sentenced by the courts to a referral order.

157 30 0 30 Red Green Red

35 Children's Services Reject

Youth Offending Service (YOS) Social Worker x 1 - the YOS currently has 6 qualified social workerspaid for by the local authority. These posts are crucial to the overall supervision of children in the criminaljustice system who are sentenced to either a community sentence or a Detention and Training Order.Their role includes preparing all Pre-Sentence Reports for the courts following an in depth assessmentand also involves travelling to visit children in custody in accordance with standards prescribed by theYouth Justice Board. Caseloads are high and as contact and support for children is intensive to provide aquality service that leads to a reduction/cessation of offending. There are no current vacancies andtherefore full year savings will not be achieved in year 1 due to redeployment or redundancy costs.

221 38 0 38 Red Red Amber

36 Children's Services RejectDeletion of the market supplement for Intake and Assessment - currently the market supplement ispaid to all workers in Intake & Assessment (I&A) primarily as a recruitment and retention initiative. Theproposal is to cease the payment of £1,800 to the 22 staff.

40 40 0 40 Red Green Green

37 Children's Services RejectSection 17 budget - reduction in the budget for discretionary spend against the duty under section 17 ofChildren Act 1989 under which the Local Authority has a general duty to safeguard and promote thewelfare of children who are in need, and to promote the upbringing of such children by their families.

40 40 0 40 Red Green Amber

Page 48 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

38 Children's Services Reject

Youth Offending Service (YOS) Team Manager x 1 - the Youth Offending Service (YOS) currently hasfour team managers who manage and supervise approx 70 staff, oversee their case managementactivities and carry out a range of other duties. The proposal involves reduction to three managers. Fullyear savings will not be achieved in year 1 due to redeployment or redundancy costs.

175 44 0 44 Red Red Green

39 Children's Services Reject

Reduction in Grants - 1) ABCD Grant (£30K) - this service supports black and ethnic minority familieswho have children with disabilities. It provides a translation service and individual advice to help familiesunderstand the services available. Whilst of a specialist nature, the services provided could be offeredthrough other, less costly means. 2) South Riverside Grant (£15k) - this centre offers the opportunity forethnic minority families to meet and improve social contacts and education while their children are caredfor. The Centre is also funded externally and through Adult Services. Other facilities could be used andcommunity activities promoted through other sources. 3) SNAP Grant (£14k) - this enables parents whohave children with statements for special education to access advice when their children's education is notfelt to be meeting their needs. It offers the opportunity to seek a legal opinion to challenge their child'sassessment. SNAP is supported through other funding channels and discussion has taken place with theSchools Service to identify other ways in which this support can be delivered.

59 59 0 59 Red Green Red

40 Children's Services Reject

Women's Aid - Children's Services has a new service level agreement Service Level Agreement (SLA)with Women's Aid that provides Child Development and Play Workers. Children are able to access arange of appropriate, child-centred support and resources to address their needs including leisure, play,safety and learning. They also employ a qualified specialist Social Worker offering expertise in the field ofdomestic violence to work in an integrated multi-agency capacity with a proportion of their time beingbased in Intake & Assessment (I&A). The social worker undertakes specific work in preparation for MultiAgency Risk Assessment Conference (MARAC) meetings and this releases capacity in I&A. Domesticabuse has impacted on a significant number of families who are referred to I&A and the SLA assistsChildren's Services to undertake their core business.

63 63 0 63 Red Green Red

41 Children's Services Reject District 4 x Social Work Assistants - deletion of 4 social work assistant posts. Full year savings will notbe achieved in year 1 due to redeployment or redundancy costs.

2,915 85 0 85 Red Amber Amber

42 Children's Services Reject Market supplement to District Social Workers - removal of the market supplement of £1,800 paid toeach of the 48 level 1-3 Social Worker posts in the Long Term District Teams.

86 86 0 86 Red Green Green

43 Children's Services Reject

Deletion of 5.5 posts in Looked After Children (LAC) service - deletion of 3.5 social worker posts fromthe LAC Service (Fostering and Adoption), 1 x Service Manager and 1 x Team Manager. The numbers ofin house placements has reduced annually and there was an increase of 2 Social Worker posts 3 yearsago. The quality of the service has improved substantially over successive years, but due to competition,this has not been reflected in an increase in placements. Full year savings will not be achieved in year 1due to redeployment or redundancy costs.

177 177 0 177 Red Red Green

Page 49 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

44 Children's Services RejectRestructuring Intake and Assessment - deletion of 2 x Service Managers, 2 x Principal Social Workers,3 x Social Workers and 5 x Social Work Assistants. Full year savings will not be achieved in year 1 due toredeployment or redundancy costs.

1,492 400 0 400 Red Red Green

45 Children's Services Reject

Child Health and Disability (CHAD) - indications are that services for children with disabilities willsteadily increase over the next few years. A recent audit of care packages reports a potential to save£200k but this cannot be achieved unless more collaborative working practices are established withHealth and Education. The establishment of a multi agency approach to delivering services to thisvulnerable client group could mean the cutting of the management and workforce in CHAD to deliverservices more effectively. Alternatively, if a Children in Need Service is established, the current servicecould be disbanded and become an integral part, with a dedicated core of specialised staff to work withthe more complex cases. Looked After Children (LAC) cases could be supervised in the newly createdLAC Service. The current work force could be reduced by the Service Manger, 1 x team manager and thereplacement of 6 x Social Worker posts with Social Work Assistants. Full year savings will not beachieved in year 1 due to redeployment or redundancy costs.

3,035 409 0 409 Red Red Red

46 Children's Services Reject

District Social Work teams - movement from four separate Long Term District Service areas to two witha consequent reduction in the management structure and workforce. One team would be based in GlobalLink and the other would be based in either Ely or St Mellons Family centre. The resultant reduction instaffing would be:- 1) 1 x Service Manager - this would enable 2 posts to be retained as the fourth hasbeen deleted previously 2) 2 x Team Managers - to allow retention of 3 in each service area. 3) 4 xPrincipal/Consultant Social Workers - to allow for 2 to be retained in each service area. If the DistrictFieldwork provision is reduced by one District Team, Business Support could also be reduced by 1 xScale 4 and 4 x Scale 2's. Full year savings will not be achieved in year 1 due to redeployment orredundancy costs.

2,915 412 0 412 Red Red Green

47 Children's Services Partially Accept

Agency Placements - 191 children would require transfer from the average cost external fosteringplacement to an internal placement, or 53 children no longer being looked after in these placements toachieve the £1.91m saving. Currently the budgets for agency placements is projecting a £1.6moverspend. There is an under provision of LAC placements nationally. Fostering are included in theStrategic Transformational Change Programme projects with a brief to improve the process to expand thein-house foster service which is cheaper than external placements. At the level accepted the risk would bereduced to amber.

8,031 1,913 120 1,793 Red Red Amber

In addition to the following transformation savings, £120,000 of Children's Services' accepted service area savings above also fall within the scope of the transformation programme:-

48 Children's Services Accept Additional Transformation Savings 137 137 0 Amber Amber

Total Children's Services 4,709 502 4,207

Page 50 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

49 Citizen Services AcceptDeletion of Stationery Budget - this is for a small number of staff. As stationery use is reviewed andmore sustainable options are sought, this budget can be deleted with any essential expenditure beingabsorbed within other service area budgets.

5 5 5 0 Green Green Green

50 Citizen Services AcceptVoluntary Severance of Senior Manager - this vacant operational manager post is available to bereleased in line with the simplified management structure analysis. The total saving is net of the proposedcreation of a PO1 project support post to cover essential duties.

80 40 40 0 Green Green Green

51 Citizen Services AcceptResearch and Community Engagement - proposed deletion of 4 posts through a combination voluntaryseverance and flexible retirement. Posts includes a Complaints Officer, a Tele/Receptionist Supervisor,Older Person's Strategy Co-ordinator and a Research Officer.

436 73 73 0 Green Green Green

52 Citizen Services Partially Accept

Reduce Member Support / Democratic Process - proposed reduction in the amount of support providedto Members and the democratic process. This would mean a) that support for member development wouldbe delivered on a re-active not a pro-active basis, b) a reduction in the response time to word-processingcorrespondence for Members (i.e. not a same day service) c) a reduction in the level of generaladministrative support to Member and the Democratic process. At the level accepted, savings would beachieved through the deletion of 1 x word processing assistant post and a reduction in conferenceexpenditure in line with past levels.

789 83 31 52 Green Amber Green

53 Citizen Services RejectReduce level of support to Executive - proposed savings to be achieved by deleting one post from theExecutive Office team. However, this would be reliant on changes to office structures and capital spendwhich are not supported at this time as we await details on office rationalisation.

789 39 0 39 Amber Amber Green

54 Citizen Services AcceptReduce number of Electoral Service Officer - proposed deletion of 1 x vacant Electoral ServicesAssistant post. At times of peak workload, capacity of the team will continue to be supplemented fromother parts of the service as currently is the case.

197 21 21 0 Amber Green Green

55 Citizen Services Accept Reduce information management service - voluntary severance of PO1/3 Records Manager. 215 35 35 0 Amber Amber Green

56 Citizen Services RejectLegal staffing savings - this proposal would involve the reduction of 2 legal assistant posts and 1clerical assistant. There is significant pressure in this area which could result in increased external legalcosts if these demands continue.

245 70 0 70 Amber Amber Green

57 Citizen Services Reject

Reduce number of Council and Committee Meetings - reduction in the number of Council and ScrutinyCommittee meetings to 8 meetings per year (with the exception of Executive and Statutory RegulatoryCommittees.) The reduction in meetings would allow savings to be achieved thorough a restructuring ofthe service which will include 1 x full time Committee Administrator post, 1 x OM scrutiny post, 1 xPrincipal Scrutiny Officer post and 1 x Scrutiny Research Officer post. A new Scrutiny Co-ordinator (PO)post would be created to manage the Scrutiny team.

789 118 0 118 Amber Amber Green

Page 51 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

58 Citizen Services Reject

Reduction in opening hours of C2C - reduction in the opening hours of the contact centre, releasingposts. The centre currently opens 8am - 7pm, as well as Saturday mornings 9 am - 12.30 pm. The optionfor reduction in hours that most closely aligns with the saving figure required is to reduce opening hours to8 am to 5 pm and to close on a Saturday. This would enable the reduction in establishment of 1 x TeamLeader and 4.5 x Customer Service Representatives. This option would require part time shifts to ensurecall volume can be handled in the middle of the day. (10 am - 2 pm x 5 agents (2.5 FTE)

1,613 124 0 124 Amber Amber Green

59 Citizen Services Reject Legal staffing savings - this proposal would involve reduction of three solicitor posts and a legalexecutive and would impact on the ability to provide services.

1,034 168 0 168 Red Red Green

In addition to the following transformation savings, £108,000 of Citizen Services' accepted service area savings above also fall within the scope of the transformation programme:-

60 Citizen Services Accept Additional Transformation Savings 68 68 Amber Amber

844 273 571

61 Corporate Management Accept

Corporate Initiatives - reduction in funding available for Corporate initiatives which will limit theopportunity of the Council to react to economic, commercial and community opportunities that arise duringthe year.

1,372 604 604 0 Green Green Green

62 Corporate Management Accept Senior Management Restructuring - residual savings from previous restructuring exercises. 962 180 180 0 Green Green Green

63 Corporate Management Accept

Corporate Grant Savings - this represents a 12.5% cut on voluntary sector grants held within this budgetarea. The grant programme is run on a three year cycle and a tranche ends this year thus allowingsavings to be made without withdrawing support from bodies without any notice.

352 44 44 0 Amber Amber Green

Corporate Management's savings that fall within the scope of the transformation programme:-

64 Corporate Management Accept Additional Transformation Savings 1,086 1,086 0 Amber Amber

1,914 1,914 0

65 Corporate Services Accept Postal savings - 1) Early post delivery - proposal to cease the special arrangement to deliver post toCounty Hall by 8 am (3k) 2) Reduction in postal costs and cancellation of early delivery charge (23k)

173 26 26 0 Green Green Green

66 Corporate Services Accept

Increase in income - 1) external charges for hosting and implementing the Anti-Social Behaviour (ASB)Data Management System (DMS). South Wales Police have signed a contract with the Council todevelop, host and maintain an ASB DMS system to be used by the eight members of the communitysafety partnership. 2) additional Local Financial Management Schools income - from training bursars andSLA's with schools 3) additional hiring of meeting rooms for corporate purposes at County Hall. 4)increased income from expansion of building security contracts.

351 46 46 0 Green Amber Green

67 Corporate Services Accept NNDR administrative grant - increased income through NNDR admin grant as a result of the revaluationof business rates.

800 60 60 0 Green Green Green

Total Corporate Management

Total Citizen Services

Page 52 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

68 Corporate Services Accept

ICT Hardware / Software - 1)Termination of software licences - the termination of a number of softwareagreements/licence maintenance (56K) 2) reduction in third party maintenance service – phase 1.Further reduction in the number of physical servers due to the acceleration of the Virtualisation project(38K) 3) cessation of maintenance agreements. (4k)

1,246 98 98 0 Green Amber Green

69 Corporate Services Accept

General savings - 1) General office (£71k) - reduction in number of telephone lines and mobile phones,reduction in training budget, removal of water coolers, cancellation of ICT benchmarking subscription andother general savings, 2) Contractor vetting (£5k) - review level of company searches undertakenfocussing on areas where financial loss may not be manageable or where payments are made in advance3) Procurement savings (£44k) - savings on telephony contracts and reduction in external SAP systemsupport budget provision as a result of lower than expected inflationary increases

952 120 120 0 Green Green Green

70 Corporate Services Reject

1) Annual Proud Capital Conference - £9k reduction in the budget which supports the facilitation ofstatutory partnership working including the hosting of the Annual Proud Capital Conference 2011, thepublication and delivery of What Matters - the new Integrated Partnership Strategy (bringing together the 4statutory plans into 1 document) including engagement events and development sessions and the hostingof the Annual Volunteering Event to recognise the contribution made by volunteers. 2) Reduction ineconomic policy initiatives (£2k)

18 11 0 11 Amber Green Green

71 Corporate Services Accept

Network Support - reduction in network hardware/software support and maintenance. The amount ofequipment placed on Support & Maintenance will be reduced so that only core network equipmentinstalled at strategic infrastructure locations is covered. These locations are County Hall; Marland House;City Hall; Willcox House; Global Link; and finally the libraries at Ely, Llanrumney and Whitchurch.

737 11 11 0 Amber Green Green

72 Corporate Services Reject Charge for staff parking at County / City Hall - introduction of a charge for parking at these buildings. 0 25 0 25 Amber Amber Green

73 Corporate Services Accept

Reduction in cleaning frequency - 1) reduce cleaning of offices at Bessemer Close to every other day.(4k) 2) reduce the frequency of office cleaning throughout County Hall from every day to every other day.This will exclude communal facilities and other areas to which the public have access. (24k) The changewill not impact on cleaning employees as the change will be managed through vacant posts and staffturnover.

295 28 28 0 Amber Amber Amber

74 Corporate Services Accept Buildings Survey Budget - reduce cycle of surveys from 4 to 5 years except for properties in pooreststructural condition or where physical changes have taken place.

213 33 33 0 Amber Green Green

75 Corporate Services AcceptDiscontinue use of Treasury Management External Fund Manager - and undertake investments in-house. This is due to the relative poor performance compared to the in-house team over the past fewyears which has been validated by our External Treasury Advisor.

35 35 35 0 Amber Green Green

76 Corporate Services Accept Health and Safety Adviser - deletion of SO/PO1 post which is currently filled on a temporary basis. Witha reduction in resources, work will be prioritised according to risk assessment.

401 44 44 0 Amber Green Green

Page 53 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

77 Corporate Services Accept

Reduction in posts in Strategic Development and Change 1) Deletion of grant and voluntary sectorsupport officer post - the post is vacant and work will be absorbed by other members of the Strategy andPartnership Team. 2) Centre of Excellence staffing - deletion of part funding for 1 vacant post. 3)Strategic Development - 1 x Performance Efficiency and Support officer is now working reduced hours.

1,185 62 62 0 Amber Green Green

78 Corporate Services Reject

Reduction in Procurement posts - 1) Procurement Policy and Strategy Development officer - currentlyvacant with role covered by a University of Glamorgan Associate as part of the Knowledge TransferPartnership. However this partnership is due to end in June 2011 and as this post is an integral part ofarrangements, this will affect the ability to progress procurement initiatives. (33k) 2) AssistantProcurement officer - this post is responsible for undertaking the supplier registration and accreditationprocess for the supplier register system. It is intended that as part of proposed changes in Council policyand process that the supplier register is no longer maintained and that instead the WAG Sell2Waleswebsite is used. (24k) 3) Request for reduction in hours by Sourcing Officer.

1,329 67 0 67 Amber Green Amber

79 Corporate Services Partially Accept

Reduction in posts in Revenues - 1) Vacant Inspector post - this will reduce the capacity of the team tocarry out property inspections to resolve queries and ensure that correct bills are issued promptly. 2)Vacant part time control assistant post. 3) Part time council assistant - the post holder is currentlyseconded to a different post and will need to seek redeployment when the secondment finishes. 4)deletion of a scale 3 post for which there are no current vacancies. At the level accepted the savingexcludes item four.

2,833 71 50 21 Amber Amber Green

80 Corporate Services Accept Reduction in ICT posts- 1) VS - of 1 x SO/PO3 Senior IT Consultant and 1 x PO 3/4 Principal BusinessSupport Officer and 2) deletion of 1 x vacant scale 4/6 desktop consultant post.

4,836 77 77 0 Amber Green Green

81 Corporate Services Accept101 Service - the Council is contracted to deliver ICT maintenance for this service as part of a two yearagreement between South Wales Police and the Council that expires on 31 March 2011. This will result ina saving of £100k to the Council as South Wales Police wish to pursue other maintenance options.

100 100 100 0 Amber Amber Amber

82 Corporate Services Accept

Reduction in posts in Strategic Estates - 1) delete vacant Assistant Survey post. This has not beenfilled recently and analysis of workload reveals that this position could be released (£31k) 2) Valuer - analternative funding mechanism for this post has been identified (£47k) 3) requests for phased retirementsor hours reductions from two staff (22k) 4) Bessemer Close - a number of staff have decided to reducetheir hours (10k)

1,176 110 110 0 Amber Green Green

83 Corporate Services AcceptSenior Management Savings - 1) realignment of two existing OM1 posts as a result of flexible retirementwhich enables the release of one post. 2) deletion of the OM2 Schools Accountancy Manager postthrough VS 3) part year flexible retirement of a further OM1 post.

1,891 133 133 0 Amber Green Green

84 Corporate Services AcceptSupporting Business - 1) a reduction in the level required to support future costs in relation to theCouncil's SAP support system (£69k) and 2) a £100k saving in external SAP support costs followingcontract re-tender in April 2011.

581 169 169 0 Amber Amber Green

Page 54 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

85 Corporate Services Accept

Staffing Reductions within Accountancy and Audit 1) Deletion of Post Room assistant post whichassists with the internal distribution of mail and courier runs. 2) VS of Payments Manager to be achievedthrough restructure 3) deletion of scale 3/4 Assistant Auditor post (currently vacant) 4) voluntaryseverance of scale 4/6 Investigator post 5) deletion of vacant scale 1/2 post in insurance. 6) deletion of 1x vacant scale 2/4 Accountancy Assistant post 7) deletion of 1 x PO2/3 Accountant post through VS 8)deletion of 1 x PO4/5 Group Accountant post through VS 9) reduction in hours requested by post-holdersin Local Finance Management Schools, Exchequer and Development and SAP Support. The proposalalso includes the fall out of £23k VS costs in respect of staff who left the Authority in previous years.

7,216 241 241 0 Amber Green Green

86 Corporate Services Reject

ICT savings - 1) Savings in Holding Account (£177k) - the Holding Account is a corporate fund used tofinance ICT procurement. The reduction of this budget impinges the ability of ICT to maintain and improvethe ICT infrastructure required to support the Council's activities, develop an Enterprise Architecture andprogress work with our technology partner. 2) Reduction in server hardware maintenance and reduction inNet Application support (from 24/7 to 7am-7pm Mon-Fri.) 3) termination of software licence(mimesweeper) - this software is part of the suite that protects the authority from malicious software,inappropriate downloads and virus attack. It controls all the policies that block specific file types.

5,406 229 0 229 Red Green Green

In addition to the following transformation savings, £241,000 of Corporate Services' accepted service area savings above also fall within the scope of the transformation programme:-

87 Corporate Services Accept Additional Transformation Savings 453 453 0 Amber Amber

Total Corporate Services 2,249 1,896 353

88 Culture, Tourism and Events Partially Accept Reduction in event research budget - reduction in the budget used to identify cutting edge performance

companies, potential events and equipment and participation in best practice forums.8 4 2 2 Green Amber Green

89 Culture, Tourism and Events Accept Reduction in Storage and Repairs Budget - reduction of storage and repairs budget which currently

covers the upkeep, storage and maintenance of event equipment.26 4 4 0 Green Green Green

90 Culture, Tourism and Events Accept

Reduction of Mansion House Budget - this budget supports the utilities, maintenance, repairs and otherpremises-related expenditure of the Mansion House. Savings will be achieved by reducing the rollingmaintenance programme which supports general maintenance upkeep for the house and grounds.

69 4 4 0 Green Amber Green

91 Culture, Tourism and Events Accept Restructuring of New Theatre Administration - realignment of administrative duties in order to facilitate

approval of a request for VS.218 5 5 0 Green Amber Green

92 Culture, Tourism and Events Accept Live screen site budget - reduction in the budget that supports management and delivery of the screen

at the Hayes. 68 11 11 0 Green Amber Green

Page 55 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

93 Culture, Tourism and Events Accept

Event Park and Ride Budget - some increase to current charging rates will be made in 2011/12. Costsfor privately generated events, such as Marathon / 10k races will be fully recovered from Event Promoters.At the accepted level, no changes would be made to charity based events.

96 11 11 0 Green Amber Amber

94 Culture, Tourism and Events Accept

Income Generation Ideas - 1) offer full page advert in New Theatre main show brochure at £3k a page,twice yearly. This would require the assistance of the corporate communications team or an outsidecompany. 2) initiate a charge for children's booster seats at the New Theatre which are popular onchildren's shows and pantomime. These are currently free of charge but most theatres are now chargingfor this service - estimated income £3k per annum. 3) increase income generation by £3k at the touristinformation centre through increased internet access, mark up on souvenirs and a charge for advertisingon the plasma screen.

3,597 12 12 0 Green Amber Amber

95 Culture, Tourism and Events Accept Deletion of Production Assistant Post - this post is currently filled by a Cardiff Works placement. There

will be a restructure of support provision to ensure appropriate cover to absorb duties.52 19 19 0 Green Amber Green

96 Culture, Tourism and Events Accept Reduction in Box Office Staff - due to the success of the Box Office on-line sales at the New Theatre it

is now possible to reduce one permanent post in the Box Office which will be vacant at 1st April 2011.184 19 19 0 Green Green Green

97 Culture, Tourism and Events Accept Regional Events contract - this is the impact of the new contract to collect and feed events through the

Destination Marketing System to Visit Britain, Visit Wales and other channels.230 20 20 0 Green Green Green

98 Culture, Tourism and Events Accept Increase Mansion House marketing income - increase income by further marketing the Mansion House

for corporate and private hire.31 20 20 0 Green Amber Green

99 Culture, Tourism and Events Accept

Reduction in New Theatre Front of House / Bar Supervisor Posts and casual front of house staffing- 1) under current arrangements, Bar and House supervisory cover is undertaken by 2 casual and 2permanent manual staff. The restructure will involve 2 x part time, scale 2 staff working 18.5 hrs a week,with 6 day cover - releasing a saving of £12k 2) following a review of safety, commercial and scheduling itis proposed that staffing numbers are decreased by 2 per show.

150 21 21 0 Green Green Green

100 Culture, Tourism and Events Accept Reduction in Arts Funding and Grants - deletion of grants to SAFLE and the Womens Arts Association

as both companies ceased trading in 2010/11. 491 32 32 0 Green Green Amber

101 Culture, Tourism and Events Accept VS - New Theatre Operational Manager - the general management of the New Theatre would be

brought under St David’s Hall with one Operational Manager covering both cultural venues. 68 35 35 0 Green Green Green

Page 56 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

102 Culture, Tourism and Events Accept Retirement of Arts Development Operational Manager - savings to be taken from the remainder of

salary and on-costs released in 2010/11.35 35 35 0 Green Green Green

103 Culture, Tourism and Events Accept

New Income from Contract for Valleys Destination Marketing System - tourism , development andvisitor services will undertake extensive training programmes on the DMS and take on data stewardshipand collection roles for the Valleys marketing area.

0 35 35 0 Green Green Green

104 Culture, Tourism and Events Reject

Exhibitions Budget - 1) savings from a number of budget heads relating to the Exhibitions Department(£20k) 2) Closure of Exhibitions Department - closure of exhibitions at St David’s Hall and redeploymentof the Exhibitions Officer releasing saving of 8 month salary plus a further £11k in 2012/13.

54 42 0 42 Green Amber Green

105 Culture, Tourism and Events Accept

VS of St David's Hall Staff - 1) VS of receptionist (£11k) whose duties would be covered by Box Officestaff during the day and where necessary by front of house and casual staff during the evenings. 2) 2 xSDH House Officers (£27k) 3) 1 x Box Office cashier (£10k) 4) Building Services Technician (£22k) 5)Part time Finance Assistant. (£5k). All activities will be redistributed among existing members of staff.

335 75 75 0 Green Green Green

106 Culture, Tourism and Events Reject Reduction in Christmas Lights Event Budget - reduction in the budget which supports the annual

Christmas Light Switch On Event.15 11 0 11 Amber Amber Green

107 Culture, Tourism and Events Accept Deletion of post (tourism, development and visitor services) - the current post holder will retire in

March 2011. The post will not be filled unless specific extra income can be generated to cover it . 232 17 17 0 Amber Amber Green

108 Culture, Tourism and Events Accept Reduction in Head of Function operational budget - reduction in the budget which supports the in year

demands and operational requirements of the HOF and wider function.32 23 23 0 Amber Amber Green

109 Culture, Tourism and Events Accept Review of Civic Fleet - review of current civic fleet options to seek a reduction in lease costs including

revised specification for civic cars. 59 10 10 0 Amber Amber Green

110 Culture, Tourism and Events Reject

Reduction in Marketing and Events - 1) reduction in the Cardiff Festival and Christmas event marketingbudget (£20k) and 2) reduction in the Calennig budget through removal of the live music stage from theNew Year Event.

199 78 0 78 Amber Amber Green

111 Culture, Tourism and Events Accept VAT at cultural venues - adoption of VAT cultural exemption at the New Theatre. 83 83 0 Amber Amber Green

112 Culture, Tourism and Events Partially Accept

Reduction in Arts Funding and Grants - Arts Active , Artes Mundi and Cardiff Singer of the World wouldbe ring fenced. At the proposed level, there would be significant cuts to a number of organisations but atthe accepted level this is a £15,000 cut to the Sherman Theatre which enjoys over a £1m of funding fromthe Arts Council Wales. Cardiff Council's grant to the Sherman Theatre would then stand at £179k.

491 244 15 229 Amber Amber Amber

Page 57 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

In addition to the following transformation savings, £86,000 of Culture, Tourism and Events' accepted service area savings above also fall within the scope of the transformation programme:-

113 Culture, Tourism and Events Accept Additional Transformation Savings 44 44 0 Amber Amber

Total Culture, Tourism and Events 914 552 362

114Development, Projects and Partnerships

Accept Fees and charges from Small/ Medium Enterprise assistance - charges to be made in relation to theadministration of loans and equity investments made from the Capital Cardiff Fund.

0 2 2 0 Green Amber Green

115Development, Projects and Partnerships

Accept

Reduction in revenue contribution to Cardiff Business Technology Centre 2/3 - this relates to theremoval of the £5k subsidy that is currently available for CBTC2/3. The workshops have now beenoperational for over 5 years. With income picking up and a reduction in staffing being taken forward atCBTC Ltd, it is anticipated that the subsidy is no longer required.

5 5 5 0 Green Green Green

116Development, Projects and Partnerships

Accept Cardiff Business Partnership - a cost saving of £13,000 can be made. 50 13 13 0 Green Green Green

117Development, Projects and Partnerships

Accept

Increase in workshop income - this relates to an increase of £18k from rent received for the economicdevelopment managed workshops. The workshops' occupancy levels have been maintained at around85% for several years and with new units at CBTC2/3 and Willowbrook, additional income will beachievable.

560 18 18 0 Green Green Green

118Development, Projects and Partnerships

Reject Taxi-marshalling support budget - reduce the support budget for taxi marshalling but maintain sufficientresource to manage the night time economy road closures.

140 33 0 33 Green Green Amber

119Development, Projects and Partnerships

AcceptVoluntary severance of Design & Construction Manager (OM1) - this proposal is possible due toreduced capital budgets for buildings and infrastructure. The OM1 post is revenue funded and thisproposal would not increase the fee element of the service.

265 45 45 0 Green Green Green

120Development, Projects and Partnerships

Accept City Hall functions budget - reduce costs and increase revenue. 969 50 50 0 Green Green Green

121Development, Projects and Partnerships

AcceptInternational Sports Village (ISV) project office utilisation - lease of the temporary ISV project office tothe major developer to deliver the next phases of the ISV programme. This will generate additional incomeplus some other efficiencies for the new development within the ISV.

0 147 147 0 Green Green Green

122Development, Projects and Partnerships

RejectBusiness Support / Small/ Medium Enterprise (SME) - reduce assistance - a reduction in the budgetwhich gives advice, support and funding to SMEs to create and safeguard new jobs, particularly throughthe Capital Cardiff Fund.

96 10 0 10 Amber Amber Amber

Page 58 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

123Development, Projects and Partnerships

RejectDeletion of Local Training and Enterprise training budget - this budget is used across the four LTECentres for the purchase of necessary equipment and software, specialist training for groups of jobseekers and staff training.

24 24 0 24 Amber Green Red

124Development, Projects and Partnerships

Reject

St David's Hall Celebrity Restaurant - currently the Cardiff DSU Catering subsidy for the St David'srestaurant is £38k pa. Closing the restaurant will save this subsidy but the implications to St David's Hallneed to be considered such as staffing etc, as well as whether delivery of the facility could be achieveddifferently. As this would impact on the operation of St David's Hall, this saving is not accepted.

38 38 0 38 Amber Amber Green

125Development, Projects and Partnerships

Accept Major projects - reduce running costs in line with required savings. 264 45 45 0 Amber Amber Green

126Development, Projects and Partnerships

Reject

Deletion of Local Training and Enterprise Retail job store budget - this budget was allocated for LTE'sinvolvement in the recruitment of staff for the St David's retail development. The retail units are currently60% occupied and it is anticipated that by Christmas 2010, this will rise to 80%. However, the retailindustry has a 30% turnover of staff each year which could make it an ongoing focus for LTE activity.

63 63 0 63 Amber Amber Amber

127Development, Projects and Partnerships

Reject

Christmas Lights funding - the total budget for Christmas lights was £184k which included a £100kannual contribution from Corporate Initiatives. It is proposed that the Corporate Initiatives element offunding will be reduced to £20k which is the reason that this saving has not been accepted. This meansthat only the core city centre area will be lit.

84 68 0 68 Amber Amber Green

128Development, Projects and Partnerships

RejectLocal Training and Enterprise voluntary severance - reduce staffing levels through 2 VS applicationsas long as the Genesis external funded initiative can be relocated into the LTE team. The Genesis projectwill not now give us this flexibility and so the Council funding will be retained.

75 75 0 75 Amber Amber Green

129Development, Projects and Partnerships

Accept VAT at cultural venues - adoption of VAT cultural exemption at Cardiff Castle. 217 217 0 Amber Amber Green

130Development, Projects and Partnerships

Accept Additional Transformation Savings 167 167 0 Amber Amber

1,020 709 311Total Development, Projects and Partnerships

In addition to the following transformation savings, £45,000 of Development, Projects and Partnerships' accepted service area savings above also fall within the scope of the transformation programme:-

Page 59 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

131 Direct Services Reject

Staff Catering - remove the need for a catering subsidy (and remove trading deficit) by: 1) re-modellingCounty Hall Staff Catering to a coffee/snack bar, ceasing hot meal service 2) offering Lamby Way canteenas a privately operated concession, rather than as an in-house service. Note:- a) savings do not includeVSS costs; b) saving only includes subsidy for Lamby Way & County Hall and excludes the subsidy forCity Hall, which is separately managed c) in addition to the saving shown, a deficit of c £150k will beavoided and income will be realised from the letting of the concession. Removal of the subsidy at thisstage would be too challenging given the current financial position but will continue to be reviewed.

92 92 0 92 Green Amber Green

132 Direct Services Partially Accept

Building Maintenance Spend - current revenue budgets for building maintenance (excluding schools'delegated budget and Council house repairs) total £3.14m. The spend is across a range of service areas,and much is spent directly by services rather than being channelled through Corporate Procurementarrangements. Delivery within the reduced budget will be facilitated by maximising procurementopportunities presented by aggregated spend and by challenging work requests, focussing onmaintenance works which are essential for service delivery.

3,140 470 400 70 Green Green Amber

133 Direct Services Accept

Sign shop - for past 6 months the sign shop has been unstaffed due to sickness and resignation ofoperator. As a result, signs have been bought in rather than made on site, and there has been nosignificant deterioration in service. It is proposed to continue this model, and utilise the accommodationfreed up for other purposes.

20 20 20 0 Green Green Green

134 Direct Services AcceptWhite lining - over the past two years, the level of white lining was increased to cope with the increase inyellow lines for the introduction of Civil Parking Enforcement. The saving reflects the opportunity to returnto historical resource levels.

96 25 25 0 Green Green Green

135 Direct Services Accept

Direct Services - Economies of Scale - there are currently three "stores" functions in operation acrossDirect Services - Llanrumney Depot (CMS), Brindley Road (Highways) and Bessemer Close (for BuildingMaintenance & Cleaning, operated by Corporate Procurement). It is proposed to rationalise into a singlestore and increase the use of procurement cards, underpinned by contracts with suppliers to regulateprices. It is also proposed to share building maintenance out of hours functions and specialist servicessuch as scaffolding, glazing and construction design and management co-ordination. Other savings willflow from this proposal but these will be in relation to capital and the HRA.

713 20 20 0 Amber Amber Green

136 Direct Services Accept Street Lighting - reductions to the street lighting budget through staffing restructure and procurementefficiencies.

544 191 191 0 Amber Amber Green

137 Direct Services RejectRationalisation of Play Provision - the proposal is to reduce the provision at the Council's 6 playcentres from 5 nights per week to either 2 or 3 nights per week, depending on location, and to cease threeplay grants.

1,089 300 0 300 Amber Amber Red

Page 60 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

138 Direct Services Accept Sign cleaning - this is currently contracted out at cost of £70k – 2 man operation using Council vehicleand equipment. This arrangement will be reviewed and rationalised using in-house resources.

70 20 20 0 Amber Amber Green

139 Direct Services Reject Highways Maintenance - proposed reduction in proactive maintenance of the highway. Revenue fundedresurfacing would be reduced by 50% with reductions in grass-cutting, lines and signs.

1,222 340 0 340 Red Red Amber

140 Direct Services Partially Accept

Changes to Service Delivery - 1) transfer of gymnastics to Eastern Leisure Centre (ELC) and closure ofCentral Youth Club. Other activities provided at the Club are provided at all other centres. Some specialistgymnastic disciplines will be built into the refurbishment at ELC although elite gymnasts currently usefacilities elsewhere such as the National Sports Centre. (£120k) 2) transfer of Channel View Centre to athird party whilst maintaining community access at certain times. A training operator who currently usesthe building is interested in taking on full management of the building but this has not been agreed ordeveloped currently. (£176k) 3) closure of Splott Pool - this proposal is based on a site by site analysis ofusage and effective subsidy together with an analysis of swimming pool provision in Cardiff againstAmateur Swimming Association Standards that suggests Cardiff has an excess provision of public pools.(£191k.) The accepted option relates only to the transfer of gymnastics to ELC and closure of CentralYouth Club and on this basis the risk rating would be reduced to amber.

6,952 487 120 367 Red Red Amber

141 Direct Services Reject

Part / Full Closure of Fairwater and Pentwyn Leisure Centre - 1) closure of the swimming pool atFairwater Leisure Centre whilst retaining all other leisure facilities in the building (£100k) and 2) fullclosure of Pentwyn Leisure Centre - this proposal is based on a site by site analysis of usage andeffective subsidy together with an analysis of swimming pool provision in Cardiff against AmateurSwimming Association Standards that suggests Cardiff has an excess provision of public pools. (£550k)

6,952 650 0 650 Red Amber Amber

In addition to the following transformation savings, £400,000 of Direct Services' accepted service area savings above also fall within the scope of the transformation programme:-

142 Direct Services Accept Additional Transformation Savings 175 175 0 Amber Amber

2,790 971 1,819

143Housing and Neighbourhood Renewal

AcceptSaving from Benefit Section Admin Costs - postal savings and the rationalisation of car parking passesin Marland House. There may be some minor reduction in service as frequency of post-out would need tobe reduced.

108 12 12 0 Green Amber Green

144Housing and Neighbourhood Renewal

AcceptDelete Document Management Assistant Post - this post is currently occupied by a temporary memberof staff. The post helps control work for the Benefits section and ensuring that priority work is actionedquickly. It will be necessary to provide additional cover for the team with trainee staff.

3,430 12 12 0 Green Green Green

Total Direct Services

Page 61 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

145Housing and Neighbourhood Renewal

Reject

Delete Housing Strategy (Private Sector) Post - this post was created to extend the use of the privaterented sector in addressing housing need. It is a permanent post only recently created and has been filledby a temporary contract ending in August 2011. The post will be deleted once the current projects havebeen completed.

449 34 0 34 Green Green Green

146Housing and Neighbourhood Renewal

AcceptHousing Strategy Support and Lettings training - additional income generation of £10k through theprovision of training services to the HRA and the Community Alarm Section (mainly fee funded.) Inaddition, a reduction of £5k in the costs of the training unit.

19 15 15 0 Green Green Green

147Housing and Neighbourhood Renewal

Accept

OM Expenses / Support Reduction - in addition to a reduction in the operational budget of HousingStrategy, Support & Lettings, a Housing Strategy administrative post and an Operational Manager's PApost will be deleted and replaced with a single post carrying out both duties. Both staff affected are onsecondment and redeployment will be necessary for one of the post-holders.

338 18 18 0 Green Green Green

148Housing and Neighbourhood Renewal

Reject

Delete one customer support officer - by reducing surgeries at area offices and Housing AssociationOffices, it will be possible to delete one customer support officer post. Housing and Benefit enquiry staffwill be able to provide low level advice in area offices. This post is occupied and redeployment ofvoluntary severance would be required.

3,430 18 0 18 Green Amber Green

149Housing and Neighbourhood Renewal

Accept Housing Advice Unit Officer / Reduction in Hours - two Housing Advice Unit Officers have requestedpart time hours, leaving two vacant days.

996 19 19 0 Green Green Green

150Housing and Neighbourhood Renewal

Accept Delete libraries stock assistant post - deletion of Stock Assistant Post which is currently covered byCardiff Works. This reflects a reduction in workload.

147 20 20 0 Green Green Green

151Housing and Neighbourhood Renewal

Accept Closure of Central Library on Sundays - this was implemented in November 2010, as part of the in-yearbudget savings.

5,020 20 20 0 Green Green Amber

152Housing and Neighbourhood Renewal

Accept Gypsy Site Administration - reduction of an administrative resource which has been vacant for aconsiderable period.

30 20 20 0 Green Green Green

153Housing and Neighbourhood Renewal

Accept

Increase Recharge to HRA - following the Housing Management restructure in March 2010, some HRAfunctions were transferred to other operational managers. This change will increase the HRA recharge to50% for the Operational Manager for Benefits, Finance and Tenancy Services as well as for anAdministrative and Performance Officer post.

59 22 22 0 Green Green Green

154Housing and Neighbourhood Renewal

Accept Adams Court Operational Savings - general savings on building work and services following thepurchase and management agreements being implemented with United Welsh Housing Association.

303 25 25 0 Green Green Green

Page 62 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

155Housing and Neighbourhood Renewal

AcceptDelete Trainee Team Supervisor - this post currently runs a trainee scheme for Housing Benefits work.Trainees will still be recruited but will be based on existing teams, and support will be given by staff withinthose teams. This post is occupied and redeployment or voluntary severance would be required.

3,430 30 30 0 Green Amber Green

156Housing and Neighbourhood Renewal

AcceptAdams Court Restructure - this is a restructure which has been made possible by the purchase ofAdams Court by a local Housing Association. The saving comprises both management and operationalsavings and includes the deletion of the House Manager post which is vacant.

63 34 34 0 Green Green Green

157Housing and Neighbourhood Renewal

Accept

Deletion of Team Leader/Central Admin - it is proposed to delete the Central Administrative TeamLeader post and transfer the function to the Resource Team within Performance & Resources. The post isoccupied and redeployment or voluntary severance will be needed. This proposal will mean that linemanagement of administrative staff in County Hall will be carried out remotely from Willcox House. Seniorofficers will attend County Hall on a rota basis to ensure that support is available for staff.

257 35 35 0 Green Amber Green

158Housing and Neighbourhood Renewal

RejectDelete Full Year Funding Post in Equalities - this will reduce the team from five members of staff to fourfrom April 2011. Two of the posts are filled with temporary members of staff and the work of this post willbe absorbed within the remaining team.

245 36 0 36 Green Amber Amber

159Housing and Neighbourhood Renewal

Accept

Support Team Review - it is proposed to review how support services are provided within HANR inrelation to ICT projects and training of housing staff. The team within Benefits, Finance & TenantsServices will take on the co-ordination function for housing ICT systems. This will result in a saving of 1 xDevelopment and Engagement Team Manager post. The post is currently occupied and redeployment orvoluntary severance will be required. Training for Tenancy Management Staff will be combined withBenefits training.

257 43 43 0 Green Amber Green

160Housing and Neighbourhood Renewal

Accept

Reduction in IT and training budgets - it is proposed to reduce the ICT budget by £20k and the trainingbudget by £30k. Most training within the Benefits Service is provided in-house and the service is now anassessment centre for National Vocational Qualifications which reduces the cost of professionalqualifications. Careful prioritisation of IT projects will be required in order to ensure that the most effectiveare funded.

184 50 50 0 Green Green Green

Page 63 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

161Housing and Neighbourhood Renewal

Accept

Housing Advice Unit - efficiency savings - 1) a reduction in management resources allocated to theunit including the deletion of the Housing Advice Unit Management post. This post is currently occupiedand therefore redeployment or voluntary severance will be required. 2) closure of the Prison AdviceService 12 months into what was intended to be a two year project. The current scheme needs to bereconfigured to address emerging needs and this will only be possible if additional funding becomesavailable from WAG. Closure of the service will result in the deletion of the Prison Housing AdviceOfficer. This post is occupied by a permanent member of staff and therefore redeployment or voluntaryseverance will be required. The service to prisoners will be re-absorbed within the Advice Unit.

996 64 64 0 Green Amber Amber

162Housing and Neighbourhood Renewal

Accept

Housing and Benefits Customer Service Review - this involves the customer service for housing andhousing benefit being combined to provide economies of scale. Expert advice will be provided on anappointment/surgery basis. The proposal enables the deletion of 1 x manager and 1 x senior officer postboth of which are currently occupied and therefore redeployment or voluntary severance would berequired. A service is provided to 5,000 customers per month. However, the change to the service hasalready been trialled and therefore many of the potential issues of service disruption have already beenresolved.

199 66 66 0 Green Amber Green

163Housing and Neighbourhood Renewal

Accept

Realignment of temporary accommodation unit - the proposal involves the deletion of two posts, anAccommodation Officer and a Hostel Liaison Officer, in order to accommodate changes made in theprovision of temporary accommodation. The post of Accommodation Officer is vacant but the HostelLiaison Officer is occupied and redeployment or voluntary severance would therefore be required.

996 66 66 0 Green Amber Green

164Housing and Neighbourhood Renewal

Accept

Deletion of 2 posts within Community Safety - the deletion of the Community Safety Design OfficerPost (£37k) and Alleygating Officer post (£34k.) Both posts are occupied and redeployment or voluntaryseverance will be required. The work of the AlleyGating post will transfer to the Housing Developmentteam which carries out a similar role and the service will continue in the new team. The South WalesPolice have a team who offer a community safety design service where the work carried out by theCommunity Safety Design Officer can be carried out on behalf of the Council.

71 71 71 0 Green Amber Green

165Housing and Neighbourhood Renewal

Accept

Merger of Community Safety and Communities First - bringing together the Community Safety andCommunities First function will allow for efficiency savings. The following posts have been identified assavings - Community Engagement Officer (£35k), Community Safety Partnership Co-ordinator (£36k) andPerformance Officer (£27k.) All posts are occupied / post-holders are on secondment and redeploymentwill be required.

98 98 98 0 Green Amber Amber

Page 64 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

166Housing and Neighbourhood Renewal

Accept

Merger of Disabled Facilities Grants (DFG) and Private Sector Housing (PSH) - the merger of DFG'sand PSH has enabled efficiencies to be made. The following posts were proposed as in year savingsduring 2010/11 :- 1) deletion of Area Renewal Manager (£25k) which is currently vacant. 2) 1.5 technicalservice posts (there are currently 3.5 posts in total) All posts are currently occupied and redeployment orvoluntary severance will be necessary. It will also be possible to delete the post of Customer SupportOfficer, (£19k) which is currently occupied by a temporary member of staff.

1,240 111 111 0 Green Amber Amber

167Housing and Neighbourhood Renewal

Accept

Housing Strategy Realignment - the work of the Housing Strategy Unit will be extended to coverdevelopment and monitoring services that are currently provided within the Social Lettings Unit within theHRA. The Social Lettings Unit will also be restructured in order to reduce management resource. This willprovide income from the HRA in relation to additional services provided.

0 123 123 0 Green Amber Amber

168Housing and Neighbourhood Renewal

Reject Delete Take Up Officer Part Time Post - this post is currently vacant. Likely reductions to WelshAssembly funding for benefit take-up next year may also reduce take-up activity.

199 7 0 7 Amber Green Green

169Housing and Neighbourhood Renewal

Reject

Reduction of Development Fund and Operating Budget - reduce Equality Development Grant by £3kand reduce the Equalities Team's operating budget by £8k. This will mean making six fewer awards of£500 each to local voluntary or community groups to support equality in Cardiff, and will reduce thecapacity of the equalities team to support the Council's equality agenda.

276 11 0 11 Amber Green Amber

170Housing and Neighbourhood Renewal

Reject

HUB (Vulnerable Persons City Centre Project) - the HUB service has become fully established duringthe last 12 months. This saving reduces the resources within the unit in line with a new limited functionwhich covers the original aims of the project. This will result in the deletion of two permanent posts atgrades SO1 and SC4/5 and replacement with a single post at Scale 5/6. Both post holders are ontemporary contracts.

159 28 0 28 Amber Amber Amber

171Housing and Neighbourhood Renewal

RejectReduction in homelessness grants - reconfiguring services to young people, moving from a specialist toa generic service and a reduction in the grant for the education/prevention service including a £17kreduction to Llamau's grant and a £12k reduction to Banardos' grant.

231 29 0 29 Amber Green Red

172Housing and Neighbourhood Renewal

Reject Reduction in Equalities Grant - 16% reduction to the following grants: 1) Race Equality First - £27,274 2)Cardiff & Vale Coalition of Disabled People £5,600 3) Cardiff Gypsy & Traveller Grant £6,050.

243 39 0 39 Amber Green Red

173Housing and Neighbourhood Renewal

Reject

Closure of three libraries - 1) Tongwynlais - currently open for 4 hours per week. The mobile library willstill be present. 2) Llanishen - currently open for 19.5 hours a week. The library falls between Rhiwbinaand Rhydypennau branches. 3) Roath - this library has a reasonable foot fall and computer use but a lowdemand for books. It is based 500 metres from Splott Library and less than a mile from Penylan.

5,020 143 0 143 Amber Amber Red

Page 65 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

174Housing and Neighbourhood Renewal

Reject

1 or 2 day closure / mothballing of libraries - these proposals are an interim arrangement ahead of afull review of library services. Close five branch libraries one day per week (Canton, Fairwater,Llanrumney, Rhiwbina, Penylan). Plus 2 days closure of remaining eleven branch libraries (Cathays, Ely,Llandaff North, Llanederyn,Grangetown, Radyr, Rhydypennau, Rumney, Splott, St Mellons andWhitchurch). Plus reduction in stock and resources.

5,020 443 0 443 Amber Amber Amber

175Housing and Neighbourhood Renewal

RejectFurther Reduction of Library Services. One week day closure of Central Library. This will meansignificant reduction in staffing levels, some of which cannot be accommodated by existing vacancies andtherefore redeployment or voluntary severance will be required.

5,020 176 0 176 Red Amber Amber

176Housing and Neighbourhood Renewal

Accept Additional Transformation Savings 96 96 0 Amber Amber

2,034 1,070 964

177 Infrastructure RejectRoath Park Open Day - Roath Park Open Day is held as an annual event in Roath Park in partnershipwith Care Cymru. Historically, the service has supported the event through meeting the costs forequipment hire, entertainment etc.

1 1 0 1 Green Green Green

178 Infrastructure Reject

Cardiff Castle Carpet Bed - the service plants and maintains the raised carpet bed within the old moatarea at the junction of Kingsway and Castle Street. A design is usually prepared to depict a particularoccasion and or / event in plant material e.g. centenary of the scout movement, girl guiding, rugby worldcup and royal events. The major cost associated with this provision is the supply of plant material, owingto the specialist nature of the plants required e.g succulents purchased from specialist nurseries. Underthis proposal the bed would no longer be planted with carpet bedding but with traditional seasonalbedding.

4 4 0 4 Green Green Green

179 Infrastructure Accept Sailing Centre - reduction in accommodation costs as a result of move to Cardiff Bay. 42 5 5 0 Green Green Green

180 Infrastructure Reject Hardy nursery stock - reduction in the budget used to purchase trees and shrubs for the purpose ofreplacement planting / planting schemes throughout the Council's stock of parks and green spaces.

15 6 0 6 Green Green Green

Total Housing and Neighbourhood Renewal

In addition to the following transformation savings, £242,000 of Housing & Neighbourhood Renewals' accepted service area savings above also fall within the scope of the transformation programme:-

Page 66 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

181 Infrastructure Accept

Street Nameplates - street nameplates are essential to guide people to addresses and in particular helpemergency services respond to incidents/calls for help. Name plates are subject to damage either fromvandalism (the predominant cause) or accident. The budget allocation is normally spent by Jan /Feb suchis the incidence of damage.

46 6 6 0 Green Green Green

182 Infrastructure AcceptChristmas Park and Ride from Companies House - in past years Pre Christmas Park & Ride has beenoperated on Sundays from Companies House. This was stopped during 2010 as part of the 2010/11 in-year savings.

6 6 6 0 Green Green Amber

183 Infrastructure Accept

Highways Assessments (surveys) - highway assessment surveys are undertaken annually mostly onclassified roads. The cost of SCANNER surveys (used to provide national PI's and maintenanceprogrammes) has reduced by a third due to the procurement of surveys being undertaken on a nationalbasis by the Welsh Assembly. Other efficiencies in SCRIM (skid resistance surveys) can provide thesavings proposed.

25 7 7 0 Green Green Green

184 Infrastructure Reject Staff training - reduce training budget by £10k resulting in only essential and statutory training beingundertaken.

38 10 0 10 Green Green Green

185 Infrastructure Accept

Parks and Sport Fees and Charges - income generation from charging for after school club provisionand setting up fee-based holiday schemes for children. It is proposed that a charge would be introducedbut that the service would continue to be significantly subsidised for children who are eligible for FreeSchool Meals.

0 10 10 0 Green Amber Green

186 Infrastructure RejectResident permits - increase scope - increase scope of resident parking permits to include the Heathand cul de sacs. Introduce a £10 charge followed by a phased increase to £20. Figures are based on1,140 permits.

0 11 0 11 Green Amber Green

187 Infrastructure Reject Cardiff in Bloom - under this proposal the competition, including the annual awards event held at CityHall in October would no longer run.

11 11 0 11 Green Green Green

188 Infrastructure AcceptAbandoned Vehicles - abandoned vehicles are removed from the highway by use of a contractor. Thevalue of scrap cars has increased such that this offsets the costs of removal therefore a cashable savingcan be delivered.

65 13 13 0 Green Amber Green

189 Infrastructure Accept

Youth and mini-sports pitch charges - historically no charge has been made for youth and mini teamsfor provision of outdoor sports pitches including football, rugby and baseball. The majority of localauthorities in Wales charge for this service. The charge would be by way of an annual registration fee perteam of £30 for under 11s and £50 for 11 - 18s.

0 15 15 0 Green Amber Green

190 Infrastructure Accept General Expenditure Reduction - general realignment of budgets across the service area. 64 18 18 0 Green Green Green

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Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

191 Infrastructure Accept

Community Safety / Anti-Social Behaviour (ASB) - the service currently employs an Anti SocialBehaviour Case Worker who deals with parks-related aspects of anti-social behaviour and enforcement.The post holder also supports out-reach work and community involvement linked to the Community ParkRanger Service. The post holder has expressed an interest in VS and as a result there is an opportunity todelete the post. Under this proposal some of the duties and responsibilities currently being undertaken bythe post holder will be incorporated into the vacant post of Community Development Officer which will beregraded from SO1/2 to PO1, the remaining duties and responsibilities will be absorbed by the TeamLeader (Activities & Community Involvement.) The Community Development Officer will link with theCouncil's Central Community Safety Team with regard to high level of ASB / intelligence. The measurestaken will result in a minimal impact on service delivery in respect of combating anti-social behaviour inparks and community / outreach work.

37 20 20 0 Green Greenn Green

192 Infrastructure Partially Accept

On street car parking income - convert more long stay to short stay. 1) Phase 1 City Hall/Museum Place, Park Grove & Corbett Rd -81 spaces =£6,877 p.a. 2) Phase 2 Guildford Crescent - 22 spaces = £1,868p.a. 3) Phase 3 Museum Ave and King Edward VII (mid/south section) - 162 spaces =£13,753 p.a. At theaccepted level, option one will be actioned at a later date.

2,567 23 15 8 Green Amber Amber

193 Infrastructure AcceptAboricultural management - restructure - a management proposal / business case has been developedto restructure Arboricultural Management by integrating the technical and operational functions. Theproposal will result in an FTE reduction from five to four.

180 24 24 0 Green Green Green

194 Infrastructure Reject

Flatholm -enter partnership with a commercial operator to take paying visitors to Flatholm Island. HarbourAuthority will provide additional access support with transport of materials, staff changeover etc whenrequired. Saving is achievable by the current coxwain of the Flatholm vessel either taking VS oralternatively moving into the Harbour Authority Boat team (in a post on the same salary). Additionaladministration savings included by not being responsible for organising the visitor arrangements to theIsland.

154 24 0 24 Green Green Green

195 Infrastructure Accept Parks and Sport Equipment - Sport Cardiff can make £24k savings in respect of equipment, materialsand facility hire costs.

171 24 24 0 Green Green Green

196 Infrastructure RejectSunday Park and Ride from County Hall - a Sunday Park and Ride service is operated from County Halland although popular with users the facility is not cost effective. It is proposed to cease this operation fromApril 2011.

26 26 0 26 Green Amber Amber

197 Infrastructure AcceptWithdrawal of Park and Ride Cardiff North - Saturday Shoppers Park and Ride has been operatingfrom Companies House for some years. Although popular with users, numbers are not growing and thefacility costs the Council around £30k pa to provide. The facility ceased to operate after 28th August 2010.

30 30 30 0 Green Green Amber

Page 68 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

198 Infrastructure Reject Closure of 3 public toilets - the service currently manages 3 unsupervised public conveniences locatedon Cathedral Road, Cowbridge Road East and Llandaff High Street.

41 35 0 35 Green Green Green

199 Infrastructure RejectParks and Gardens Apprenticeship Scheme - this scheme contributes to the service workforce andsuccession plan. There are six Horticultural Apprentice posts on the establishment, two of which arecurrently vacant. Under this proposal the two vacant posts would be deleted from the establishment.

112 36 0 36 Green Green Green

200 Infrastructure Accept Traffic Regulation Orders advertising - budget for Traffic Regulation Orders advertising no longerrequired as included in Civil Parking Enforcement.

44 44 44 0 Green Green Green

201 Infrastructure Accept

Free Use of Baycar by Rail Ticket Holders - holders of a valid rail ticket can travel free on Baycar.Cardiff Bus is reimbursed for loss of income. The rational behind this was to better link the city centre withthe Bay , by providing a seamless link at Central Station similar to that enjoyed by rail users at Queen Ststation. However cost has risen rapidly and outturn cost for 2010/11 is anticipated to be in the region of£95k. This reimbursement is rising annually and can no longer be sustained.

70 70 70 0 Green Green Amber

202 Infrastructure Partially Accept

City and civic centre floral displays - this budget is used for the supply, installation and maintenance oftemporary floral displays throughout the city and civic centre areas, including hanging baskets in QueenStreet and St.Mary Street and pyramid planter / floral cubes within the civic centre and city centre areas.Given the portability of some of the displays they are used to dress areas as part of city wide events.

75 75 7 68 Green Green Green

203 Infrastructure Accept Traffic Management staff transfer - transfer of Traffic Regulation Orders (TRO) staff to Civil ParkingEnforcement. The transfer was not originally included in the CPE business case.

77 77 77 0 Green Green Green

204 Infrastructure Reject Public right of way maintenance - this reduction will limit the maintenance works able to beundertaken.

13 3 0 3 Amber Green Green

205 Infrastructure Reject

Cycle Route Maintenance - the allocation is used to maintain the Taff and Ely trails and coverssweeping, weed control, sign and surface maintenance. Cleansing will continue to be a priority assurfaces becomes slippery , particularly during Autumn, but ability to respond to overgrowth and patchingmaintenance will be reduced.

24 10 0 10 Amber Greenn Green

206 Infrastructure RejectReduction in Supported Bus Services - withdrawal of Service 37 - Gabalfa / Whitchurch-City Centre. 1return journey per day, 6 passengers per day. Alternative services are available, although walkingdistances will increase for some passengers.

14 14 0 14 Amber Green Amber

Page 69 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

207 Infrastructure RejectPlayground equipment maintenance - the service is currently responsible for maintaining over onehundred play areas with fixed equipment and the budget indicated is used to purchase replacementequipment / consumables and to engage contractors in undertaking repairs.

50 15 0 15 Amber Amber Green

208 Infrastructure AcceptHeliport income - 1) landing fees are charged for aircraft using Cardiff Heliport. It is proposed to increasethese fees by 20% to raise an additional £3k at current levels of use. 2) additional income from fuel salesat the heliport.

32 16 16 0 Amber Amber Green

209 Infrastructure Accept

Voluntary Severance of Road Safety Manager - the work in future will be covered by upgrading one post to SO2/PO2, another to SO1/PO1 and the placement of the team under the direct management of anexisting Team Leader post. Suitable team leader posts (PO4 grade) are available to manage the team -dependent on the outcome of the current Senior Management structure changes.

48 16 16 0 Amber Green Green

210 Infrastructure Reject Switch off tunnel lights at night - switch off tunnel lighting half an hour after sunset to half an hourbefore sunrise.

163 17 0 17 Amber Amber Green

211 Infrastructure Reject

Closure of Roath Park Boatstage - transfer to private operator / closure of Roath Park Boatstage. Theopening hours for the boat stage were reduced for 2010 and the season shortened to June, July andAugust. The building and fleet of boats would be mothballed. There would be no income, savings wouldbe made on seasonal staffing costs.

20 20 0 20 Amber Green Green

212 Infrastructure Reject

Parks Locking - Parks Services currently engages a contractor to lock 26 parks. Under this proposal thecontract would be cancelled 31/03/11 and the parks listed, which are currently being locked by communitygroups would be the only parks locked in the evenings: Bute Park, Roath Park and Victoria Park.Llwynfedw Gardens, Waterloo Gardens, Maitland Park, Llanishen Park, Thornhill Park and PentreGardens. Provided support from the community continues these parks would continue to be locked.

21 21 0 21 Amber Amber Green

213 Infrastructure RejectReduction of Supported Bus Services - withdrawal of service 22 - Central Station-Rhiwbina, Monday-Saturday. 3 return journeys per day. 16 passengers per day. Most of the route is covered by alternativemore frequent services. Walking distances will increase for some users of this service.

22 22 0 22 Amber Green Amber

214 Infrastructure AcceptDeletion of telematics post - rationalisation of 3 teams into 2 teams as a Principal Engineer is leaving inAugust 2011 and would not be replaced under this proposal. Training issues need to be examined withremaining team leaders over next few months.

990 24 24 0 Amber Amber Green

215 Infrastructure Reject

Asset management initiatives - this budget is used to procure additional surveys to undertake assetmanagement related work such as inventory, collection, invest to save analysis, asset valuation etc. Abudget reduction will limit the ability to provide information required to respond to financial accountingrequirements that must be implemented over the next 2 years.

50 26 0 26 Amber Green Amber

Page 70 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

216 Infrastructure Partially Accept Fees and charges - increases in fees and charges for all parks based provision / facilities e.g, sportspitches / facilities, Sophia Gardens Car Park, Pontcanna Caravan Site and Allotments.

864 28 23 5 Amber Amber Green

217 Infrastructure RejectReduction in Supported Bus Services - withdrawal of non-statutory school service 615, Caerau/Ely-StFrancis Primary School from September 2011. 16 children on morning journey, 27 on afternoon journey.Distances from the children's homes are short, and alternative bus services are available

28 28 0 28 Amber Green Amber

218 Infrastructure RejectClosure of Victoria Park Paddling Pool - closure of Victoria Park paddling pool. The opening hours werereduced for 2010 and the season shortened to June, July and August. Savings would be made onseasonal staffing (paddling pool attendants), water consumption and treatment.

32 32 0 32 Amber Green Amber

219 Infrastructure Reject

Parks Litter Team - the team is comprised of eight permanent employees with four seasonal staffemployed through the spring and summer period. Under this proposal seasonal staff would no longer beemployed and the ability to meet the seasonal demands would be removed. As a result the presence oflitter and overflowing bins would increase over the spring and summer period.

241 47 0 47 Amber Green Green

220 Infrastructure RejectConcessionary travel for 16-19 year olds - the Council currently offers passes which give discountedbus fares to 16-19 year olds in full time education. Withdrawal of this concession would save £52k in a fullyear.

52 52 0 52 Amber Green Amber

221 Infrastructure Partially Accept

Bowls provision - Parks Services currently manage 15 bowls pavilions across the city. Seven sites havebeen selected where there are well established bowls clubs. If acceptable to the clubs an agreement willbe drawn up whereby they manage the opening, closing and low level maintenance of the pavilions. Asmall financial incentive will be offered to the club by way of a percentage reduction in season ticket fees.Staffing / maintenance of the buildings by games attendants will no longer be necessary. At the levelaccepted, keyholder responsibilities would transfer to 5 clubs.

571 55 25 30 Amber Amber Green

222 Infrastructure Reject

School Crossing Patrols - reduction in school crossing patrol posts / locations. Reduction in the numberof school crossing patrols operating at zebra and light controlled pedestrian crossings (approximately 30posts). There are 41 light controlled crossing posts, 22 in post, 10 vacant posts and 9 pending. Deletion ofvacant posts would generate approximately £30k. Achieving savings of £70k may result in redundanciesalthough school crossing patrols have a high staff turnover.

275 70 0 70 Amber Amber Red

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Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

223 Infrastructure Accept

Strategy design and land management - there is an opportunity to restructure the Strategy, Design andLand Management Group. The extent of savings achievable will be dependent on expressions of interestin voluntary severance and flexible early retirement. In reviewing the structural arrangements there is anopportunity to re-evaluate the fee-earning capacity of Landscape Designers and the Clerk of Worksfunction by looking at the scope and level of charges.

536 75 75 0 Amber Amber Green

224 Infrastructure Reject

Resident permits - increase cost - resident parking permits - increase charge from £5 to £10 initiallyfollowed by a phased increase to £20. Figures are based on 15,593 permits issued. The resident Permitparking scheme is being reviewed at present and these increases will need to be implemented after thereview has been completed .

111 78 0 78 Amber Amber Green

225 Infrastructure Accept

Reduction in the level of telematic maintenance - reduced level of non statutory maintenance given totraffic signal equipment at various locations throughout the city, county wide. This will be achieved byallowing some equipment to be maintained on a reactive rather than a proactive basis. The system willrecord failures and engineers will respond.

448 80 80 0 Amber Amber Green

226 Infrastructure Reject

Reduction in supported bus service - 1) Service 3 City Centre - Minton Ct - Splott which makes 6return journeys per day, Monday-Saturday. Passengers are close to alternative services 1/2. The servicewill be operated on a commercial basis. 2) Service 7 Cardiff Bay - City Centre, Monday-Saturday eves (8 return journeys) and all day Sunday (19 return journeys). 128 passengers per day (M-S), 212 passengersper Sunday. Alternative links from Cardiff Bay to City Centre are available, however they are less direct,or entail a longer walk to access. 3) Service 55 Central Station - Pentwyn which makes six journeys,Monday-Saturday and has 89 passengers per day. Most of the route is covered by alternative services.Walking distance to access bus services will increase for some users.

114 114 0 114 Amber Green Amber

227 Infrastructure Reject

Volunteer Management / Friends co-ordination / Parks Events and Outreach Work - under thisproposal the management / facilitation of volunteers and friends groups and the delivery of the annualparks and events programme and out reach activities would no longer take place. Savings could beachieved through the deletion of up to 3 FTE staff, supplies, services and materials.

122 85 0 85 Red Amber Amber

228 Infrastructure Partially Accept

Parks Operations - Ground Maintenance - under this proposal and as part of a service re-designapproach the maintenance liabilities of the service with regard to the parks and green spaces city widewould be reduced in order to realise savings. Savings would be achieved through the restructuring of theoperations group and through VS, deletion of posts, reduction of spend on overtime, seasonal / temporarylabour, plant production, supplies and services, contracting / sub contracting, transport related costs andplant / equipment hire. To achieve a saving of £463k, it is envisaged that the operations establishmentmay need to be reduced by up to 30 permanent staff through the means described above. At the acceptedlevel the saving reflects the reduction of 12 full time equivalents and the risk would be reduced to amber.

3,098 463 163 300 Red Amber Green

In addition to the following transformation savings, £179,000 of Infrastructure's accepted service area savings above also fall within the scope of the transformation programme:-

229 Infrastructure Accept Additional Transformation Savings 604 604 0 Amber Amber

Page 72 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

2,646 1,417 1,229

230 Schools and Lifelong Learning Accept

Education Welfare Service (EWS) - a Task and Finish group set up to examine school attendance (inline with the Post Inspection Action Plan) identified a need for greater clarity in the responsibilities ofschools and the Council. The service is keen to agree a number of VS requests received from the EWSteam and potential redeployments in order to move to a more consistent model for addressing attendanceacross the city. The size of the EWS team would be significantly reduced. In mitigating the response toschool attendance responsibility will be shared between schools and the Schools and Lifelong LearningService. Each high school will lead on the agreed revised attendance strategy sharing work with feederprimary schools. The reduced EWS team would deal with specific cases that require escalation andpotential legal involvement.

868 384 384 0 Green Green Green

231 Schools and Lifelong Learning Partially Accept

Summer Learning Festival - the Council facilitated Summer Learning Festival forms part of the service’sout of hours learning provision. The festival offers learning opportunities for young people aged between11 and 15 at no cost during the first three weeks of the summer holiday. At the level accepted it isproposed that a charge would be introduced but that the service would continue to be free for childrenwho are eligible for Free School Meals. This means that this has an amber EIA risk. Publicity costs of£10,000 will also be saved by moving to electronic delivery of communications and marketing.

60 60 20 40 Amber Green Amber

232 Schools and Lifelong Learning Reject

Travellers Grant - the Traveller Education Service provides educational support to the travellercommunity. Cardiff has two council operated Traveller sites (among the largest in Europe) based in theeast of the city. The service is WAG grant funded and the Council makes a top up of £61k over and abovethe contribution required to secure the grant. The proposal is to remove this top up.

122 61 0 61 Amber Green Red

233 Schools and Lifelong Learning Reject

Welsh Language Grant - this service works in partnership with all schools in order to raise standards ofWelsh, both as a first (W1L) and second language (W2L). It is funded by the Better Schools Fund (BSF)£330k and Welsh Language Board (WLB) (75%) grant of £194k with the Council making a £64k (25%)contribution to the latter grant in addition to a £111k 'top-up.' The proposal is to cease providing the granttop-up element of funding.

175 111 0 111 Amber Green Red

234 Schools and Lifelong Learning Partially Accept

Storey Arms - the Storey Arms centre outside Brecon provides a range of outdoor and training activitiesfor pupils and staff in schools, in addition to offering activities to outside organisations. The annual runningcost of the centre is £583k and this is financed by charging users (annual income of £354k) plus a Councilcontribution of £229k which acts as a subsidy for Cardiff school and youth based users. Charges made toexternal users are set at a rate to cover the costs. The proposal would be to withdraw all Councilcontribution towards the centre through a combination of increased income generation, cost and servicereduction. At the level accepted, the savings will be found from ensuring more focussed price setting andan informed understanding of the relationship between cost and income without compromising thedelivery of the service.

229 229 80 149 Amber Amber Red

Total Infrastructure

Page 73 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

235 Schools and Lifelong Learning Accept

Better Schools Fund Grant - this WAG grant is used as the main source of professional development forteaching staff and teaching assistants in schools. The Council is required to make a contribution of 40% tosecure the grant (60%.) In addition, the Council makes provision over and above the requisite 40% by wayof a top-up, which has enabled the Council to support a number of local priorities that are not provided fornationally. This proposal involves the removal of the remaining £250k grant top-up.

1,581 250 250 0 Amber Greenn Green

236 Schools and Lifelong Learning Reject

Adult and Community Learning - the proposal would result in the withdrawal of the Council subsidy tothe Adult and Community Learning budget by ensuring that all activities are either funded by grant or byfee income.

274 274 0 274 Red Amberr Amber

237 Schools and Lifelong Learning Reject

Adult and Community Learning - this proposal will remove the costs of activities indirectly associatedwith Adult learning. This includes the withdrawal of subsidised childcare provision at all existing LearningCentres, reduction in grants to voluntary organisations in respect of learning and removal of caretakingand accommodation costs to some of the smaller centres.

287 287 0 287 Red Amber Red

238 Schools and Lifelong Learning Partially Accept

Advisory Service - the budget is used exclusively to support the salary costs of the Council’s SchoolImprovement Advisers. These Advisers are attached to all the Council’s schools as link advisers andprovide professional advice to, and support the work of other officers in other parts of the Schools andLifelong Learning Service. They implement and manage a wide range of school improvement initiativesand assist the Council in its duty to promote high standards. At the level accepted the risk would bereduced to amber.

1,300 300 250 50 Red Amber Green

239 Schools and Lifelong Learning Partially Accept

Music Service - the service provides music tuition to pupils in Cardiff and the Vale of Glamorgan as wellas tuition for local orchestras, choirs and ensembles. Tuition costs are charged to schools on an hourlyrate and schools pass on the cost to pupils. The total cost of the service is £1.758m per annum, financedby £1.16m schools income, £107k membership fees (orchestras etc), £107k from the Vale Council and abalancing contribution from Cardiff Council. Of the latter, a net contribution of £86k pays for bursaries toallow pupils from schools in socio-economic deprived areas to access tuition and £172k is set aside forprovision through the Music Development Fund. There is an independent, profit making music servicewhich provides tuition at 50p/hr less than the council service which poses a threat to continuation ofCouncil provision if rates significantly increased. The initial proposal is to reduce the Cardiff Councilcontribution to nil. At the level accepted the risk would be reduced to amber and the saving would beachieved by an above inflation increase in fees plus a reduction in expenditure on instrument replacement.

384 384 65 319 Red Red Amber

240 Schools and Lifelong Learning Partially Accept

Pension Commitments - the Service Area has a budget for new and ongoing pension commitments. Theproposal is that decisions on new pension commitments will be subject to more rigorous and robustbusiness cases including the use of redeployment. At the level accepted the residual risk can be adjustedto amber.

2,600 416 200 216 Red Amber Green

Page 74 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

241 Schools and Lifelong Learning Reject

Childcare - the budget finances the childcare unit that co-ordinates a range of services in order to supportthe implementation of the Council’s statutory duties within Childcare Act 2006. The services provided bythe unit support all types of childcare settings and providers, both registered and unregistered. In additionto meeting the Council's statutory duties, the unit also provides the annual Childcare SufficiencyAssessment, a Family Information Service, a range of grants programmes, an annual training programmefor childcare workers, assistance to umbrella organisations providing business support to providers,manages the Councils childcare voucher scheme, provides support to out of school childcare andmanages the Genesis Cymru Wales 2 project (which is matched funded through a European Social Fundgrant). At the proposed level of savings these services would be extremely vulnerable and have asignificant impact on a large number of families throughout the city.

920 500 0 500 Red Amber Red

242 Schools and Lifelong Learning Partially Accept

Education Advice- this budget funds the salary costs of those staff employed within the service at CountyHall. Functions include Strategic Management, Admissions, Research & Information, Governor Services,Administrative Support, Planning & Access and SOP. A saving from this budget will inevitably mean joblosses and redundancy costs, therefore in order to save £891k the service will require additional savingsto afford the redundancy/pension costs. At the level accepted, the risk would be reduced to amber.

6,000 891 175 716 Red Amber Green

243 Schools and Lifelong Learning Reject SOP Commitments - revenue contributions to the SOP financial model of £5.7m. The proposal reflects a

16% reduction on these budgets. 5,700 912 0 912 Red Amber Green

244 Schools and Lifelong Learning Reject

Youth Service - in line with the WAG's Extending Entitlement agenda for young people, 11-25 yrs Cardiffprovides a universal Youth Service through a mix of full time and part time centres plus street basedprovision. The proposed savings would result in reduction in the following youth service delivery:- 1) theclosure of six full-time neighbourhood centres 2) the closure of seven part-time centres 3) the loss ofsixteen posts from the full-time youth service staffing complement 4) a reduction in the level of streetbased provision 5) the loss of the Learning Outdoor Programme, participation work and the Duke ofEdinburgh’s Award support at county wide and area level. 6) the loss of youth provision during schools’summer holidays. 7) the closure of two young people information sites. 8) less part-time staffing allocationthat may result in the reduction of youth service provision by one session per week at the remainingeleven sites.

3,600 1,000 0 1,000 Red Amber Red

245 Schools and Lifelong Learning Accept Additional Transformation Savings 427 427 0 Amber Amber

6,486 1,851 4,635

246 Shared Services Accept Vehicle Maintenance Fitter - deletion of a vacant post has been achieved by re-organisation of workshoploading to ensure vehicles are dealt with in a prompt manner.

1,515 30 30 0 Green Green Green

Total Schools and Lifelong Learning

In addition to the following transformation savings, £175,000 of Schools and Lifelong Learning's' accepted service area savings above also fall within the scope of the transformation programme:-

Page 75 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

247 Shared Services Accept Home to School Transport Route Optimisation - re-allocate contracts from framework as contractsexpire along with re-routing with savings of circa £200k for a full year.

5,134 219 219 0 Green Green Amber

248 Shared Services AcceptCentral Transport Service Transformation Savings - savings are part of the transformation programmewithin the CTS. Further savings are to be achieved via vehicle tracking, vehicle colour standardisation,vehicle efficiency savings, tyre, parts and hire frameworks.

10,345 481 481 0 Green Green Green

249 Shared Services Reject

Shared Services - 16+ transport (Passport to Travel Grant) - currently we provide non-statutory transportfunding for pupils age 16+. These pupils however live over 3 miles from their place of learning but receivethe full Educational Maintenance Allowance. A third of this allowance is for travel provision. The budget forthe service is £370k of which £350k is funded from Cardiff High School Trust Fund. The remaining £20k isrevenue funded.

20 11 0 11 Amber Amber Amber

250 Shared Services Accept

Equalities Training - a reduction in budget associated with provision of Equalities Training across theCouncil. Implementation of the new Single Equality Duty will enable equalities training to be focussed onthe new duty and with the ongoing role of staff groups e.g. Black Minority Ethnic, Disabled EmployeesWorking Group and Equalities Champions supporting staff within the wider context of equalitiesawareness across the Council.

40 13 13 0 Amber Amber Amber

251 Shared Services RejectTrade Union Time Off and Facilities Agreement - removal of existing budget provision used asreimbursement to service areas for time off approved for senior TU representatives to engage and supportcurrent Job Evaluation process.

50 50 0 50 Amber Amber Green

252 Shared Services Accept

Communications and Media Review - this project will look to better co-ordinate communications,marketing and public relation functions across the Council, either by bringing them into a central team orby providing co-ordinated professional management of these functions in individual service areas.Benefits will be a release of FTE's as better use is made of resources and work co-ordinated from thecentre. This is in addition to existing transformation savings in this area.

4,000 50 50 0 Amber Amber Green

253 Shared Services Reject

Central Transport Service - Secondary Mainstream Church Schools - St Illtyds (£32k), Bishop ofLlandaff (£62k), St Teilos (70k), Mary Immaculate (£78k), Corpus Christi (£116k) - the routes to theFaith Schools are non-statutory transport and the Council currently uses its discretion to provide thistransport. The figure proposed is based on withdrawal of the service with effect from September 2011.

618 358 0 358 Amber Amber Amber

In addition to the following transformation savings, £750,000 of Shared Services' accepted service area savings above also fall within the scope of the transformation programme:-

254 Shared Services Accept Additional Transformation Savings 187 187 0 Amber Amber

1,399 980 419Total Shared Services

Page 76 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

255 Strategic Planning and Environment Accept Trading Standards car parking - reduce car parking budget. 38 6 6 0 Green Green Green

256 Strategic Planning and Environment Accept Management arrangements in Cardiff Dog's Home - rationalise management arrangements at Cardiff

Dog's home.211 10 10 0 Green Amber Green

257 Strategic Planning and Environment Accept Fair Trading Officer - delete 0.6 post following the retirement of the post-holder. 1,304 20 20 0 Green Green Green

258 Strategic Planning and Environment Accept Staffing savings in development management - retirement of scanning assistant (£12k), reduction in

hours of technician post (£8k) and reduction in hours of administrative assistant (£4k.)1,409 24 24 0 Green Green Green

259 Strategic Planning and Environment Accept Reduction in revenue budget for Strategic Planning - reduction in general expenses including training,

marketing, conferences, telephones and ICT hardware.129 24 24 0 Green Green Green

260 Strategic Planning and Environment Accept Temporary GIS Officer - this refers to a temporary post supporting additional work required for LDP. In

future, the post will be paid from the LDP budget. 2,120 25 25 0 Green Green Green

261 Strategic Planning and Environment Accept

Income from pre-planning application enquiries - at present there is no charge for pre-applicationenquiries / advice and this has been identified as a possible additional income stream. The focus will beon major planning applications. The fee has been set at £250 per enquiry and it is estimated that a total of100 enquiries per year will be received.

0 25 25 0 Green Amber Green

262 Strategic Planning and Environment Accept

Technician Post (Strategic Planning) - vacant technician post to be deleted (Sc 1-5.) The current post-holder is seconded into the local plan team and may have to be re-deployed if that arrangement is notmade permanent.

2,120 28 28 0 Green Green Green

263 Strategic Planning and Environment Accept

Development Management Operational Manager post - This OM2 post will be deleted from theestablishment as a result of re-organisation. The post-holder has left the Authority on VS. The proposedsaving takes account of VS and restructuring costs.

357 52 52 0 Green Green Green

264 Strategic Planning and Environment Accept

Reduction in vacant posts - 1) delete half post in the Contaminated Land team (£17k) 2) deletereceptionist post at the Trading Standards Centre (£20k) 3) delete administrative post in Private Sectorhousing. All postholders have vacated these posts to take up other jobs. (£20k)

2,481 57 57 0 Green Green Green

265 Strategic Planning and Environment Accept

Car Parking Permits - essential users at City Hall have parking permits for a car park. An alternativecontract has been negotiated which has reduced the cost of spaces from £1,300 to £500 p.a. The budgetwill be reduced to £60k as an interim position whilst alternatives are considered.

130 70 70 0 Green Green Green

266 Strategic Planning and Environment Accept Permitted Development Enquiries - additional income generated by Development Management as a

result of charging for permitted development enquiries.14 8 8 0 Amber Amber Green

Page 77 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

267 Strategic Planning and Environment Accept Environmental Health - reduction in hours - two Environmental Health Officers have indicated that they

are likely to reduce their hours when they return from maternity leave.480 10 10 0 Amber Amber Green

268 Strategic Planning and Environment Reject Horse Warden Budget - 25% reduction in the operating budget for the horse warden. 40 10 0 10 Amber Amberr Amber

269 Strategic Planning and Environment Reject Delete post - it is intended to ring-fence the post of senior environmental health officer to the private

sector housing unit. This post vacated would then be deleted to meet the budget saving requirements. 1,127 25 0 25 Amber Green Green

270 Strategic Planning and Environment Accept Registration fees - charge premium for same day service for copy certificates and increase fees for

ceremonies at approved premises.40 28 28 0 Amber Amber Green

271 Strategic Planning and Environment Reject

Consumer protection - 1 x vacant post - as part of the proposal to fill the post of Group LeaderLicensing, applications have been restricted to officers within the consumer protection division and this willresult in a vacancy somewhere in the division. That post will be deleted to achieve a saving. At this stage,it is difficult to quantify the saving and the exact impact on service delivery as the successful applicant isnot yet known.

1,768 30 0 30 Amber Green Green

272 Strategic Planning and Environment Accept

Strategic Planning Operational Manager post - deletion of post from the establishment as a result ofthe re-organisation of the Planning Service. The post-holder has previously taken flexible retirement andwill leave the Authority on VS. The OM1 for Development Management / Building Control will beresponsible for Strategic Planning.

60 60 60 0 Amber Green Green

273 Strategic Planning and Environment Partially Accept

Development Control Posts - 2 vacant Planning Officer posts are to be deleted. The capacity of theteams has already been reduced and further reductions will have some impact on the ability of the serviceto deliver pre-applications advice, carry out enforcement and deal with applications in a timely manner.The accepted saving will require only one of the posts to be deleted and will reduce the risk rating togreen.

63 63 31 32 Amber Green Green

274 Strategic Planning and Environment Accept Bereavement fees - increase fees for cremation (by 9.2%), burial (by 7.5%) and grave purchase (by

9.3%) in accordance with the previously agreed strategy.1,550 160 160 0 Amber Amber Green

275 Strategic Planning and Environment Partially Accept

Voluntary severance applications across Strategic Planning and Environment - the £400k was aninitial estimate of VS savings based on early expressions of interest. Business cases have now beendetermined and it is possible to reduce 11.5 full time equivalent posts across the service area to achieve asaving of £272k. At this level the risk would be reduced to green.

13,165 400 272 128 Amber Amber Green

276 Strategic Planning and Environment Reject Reduction in Planning Improvement Budget - proposed reduction in the £35k improvement budget of

which, £17.5k is committed annually for licences etc.35 15 0 15 Red Green Green

277 Strategic Planning and Environment Reject Delete vacant post - senior environmental health post in the Food Hygiene Team. 711 30 0 30 Red Green Green

Page 78 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

278 Strategic Planning and Environment Accept Additional Transformation Savings 365 365 0 Amber Amber

1,545 1,275 270

279Waste Management and Street Cleansing

Accept Flexible Retirement - flexible retirement requests have been made by two officers. 70 20 20 0 Green Green Green

280Waste Management and Street Cleansing

Accept Landfill Cover - the material required for covering the landfill is now being procured more efficiently whichallows the associated budget to be reduced.

204 100 100 0 Green Green Green

281Waste Management and Street Cleansing

Reject

Seasonal Green Waste Collection - currently, the Council collects green waste from residents on aweekly basis. During the winter period, very little green waste is presented for collection. It is thereforeproposed that during the period October to March inclusive, green waste is collected on a monthly basis.Providing food caddies to all Cardiff residents will assist with the implementation of this change in wheeledbin areas, where the food waste is currently presented for collection in the green waste wheeled bin.

6,376 159 0 159 Green Amber Green

282Waste Management and Street Cleansing

Partially AcceptVoluntary severance applications - the £270k was an initial estimate of VS savings based on earlyexpressions of interest. Business cases have now been determined and it is possible to reduce 7 full timeequivalent posts across the service area to achieve a saving of £125k.

11,065 270 125 145 Green Amber Green

283Waste Management and Street Cleansing

Accept

Balancing Domestic Waste Collection - currently, domestic waste is collected using a double shiftpattern each day, 5 days per week. As the collection rounds were designed to suit ward boundaries, thenumber of properties visited varies each day causing an imbalance of resource requirements. This issuehas been compounded by the uneven demographic growth of the city over the past 9 years, since theintroduction of ward zone collections. Efficiency savings would be attained if the number of propertiesvisited each day are re- balanced and equalised. The day of waste collection would change for about 60%of Cardiff residents. The changes will be effective from September 2011.

6,376 376 376 0 Green Amber Green

284Waste Management and Street Cleansing

Accept

Waste Cleansing Operations - during this financial year (2010-11), efficiency improvements have beenmade in the delivery of the waste collection and street cleansing services. The savings budgeted in thisperiod were based on changes being introduced part way through the year. In 2011-12, a full year savingwill be achieved. The saving shown is the difference between the full year saving and the savingbudgeted for in 2010-11.

13,875 574 574 0 Green Green Green

Total Strategic Planning and Environment

In addition to the following transformation savings, £277,000 of Strategic Planning & Environment's accepted service area savings above also fall within the scope of the transformation programme:-

Page 79 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

285Waste Management and Street Cleansing

Accept

Reduction in landfill staff - the amount of waste being deposited on the landfill has reduced, and willcontinue to reduce in order for the waste diversion targets to be met. Consequently, it is possible toreduce the number of staff working on the landfill staff by 3. The affected employees would be offeredalternative posts within the Waste Management Service (e.g. Waste Transfer Station)

424 60 60 0 Amber Amber Green

286Waste Management and Street Cleansing

AcceptAdjustment to Materials Recycling Facility (MRF) Staff Numbers - based on current operationalpractices, the Materials Recycling Facility can be satisfactorily operated with less staff than allowed for inthe budget. It is therefore proposed that the MRF budget can be appropriately reduced.

1,897 100 100 0 Amber Green Green

287Waste Management and Street Cleansing

Accept Increase in Commercial Income - this reflects additional income received during 2010/11 in addition to asmall increase in fees.

3,568 110 110 0 Amber Amber Green

288Waste Management and Street Cleansing

Reject

Introduce Charge for Bulky Waste Collection - many local authorities now make a charge for thecollection of bulky goods. It is proposed that a charge (£15 per visit) should be introduced to try andrecover the Council's costs on providing this service. However, it is likely that the introduction of a chargewill result in a reduction in demand for the service and over a period of time, a reduction in the number ofcalls made to C2C. Therefore, a 50% reduction in demand has been assumed.

0 200 0 200 Amber Amber Green

289Waste Management and Street Cleansing

Reject

Change to Materials Recycling Facility (MRF) Shift Pattern - at present, the MRF operates on the basisof 12 hour shifts, 7 days a week. Additionally, a night shift is operated as required in order to processwaste delivered from outside Cardiff (e.g. Caerphilly). Staff who work in the MRF work 2-days on, 2-daysoff. In operating this work pattern, staff are entitled to shift allowance payments. It would be more costeffective for the Council to operate 2 x 8 hour shifts per day Monday to Friday. The first shift wouldoperate 6am to 2pm and the second 2pm to 10pm. This revised pattern would result in a reduction ofallowances paid to staff who work in the MRF. In addition, this pattern would allow the essentialmaintenance work to be carried out more cost effectively at weekends rather than at night as present.The night shift could still operate 10pm to 6pm as required. Given the level of change anticipated withinthe Waste Management service during 2011/12 including the re-balancing of rounds, it has been decidednot to progress with this proposal at present.

978 200 0 200 Amber Amber Green

290Waste Management and Street Cleansing

Accept

Optimising funding sources - as services change from residual waste to recycling and composting, thiswill qualify for Sustainable Waste Management (SWM) grant funding. As the Waste Strategy collectionchanges have been approved, there will be a significant change from residual waste costs to recycling /compost costs for household waste collections and bulky waste collection services. Grant terms andconditions will need to be given careful consideration.

7,400 300 300 0 Amber Amber Green

Page 80 of 128

Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual

£000 £000 £000 £000 RiskEIANo. Accept/RejectService Area Achievabi

lity

291Waste Management and Street Cleansing

Accept

Materials Recycling Facility Income - in 2009/10 the recyclate markets have recovered from theeconomic downturn and the average price per tonne increased slightly from £27.47 in 2008/9 to £31.80 in2009/10. (Currently this year the average price per tonne is £47.63) In addition to this the MRF at LambyWay had spare capacity which was sold to Caerphilly Borough Council (gate fee charged) which created£600k of income. The Caerphilly contract is subject to review in 2011/2012, however at this stage there isno indication that it will end. Additional income will also be generated due to the changes in collectionarrangements.

1,488 600 600 0 Amber Amber Green

292Waste Management and Street Cleansing

Accept

Landfill Diversion - increasing recycling performance will result in more waste being diverted fromlandfill. For each tonne diverted from landfill there is a tax saving of £56 per tonne with effect from 1stApril 2011. In 2011/12 an additional 10,000 tonnes will be required to be diverted in order to remain ontrack for achievement of the statutory recycling targets in 2012/13.

3,568 920 920 0 Amber Amber Green

293Waste Management and Street Cleansing

Accept Additional Transformation Savings 194 194 0 Amber Amber

4,183 3,479 704

TOTAL ALL SERVICE AREAS 46,165 21,989 24,176

Total Waste Management and Street Cleansing

In addition to the following transformation savings, £376,000 of Waste Management & Street Cleansing's accepted service area savings above also fall within the scope of the transformation programme:-

Page 81 of 128

EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000

1 Asylum Seeker Leased Properties Reserve

788 (300) 488 To fund dilapidation costs of properties leased to provide accommodation for asylum seekers.

2 Bereavement Services Reserve 766 (655) 111 To fund a planned programme of refurbishment and improvement.

3 Bute Park Match Funding Reserve 148 (19) 129 For the conservation and improvement of Bute Park, to match fund the Heritage Lottery Fund grant.

4 C2C Refurbishment Reserve 100 (100) 0 To fund initiatives including upgrade /replacement of desktop infrastructure.

5 Cardiff Achievement Project 10 (10) 0 To fund projects aimed at improving pupil performance and achievement in Cardiff Schools.

6 Cardiff Insurance Reserve 4,415 (200) 4,215 To protect the Council from future potential insurance claims.

7 Carefirst Reserve 497 (200) 297 To fund the procurement and implementation of new IT system in Children's and Adult Services.

8 Cleaner Cardiff Reserve 98 98 To fund the future replacement of specialised vehiclesthat are difficult to lease, due to the uncertainty of end of life residual value.

9 Commonwealth Local Government Forum Reserve

12 (12) 0 Funding from the Commonwealth Local Government Forum in respect of the Commonwealth Local Government Good Practice Scheme which is to be used to fund any costs associated with the project visits to India.

10 Corporate Director Pension/ VSS Reserve

4 (4) 0 To fund pension /VSS costs arising from past early retirements.

11 Corporate Initiatives Reserve 1,284 (200) 1,084 To provide funding for forthcoming corporate initiatives that positively impact on the economic prosperity of Cardiff and its capital city status.

12 Design & Construction IT Reserve 33 (10) 23 To use surpluses generated by Design & Constructionto fund future IT developments.

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

Page 82 of 128

EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

13 Direct Services Reserve 104 104 Service Areas which have made an overall surplus in the previous year are allowed to apply to use the reserve for expenditure which results in increased productivity and efficiency or customer improvements.

14 Energy/Carbon Reduction Reserve 796 (300) 496 To provide funding for future energy price rises and for the Council's liabilities under its carbon reduction commitment.

15 Energy Conservation 199 (52) 147 A fund which allows investment in energy savings schemes, the cost of which is recovered from services over an agreed number of years.

16 Fraud Detection Reserve 184 (5) 179 To utilise additional income received from the Department of Works and Pensions arising from the prosecution of housing benefit fraud cases. The reserve will supplement staffing and other costs associated with this area of work.

17 Grants Database Reserve 18 (18) 0 To fund an ongoing project by ICT to create a grants database.

18 Grant Management IT costs 44 44 To provide IT software to facilitate a strategic approach in co-ordinating the attraction of external funding.

19 Highways Operations Remedial Reserve

15 (5) 10 To cover any remedial works required in future years.

20 Homelessness 250 250 This opening balance is subject to the 2010/11 out-turn position as set out in the Month 8 monitoring position. The reserve will be used to support the service area in managing any emerging homelessness issues.

21 House Mortgage 43 (10) 33 This represents surpluses on the fund to be used to meet future deficits.

22 Housing Benefit Reserve 1,977 (250) 1,727 To fund homeworking, landlord liaison schemes, staff training, software development and accommodation refurbishment.

23 ICT Schools Practice Reserve 97 (30) 67 To fund ICT services in schools.

Page 83 of 128

EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

24 Impact on Design Reserve 61 (10) 51 To enable future flexibility to deal with design issues.

25 Legal Case Management System 5 (5) 0 To fund the introduction of a case management system and the purchase of associated equipment.

26 Lifelong Learning Funding Reserve 345 (150) 195 This reserve represents surpluses generated from franchise funding, to be used to support the provision of adult learning courses.

27 Local Plan Reserve 85 (85) To provide for the cost of the Local Development Plan.

28 Local Service Board Initiative Reserve 40 (40) 0 To fund scrutiny work in connection with the Local Service Board.

29 Major Projects Reserve 20 (20) 0 To provide a contingency for any additional revenue funding required in connection with major projects.

30 Members Reserve 26 (20) 6 To replace members' computer equipment as technology improves and fund members development and training.

31 Municipal Election Reserve 104 52 156 To provide for the cost of local elections.

32 Music Service Reserve 49 (15) 34 To be used to help support the Schools Music Service.

33 Parking Reserve 1,992 (316) 1,676 This represents surpluses on street parking schemes which, under the Road Traffic Act 1984, have to be reinvested in Road Traffic Schemes.

34 People Initiatives Reserve 261 (200) (61) 0 To fund various staff initiatives: HR on-line, re-organisation of IT, Cardiff Works reception.

35 Procurement Initiatives Reserve 135 (37) 98 Funding required to meet future costs of procurement initiatives including Xchange Wales.

36 Schools Catering Reserve 563 (200) 363 To be used to support the Schools Catering Service.

37 Schools Cleaning 195 195 To be used to support the Schools Service Cleaning.

Page 84 of 128

EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

38 Schools Formula Funding Reserve 101 (101) 0 Contingency Fund set aside to meet unplanned and unforseen expenditure incurred by or on behalf of the delegated schools' budgets. Such expenditure would include meeting the cost of premature retirements of schools staff and for other issues relating to the budget and management of change in schools in the future.

39 Schools Organisation Plan 8,756 (179) 8,577 The balance carried forward at the end of each year reflects the additional costs anticipated in affected schools

40 Scrutiny Development & Training Reserve

57 (16) 41 To fund Member development and training.

41 Specialist Advice incl Prosiect Gwyrdd 238 (170) 68 To help fund the engagement of specialist financial advice to assist in the delivery of major projects.

42 Supporting Business Reserve 628 (806) 339 161 To be used to assist in the planned funding of the Supporting Business Project.

43 Telephone Switchboard Reserve 256 256 To fund planned upgrades of existing hardware and software as new technology becomes available.

44 Transformation Services Reserve 241 0 241 This reserve has been set up to support the process of transformation change.

45 Valuers Reserve 83 (30) 53 To fund external valuer's fee incurred as part of updating asset valuations every five years.

46 Vehicle Reserves 212 (40) (10) 162 To meet costs of future replacement of specialised vehicles.

47 Workshops Asset Maintenance Reserve

15 (10) 5 To assist in the asset maintenance requirements of the Council's managed workshops.

Total 26,350 (1,568) (2,942) 21,840

Page 85 of 128

Earmarked Reserves HRA Appendix 6B

Estimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000HRA Dilapidation Reserve 625 625 Funding set aside to make good

dilapidations to private leased properties.

HRA / Housing IT Reserve 1,129 1,129 To meet the estimated costs of the CMS Mobile Project funding

TOTAL 1,754 0 0 1,754

HRA GENERAL RESERVEEstimated Movements 2011/12

To finance budget

Other commitments

£000 £000 £000 £000General Housing Reserve 6,254 (1,980) 0 4,274 General housing balancesTOTAL 6,254 (1,980) 0 4,274

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

Page 86 of 128

SCHOOLS RESERVES APPENDIX 6C

To finance budget

Other commitments

£000 £000 £000 £000Balances on Schools' Delegated Budgets including nursery schools

4,093 (1,000) 3,093 These are the carry forward of schools' surpluses and deficits under Local Management of Schools. These balances are not available to the Council for general use. The drawdown of £1,000,000 is an estimated figure and will depend upon decisions taken by individual school governing bodies.

Primary/Special DSU Repairs Reserve

192 (50) 142 Contingency fund out of which participating schools share the cost of funding large items of repairs and maintenance work.

TOTAL 4,285 0 (1,050) 3,235

Title Estimated balance at 31.03.11

Estimated balance at 31.03.12

Purpose

Estimated Movements 2011/12

Page 87 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

Adult Services

1 Deleted Sc 2-4 Administrative Assistants (2.00) (9.00) (11.00)2 Deleted MGD2 Assistant cook (1.00) (1.00)3 Deleted Scale 1/3 Care Assistant (10.00) (12.00) (22.00)4 Deleted MG4 Care attendant (1.00) (1.00)5 Deleted MG 3/4 Cook (3.00) (1.00) (4.00)6 Deleted Scale 3 Day Service Officer (1.00) (1.00)7 Deleted Scale 3 Day Service Support Worker (10.00) (10.00)8 Deleted SO1 Deputy Day Centre Manager (1.00) (1.00)9 Deleted MG1 Domestic (6.80) (4.00) (10.80)

10 Deleted MG4 Escort (2.00) (2.00)11 Deleted MG1 Handyperson (1.00) (1.00)12 Deleted Scale 2 Higher clerical assistant (2.00) (2.00)13 Deleted Scale 1 Home Carer (14.00) (14.00)14 Deleted Scale 3 Home Support Worker (.60) (.60)15 Deleted MG1 Kitchen Assistant (1.00) (1.00) (2.00)16 Deleted MG1 Kitchen Domestic (2.00) (2.00)17 Deleted MG1 Laundry Assistant (2.00) (2.00) (4.00)18 Deleted Scale 1/3 Night Care assistant (7.00) (7.00) (14.00)19 Deleted OM2 Operational Manager (Health Partnership) (1.00) (1.00)20 Deleted PO3/4 Performance Manager (1.00) (1.00)21 Deleted Scale 6 Project Officer (1.00) (1.00)22 Deleted PO3 Registered Manager / Home Care Manager* (1.00) (4.00) (5.00)23 Deleted PO1/3 Research Officer (.43) (.43)24 Deleted Res B (Sc 3/5) Senior Care Officer (1.00) (1.00)25 Deleted Scale 4/5 Senior Care officer (5.00) (7.00) (12.00)

All figures are expressed in terms of full time equivalent posts

Page 88 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

26 Deleted PO4 Service Manager (1.00) (1.00)27 Deleted Scale 4 Supervisory Staff (4.00) (4.00)28 Deleted PO3 Team Manager (3.00) (3.00)29 Deleted Scale 4 Technician (1.00) (1.00)30 Deleted Scale 4 Translator (.54) (.54)31 Created PO2 Approved Mental Health Professional Social Workers 2.00 2.00

Note* One of the Registered Manager redeployments will be accompanied by the transfer of 6 post-holders back to their substantive posts within the Home Care Service.ADULT SERVICES NET POSITION (65.77) (26.60) 0.00 0.00 (42.00) 2.00 (132.37)

Children's Services

32 Deleted OM2 Operational Manager (1.00) (2.00) (3.00)33 Created PO3 Child Protection Reviewing Officer 1.00 1.0034 Created Scale 5 Contact Officer 1.00 1.0035 Created PO3 Independent Reviewing Officer 1.00 1.0036 Created PO1/2 Policy and Planning Officer 1.00 1.00

CHILDREN'S SERVICES NET POSITION 0.00 0.00 0.00 (1.00) (2.00) 4.00 1.00

Citizen's Services

37 Deleted SO1 Complaints Officer (1.00) (1.00)

38 Deleted Sc3-PO1 Electoral Services administrator (1.00) (1.00)

39 Deleted PO4 Older Person's Strategy Co-ordinator (.20) (.20)

40 Deleted OM1 Operations and Business Development Manager (1.00) (1.00)

41 Deleted PO1/3 Records Manager (1.00) (1.00)

42 Deleted Scale 4-6 Research Officer (1.00) (1.00)

43 Deleted Scale 4-5 Tele / Receptionist Supervisor (.50) (.50)

44 Deleted Scale 1-3 Word Processing administrative assistant (1.00) (1.00)

CITIZEN SERVICES NET POSITION (3.50) (3.00) 0.00 (.20) 0.00 0.00 (6.70)

Page 89 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

Corporate Services

45 Deleted Scale 2-4 Accountancy Assistant (1.00) (1.00)

46 Deleted PO2/3 Accountant (1.00) (1.00)

47 Deleted Scale 3 - 6 Assistant Auditor (1.00) (1.00)

48 Deleted Scale 4-5 Cashier/Admin assistant (.10) (.10)

49 Deleted Scale 1-2 Clerical Assistant (1.00) (1.00)

50 Deleted Scale 3-5 Collection Assistant (.40) (.40)

51 Deleted Scale 3-5 Control Assistant (.50) (.50)

52 Deleted Scale 4-6 Desktop Consultant (1.00) (1.00)

53 Deleted Scale 4-5 Grants Officer (1.00) (1.00)

54 Deleted PO4/5 Group Accountant (1.00) (1.00)

55 Deleted SO1/PO1 Health and Safety Adviser (1.00) (1.00)

56 Deleted Scale 3-5 Inspector (1.00) (1.00)

57 Deleted Scale 4-6 Investigator (1.00) (1.00)

58 Deleted Scale 5-6 Local Finance Management Schools Officer (.20) (.20)

59 Deleted OM1 Operational Manager (Accountancy) (1.00) (1.00)

60 Deleted OM1 Operational Manager (Exchequer & Development) (.50) (.50)

61 Deleted OM2 Operational Manager (Schools Accountancy) (1.00) (1.00)

62 Deleted PO3/5 Payments Manager (1.00) (1.00)

63 Deleted Scale 5 Performance, Efficiency and Support officer (.60) (.60)

64 Deleted PO 4 Policy Strategy and Contract Officer (1.00) (1.00)

65 Deleted Scale 1-2 Post Room Assistant (1.00) (1.00)

66 Deleted PO3/4 Principal Officer - Business Support (1.00) (1.00)

67 Deleted SC5/SO1 SAP System tester (.30) (.30)

68 Deleted SO1/PO3 Senior IT consultant (1.00) (1.00)

69 Deleted Scale 3-6 Sourcing Officer (.60) (.60)

70 Deleted PO1/2 Strategic Co-ordinator (1.00) (1.00)

CORPORATE SERVICES NET POSITION (8.00) (9.90) (1.80) (1.50) 0.00 0.00 (21.20)

Page 90 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

Culture, Tourism and Events

71 Deleted OM1 Operational Manager (Arts and Events) (1.00) (1.00)72 Deleted Scale 2-3 Box Office Assistant (1.00) (1.00) (2.00)73 Deleted Scale 4-5 Building Services Technician (1.00) (1.00)74 Deleted Scale 2 Events Production Assistant (1.00) (1.00)75 Deleted Scale 2 Finance Assistant (.50) (.50)76 Deleted Scale 3 House Officer (1.00) (1.00)77 Deleted OM 2 Operational Manager (New Theatre) (1.00) (1.00)78 Deleted Scale 2-3 Receptionist (2.00) (2.00)79 Deleted Scale 1 Senior House Assistant (1.00) (1.00)80 Deleted Scale 2 Senior Performance Staff (.72) (.72)81 Deleted Scale 2 Tourism Information Officer (1.00) (1.00)

CULTURE, TOURISM AND EVENTS NET POSITION (7.50) (2.72) 0.00 (2.00) 0.00 0.00 (12.22)

Development, Projects and Partnerships

82 Deleted OM1 Operational Manager (Design and Construction) (1.00) (1.00)DEVELOPMENT, PROJECTS AND PARTNERSHIPS NET POSITION (1.00) 0.00 0.00 0.00 0.00 0.00 (1.00)

Direct Services

83 Deleted Scale 2 Centre Assistant (1.00) (1.00)84 Deleted PO2 Senior Engineer (1.00) (1.00)85 Deleted Scale 4 Supervisor (1.00) (1.00)86 Deleted MGD4 Yardman (1.00) (1.00)

DIRECT SERVICES NET POSITION 0.00 0.00 0.00 (1.00) (3.00) 0.00 (4.00)

Housing and Neighbourhood Renewal

87 Deleted Scale 1-3 Accommodation Officer (1.00) (1.00)

88 Deleted Scale 1-3 Administrative Assistant (2.00) (2.00)

89 Deleted PO1/2 Advice Centre Manager* (1.00) (1.00)

90 Deleted SO1/2 Alleygating Officer (1.00) (1.00)

91 Deleted PO1 Central admin team leader (1.00) (1.00)

Page 91 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

92 Deleted SO1/2 Community Engagement Officer (1.00) (1.00)

93 Deleted SO1/2 Community Safety Design Officer (1.00) (1.00)

94 Deleted SO2 Community Safety Partnership Co ordinator (1.00) (1.00)

95 Deleted PO1 Development and Engagement Manager (1.00) (1.00)

96 Deleted Scale 1-3 Document Management Assistant (1.00) (1.00)

97 Deleted Scale 2-3 Gypsy Site Assistant (1.00) (1.00)

98 Deleted Scale 2-3 Higher Clerical Assistant (1.00) (1.00)

99 Deleted SC6/SO1 Hostel & Support Liaison Officer (1.00) (1.00)

100 Deleted SO1 House Manager post (1.00) (1.00)

101 Deleted PO2/3 Housing Advice Unit Management post (1.00) (1.00)

102 Deleted Scale 3-6 Housing Advice Unit officers (x2) (1.00) (1.00)

103 Deleted TBC Housing posts (TBC) (4.00) (4.00)

104 Deleted Scale 5-6 Performance Officer (1.00) (1.00)

105 Deleted SO1/2 Prison Housing Advice Officer (1.00) (1.00)

106 Deleted Scale 5 Renewal Area Administration Manager (1.00) (1.00)

107 Deleted SC6/SO1 Senior Customer Service Officer* (1.00) (1.00)

108 Deleted PO2/3 Service Manager (.50) (1.00) (1.50)

109 Deleted Scale 2 Stock assistant (1.00) (1.00)

110 Deleted SC6/SO1 Trainee Team supervisor (1.00) (1.00)

Notes* Deletion of the Advice Centre Manager and the Senior Customer Service Officer are the net impact of a wider restructure HOUSING AND NEIGHBOURHOOD RENEWAL NET POSITION (2.50) (8.00) (1.00) 0.00 (17.00) 0.00 (28.50)

Infrastructure

111 Deleted SO2 Anti-social behaviour case worker (1.00) (1.00)

112 Deleted Scale 6 Clerk of Works (1.00) (1.00)

113 Deleted SO2 Landscape Officer (2.00) (2.00)

114 Deleted PO1 Parks Development Officer (1.00) (1.00)

115 Deleted PO4 Principal Engineer (1.00) (1.00)

116 Deleted PO4 Road Safety Manager* (1.00) (1.00)

117 Deleted PO2 Area Grounds Maintenance Manager** (1.00) (1.00)

Page 92 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

118 Deleted SO2 Assistant Area Grounds Maintenance Manager** (1.00) (1.00)

119 Deleted SO2 Assistant Area Manager** (2.00) (2.00)

120 Deleted MG 2 Games Attendant** (1.00) (1.00)

121 Deleted MG 3 Gardener / Driver** (1.00) (1.00) (2.00)

122 Deleted Scale 3 Outdoor Leisure Supervisor** (1.00) (1.00)

123 Deleted Scale 6 Playground Maintenance Supervisor** (1.00) (1.00)

124 Deleted Scale 5 Working Supervisor** (3.00) (3.00)

125 Deleted SO2 - PO1 Arboricultural Officer*** (2.00) (2.00)

126 Deleted SO2 Contract Manager - Arboriculture*** (1.00) (1.00)

Notes* Deletion of this post is accompanied by two upwards re-gradings** Deletion of these posts is part of a wider restructure within the Parks service*** Deletion of these posts is part of a wider restructure involving 2 x regradings plus the creation of 2 scale 5 postsINFRASTRUCTURE NET POSITION (20.00) (2.00) 0.00 0.00 0.00 0.00 (22.00)

Schools and Lifelong Learning

127 Deleted Soulbury Advisor (1.80) (1.80)

128 Deleted PO6 County Youth Officer (1.00) (1.00)

129 Deleted SO1 Ed Welfare Officer (6.00) (6.00)

130 Deleted Scale 5/6 Home School Liaison Officer (7.00) (7.00)

131 Deleted Teacher Home School Liaison Teacher (2.00) (2.00)

132 Deleted Comm Ed Looked After Children's Officer (1.00) (1.00)

133 Deleted SO1 Office Manager (1.00) (1.00)

134 Deleted OM2 Operational Manager (Governor Services) (1.00) (1.00)

135 Deleted Scale 6 Pupil Achievement Development Officer (1.00) (1.00)

136 Deleted Scale 2/3 R&I Assistant (1.00) (1.00)

137 Deleted SO1 Senior Administrative Assistant (1.00) (1.00)

138 Deleted PO1 Senior Education Welfare Officer (2.00) (2.00)

SCHOOLS AND LIFELONG LEARNING NET POSITION (15.00) 0.00 0.00 (1.80) (9.00) 0.00 (25.80)

Shared Services

Page 93 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

139 Deleted SO1/2 Supervisor (1.00) (1.00)

140 Deleted SO1 Transport co-ordinator (1.00) (1.00)

141 Deleted Craft Vehicle Maintenance Fitter (1.00) (1.00)

SHARED SERVICES NET POSITION (2.00) (1.00) 0.00 0.00 0.00 0.00 (3.00)

Strategic Planning and Environment

142 Deleted Scale 2-4 Administrative Assistant (1.00) (.35) (1.35)

143 Deleted SO2 Cemeteries Manager* (1.00) (1.00)

144 Deleted Scale 6 Community Environmental Project Officer (1.00) (1.00)

145 Deleted Sc4/SO1 Consumer Protection Officer (1.00) (1.00)

146 Deleted PO1/3 Countryside Team Leader (1.00) (1.00)

147 Deleted Sc4 /SO1 Fair Trading officer (.60) (.60)

148 Deleted Scale 2-3 Higher Clerical Assistant (Consumer protection) (.50) (.50)

149 Deleted OM2 Operational Manager - Development Management (1.00) (1.00)

150 Deleted OM1 Operational Manager (Strategic Planning) (1.00) (1.00)

151 Deleted SO2 Planning Officer (1.00) (1.00)

152 Deleted Scale 4-6 Pollution Control Administrator (.50) (.50)

153 Deleted Scale 2-4 Project Support Officer (1.00) (1.00)

154 Deleted Scale 2-3 Reception Support (Development & BC) (.50) (.50)

155 Deleted Scale 2-3 Receptionist (Trading Standards) (1.00) (1.00)

156 Deleted Scale 2-3 Scanning assistant (1.00) (1.00)

157 Deleted Scale 6 Senior Administrative Assistant (.50) (.50)

Page 94 of 128

Appendix 7

Ref Impact on posts Grade Job Title

Voluntary Severance /

Voluntary Early

Retirement

Vacant Reduce Hours

Retirement/Flexi

RetirementRedeploy New Post TOTAL FTE's

All figures are expressed in terms of full time equivalent posts

158 Deleted PO1 Senior Community Education Co-ordinator** (1.00) (1.00)

159 Deleted SO2/PO2 Senior Housing Officer (1.00) (1.00)

160 Deleted Scale 3 Senior Kennel Assistant (1.00) (1.00)

161 Deleted SO2/PO1 Senior Licensing Officer*** (1.00) (1.00)

162 Deleted SO1/ PO1 Senior Technical Officer (1.00) (.50) (1.50)

163 Deleted Sc3/SO1 Technical Officer (.30) (.30)

164 Deleted Scale 1-5 Technician (.40) (1.00) (1.40)

165 Deleted Sc6 / PO1 Temporary GIS Officer (1.00) (1.00)

166 Deleted Scale 1 Weekend Kennel Assistant (.40) (.40)

Notes* Accompanied by the upward re-grading of 4 Assistant / Memorial Manager posts from scale 4/5 to scale 5/6** Accompanied by the upward re-grading of 1 x PO1 post to a PO3 post*** Accompanied by the upward re-grading of 2 remaining posts and the creation of a scale 4-5 Enforcement postSTRATEGIC PLANNING AND ENVIRONMENT NET POSITION (13.00) (5.90) (1.05) (1.60) (1.00) 0.00 (22.55)

Waste Management and Street Cleansing

167 Deleted PO2 Enforcement Manager (1.00) (1.00)

168 Deleted PO4 Infrastructure Development Manager (1.00) (1.00)

169 Deleted MG3 Landfill Operative (3.00) (3.00)

170 Deleted MG2 Loader Bulky Collections (1.00) (1.00)

171 Deleted MG6 MRF Team Co-ordinator (1.00) (1.00)

172 Deleted PO4 Performance Manager (1.00) (1.00)

173 Deleted PO2 Recycling Officers (.50) (.50)

174 Deleted MG2 Recycling Processing Operatives (5.00) (5.00)

175 Deleted MG6 Team Co-ordinator (Bulky Collections) (1.00) (1.00)

WASTE MANAGEMENT AND STREET CLEANSING NET POSITION (6.00) (5.00) 0.00 (.50) (3.00) 0.00 (14.50)

TOTAL ALL SERVICES (144.27) (64.12) (3.85) (9.60) (77.00) 6.00 (292.84)

Page 95 of 128

Fees and Charges General Fund APPENDIX 8A

SUMMARY OF RECOMMENDED INCREASES 2011/12

Income Source Price Change % Increase Effective Date Comment

£ADULT SERVICES

1 Client/Staff meals 0.10 3.70 1 April 2011 The charge is heavily subsidised and the increase is necessary to ensure level of subsidy does not increase. The proposed new charge is £2.80 per meal.

2 Domiciliary Care Income 2.16 21.16 1 April 2011 These increases will impact on approximately 167 service users. The range of increase for these service users will be between £1.09 and £8.64 per week increase. There are currently 3143 service users who receive domiciliary care. The WAG have introduced a measure that sets a maximum weekly charge of £50 for each service user and is the reason why only 167 service users will be affected by this increase. It is anticipated that the proposals will generate an additional £44,000 in 2011/12. The proposal is that the hourly rate will be increased to £12.37 per hour.

3 Residential Home fees 15.67 3.30 1 April 2011 These charges are based on a means tested financial assessment. The actual monetary increase in charges paid by individual clients will vary with many clients such as those in receipt of income support having no charges levied in respect of the services.

4 Hafod Contract Care Income See comment See comment 1 September 2011 The fees are specified per property as per the care contract and are increased annually in line with pay award.

5 Rental Income (Hafod Homes) See comment See comment See comment Five year review mechanism due for review in 2014/15

Page 96 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£CITIZEN SERVICES

6 Search Fees Nil Nil See comment There is no proposed increase in the non capped elementof this fee in order to keep price in line with privatecompetitors.

7 Sale of Land Nil Nil See comment No proposed increase.

8 Commercial Property Fees Various Various 1 April 2011 All charges to be increased by a range of £5 - £30 whichcreates an increase range of 2.8% to 16.6%.

9 Sales of Freehold Reversions See comment See comment 1 April 2011 Previously fees were charged based on a bandingstructure linked to the sale price- The proposed newcharge will be a flat rate of £300.

CORPORATE SERVICES10 Council Tax Court Costs -8.10 -10.00 1 April 2011 The reduced fee is as a result of the imposition of a cap

by the WAG on court cost income effective from the 1st April 2011.The income generated will be less than in previous years.

11 NNDR Court costs -16.00 -18.60 1 April 2011 The reduced fee is as a result of the imposition of a cap by the WAG on court cost income effective from the 1st April 2011.The income generated will be less than in previous years.

CULTURE,TOURISM & EVENTS12 Mansion House Hire Various 2.90 to 3.10 1 April 2011 The increases range between 2.9 and 3.1% and have

been rounded for ease of collection. The price increasesrange between £3 and £12 respectively.

13 Wedding Packages Various 2.70 to 3.10 1 April 2011 The increases range between 2.7 and 3.1% and havebeen rounded for ease of collection. The price increasesrange between £4 and £19.

14 New Theatre - Advert charge in Showbrochure

New Charge New Charge 1 April 2011 This is a new charge and offers a full page advert tosponsors in main show programme three times a year at£2,000 per page.

Page 97 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£15 New Theatre Booster seat hire for

childrenNew Charge New Charge 1 April 2011 The charge is £1. This charge is currently being offered to

gauge customer response and to date no adversereaction received.

16 St David's Hall - Lettings -(AuditoriumHires)

Nil Nil See comment There are no proposed increases in addition to thoseassociated with the VAT rise in January 2011.Currentlyexperiencing resistance to booking and cancellation hiresas income, particularly for charitable hires, is declining inlight of the current economic climate.

DIRECT SERVICES17 Leisure Services See comment See comment See comment

Leisure Services increased fees and charges by an average of 6% with effect from January 2011 to coincide with the increase to VAT. These prices will be held until March 31st 2012. There will be no increase to the price of Active Cards. The increase of 6% is intended to recover an anticipated increase in costs due to inflation of 3%.

18 Food, Drinks & Goods for Resale See comment See comment See comment Prices increased as catering costs are based on currentmarket rates.

19 Spice Childcare After School Provision 0.15 2.00 1 September 2011 The proposed new rate will be £7.70 per session

20 Spice Holiday Scheme 0.30 -halfday0.35 - full day

2.20 - half day2.00 - full day

1 September 2011 The proposed new rates are £18 full day and £13.95 halfday

21 Primary School Meals 0.10 5.90 1 April 2011 Additional income will be significantly offset by additionalcosts.

22 Staff Catering Income See comment See comment See comment Currently negotiating prices with suppliers and will needto pass on any resulting cost to customer

23 Private Sewers (per Hour) 1.80 2.02 1 April 2011 Proposed new charge is £90.80 per hour. 24 Charges for temporary signs Nil Nil See comment There are no proposed increases to the current fee of

£50.

Page 98 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£DEVELOPMENT, PROJECTS ANDPARTNERSHIPS

25 Loan Administration Fee(Loans under£25,000)

50.00 50.00 1 September 2010 The new charge is £150. The increase is based on areassessment of staff time.

26 Loan Administration Fee(Loans of£25,000 and above)

150.00 150.00 1 September 2010 The new charge is £250. The increase is based on areassessment of staff time.

27 Equity Administration Fee 800.00 400.00 1 September 2010 The new charge is £1,000. The increase is based on areassessment of staff time.

28 SME Managed Workshop Rents See comment See comment See comment Subject to conditions of lease. Rents reviewed on acommercial basis.

29 Commercial Catering DSU Various 2.00 See comment Menu price constantly reviewed on a commercial basis.

30 Cardiff Castle Gift Shop Various 2.00 See comment Determined by mark-up to cover required profit margin.

31 Cardiff Castle Entrance Various 4.30 to 33.00 See comment The price increases range between 4.3% and 33%. Thelarger % increases equate to £0.25 increase on SchoolsTour charges. The majority of other price increases are£0.50. The Education centre increases are 33% andequate to £0.50 increase.

32 City Hall Conference and Events-RoomHire

Various 2.00 1 April 2011 Venue Charges have been increased by 2% subject torounding due to ease of collection. These reflect thedifferent prices for weekends and weekdays and durationof booking.

HARBOUR AUTHORITY

33 Navigation fee per metre Nil Nil See comment Mooring Operators will now receive 60% discount as their10 year agreement of 80% discount has ended.

34 Permission to moor per meter Nil Nil See comment Mooring Operators will now receive 60% discount as their10 year agreement of 80% discount has ended.

35 Provision of mooring Nil Nil See comment Mooring Operators will now receive 60% discount as their10 year agreement of 80% discount has ended.

Page 99 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£36 Commercial operators licence 135.00 + 0.10p

per passengercarried

7.10 1 April 2011 Proposed new charge is £135 + £0.10p per passengercarried.

37 Launching permits for sailing craft, motorcraft or multi person rowing craft (Section15(1)(a))

0.75 10.00 1 April 2011 Proposed new charge is £8.25

38 Launching permits for single personrowing craft and windsurfers

0.50 11.11 1 April 2011 Proposed new charge is £5

39 Use of Harbour Authority landing stages. 29.50 9.98 1 April 2011 Proposed new charge is £325

40 Short stay moorings - Inner Harbour- PerHour

Nil Nil See comment The fee is paid via a coin operated machine. The cost ofamending the machine would exceed any additionalincome generated.

41 Car parking fees - Havannah StreetHourly rates

Various 18.00 1 April 2011 The fees will be rounded up to the nearest £0.50.

42 Car parking fees - Havannah StreetMonthly charge

5.00 8.30 1 April 2011 Proposed new charge will be £65.

43 Barrage Car Park - Up to 2 hours 0.50 50.00 1 April 2011 The proposed new charge will be £1.50 for a 3 hourmaximum stay.

HOUSING & NEIGHBOURHOODRENEWAL

44 Postponement of Right to Buy DiscountCharge

Nil Nil See comment No proposed increase

45 Community Alarm service - MobileResponse

Nil Nil See comment No proposed increase

46 Community Alarm service - Contact Only Nil Nil See comment No proposed increase

47 Gypsy and Traveller Service Charge 5.01 36.94 1 April 2011 This is year 2 of a 3 year phase and the new charge will be £18.57.

48 Gypsy and Traveller Sites Rent 14.84 Rover Way 14.84 Shire Newton

36.56 31.08

1 April 2011This is year 2 of a 3 year phase and the new charge will be £55.42 for Rover Way and £62.58 for Shirenewton..

49 Disabled Facility Grant Income Nil Nil See comment No proposed increase.Page 100 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£50 Private Sector Capital Grant Fee Income 50.00 base

increase or 14%whichever isgreater

6.67 1 April 2011 This facility was amalgamated with Disabled Facilities service in 2010/11. This brings the fees in line with Disabled Facilities grant income. The proposed fee is £800 or 14% - whichever is greater.

51 Libraries Nil Nil See comment No proposed increases as no evidence that this willgenerate additional income and can in fact deterborrowing.

INFRASTRUCTURE

52 Sophia Gardens - Car Park 0 - 72.00 0 - 10.00 1 April 2011 There have been adjustments where necessary in orderto ensure consistency with other council run car parks.Season tickets have been increased by 10% whilstcoaches remain unchanged.

53 Roath Park Conservatory 0.05 - 2.00 8.33 to 66.67 1 April 2011 Adult prices have increased by £0.10 and Children by£0.05. Season tickets have increased by 10% which willhave an impact range between £0.50 and £2.00. Duck /fish food is increased by £0.05.

Pontcanna Caravan Park charges 54 Peak Rates - Per night 1.00 5.00 - 6.45 1 April 2011 All pitch fees are to be increased by £155 Off Peak Rates - Per Week 6.00 5.40 - 6.40 1 April 2011 All pitch fees are to be increased by £6

Pontcanna Camping charges56 Peak Rates - Per night 1.00 - 1.50 4.90 - 6.67 1 April 2011 All camping fees have been compared to similar sites

around the country and fees adjusted accordingly.

57 Single person per tent (without car) New Charge New Charge 1 April 2011 The proposed charge will be £8 per night off peak and £9peak

Gas - Pontcanna58 Red Propane 3.9kg 2.00

6.0kg 2.0013.0kg 2.50

10.20 to 12.50 1 April 2011 Gas prices fluctuate. Increases have been made toensure rises are passed on to the customer.

Page 101 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£59 Blue Butane 2.72kg 2.00

4.5kg 2.007.0kg 2.05 15.0kg2.00

6.40 to 12.00 1 April 2011 Gas prices fluctuate. Increases have been made toensure rises are passed on to the customer.

60 Wash Tokens -Pontcanna 0.30 17.65 1 April 2011 This increase brings price in line with other local facilities.

61 Allotments 0.27 to 5.60 12.79 - 13.02 1 April 2011 Proposed annual charge of £5.06 per perch Category A. £4.76 per perch Category B. £4.54 per perch Category C.Brick Cubicle £311.86 Chalet £48.60. The Chalet concession charge is £24.30.

62 Boating - Roath Park Lake See comment See comment 1 April 2011 Proposed charges range between £0.15 and £0.65.

63 Fishing Roath Park Lake See comment See comment 1 April 2011 Proposed charges range between £0.25 and £3.60.

64 Outdoor Activities See comment 9.68 to 29.47 1 April 2011 This covers a range of activities including tennis, bowls,basketball, cricket, pitches and kick about areas. Themajority of charges are primarily increased by 10 - 11%.

65 Castle Mews Car Park Nil Nil See comment No proposed increases to current charges66 North Road Car Park Nil Nil See comment No proposed increases to current charges67 Residents parking permits Nil Nil See comment No proposed increase.68 Street Traders Licence (per annum) 30.74 per quarter 3.89 1 October 2010 As per traffic regulation orders a review of charges was

undertaken in October 2010. The new charge is £819.01per quarter.

69 On Street Parking Long stay 10hrs0.50

0 - 14.00 1 April 2011 There are no proposed increased to short stay.The proposed new charges for long stay is £4.00 up to 10 hrs

70 Skips - Standard charge 2.10 7.50 1 April 2011 Proposed new charge is £3071 Skips - Unauthorised 16.00 19.00 1 April 2011 Proposed new charge is £10072 Excavation in the public highway 8.80 9.60 1 April 2011 Proposed new charge is £100

Page 102 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£73 Excavation in the public highway -

Section 5027.50 8.50 1 April 2011 Proposed new charge is £350

Page 103 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£74 Storage of building materials on the

highway2.50 3.73 1 April 2011 Proposed new charge is £69.50

75 Containers sited on the public highway 3.00 4.50 1 April 2011 Proposed new charge is £70

76 Cranes - Small 13.10 23.02 1 April 2011 Proposed new charge is £7077 Cranes- Large 42.15 20.28 1 April 2011 Proposed new charge is £25078 Permits for hoardings on the public

highway12.50 9.80 1 April 2011 Proposed new charge is £140

79 Scaffold licences - small less than 2weeks

2.10 3.70 1 April 2011 Proposed new charge is £59

80 Scaffold licences - large for 2 weeks 12.15 5.80 1 April 2011 Proposed new charge is £22081 Scaffold licences - monthly inspections 26.45 112.31 1 April 2011 This increase is necessary to bring charge into line with

the national inspection charge in accordance with theStreet Works Act.

82 Vehicle crossovers 2.85 3.27 1 April 2011 Proposed new charge is £9083 Chairs on the Public Highway 2.10 9.70 1 April 2011 Proposed new charge is £23.70

84 RASWA Income Nil Nil See comment These charges are set by statute and remain at £50.00

85 Activities on the Highway 4.15 4.33 1 April 2011 Subject to further review 86 Licensing of Goods for Sale on the

HighwayNil Nil See comment The charge will remain unchanged at £300

87 Advertising Frame Permits Nil Nil See comment Advertising frame permits have recently been introducedwith some resistance. An increase may precipitate areaction from businesses.

Charges for Street Numbering ofProperties

88 Individual Plots 1.00 4.00 1 April 2011 The proposed new charge is £26.89 Developments with less than 10 Plots 4.00 3.33 1 April 2011 The proposed new charge is £124.

90 Developments with 10 Plots or more 50.00 perapplication

33.33 1 April 2011 The proposed new charge is £200 per application + £10for each plot.

91 Survey data Various 4.00 1 April 2011 Based on current income budget £9,650

Page 104 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£92 Heliport landing Fees (per 500kg) 1.78 per 500kg 20.02 1 April 2011 The proposed new charge is £10.67 per 500kg except

where discounted rate agreements are in place.

93 Central Bus Station departure charges Nil Nil See comment No proposed Increase

94 Events Park & Ride Nil Nil See comment No proposed Increase95 Shoppers Park & Ride( Excluding Cardiff

East)Nil Nil See comment No proposed Increase

96 Shoppers Park & Ride- Cardiff East Nil Nil See comment No proposed increase97 Flatholm 1.00 - 11.00 20 - 33.33 1 March 2011 These cover workshops, camping, conservation

weekends, landing fees, boat costs, filming and provisionof food

98 Bay Sailing Various Various 1 April 2011 The majority of these courses are increased by 10% withthe exception of schools which have a 6.4% increase

99 5 * 60 Holiday Camps New charge New charge 1 April 2011 The charge will be £75 per week. There will be a 50%subsidy for children with free school meals.

100 Cardiff International White Water Various Various 1 April 2011 The majority of these courses have increased by 2%

SCHOOLS & LIFELONG LEARNING

101 Music Service Charges- MaintainedSchools

1.95 7.00 1 August 2011 The new rate will be £29.95 per hour.

102 Music Service Charges - Non MaintainedSchools

2.50 8.00 1 August 2011 The new rate will be £33.50 per hour.

103 Sale of Courses run by INSET(SLAschools)

5.00 4.60 1 August 2011 Proposed new charge is £114 per full day course.

104 Sale of Courses run by INSET( Non SLAschools)

4.00 2.70 1 August 2011 Proposed new charge is £150 per full day course.

Page 105 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£105 Storey Arms 7.00 - 43.00 10.0 1 April 2011 (non

schools) 1 September 2011 (Schools)

Overall increase in fees of 10%.

Adult Learning Courses106 Full fee - Hourly rate 0.15 5.00 1 August 2011 Proposed new charge is £3.15 per hour107 2/3 Fee - Category B Hourly rate 0.10 5.00 1 August 2011 Proposed new charge is £2.10 per hour108 1/3 Fee - Category C Hourly rate 0.05 5.00 1 August 2011 Proposed new charge is £1.05 per hour109 Registration fee per term for any number

of essential skills courses0.40 5.00 1 August 2011 Proposed new charge is £8.50

110 OCN Accreditation charge 0.30 5.00 1 August 2011 Proposed new charge is £6.30Llanover Hall - Membership

111 - Full 1.55 4.00 1 August 2011 Proposed new charge is £41112 - Concessions 1.00 5.10 1 August 2011 Proposed new charge is £20.75113 - Family 3.50 5.00 1 August 2011 Proposed new charge is £74114 - Class fees115 - Full 0.30 5.40 1 August 2011 Proposed new charge is £5.90116 - Concessions 0.20 4.60 1 August 2011 Proposed new charge is £4.50117 -Studio / Premium sessions118 - Full 0.30 5.00 1 August 2011 Proposed new charge is £6.20119 - Concessions 0.25 5.32 1 August 2011 Proposed new charge is £4.95120 - Non members - All classes 0.40 5.26 1 August 2011 Proposed new charge is £8121 Workplace nurseries 2.00 4.44 1 April 2011 Proposed new charge is £47.00 including meals.

STRATEGIC PLANNING &ENVIRONMENT

122 Cardiff Scientific Services -AnalyticalFees

Nil Nil See Comment No proposed increase

123 Hackney Carriage and Private HireLicensing

Nil Nil See Comment Fees can only be recovered in order to finance the cost ofproviding the service.

124 Animal Licensing Income Nil Nil See Comment No proposed increase125 Gambling Licensing Nil Nil See Comment No proposed increase. 126 General Licensing Nil Nil See Comment No proposed increase127 Street Trading Nil Nil See Comment No proposed increase

Page 106 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£128 Pest Control Nil Nil See Comment Prices increased in January 2011 in line with new VAT

rate.129 Cardiff Dogs Home Nil Nil See Comment No proposed increase130 Environmental Information Fees 1.50 2.00 1 April 2011 Proposed new charge is £66.50

131 Cremation Fees Income 40.00 9.20 1 April 2011 Proposed new charge is £472.

132 Burial Fee Income 40.00 7.50 1 April 2011 Proposed new charge is £570.

133 Grave Purchase Fee Income 55.00 9.30 1 April 2011 Proposed new charge is £645.

134 Registration Ceremony Fees - Weekdays 15.00 6.60 1 April 2011 The proposed new fee for weekday ceremonies is £240.

135 Registration Ceremony Fees - Weekends 20.00 6.00 1 April 2011 The proposed new fee for weekend ceremonies is £350.

136 Copy Certificates Standard service Nil Nil See Comment This fee is statutory and remains at £9137 Copy Certificates - Priority Service(within

24hours)3.00 33.30 1 April 2011 This fee is for customers who require a priority service

and includes an admin fee in addition to the statutory fee of £9.

138 Permitted Development Enquiries New Charge New Charge 1 December 2010 This new charge of £25 was introduced in December 2010 for verbal/written advice as to whether planning permission is required. This can range from fences, sheds and extensions to adverts and temporary uses.

139 Planning Decision Notices 2.00 28.50 1 January 2011 The proposed new charge is £9140 Tree Preservation Orders-search and

copy of informationNil Nil See Comment No proposed increase.

141 Income from Section 106 Agreements Nil Nil See Comment No proposed increase.

HMO Licenses142 Licensed properties - Mandatory scheme Nil Nil See Comment No proposed increase

Page 107 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£143 Cathays Additional Licensing Scheme Nil Nil See Comment No proposed increase

144 Cathays Additional Licensing Scheme -Accredited Landlord

Nil Nil See Comment No proposed increase is aimed at encouraging landlords to become accredited under the Wales Landlord Accreditation scheme - The basic fee is £500 though a refund of £100 will be given if property meets all licensing and management standards and landlord is part of scheme.

145 HMO Licensing -Cathays AdditionalLicensing Scheme

Nil Nil See Comment A HMO licence under the Cathays Additional Licensing Scheme where the HMO meets all licensing and management standards and the landlord is accredited under LAW = £300 (A £400 fee will be levied with a refund given of £100 where the property is confirmed

146 HMO Licensing - Re-licensing to a newowner on revocation of an existing HMOlicence.

Nil Nil See Comment Award of a HMO licence to a new owner on revocation of an existing HMO licence (Mandatory or Additional Licensing). No change to existing fee of £200

147 HMO Licensing - Re-licensing of HMOssubject to mandatory licensing

New Proposal New Proposal 1 April 2011 Re-licensing of HMOs is subject to mandatory licensing. The proposed charge is £200

148 The licensing of privately owned purposebuilt student flats in a purpose built block

Nil Nil See Comment No proposed increase to existing fee of £100

Page 108 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£149 Additional information with regard to

HMO Licensing.New Proposal New Proposal 1 April 2011 It is requested that discretion be given to the Operational

Manager for Private Sector Housing to agree a reductionin the fee payable in specific cases e.g. applications fromcharities, privately owned purpose built halls of residence.In some instances it is sufficient to approve licenses forhalls of residence from plans as every flat is identical. Asstatute states that fees cannot generate income over andabove the cost of processing applications the basic £100cannot be charged in these circumstances and flexibilityis required. This is not expected to have any adverseeffect on income generation.

150 High Hedges Nil Nil See Comment Fee set by statute - 50% discount if applicant is on a means tested benefit

151 Notice Charging Nil Nil See Comment No proposed increase to fees which range from £170 to £220 depending on type of notice.

152 Housing Immigration Inspection Report 10.00 11.10 1 April 2011 Service Request for inspection of property forImmigration. Proposed charge is £100.

WASTE MANAGEMENT153 Active Waste Landfill Tipping Toll -

standard gate feeNil Nil See Comment In the current market, it is believed that any increase in

price would result in a reduction of incoming waste and hence income.

154 Residual Waste Bags per bag (Tradewaste)

0.05 3.00 1 April 2011 The proposed price is £1.85. This increase is in line with inflation and will safeguard our customer base. These increases are aimed at protecting the current level of income.

155 Recycling Bags per bag (Trade waste) 0.03 3.00 1 April 2011 The proposed new rate is £1.03 for each full sack collected. This increase is in line with inflation and will safeguard our customer base. These increases are aimed at protecting the current level of income.

Page 109 of 128

Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£156 Automatic Public Conveniences Nil Nil See Comment The fee is paid via a coin operated machine. The cost of

amending the machine would exceed any additional income generated.

Page 110 of 128

Fees and Charges HRA APPENDIX 8B

SUMMARY OF RECOMMENDED INCREASES 2011/12

HOUSING REVENUE ACCOUNT Income Source Price

Change% Increase Effective Date Comment

1 Pre-assignment enquiries Nil Nil See comment No proposed increase

2 Landlord consents forleaseholders

Nil Nil See comment No proposed increase

3 Postponement of RTB charge Nil Nil See comment No proposed increase

4 Administration charge for majorworks

Nil Nil See comment No proposed increase

5 Council Dwellings Rent Various 5.61 4 April 2011 As per Final Determination from WAG.

6 Council Dwellings ServiceCharge

Various 2.00 4 April 2011 This covers hostels, flats, sheltered and leased accommodation, special services and estate maintenance.

7 Garage rents - Tenants 0.25 5.61 4 April 2011 Proposed new charge is £4.678 Garage rents - Private Let 0.31 5.61 4 April 2011 Proposed new charge is £5.839 Garage rents with water

(Tenants)0.36 5.61 4 April 2011 Proposed new charge is £6.68

10 Garage rents with water(Private Let)

0.42 5.61 4 April 2011 Proposed new charge is £7.84

11 Leaseholder Management Fee 2.00 1.26 4 April 2011 Proposed new charge is £160 which willmeet the cost of service provision.

Page 111 of 128

Service Area Budgets Appendix 9

2010/11 Base

Inflation & Commitments Savings

2011/12 Budget

£000 £000 £000 £000

Adult Services 80,879 6,176 (5,133) 81,922Children's Services 38,308 2,866 (516) 40,658City Development 22,050 1,048 (1,125) 21,973City Management 16,761 291 (2,084) 14,968City Services 34,505 2,365 (3,890) 32,980Communities 26,938 695 (2,093) 25,540Corporate Management 24,232 814 (1,967) 23,079Corporate Services 14,660 556 (1,376) 13,840Education 217,764 6,092 (1,946) 221,910Shared Services 18,148 869 (1,859) 17,158

Capital Financing etc 42,017 822 0 42,839

Total Service Expenditure 536,262 22,594 (21,989) 536,867

Page 112 of 128

Service Area Budgets Appendix 10

Transformation Savings 2011/12

Total Transformation Savings within 2011/12 Budget

Less Transformation Savings already

identified by Service Areas

Additional Transformation Savings Target

2011/12

£000 £000 £000

Service RedeisgnOrganisational Structures 3,360 1290 2,070

Service Redesign - ProcessesWaste Management 496 376 120Parks Operations 283 163 120Transport 120 0 120Assessment & Care Management 440 0 440

Commissioning & ProcurementCommunications & Marketing 50 50 0Building Maintenance 400 400 0Fleet Spend - CTS savings 481 481 0Fleet Spend - Home to school re-routing 219 219 0Adult Services Commissioning 500 500 0Other Category Spend 400 0 400

Shared ServicesBusiness Administration 1,084 534 550

Shared Services - Process SavingsFacilities Management Organisation 560 0 560ICT Organisation 160 0 160Customer & Business Knowledge 80 0 80Information and Performance Management 80 0 80

TOTAL 8,713 4,013 4,700

Page 113 of 128

Housing Revenue Account Appendix 11

Housing Revenue Account Estimate 2011/12

2011/12Estimate

£000

Employees 10,095Premises Council House Repairs 12,412

Other Premises Costs 6,374Transport 172Supplies & Services 1,653Third Party Payments 55Subsidy (Net Payment to WAG) 15,499Support Services 4,589Capital Financing 8,851Contribution to Funds 648

GROSS EXPENDITURE 60,348

Rents (52,145)Interest On Sale of Council Houses (13)

On Balances (110)Other Income (4,986)Recharges (3,094)

TOTAL INCOME (60,348)

NET POSITION 0

Page 114 of 128

Movement on SOP Reserve Appendix 12

OutturnEstimated Movements 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

£000 £000 £000 £000 £000 £000 £000 £000

Estimated Balance B/Fwd 7,685 8,756 8,577 5,717 5,306 4,906 426 125

Contributions to ReserveRevenue Release Savings: 5,496 6,179 7,343 8,417 8,534 8,590 8,590 8,590

Drawdown From ReserveOrganisational Restructuring (857) (857) (3,529) (1,096) (1,102) (4,508) (300) (125)

* Capital Financing Requirement (970) (2,512) (4,470) (6,639) (7,703) (7,776) (7,433) (7,089)

** Direct Revenue Financing (2,598) (2,989) (2,204) (1,093) (129) (786) (1,158) (1,501)

Total Drawdown from Reserve (4,425) (6,358) (10,203) (8,828) (8,934) (13,070) (8,891) (8,715)

***Estimated Balance C/Fwd 8,756 8,577 5,717 5,306 4,906 426 125 0

Movement on Reserve 1,071 (179) (2,860) (411) (400) (4,480) (301) (125)

* These amounts are to be used to pay the borrowing costs of the capital schemes as set out in the Capital Programme.** Direct Revenue Financing will be used when available to fund capital expenditure in year *** The balance carried forward at the end of each year reflects the additional costs anticipated in affected schools

SCHOOL ORGANISATION PLAN RESERVE

Page 115 of 128

CPE Reserve Appendix 13

2010/11 2011/12 20012/13 20013/14

£000's £000's £000's £000's (2,056) Parking Account Balance 1st April (1,992) (1,676) (1,337)

Income(2,916) Pay & display charges (3,219) (3,219) (3,219)

(98) Residents parking permits (122) (122) (122) (248) Off street car parks (350) (350) (350)

1,387 Annual commitment to revenue account 1,464 1,464 1,464 (1,875) (2,227) (2,227) (2,227)

Expenditure304 TRO staff and operational costs 331 338 345 149 Payments to police 0 0 0 333 Equipment maintenance and communications 340 347 354 786 671 685 699

Enforcement service(1,416) Income (2,378) (2,378) (2,378) 1,957 Expenditure 3,246 3,299 3,348

541 Net (surplus) / deficit 868 921 970

(548) CPE Annual (Surplus) / Deficit (688) (621) (558)

(2,604) Revised Balance after (Surplus) / Deficit (2,680) (2,297) (1,895)

Commitments100 Central Square improvements 0 0 0 512 Pentwyn park & ride subsidy 679 635 592

0 Surface car park upgrades 325 325 0 612 1,004 960 592

(1,992) Estimated Balance at 31 March (1,676) (1,337) (1,303)

Parking Reserve Projections 2010/11 - 2012/13

Page 116 of 128

APPENDIX 14

Capital Programme 2011/12 - 2015/16 Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

No. Ongoing Schemes:-Adults and Children

1 Thornhill Road - New Residential Unit Retention 212 Ty Storrie Respite Centre - New Children's

Overnight Short Stay UnitRetention 23

Highways, Waste Management and Infrastructure3 Lamby Way Construction, Capping and

EngineeringTo meet obligations as sections of the Lamby Way Eastern extension are completed. Options may need to be considered in order to either defer or bring forward spend subject to leachate issues and timing of site closure

1,585 750 890 890 890

4 Waste Management Infrastructure Improvements to the Materials Recycling Facility 3005 Prosiect Gwyrdd - Land Purchase Option to purchase land in Newport as a site for a residual waste

treatment facility in a joint regional partnership, subject to outcome of options

10 300 300

6 ISV Roads and Infrastructure Retention, claims, utilities and outstanding works 5837 River Ely Bridge - Pont Y Werin Retention 958 City Centre Public Realm Improvements A comprehensive programme of works to improve the public

realm, introducing high quality paving, street furniture, lighting, planting, signage and art

2,331

Housing Strategy9 Single Assessment Centre To develop a single point of access for homelessness. This is

the Capital contribution to the scheme in addition to invest to save funding to be repaid by the service area

910 0

Corporate Services10 Legionella Capital Works Capital works arising from legionnaires surveys 100

Community Facilities11 Computers in Libraries Final allocation to enhance quality of computers in libraries for

public access35

12 Cathays Library Refurbishment Retention 2213 Eastern Leisure Centre (Schools Organisational

Plan) - Subject to ConsultationThe co-location of a school and a significant community leisure facility. This will ensure that sporting, cultural and educational opportunities can be broadened significantly for the local population

200 4,000 2,246 195

14 Insole Court Completion of works 88

Parks and Sport15 Llanrumney Hall - Public Open Space "Captain Morgan" themed public open space 16516 College Farm Allotments Completion of works to bring allotments back into use 3017 Bute Park Restoration Provision to cover a shortfall in resources allowing completion of

the restoration scheme370 285 35

Page 117 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

Cultural Venues18 Cardiff Museum Development - Phase 1 Retention 100

Education19 Schools Organisation Plan Contribution - Subject to

ConsultationCouncil contribution to support the costs of the Schools Organisation Plan in addition to the contributions from revenue savings from within Schools

4,400 4,400 1,933 1,000 1,000

Business Development20 Cardiff Capital Fund - Small to Medium Enterprise

& Business Start UpsSupport for SME'S to raise funds for investment 215

21 Economic Development Land at Wentloog and Cardiff Innovation Centre redevelopment proposal in partnership with WAG and University

66

Regeneration22 Clifton Street Regeneration Completion of shop front improvements where approval in

principle received by 31.03.2011150

23 Maelfa Centre Regeneration To determine a new approach to the regeneration of the Maelfa Centre

50 0

Bereavement24 Bereavement Strategy Improvement of facilities at Thornhill Crematorium and other

bereavement infrastructure funded by reserves835 125 200 200 200

25 Cemetery Extension, New Cremators and Mercury Abatement/Filtration Equipment for Thornhill Crematorium.

Retention 157

26 Western Cemetery Extension To extend burial space in the City subject to ground conditions 200 350

Total Ongoing Schemes 13,041 10,210 5,604 2,285 2,090

Annual Sums :-

27 Disabled Facilities Grants To provide adaptations and associated improvements to the homes of disabled persons

5,000 3,332 3,332 3,264 3,264

28 Private Sector Housing Match Funding for Renewal area and discretionary services to the elderly to ensure they remain safely at home under the Regulatory Reform Policy

600 400 400 400 300

Page 118 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

29 Group Repair & Renewal:-

Trowbridge Overcladding - Energy Efficiency 137 75 75 75 75

Pentwyn Overcladding - Energy Efficiency 138 75 75 75 75

30 To address the condition of the property stock within the Council in accordance with service area asset management plans

3,104 2,500 3,000 4,000 4,000

Strategic property and accommodation rationalisation 1,150 1,000 1,00031 Property Asset Renewal Carbon Reduction

ProgrammeMatchfunding for energy efficiency schemes to support reductions in carbon emissions

180 0 0 0 0

32 Asset Renewal Supervision Support for Schools Direct Services Building Group fees on property asset renewal schemes

230 210 190 190 190

33 Highways & Transportation The resurfacing, lighting and improvement of the infrastructure network, road safety and highways structures

Highway, footway and structures asset renewal 1,990 1,790 1,860 1,960 1,660Insurance Reserve for footways renewal (Subject to outturn) 200 0 0 0 0Lighting renewals 440 440 440 440 440New lighting works 40 40 40 40 40Environmental improvements 100 100 100 100 100Flood prevention schemes - Matchfunding (Whitchurch Brook) 50 150 100Sign renewal and upgrade 30 30 35 35 35Traffic Management and Public Transport 500 500 500 400 400

34 Telematics / Butetown Tunnel Health & Safety Improvements

To undertake a long term programme of infrastructure replacements required for the ongoing operation of the tunnel and transportation infrastructure

420 400 400 235 275

35 Strategic Cycle Network Development Implementation of cycling strategy 450 450 200 200 20036 Parks Infrastructure To improve existing parks infrastructure (parks, playgrounds,

bridges and footpaths)140 140 140 140 140

37 Play Equipment Replacement of existing play equipment in parks 100 100 80 75 7538 Community Investment Schemes Works to cover owner occupier costs of estate partnership

schemes of public housing and environmental improvement schemesCity wide neighbourhood renewal schemes 500 500 500 500 500Local shopping centre regeneration 250 250 200 200 200Housing regeneration - Owner occupier costs of boundary walls etc.

100 100 150 150 150

39 Community Building Grants A city-wide scheme promoting investment in community buildings

50 50 70 70 70

40 Heritage Schemes arising from conservation area appraisals and historic buildings

125 40 40 40 40

A rolling programme which funds a co-ordinated approach to improving the city's oldest and worst condition private sector housing stock

Property Asset Renewal :- All Council Buildings

Page 119 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

41 Alleygating To prevent anti-social behaviour with other benefits such as reduced street cleansing and highway maintenance costs.

150 150 100 75 75

Total Annual Sums 16,174 12,822 13,027 12,664 12,304

New/Enhanced Schemes:-

42 Maelfa Centre Comprehensive redevelopment of the Maelfa Centre in Llandeyrn, providing modern retail units, new community facilities and a range of new housing opportunities in a safe, accesible and attractive environment. The scheme will involve the transfer of land and property assets to the developer, with only the library and potentially the day centre reverting to Council ownership. Most of the £20m project funding will be private financing.

0 500 725

43 Central Square Redevelopment Development of bus transport Interchange, Central Square and Business District including convention centre. Contributions from external partners such as WAG / SEWTA etc to be sought as well as development appraisals of overall Central Square site in order to develop employment and the gateway into the City.

1,500 3,500 1,500 2,000

44 Neighbourhood Renewal Schemes Additional funding for City wide environmental improvement schemes

250 250 100 100 100

45 Library Investment Improvements at various libraries including Canton and Radyr arsing from the review of library services

250 450 50

46 Surface Car Parks Upgrades Upgrade surface car parks in the City subject to sufficient resources in the Parking Reserve

325 325

47 Highways Resurfacing Additional sum to improve the condition of the road network. 500

48 Central Transport Services - New Vehicle Maintenance Depot

Relocation and disposal of existing council depot sites 400 3,600 105

49 City Centre Public Realm Improvements Completion of works 67550 Tourism Development The relocation of and removal of the temporary ticket office at

the castle, subject to option appraisal. Match funding for a second phase of Cardiff Museum. This is subject to funding raised by the Charitable Development Trust and bids for external grant support. Exploration of matchfunding opportunities for ship landing infrastructure.

200 350

51 Cardiff Capital Fund Support for SME's to raise funds for investment in the form of equity and loans

250 0

52 New Theatre - Disabled Access Provision of a lift to facilitate disabled access 100 100

Page 120 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

53 Shirenewton Traveller Site Improvements Continued programme of improvements to the Shirenewton site, addressing environmental and health & safety issues. Works are to include, remodelling the highway to include three additional pitches; to allow space for children's play provision to be installed. Council funding to match grant bid from WAG

135

54 Carbon Reduction for Schools Energy efficiency schemes to support reductions in carbon emissions

250

55 Parc Cefn Onn As part of the Council's Parks Partnership Programme, restoration of the Parc Cefn Onn Summer house as an interpretation centre; repair and restoration of historic bridges, ponds and watercourses. Subject to discussions with the Heritage Lottery Fund for matchfunding.

0 20 120

56 Household Waste Recycling Centres Proposals in accordance with the Waste Management Strategy 0 0 500 1,000

Total New/Enhanced Schemes 4,835 9,095 3,100 3,100 100

Schemes Funded by Grants and Contributions (Subject to approval of bids) :-

57 Renewal Area Grant (WAG) To progress the West Adamsdown/North Grangetown renewal areas

1,250 1,000 850 850 850

58 Community Energy Savings Programme (Utilities) Overcladding energy efficiency scheme in Bryn Celyn, Heddfan North and Heddfan South in Pentwyn

700

59 Transitional Schools Building Improvement Grant (WAG - 2nd Tranche)

Bishop of Llandaff (CinW) High School - To build a centre for autism within the school to provide specialist provision for pupils in Cardiff

2,595

60 Transitional Schools Building Improvement Grant (WAG - 3rd Tranche)

New build St Teilos Church in Wales High School on Llanedeyrn High site, and refurbished St Teilos building for third Welsh-medium high, as part of the SOP proposals

0 23,667 6,189

61 Sustainable Travel Centre Grant (WAG) Subject to outcome of bids - Improvements to public transport infrastructure - Bus Transport Interchange, Bus Rapid Transport, Cycling and other sustainable travel initiatives

7,000 2,500 3,000 3,000 3,000

62 Regional Transport Plan - South East Wales Transport Alliance (SEWTA)

Subject to outcome of bids - Bus Transport Interchange, Park and Ride; Bus Corridors; Cycling and other Strategic Transport schemes

600 3,350 1,500 1,500 1,500

63 Local Road Safety Grant (WAG) To support the achievement of the targets for road safety casualty reduction

450 450 450 450 450

64 Transport Grant (WAG) Safe routes in communities 400 400 400 400 40065 Flood Alleviation Grant (ERDF and WAG) Flood alleviation measures at Whitchurch Brook 100 1,000 32966 Butetown Regeneration (ERDF and WAG) Butetown Youth Pavilion and Community Centre rebuild, Public

Realm and Environmental Improvements2,955 2,950 95

67 Cymru Museum Archives and Libraries (CYMAL) Bid for Improvements to Libraries 75Page 121 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

68 Travellers Site Improvements (WAG) To improve facilities at Shirenewton Travellers site 40569 Bute Park Restoration Bute Park restoration. (Heritage Lottery Fund, CADW and other

grants )1,737 452 52

70 Harbour Authority Grant (WAG) To include asset renewal and bids from the enhancement fund subject to approval

1,300 1,400 1,300 500 500

71 Schemes funded by Planning Gain (S106) and other contributions

Various schemes such as improvements to open space, transportation, public realm, affordable housing and community facilities

6,099 3,699 1,165 799

Total Schemes Funded by Grants and Contributions (subject to approval of bids) 25,666 40,868 15,330 7,499 6,700

72 Schools Organisation Plan - Fast Track Infant/Junior Amalgamations, establishing Integrated Centres, new Ty Gwyn Special School retention

3,540

73 Schools Organisation Plan - Cardiff East (St. Teilo's, Cardiff High, Llanishen High, New Eastern School subject to approval from WAG)

Investment in Welsh Medium Secondaries Plasmawr and Glantaf, additional investment at Ysgol Y Wern, Coed Glas, Lysfaen and Thornhill Primary Schools, St Teilo's at Llanedeyrn site, third Welsh-medium high school, investment in Cardiff High and Llanishen High, New Eastern School on ELC site

12,548 17,432 18,041 7,512

74 Schools Organisation Plan - Welsh Medium Primary Provision (Canton proposals are subject to approval from WAG)

Investment in Welsh Medium Provision at Bryn Celyn and Trowbridge. Investment in Cwrt Yr Ala, Caerau, Millbank and Trelai. Proposals for Canton include new Welsh-medium school for Treganna

5,438 1,456

75 Schools Organisation Plan - Whitchurch (Proposals are subject to the results of consultation)

Investment in Whitchurch High School (Upper and Lower), and English / Welsh medium primaries in Whitchurch

1,783 8,685 2,732

76 Bishop of Llandaff (CinW) High School Autism Centre

To develop facilities for Autism to be repaid from savings arising from not having to send pupils to non Council facilities

1,900 1,055

77 Central Transport Services Fleet Depot Relocation and disposal of existing council depot sites - Balance to be funded by loan to Central Transport Service subject to robust business case

0 600

78 Single Assessment Centre Loan to be repaid by the service area using savings expected from implementing the scheme

965 440

79 Hydro Power Facility - Radyr Weir To be operated by the Council or a private company. Depending on the preferred option, an income would be generated by supplying power to a provider or directly to a neighbouring user.

300 1,200

Invest to Save schemes (Capital schemes to be funded from Revenue savings / Income generation / other income):-

Page 122 of 128

APPENDIX 14Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

80 New Theatre - Upper Circle Seating Improvements to seating in the Upper Circle which dates back to 1906, to improve comfort, safety, better access, personal space and higher value experience. Scheme would also address fire safety concerns at the same time. Subject to a surcharge on ticket prices.

100 175

81 Strategic Transformation Change - Investment Strategy

Initial provision to meet capital expenditure arising from transformational change which pay for themselves over a short period of time

2,500 5,500 5,500 5,500 5,500

82 Invest to Save Programme For capital schemes that can pay back the original investment of the scheme either through income generation or savings within 5 years

500 500 500 500 500

83 Purchase rather than Lease Subject to option appraisal 100 100 100 100 10084 Glamorgan County Cricket Club Additional loan towards capital works 1,056

30,730 37,143 26,873 13,612 6,100

Total General Fund 90,446 110,138 63,934 39,160 27,294

Public Housing:-

85 Estate Partnership, Wider Regeneration and Area Improvement Strategies

Environmental works, including defensible space, demolition, conversion, new build, road/footpath realignment etc. Improvements to flats, house condition surveys, health and safety, garages, gullies and open spaces

2,020 1,742 3,800 3,900 4,650

86 Planned Internal and External Improvements Improvements include central heating, rewiring, door entry systems, external improvements and Kitchen and Bathroom Upgrades

14,794 10,612 4,183 4,015 3,015

87 Partnering Scheme Wider regeneration schemes in accordance with the Cardiff Partnering scheme involving improvement works to highways, demolition and new build development, improvement to existing Housing stock and alley ways

500 250 250 250 250

88 Disabled Adaptations and Accommodation Strategy for Social Care Needs

To provide adaptations and associated improvements to the homes of disabled persons

0 1,568 1,818 2,036 2,286

89 Greenfarm Hostel new hostel replacing Tresilian Hostel, located at Single Assessment Centre

1,400

90 Single Assessment Centre Hostel Hostel replacement and refurbishment 1,620 316 0 0 0

Total Public Housing 20,334 14,488 10,051 10,201 10,201

Total Capital Programme 110,780 124,626 73,985 49,361 37,495

Total Invest to Save schemes (Capital schemes to be funded from Revenue savings / Income generation / other income)

Page 123 of 128

Capital Resources APPENDIX 15

Capital Resources 2011/12 - 2015/16 Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16£000 £000 £000 £000 £000

Unhypothecated Supported Borrowing (11,571) (10,000) (9,000) (9,000) (9,000)General Capital Grant (5,202) (5,200) (5,200) (5,200) (5,200)Resources carried forward to cover 2010/11 slipped schemes (5,526) - - - - Additional Borrowing / repayment required to meet commitments / cashflow (6,728) (10,917) (2,791) (109) 2,446General Capital Receipts (2,500) (3,000) (3,500) (3,000) (2,000)Earmarked Receipts - Depot Rationalisation - (2,000) (500) - - Capital Receipts - Major Projects (583) - - - - Direct Revenue Financing - Schools DSU Support (230) (210) (190) (190) (190)Direct Revenue Financing - Community Investment Schemes (350) (350) (350) (350) (350)Cemetery & Crematorium Improvement Reserve (835) (125) (200) (200) (200)Parking Reserve (325) (325) - - - Insurance Risk Management match funding for Highways & Footpaths (200) - - - - Total funded from identified General Fund resources (34,050) (32,127) (21,731) (18,049) (14,494)

External Funding Estimates and Contributions (25,666) (40,868) (15,330) (7,499) (6,700)

Invest to Save schemes (30,730) (37,143) (26,873) (13,612) (6,100)

Total General Fund (90,446) (110,138) (63,934) (39,160) (27,294)

Additional Borrowing (6,484) (1,807) - - - Major Repair Allowance (9,600) (9,600) (9,600) (9,600) (9,600)Direct Revenue Financing (1,350) (500) (100) (250) (250)HRA Reserve (1,980) (2,230) - - - Capital Receipts - Land Sales (869) (300) (300) (300) (300)Capital Receipts - Council Dwellings (51) (51) (51) (51) (51)Total Public Housing (20,334) (14,488) (10,051) (10,201) (10,201)

Total Capital Programme Resources Required (110,780) (124,626) (73,985) (49,361) (37,495)

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Appendix 16

Glossary of Terms AAT – Association of Accounting Technicians AAT is a UK qualification and membership body for accounting staff. AAT award around 90% of all vocational qualifications in accounting, and are sponsored by the professional accounting bodies CIPFA, ICAEW, CIMA and ICAS. AAT members include students and people working in accountancy. AEF – Aggregate External Finance. This is the total central support for local authorities revenue expenditure not funded from Council Tax. It comprises the Revenue Support Grant and redistributed National Non-Domestic Rates.

CFR – Capital Financing Requirement. An authority’s underlying need to borrow for a capital purpose. It measures capital expenditure incurred but not yet financed by the receipt of grants, contributions and charges to the revenue account.

CIPFA – Chartered Institute of Public Finance & Accountancy. CIPFA is the professional body for people in public finance. As the world’s only specialised public services accountancy body, they provide information, guidance, and determine accounting standards and reporting standards to be followed by Local Government. CPE – Civil Parking Enforcement. A responsibility granted by WAG designating Cardiff as a “Civil Enforcement Area”. This gives the Council direct control over the deployment of enforcement staff across the highway network, allowing enforcement to be targeted more effectively to local needs and transportation strategies. CSR – Comprehensive Spending Review A Treasury-led process that allocates resources across all government departments, according to government priorities. Comprehensive Spending Reviews also examine non-departmental spending that cannot be firmly fixed over the period, including social security, tax credits, and some elements of local authority spending. Earmarked Reserves. Amounts set aside from the General Balance to fund a future specific purpose or requirement. This is done in accordance with CIPFA guidance (LAAP 77). General Fund Balance. The General Fund Balance represents the cumulative retained surpluses on the Council’s revenue budget. It provides a working balance which can be used to cushion the Council

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against unexpected events or emergencies. It is reviewed annually to ensure it remains at an appropriate level.

HRA – Housing Revenue Account. The HRA is an account of expenditure and income that every local authority housing department must keep in accordance with the Local Government & Housing Act 1989. The account is kept separate or ring fenced from other Council activities. Income is primarily generated by the rents and service charges paid by tenants, while expenditure is on the management and maintenance of the housing stock, and capital financing charges on the HRA’s outstanding loan debt.

IBA – Indicator Based Assessments. Indicator-Based Assessments form part of the calculation of Standard Spending Assessments, which feed in to the calculation of the Revenue Support Grant. Indicator-Based Assessments are used to break the SSA into service categories, although these are not spending targets, as local authorities retain the power to set their own spending priorities.

IDA – Initial Development Appraisal. Initial Development Appraisals are ‘Desktop’ only exercises with outline requirements broadly set against the recommendations of Building Bulletins 98 and 99 relating to primary and secondary school projects respectively. These appraisals are carried out in advance of detailed feasibility studies, which only become necessary when further consideration of a proposal, and a subsequent decision, is required. LDP - Local Development Plan Under Welsh Assembly Government legislation, each local authority in Wales is required to produce a Local Development Plan. This document will outline policies and proposals for the development and use of land within their area, which can be referred to by planning committees when considering future planning applications. LOBO – Lender Option Borrower Option A floating rate financial instrument that permits the lender to nominate a revised rate at periodic reset dates, and lets the borrower decide whether to pay the rate or redeem the bond. MRP – Minimum Revenue Provision. This is the amount which must be charged to the authority’s revenue account each year and set aside as provision for repaying external loans and meeting other credit liabilities. The prudent amount is determined in accordance with guidance issued by WAG.

MTFP – Medium Term Financial Plan. The Medium Term Financial Plan covers a three year period and forms part of the Council’s corporate planning processes. The MTFP aims to identify financial and funding pressures facing the Council over the forthcoming three years that will lead the future budget setting process, outline the Council’s budget position for the next three years, and set out future levels of Government funding.

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NNDR – National Non-Domestic Rates. A levy on businesses collected by billing authorities, on behalf of the Welsh Assembly Government, and paid into an All Wales Pool. The Pool is then redistributed amongst all Welsh authorities on the basis of population.

PWLB – Public Works Loans Board.

The Public Works Loan Board is a statutory body operating within the United Kingdom Debt Management Office, an Executive Agency of HM Treasury. PWLB's function is to lend money from the National Loans Fund to local authorities and other prescribed bodies, and to collect the repayments.

RSG – Revenue Support Grant. A grant paid by central government to aid local authority services in general (as opposed to specific grants for specified purposes). The grant makes up the difference between expenditure at Standard Spending Assessment, and the sum of a) the amount the authority would collect if council tax was set at the government’s standard level and b) redistributed National Non-Domestic Rates.

SBIG – School Buildings Improvement Grant. The Schools Building Improvement Grant is capital funding from the Welsh Assembly Government which is allocated to local education authorities in Wales. This funding can be used by authorities for new school facilities, for refurbishment and improvement projects, and for fire prevention and disability access works.

SOP – Schools Organisational Plan. The School Organisational Plan is a significant programme of capital investment which aims to reduce the number of surplus school places in Cardiff, whilst recognising the increasing demand for Welsh medium education. It will ensure that resources are used more effectively and that 21st century schools are fit for purpose. SSA – Standard Spending Assessment The amount of revenue expenditure, net of specific grants, considered appropriate for each local authority to spend to provide a standard level of service at a common rate of Council Tax. SSAs are a mechanism for distributing resources and local authorities have the flexibility to set their own spending priorities and vary the level of services provided, therefore actual budgets may be above or below the SSA.

S106 – Section 106 Contributions An agreement, between a council and a developer, whereby it is necessary to provide contributions to offset negative impacts caused by construction and development. The developer will either implement specified measures or make payments to the Council for them to be carried out.

TCS – Tata Consultancy Services. TCS are the Council’s Strategic Technology Partner, providing a lead strategic role over all of the Council’s technology related external spend. During the 15 year partnership they

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will support the Council’s efforts to realise significant efficiency savings through the effective use of technology, and help to reshape services around the citizens, customers and communities that use them.

WAG – Welsh Assembly Government.

The Welsh Assembly Government’s responsibilities include decision making on matters which affect people's daily lives, developing and implementing policy, making subordinate legislation (e.g. regulations and statutory guidance), and proposing Assembly Measures (Welsh laws). They provide a major source of grant funding for the Council.

WHQS – Welsh Housing Quality Standard. The Welsh Housing Quality Standard exists to ensure that tenants in public housing in Wales have the opportunity to live in a good quality home within a safe and secure community. To help achieve this, the physical standard and condition of existing housing must be maintained and improved. The current requirement is for the standard to be achieved by 2012.

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