public document pack agenda - newport

Contact: Richard Jefferies , Chief Democratic Services Officer E-mail: [email protected] Date of Issue: 4 April 2016

Agenda Cabinet

Date: Monday, 11 April 2016 Time: 11.00 am Venue: Committee Room 1 - Civic Centre To: Councillors R Bright (Chair), P Cockeram, D Davies, G Giles, R Poole, J Richards,

R Truman, M Whitcutt and D Wilcox

Item Wards Affected

1 Agenda - Welsh / Cym (Pages 3 - 4)

2 Apologies

3 Declarations of Interest

4 Minutes (Pages 5 - 12)

5 Improvement Plan 2016-2018 (Pages 13 - 74)

All Wards

6 Regional Governance Requirements - Social Services and Wellbeing (Wales) Act 2014 (Pages 75 - 82)

All Wards

7 Work Programme (Pages 83 - 88)

All Wards

Public Document Pack

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Cysylltwch â: Richard Jefferies, Prif Swyddog Gwasanaethau Democrataidd E-bost: [email protected] Dyddiad Cyhoeddi: 04/04/2016

Agenda Cabinet

Dyddiad: Dydd Llun, 11/04/2016 Amser: 11.00 am Lleoliad: Ystafell Bwyllgor 1 - Y Ganolfan Ddinesig At: Cynghorwyr R Bright (Cadeirydd), P Cockeram, D Davies, G Giles, R Poole,

J Richards, R Truman, M Whitcutt a D Wilcox

Eitem Wardiau Dan

Sylw

1 Agenda Cym

2 Ymddiheuriadau

3 4

Datganiadau Diddordeb Cofnodion

Pob Ward Pob Ward

5 Cynllun Gwella 2016-2018

Pob Ward

6 Gofynion Llywodraethu Rhanbarthol - Gwasanaethau Cymdeithasol a Llesiant (Deddf Cymru) 2014

Pob Ward

7

Rhaglen Waith Pob Ward

Agenda Item 1

Minutes Cabinet

Date: 14 March 2016 Time: 11.00 am Present: Councillors R Bright (Chair), P Cockeram, D Davies, G Giles, R Poole,

J Richards, R Truman, M Whitcutt and D Wilcox In Attendance: Mr W Godfrey (Chief Executive); Mr M Nicholson ( Strategic Director – People);

Ms D Wood- Lawson ( Head of People and Business Change) and Mr O James ( Assistant Head of Finance)

1 Declarations of Interest

There were no declarations of interest at this stage.

2 Apologies There were no apologies received as all cabinet members were in attendance

3 Minutes The minutes of the meeting held on 15 February 2016 were confirmed as a true record by the Cabinet, subject to a minor error that was amended

4 Wellbeing of Future Generations (Wales) Act 2015 The Cabinet was informed that the Wellbeing of Future Generations (Wales) Act (FGA) became law in Wales on 29th April 2015. The Act is about improving the social, economic, environmental and cultural wellbeing of Wales. It will make the public bodies listed in the Act think more about the long term, work better with people and communities and each other, look to prevent problems and take a more joined-up approach. To do this they must set and publish wellbeing objectives. The Act puts in place seven wellbeing goals: a prosperous Wales; a resilient Wales; a healthier Wales; a more equal Wales; a Wales of cohesive communities; a Wales of vibrant culture and thriving Welsh language; and a globally responsible Wales The Act puts in place a ‘sustainable development principle’ which tells organisations how to go about meeting their duty under the Act. Public bodies need to make sure that when making their decisions they take into account the impact they could have on people living their lives in Wales in the future. The Act establishes a statutory Future Generations Commissioner for Wales. This role is to act as a guardian for the interests of future generations in Wales, and to support the public bodies listed in the Act to work towards achieving the wellbeing goals.

Agenda Item 4

The Act also establishes Public Services Boards (PSBs) for each local authority area in Wales. These will replace existing Local Service Boards (LSBs) and will be statutory. The PSB will be responsible for publishing an assessment of local wellbeing and a Local Wellbeing plan Newport City Council was one of 11 local authorities participating in the Early Adopters Programme, as agreed by Cabinet. The lessons learned by this initiative were discussed in the report. The implications for the City Council, including scrutiny and the Public Service Board were discussed. It was clear that the Wellbeing of Future Generations Act is a wide ranging piece of legislation that has the potential to significantly affect the way the Council plans and delivers services and how it engages with individuals and communities within Newport. Guidance had now been made available on the implication of the Act A draft work programme had been produced and work had begun on implementation. The work programme was suggested for adoption. The Deputy Leader referred to the implications for staff and finance arising from the change to the PSB. It was clear from the guidance that the Local Authority would need to provide administrative support to the PSB. However, the statutory partners will need to contribute equally and proportionately to the functions of the PSB, whether this is through officer time or financial contribution. These issues would be raised at the forthcoming meeting of the Local Service Board to ensure that statutory partners were aware of their responsibilities. It was agreed there needed to be an – all Wales discussion on this issue. The Leader stated the Act would play a role in achieving the Council’s continuing wish to contribute to the wellbeing of our citizens but the responsibilities needed to be made clear. Cabinet Members recognised this as a big change for local authorities. Newport was better placed than other Local Authorities and work done in terms of ward profiles and future planning would help work towards positive outcomes for citizens. Decisions:

I. To note progress of the Wellbeing of Future Generations Act, agree the draft work programme, and agree to establish a Public Services Board.

II. To await feedback on how costs are to be apportioned among the statutory partners

5 Improvement Plan 15/16 Update for Quarter 3

In April 2015 Council approved the eight Improvement Objectives in the Improvement Plan for 2015/16. The Cabinet considered a report which summarised progress towards delivering the actions set out in the plan and the performance measures that support those actions in 15/16. Cabinet Members were informed that overall assessment of progress towards achieving the Improvement Objectives set out in the plan is classed as ‘Amber – Good.’ Excellent progress is being made in some areas including: ‘Supporting Older People leaving hospital’, ‘Ensuring the best educational outcomes for children’ and ‘Helping children have a flying start in life’ Progress had improved in three measures since last time and Members were informed that enough points had been achieved on the outcome agreements to secure the full funding

Three areas remained as ‘amber’. These were discussed in detail. The Leader stressed the need to analyse the position and concentrate efforts on areas where we need to improve. The Cabinet Member for Adult & Community Services stated that things were improving on the issue of care plan reviews. He described action taken within the service area and stated that he was confident targets would be met in the coming year The re-visit of the Youth Offending Service had identified real improvement on last year but there was still work to do. The impact on figures of small groups of users or cohorts was again highlighted. Actions taken and planned actions were described to the Cabinet by the Strategic Director for People and the Cabinet Member for Education & Young People. As to the issue of waste, recycling had improved. There had been some issues around Prosiect Gwrydd owing to the closure of the plant for some months. The Cabinet Member for Streetscene and City Services described work that was being done to take this priority forward. Mechanisms such as Performance Board assisted in maintaining performance where targets were being met and on areas where challenges were faced. New software was being employed that should assist in the provision of real time information. The Chair recorded his thanks to Cabinet Members and officers for their efforts to make progress in these important areas of service provision.

Decisions:

I. To note the progress made during the third quarter of 15/16 regarding key actions and measures

II. To approve the amendments to targets and measures as detailed in this report III. To agree that corrective action be taken to address areas of underperformance

6 Corporate Risk Register Update The Risk Management Strategy was agreed by Cabinet in September 2014. It was updated to reflect a revised approach to risk management and improved processes for identifying and escalating risk. Potential benefits of an improved risk management approach are improved decision making, avoidance of shocks and the ability to mitigate threats and take advantage of opportunities. A report presented to Cabinet set out the latest update of the Corporate Risk Register. There were seven risks identified in the register, 1 high risk and 5 medium risks and 1 low risk. The Cabinet was informed that since the last update all risk ratings remain unchanged. . Decision:

I. To endorse the changes to the risk tolerance levels II. To note the contents of the Corporate Risk Register and request a further update at

the June 2016 meeting

7 Pay and Reward Policy The Cabinet was informed that the Localism Act 2011 required English and Welsh local authorities to produce a “pay policy statement” on an annual basis. The legislation outlined a number of statutory requirements which must be included in any pay policy statement.

In March 2012, Council approved a Pay and Reward Policy which, as well as meeting the statutory requirements, widened the scope of the policy beyond that required by the Localism Act 2011 to cover the pay arrangements of all Council employees, including those in schools. Cabinet Members were informed that the Pay and Reward Policy had been updated to take account of changes which have taken place during the last 12 months which included the new Single Status pay and grading arrangements agreed on 18 May 2015 by way of collective bargaining. In addition minor revisions had been made to the body of the Policy to better reflect the purpose, scope and application. The Head of People and Business Change stated that the main changes were around the Total Reward initiative and its impact on the pay structure; external factors putting pay restraints on the Council; the debate on the cap proposals around redundancy; some provisions relating to appointments of Chief Officers and the increased powers of the Independent Remuneration Panel in relation to chief officers pay The Leader of the Council referred to the decision to pay the living wage taken by the administration which had impacted positively on the income of about 1100 of the lowest paid members of staff. He congratulated the Head of People and Business Change and the Cabinet Member for People & Business Change on the success of the total reward project. Decision: To recommend the Policy to the Council

8 Employee Engagement Survey - Winter 2015/16 Cabinet Members were informed that as part of the council’s commitment to employee engagement, a survey of the workforce is undertaken every two years to measure levels of satisfaction and engagement. The most recent survey was conducted during the winter of 2015/16. A total of 748 responses were received, giving a response rate of 29.8% of the total workforce (excluding schools based staff). The Cabinet was pleased to hear that the results show a positive picture of employee engagement with no questions showing a decrease in score compared to the previous survey. With the exception of three questions which have stayed constant, all questions showed an improved score. The Cabinet was informed that key findings included:

Over 90% of respondents agree that they understand both the organisational and service area aims and objectives, including the role that they play as individuals in achieving these objectives;

Relationships between colleagues and teams within service areas continue to be rated positively and have increased since the last survey;

There has been a significant increase in the number of employees who feel that their ideas and opinions are valued (over 12% increase), yet this does remain one of the lowest scoring areas and could be a focal point for improvement

There has been an increase in the number of employees who feel that they are encouraged to keep their knowledge and skills up to date, and it now ranks as the highest agreed question (97.99%);

There has been a further improvement since the last survey in the percentage of employees who feel that their good performance is recognised, that they get positive feedback from their managers, that feel that employees are treated with respect and that they are treated fairly and consistently by their managers

It was hoped that the response from across the service areas would improve in future surveys. Meetings would also be held to discuss the details of responses throughout the service areas. Cabinet Members were very pleased with the messages in this report and made the point that staff was the most important resource available to the Council . It was agreed a synopsis of the survey and its results would be sent to all Members of the Council Decision: To note the findings of the employee survey and approves the proposed programme of actions

9 South East Wales Education Achievement Service Business Plan 2016-19 (Councillors Whitcutt and Wilcox each declared a personal, non-pecuniary interest in this item) (Ms. Debbie Harteveld interim MD of the EAS and Hayley Davies-Edwards- Principal Challenge Adviser of EAS attended the Cabinet meeting to present this report) The Cabinet was informed that the Education Achievement Service (EAS) for South East Wales had prepared a Business Plan for 2016-2019 to outline the programme of work required to achieve improved outcomes for children and young people. The version presented to the Cabinet built on the current Business Plan for the service (2015-2018) but also took account of the framework of new Welsh Government (WG) policy, particularly: National School Categorisation system, ‘Qualified for Life’ - the national Education Improvement Strategy; ‘Successful Futures’ - the review of curriculum and assessment and ‘Teaching tomorrow’s teachers’ - the review of Initial Teacher Training. The Business Plan connects national and regional priorities, whilst addressing specific local priorities through an individual local authority annex. The local priorities for Newport were drawn out in detail during the presentation to members. The Leader raised concerns about the quality of the transition of information between the primary and secondary schools. It was explained that the quality of assessment data was critical to accelerating achievement. Cabinet was concerned that Newport’s place as a leading education authority in outcome terms had been affected by the priorities faced by the EAS because of other local authorities in the area being placed in special measures. The EAS and members discussed whether Newport was getting its ‘fair share’ from the EAS. Quality assurance measures were discussed and would be presented to Scrutiny in the coming weeks. The Cabinet Member for Education and Young People referred to the good working arrangements between the local authority and the EAS. The Cabinet Member stated it was extremely important to secure improvement in secondary schools. EAS colleagues described actions being taken, challenges and barriers to improvement that need to be addressed The importance of sharing best practices whilst marinating progress was stressed In response to a question about the potential for progress in the coming year, the Cabinet was informed that the EAS would wish to see all of the “red” rated schools to get to amber and progress to be made by all “amber” rated schools Cabinet was not required to formally approve the Business Plan as it was an EAS strategic document which has been approved at Board level by the Joint Executive Group, following

consultation with key stakeholders. Cabinet Members were asked to make any further observations to the Chief education Officer Decision: To note the EAS Business Plan

10 National School Categorisation 2015-2016 (Ms. Debbie Harteveld interim MD of the EAS and Hayley Davies-Edwards- Principal Challenge Adviser of EAS attended the Cabinet meeting to present this report) The Cabinet was informed that the Minister for Education and Skills had announced the introduction of the National School Categorisation System in September 2014. The system which covers both primary schools and secondary schools brought together the Programme for Government commitment to introduce a primary school banding system and built on the improvements already achieved by secondary school banding. Both secondary school banding and the commitment to introduce primary school banding had been superseded by the National School Categorisation System. Using performance data to drive school improvement had made positive strides for many schools and learners. Cabinet Members were pleased to be informed that in Newport, primary school performance is above Welsh average Members were informed that since banding was introduced secondary schools in bands 4 and 5 made real progress year-on-year. Band 5 secondary schools in 2012 saw the overall percentage of learners achieving the Level 2 threshold including English/Welsh first language and mathematics increase from 35.0 per cent in 2012 to 45.0 per cent in 2013. Similarly band 4 secondary schools went from 45.8 per cent in 2012 to 49.5 per cent in 2013. All Newport primary and secondary schools are on a continuous school improvement journey. Bespoke arrangements are in place for those schools which require additional support. The local authority in partnership with the EAS will ensure that the highest level of support is given to secondary schools categorised as red. Cabinet Members considered it was important that preventative measures were in place to ensure that Schools did not fall into a lower category. In Newport the Chief Education Officer had used his powers to appoint additional governors to schools where he had deemed it to be necessary. It was important that school management, governors and the EAS worked together to help prevent any drop in category by any of our schools. The Chair informed the Cabinet that this would be the final meeting of the Cabinet attended by Debra Wood Lawson before moving to her new post. The Chair of the Cabinet and Cabinet Members thanked Ms Wood Lawson for her commitment and service to the Council. Decision: To note the current position in relation to national categorisation

11 Work Programme The Corporate Assessment suggested to the Council that it should consider strengthening committee work programming arrangements to ensure they are timely, meaningful, informative, and transparent, balanced, monitored, and joined up.

In response to that suggestion, Cabinet agreed at a previous meeting that each month the Head of Democratic Services will ask Chief Officers to update the Cabinet work programme and this update will be reported to Cabinet each month. An updated work programme suggested by Chief Officers was discussed. This was, of course, a working document and will be subject to change. Decision: To adopt the suggested programme for update at the next meeting

12 Review of IT - Alternative Service Delivery The Cabinet was informed that a review had been undertaken to look at potential alternative delivery models for the Council’s IT Service, and the views of Scrutiny were sought before a decision was taken on a preferred option. Following a referral from the Deputy Leader in November 2015 the Community Planning and Development Scrutiny Committee agreed to set up a Policy Review Group to investigate the options in more detail and report back to the Committee. A number of options were identified and the policy review group requested and considered information on these options including investing in the service, and developing partnerships. The final report of the policy review group was reported to the Community Planning and Development Scrutiny Committee on 24 February 2016. The Committee endorsed the report and the preferred option of a partnership with the Shared Resource Service (SRS), and agreed to make the recommendations outlined below to Cabinet. The information reported to Scrutiny had been updated with the latest figures and data, for presentation to Cabinet. Updated information from the Head of People and Business Change was provided. Further confidential information was reported separately from the Head of People and Business Change and was included in a confidential document presented to Cabinet , which was considered as part of the decision making process Cabinet members stressed their agreement was in principle and on the understanding that the final decision would depend on ongoing negotiations being resolved in a satisfactory manner to the City Council . Decision:

I. To accept the Scrutiny Committee’s preferred option of developing a detailed business case for a partnership with the Shared Resource Service,

II. To agree in principle the preferred option for NCC to establish a collaborative public

sector partnership with the SRS and to provide update reports to the Cabinet III. To delegate authority to the Head of People & Business Change and Statutory

Officers to develop a final business case for the preferred option, to establish a collaborative public sector partnership with the SRS

IV. To delegate authority to the Head of People & Business Change and Statutory

Officers to implement the preferred option to establish a collaborative public sector partnership with the SRS, subject to the arrangement being financially viable and operating to at least the financial requirements stated in the Part 2 / Confidential report presented to Cabinet. The arrangement will also be subject to not falling below the expected benefits as detailed within the Business Case

13 Exclusion of the Press and Public

Decision: To exclude the press and public during consideration of the following item on the grounds that its consideration involved the likely disclosure of exempt information as defined in the Local Government Act 1972 and the exemption outweighs the public interest in disclosure

14 Review of IT - Alternative Service Delivery Confidential information in relation to the proposed report relating to the Review of IT – Alternative Service Delivery was presented to the Cabinet and considered as part of the decision making processes set out in CAB 18/16 above Decision: As set out in Minute 12 above.

The meeting terminated at 13:45

ReportCabinet

Part 1

Date: 1st April 2016

Item No:

Subject Draft Improvement Plan 2016-18

Purpose To present Cabinet with the Improvement Plan 2015/16 and to seek endorsement andapproval as required by the Local Government Measure 2009

Author Rhys Cornwall, Head of People and Business ChangeMike Dickie, Business Improvement ManagerHannah Brayford, Project ManagerRachel Kalahar, Senior Performance Management Officer

Ward All

Summary The purpose of the Improvement Plan is to enable the authority to evidence that it hasdischarged its duty to make arrangements to secure continuous improvement. (LocalGovernment Measure 2009)

In order to fulfil this duty, the Improvement Plan 2016-18 identifies eight ImprovementObjectives in which the council will seek to demonstrate measurable improvement.

The Improvement Plan builds upon the council’s Corporate Plan and the Local ServiceBoard’s Single Integrated Plan, and is informed by stakeholder consultation andengagement, Member involvement and feedback from regulators.

Proposal Cabinet are requested to endorse the Improvement Plan 2015/16 and recommend itto Council

Action by Strategic Directors and Heads of Service

Timetable Immediate

This report was prepared after consultation with:

Scrutiny Committees Chief Executive Strategic Directors Heads of Service Performance Board

Signed

Agenda Item 5

BackgroundThe purpose of the Improvement Plan is to enable the authority to evidence that it has discharged itsduty to make arrangements to secure continuous improvement. (Local Government Measure 2009) Inorder to clearly demonstrate that the council is fulfilling this duty, eight discrete priority areas have beenidentified in which measurable improvement should be demonstrated during 2016/17.

Performance measures are included in the Improvement Plan to help monitor the success of activitiessome of the measures used here are also reported nationally. It has been proposed that these nationalmeasures (National Strategic Indicators and Public Accountability Measures) be revoked removing ‘theexisting burden of compliance when resources are more limited and need to be to be used moreefficiently to deliver Local Government services’.

The programme of Local Government Reform and the introduction of the Well Being of FutureGenerations (Wales) Act 2015, mean that local authority performance frameworks are changing to allowlocal authorities to focus on the job of working more effectively to deliver the well being goals.

The eight Improvement Objectives (which relate directly to the priorities of the Corporate Plan) wereselected by Cabinet in January 2016 after consideration of consultation responses and reflect the eightmost voted for themes of the consultation.

Scrutiny meetings were held in February to enable members’ to input into the Improvement Plan 2016-18, feedback from Scrutiny is provided below.

The eight Improvement Objectives 2016-18 are linked according to theme below:

A Caring City

1. Improving independent living for older people

Working with Aneurin Bevan University Health Board and partner agencies Neighbourhood CareNetworks (NCN’s) have been developed comprising all Primary Care, health and social care communityproviders operating across the West, East and North of the city with boundaries which broadly coincidewith the Team around the Cluster boundaries, and they have a adopted range of priorities to improve thehealth and wellbeing of the population, many of which are contributors to the Health and Wellbeingtheme work to deliver the Newport Single Integrated Plan.

2. Ensuring people have the right social services to meet their needs

We will help people identify and fulfil the outcomes they want to achieve, where possible utilisingtheir ideas and preferences with an emphasis on co-production and use their own ideas and resources.We will help people with care and support needs to stay safe whilst promoting their independence andcontrol whilst supporting positive risk taking through the provision of high quality care and supportservices.

A Fairer City

3. Ensuring people have access to suitable accommodation

The objective is to ensure that people have access to suitable accommodation. For most people,their homes are the foundation for everyday life and are critical to their quality of life. Most householdsare able to find homes through owner-occupation, the social rented sector or, increasingly, the privaterental market but we need to make sure that the supply of housing is aligned to local housing needs andthat there is help available for individual households who cannot find homes or whose housing isunsuitable, in poor condition or at risk

A Learning & Working City

4. City Regeneration and Development

The objective goes hand-in-hand with the delivery of the Council’s ten-year Economic GrowthStrategy ‘People, Places, Prosperity’, which will continue to drive Newport forward as ‘an area of visiblechange, with high aspirations, high achievement and shared prosperity’

5. Supporting young people into education, employment or training

Evidence from work undertaken by Professor David Egan (on behalf of the Joseph RowntreeFoundation) suggests that efforts to prevent young people from becoming NEET have a more profoundlong term impact than work undertaken to support young people who are NEET back into provision. TheImprovement Objective of Supporting Young people to remain within education, employment or trainingfocuses on early identification, information sharing and additional, specific provision to meet the needs ofyoung people.

6. Ensuring the best educational outcomes for children

To ensure all our pupils are effectively engaged in education so that they can attain the best possibleeducational outcomes. This includes vulnerable learners that may be at risk of not reaching theirexpected level of attainment.

A Greener and Healthier City

7. Increasing recycling

To ensure Newport delivers the Welsh Government objectives for the increasing of recycling and theEuropean targets for diversion of waste from landfill, every recycling and diversion opportunity availableto the city must be explored and where applicable, implemented.

The diversion of residual municipal waste from landfill will largely be covered by the operation ofProsiect Gwyrdd. Therefore, this objective will largely focus on encouraging businesses and residentswithin the city to recycle more which will maximise the potential currently being classified and treated asresidual waste.

A Safer City

8. Preventing Offending and Re-offending of young people

The principle aim of the youth justice system, established by section 37 of the Crime and DisorderAct 1998, is to prevent offending by children and young people. This relates to prevention of anti-socialbehaviour and offending; appropriate use of Out of Court Disposals to divert young people from thecriminal justice system; reducing the rate of proven re-offending and reducing the proportion of youngpeople sentenced to custody. In line with Welsh Government and Youth Justice Board policy, we believethat prevention is better than cure and that children are young people first and offenders second.

Feedback from Scrutiny

Meeting of Streetscene, Regeneration and Safety Scrutiny Committee (11/02/16)

Consideration was given to a report on the Draft Improvement Plan 2016/18, prior to approval by Cabinetand Council in April 2016. The Improvement Plan helped the Council demonstrate its continuousimprovement and contained the priority areas for improvements in service delivery. The tracking ofvarious actions and measures would allow the Council to prove its success in these areas.Eight Improvement Priorities had been selected by the Cabinet, based on the results of consultationundertaken with Councillors, members of the public and staff and the inclusion of priorities consideredimportant by the Council. Each Scrutiny Committee was being asked to review the content of theImprovement Plan sections relevant to their portfolio and input into the Improvement Planning Process.Details of the priorities in the portfolio for this Scrutiny Committee were submitted for consideration,namely;· Increasing recycling and diverting waste from landfill· City Regeneration and Development

Comments made related to:-Increasing recycling and diverting waste from landfill:· The work being undertaken to increase recycling in order to meet required targets.· The importance of improving awareness and educating the public regarding recycling was highlightedtogether with media, including Newport Matters that could be used to convey the necessary message.· The desirability of stating clear objectives, the percentage increase in recycling expected from activitiesplanned and the means by which performance against objectives could be measured accurately year onyear. Once work had commenced, the necessary measures could be determined.· The methodology to be adopted in aiming to improve the recycling activity in areas of flats, which dueto their different characteristics presented some challenges and historically had a lower recycling rate.Following discussions with Newport City Homes, an area of Bettws, where there was a highconcentration of flats, would be targeted. The improvement of facilities for recycling and collection wouldbe considered. This would be extended to other areas of the city.· Whether the 18% increase in responses received to consultation on the priorities compared to last yearwas a satisfactory increase.· The multiplicity of containers residents were required to use in the process of recycling and the likelyimprovement in take up that might occur if this could be simplified. Currently, the diverse range ofcontainers posed storage problems for some residents. The Council had worked with consultants andWelsh Government had issued a blueprint regarding the best way to recycle. The Council was looking atreinforcing recycling, achieving best value for recyclables and also raising levels of participation byresidents. Changing behaviour towards more successful recycling was key.

City Regeneration and Development:· The successful year of activity, not least the realisation and opening of the new Friars Walkdevelopment in the city centre.· The objectives for the coming year that aimed to deliver significant new or improved city centrehousing, create new jobs and training opportunities and Increase city centre footfall. The provision ofcoherent business support,Improvement of commercial space available in the city and viability of businesses and tradingenvironment. The Committee noted the possibility of bringing space at the former Westgate Hotel backinto use as business space.

Resolutions and ActionsTo endorse the processes undertaken in the selection of the improvement objectives and to forwardcomments made to the relevant Cabinet Member.

Meeting of Community Planning and Development Scrutiny Committee (24/02/16)The Committee considered the report on the Draft Improvement Plan 2016-18, prior to approval byCabinet and Council in April 2016.Eight Improvement Priorities had been selected by the Cabinet, based on the results of consultationundertaken with Councillors, members of the public and staff. Each Scrutiny Committee was being askedto review the content of the Improvement Plan sections relevant to their portfolio, in order to input intothe improvement planning process. Details of the following priorities in the portfolio for this committeewere submitted for consideration:

Improving independent living for older people

Ensuring people have the right social services to meet their needs

Ensuring people have access to suitable accommodation

Comments made related to: Target setting – current / comparative performance and targets were not included for the adult

social services priorities, because the performance framework was changing. Membersquestioned whether we should wait for this new framework, or continue working on the oldtargets in the meantime.

Members questioned what was being done to strengthen links and partnership working with GPsto support achievement of these priorities. It was recognised that this was one of the challengesof the new legislation, and current measures included linking with the Neighbourhood CareNetworks to integrate more with primary care.

Questioning the priorities “carried over” from the previous plan in particular, Members asked forfurther information on the reasons for underperformance in those areas. The reasons would bedifferent for each case, but all were continuing priorities that needed ongoing focus. The Head ofPeople and Business Change agreed to provide further information on the reasons forunderperformance on the priorities included in the plan.

Members asked whether the suitable housing priority was realistically deliverable. The Strategyand Development Manager responded that the priority had been flagged up due to concerns overtargets and the ability to deliver them, as a result of a number of pressures within the serviceincluding benefit changes, and numbers of housing applications / homeless presentations.Improvements were being made but continued focus was required to address any difficulties atan early stage.

The Committee agreed to highlight their specific comments relating to progress on empty homes.An officer working group was in place but previously there were two members of staff withinhousing to specifically focus on this area. Members wished to raise concerns over Council’sability to make progress on empty homes without that dedicated resource in place.

Resolutions and ActionsThe Committee agreed to submit the comments above to Cabinet as part of the Improvement Planconsultation process.The Committee requested further information from the Head of People and Business Change agreed onthe specific reasons for underperformance on the priorities included in the Plan.

Meeting of Learning, Caring and Leisure Scrutiny Committee (02/03/16)

Consideration was given to a report on the Draft Improvement Plan 2016/18, prior toapproval by Cabinet and Council in April 2016.

The Improvement Plan helped the Council demonstrate its continuous improvementand contained the priority areas for improvements in service delivery. The tracking ofvarious actions and measures would allow the Council to prove its success in theseareas.

Eight Improvement Priorities had been selected by the Cabinet, based on the results ofconsultation undertaken with Councillors, members of the public and staff and the inclusion ofpriorities considered important by the Council. Each Scrutiny Committee was being asked toreview the content of the Improvement Plan sections relevant to their portfolio and input into theImprovement Planning Process. Details of the priorities in the portfolio for this Scrutiny Committeewere submitted for consideration, namely;

Education attainment (also an outcome agreement) Supporting young people into education, employment or training Preventing offending and re-offending of young people

Comments made related to:

Education Attainment:

Funding levels to address exclusion levels in schools. This would not increase andschools would determine how their respective allocation would be spent.However, The Council’s Additional Education Needs Team would contribute support forschools regarding behaviour management.

The incidence of fines issued to parents regarding pupil absences from school. This couldbe applied in cases of lateness or non-attendance. Instances whereby absence was forfamily holiday purposed would be considered on merit by schools.

The level of free school meals in Newport compared to the all Wales average andprogress being made to improve performance. It was intended to match the Walesaverage within 4 to 5 years.

The implications of the level of migrant influx to the city and the policy for managing this,having consideration for avoiding isolating groups from their communities.

The need to ensure appropriate information sharing processes were maintained betweenschools and the Council.

The processes by which exclusions were managed and intervention was applied to avertsuch instances. The Council would continue to promote bespoke challenge and goodpractice to schools.

Supporting young people into education, employment or training:

The level of success and improvement in providing education, training and employmentfor over 16s.

The need to engage with families of disengaged pupils at an early stage. The level of work undertaken with schools and the robustness of the processes

administered. The desirability of improving provision in cases where mental health issues were given as

reasons for pupil disengagement. This was a national issue and was being addressed byWelsh Government.

Preventing offending and re-offending of young people:

Anticipated positive feedback following the recent inspection regarding the YouthOffending Service.

The significant improvement in numbers reoffending or in custody.

Resolutions and Actions

To endorse the processes undertaken in the selection of the improvement objectives and toforward comments made to the relevant Cabinet Member.

Performance Board Improvement Plan Work ProgrammeThe following work programme is proposed to monitor the Improvement Plan throughout 2016/17.Cabinet will receive quarterly updates on the plan in its entirety and it is proposed that PerformanceBoard look in detail at each of the eight objectives in turn at the following meetings:

Meeting Improvement Objectives considered in detailJune 2016 City regeneration and development

Ensuring people have access to suitable accommodationSeptember 2016 Preventing Offending and Re-offending of young people

Increasing RecyclingDecember 2016 Ensuring the best educational outcomes for children

Supporting young people into education, employment or trainingMarch 2017 Improving independent living for older people


Monitoring FrameworkEach of the eight Improvement Objectives is included in the relevant Service Plan; therefore ServicePlan monitoring will also cover the monitoring of the Improvement Objectives.

The progress of the Improvement Plan will be monitored in the following ways:Meeting Report ReceivedCabinet Quarterly monitoring reportsPerformance Board In depth monitoring of Improvement Objectives in accordance

with the work programme.Scrutiny Mid year and year end monitoring of Service Improvement Plan

progressMid year progress update report

Strategic Leadership Teamand Corporate ManagementTeam

Monthly performance monitoring reports

Financial SummaryAs started by the Chief Financial Officer there are no direct financial implications stemming from thisreport as actions under the Improvement Plan are included in the Service Improvement Plans

RisksRisk Impact of

Risk if itoccurs*(H/M/L)

Probabilityof riskoccurring(H/M/L)

What is the Council doing orwhat has it done to avoid therisk or reduce its effect

Who isresponsible fordealing with therisk?

That thecouncil’s plansand projectsdo not havethe desiredimpact on thecity

H M The council will assess theimpact of its actions on anongoing basis and enableadjustments to actions andpolicies to be brought forwardas the need arises

Heads ofService

That majorimpacts arenot properlymonitored dueto faultyassessment ofrisk and/orimpact

H L Quarterly reporting to cabinet,together with opportunity forscrutiny reviews will enableadjustments to monitoringregime to be implemented asthe need arises

Head of Service

That on-goingmonitoringimpedesprogress onprojectdelivery

H L The assessment criteria formonitoring progress aredesigned to ensure monitoringis proportionate to impact andpurpose. This will bereassessed as part of the on-going reporting process

Chief Executive/ StrategicDirectors

* Taking account of proposed mitigation measures

Links to Council Policies and PrioritiesThe Improvement Plan directly contributes towards the Corporate Plan..

Options Available1. To endorse the plan and2. Not to endorse the plan

Preferred Option and WhyOption 1) is preferred in that it takes account of our current position and provides a plan for continuedimprovement within the framework of the Council’s Corporate Plan.

Comments of Chief Financial OfficerThere are no direct financial implications stemming from this report. The financial implication of individualprojects are reported as part of the on-going medium term financial planning and budget monitoringprocesses and in that respect, having clear responsibility and accountability for delivering the projectsand managing resources is key.

Comments of Monitoring OfficerThe details set out in this report reflect the requirements of the Local Government Measure. Theapproach for monitoring progress against corporate priorities and strategies is consistent with theCouncil’s performance management framework and risk management principles.

Staffing Implications: Comments of Head of People and Business ChangeThere are no direct staffing implications as a result of this report. The Improvement Plan 2015/16, givesclarity of vision which should help employees, managers and stakeholders understand our corporatepriorities, how they are being assessed and what this means for the people of Newport.

Children and Families (Wales) MeasureSee Improvement Plan

ConsultationSee Improvement Plan

Background PapersCabinet Report: Improvement Plan Priorities 2015/16Street Scene, Regeneration and Safety Scrutiny Committee, Draft Improvement Plan 2016-18Community Planning and Development Scrutiny, Draft Improvement Plan 2016-18Learning, Caring and Leisure Scrutiny Committee, Draft Improvement Plan 2016-18Performance Board, Draft Improvement Plan 2016-18

Dated: 1st April 2016

Newport City CouncilImprovement Plan 2016-18

Newport City Council

Newport City Council is a unitary authority responsible for the administration of all areas of localgovernment within a single tier for a given area. The Council was formed as a county borough in 1996 andobtained city status in 2002. It is the 8th largest in Wales, providing all major services such as education,leisure, housing, social services, planning and highways.

There are 50 Councillors and following the May 2012 election we have a Labour administration with 37Labour, 10 Conservative, 2 Independent and 1 Liberal Democrat Members elected. The Council employsapproximately 5,700 people and has a budget of £264m

As stated in the Council’s Corporate Plan 2012-2017, there are currently unprecedented levels of cutsto public sector funding. The Council will be focusing primarily on how best to deploy its efforts to makesure that the city thrives and prospers – with projects underpinned with our determination to improve thewell-being of all Newport‘s citizens.

The purpose of the Improvement Plan is to evidence that the Council is delivering on its duty under theLocal Government Measure (Wales) 2009 to secure continuous improvement. The Improvement Planfocuses on eight Improvement Objectives – areas of work where we aim to make a significant difference toservices and outcomes and to ‘improve people’s lives’.

The Improvement Plan builds on the Council’s Corporate Plan and the Local Service Board’s SingleIntegrated Plan (the overall plan for Newport). The Improvement Plan is not designed to describe all of theCouncil’s day to day work; for more information on those details, refer to the Councils Service Plans.

Corporate Plan 2012-2017

The Corporate Plan ‘Standing Up for Newport’ was approved by full Council in September 2012 andprovides the framework to ensure that the Council is best placed to weather these changing times.

The themes and outcomes of the Corporate Plan are below:

A Caring City

People live in sustainable communitiesPeople lead independent lives and are supported when appropriate

A Fairer City

Decisions are tested and monitored for fairnessThe Council makes the most of its resources


The life chances of children and young people are improvedAdults in Newport are successful and realise their potentialThe local economy is strong and confident

A Greener & Healthier City

The attractiveness of the city is improvedEnvironmental sustainability is promotedPeople lead healthier lives

A Safer City

People in Newport live in a safe and inclusive communityNewport is a vibrant, welcoming place to visit and enjoyhttp://www.newport.gov.uk/documents/Council-and-Democracy/About-the-council/Corporate-Plan-

2012-2017.pdf

Improvement Plan Priorities

Improvement Plan

The Improvement Plan identifies areas where the council considers that it needs to improve services,rather than longer term priorities for service delivery that are seen in the Corporate Plan or SingleIntegrated Plan. The plan helps the Council demonstrate its continuous improvement and contains thepriority areas for improvements in service delivery, and the tracking of various actions and measures willallow the authority to prove its success in these areas. Every council in Wales must produce animprovement plan under the Local Government Measure 2009. Generally, the Council produces itsImprovement Plan every year, however this time the priorities in this Plan will span a two year time framewith the actions, measures and targets updated annually.

Performance measures are included in the Improvement Plan to help monitor the success of activities,some of the measures used here are also reported to the Welsh Government. This helps the WelshGovernment and the council to assess how well it is performing compared to the rest of Wales. It has beenproposed that these national measures (National Strategic Indicators and Public Accountability Measures)be revoked removing ‘the existing burden of compliance when resources are more limited and need to beto be used more efficiently to deliver Local Government services’. The Welsh Government wants to ‘createa simpler system of performance measurement and to ensure the focus is on driving improvement throughthe smarter use of evidence’.

The programme of Local Government Reform and the introduction of the Well Being of FutureGenerations (Wales) Act 2015, mean that local authority performance frameworks are changing toallow local authorities to focus on the job of working more effectively to deliver the well being goals.

Choosing the Priorities for Consultation

In order to inform the consultation a ‘long list’ of potential priorities has been identified from thefollowing sources:

lowest performing measures in Wales based on 14/15 data

Risk Register

Priorities in the 15/16 plan that are falling behind

Links to Single Integrated Plan

Priorities from the Council’s change programme and Medium Term Financial Plan

Consultation was undertaken on the ‘long list’ of priorities with Elected Members, FairnessCommission, staff and the public. The Corporate Plan theme that these priorities contribute to is indicatedin brackets below.

Improving educational outcomes for children (learning and working)

Supporting older people leaving hospital (caring)

Increasing Recycling (green and healthy)

Environmental health (green and healthy)

Welsh language (fairer)

Preventing offending and re-offending of young people (safer)

Ensuring people have the right social services to meet their needs (caring)

Providing business and homes with faster broadband (learning and working)

Supporting young people into education, employment or training (learning and working)

Improving Independent living for older people (caring)

City Regeneration (learning and working)

Ensuring people have access to suitable accommodation (fairer)

In total there are 3 priorities for Caring, 2 for Green and Healthy, 4 for Learning and Working, 2 forFairer and 1 for Safer, representing a spread across the five themes of the Corporate Plan.

Consultation Methods

Our Improvement Plan 2016-18 consultation commenced on the 17th October; following theapproach taken last year, we asked participants to indicate their top three priorities from a list oftwelve.

Throughout the week consultation period a number of ways to engage the public, staff andmembers were employed. Face to face public consultations took place at Newport Centre, NewportInternational Sports Village, the Information Station, the Riverfront Theatre, Central Library andRingland Library. A citizens’ panel survey was sent electronically to panel members and a web-basedsurvey for members of the public was hosted on the www.newport.gov.uk webpages. The surveywas publicised via Facebook and Twitter.

The Performance Team also conducted some face to face ‘dot’ voting with staff at the CivicCentre and Information Station. The Team also attended a meeting with the Fairness Commissionwhere the main report was presented for consideration. All Councillors have also been invited toparticipate in the consultation via a paper questionnaire. The consultation concluded on 18th

December.

Consultation Results

The results of the Elected Member, staff and public consultations are shown in the table below,each participant had three votes. There were over 625 participants in this consultation, an 18%increase on the responses from this exercise last year. It should be noted that this consultation canbe considered to be statistically significant of the population of Newport (95% confident that themaximum error rate is 5%).

The Fairness Commission have provided a written response which considers fairnessimplications of proposed Improvement Plan themes. It is not the role of the Fairness Commission torecommend or endorse specific policy direction. The Council wish to thank the Fairness Commissionfor their participation in this consultation.

Each participant in the consultation was offered three ‘votes’:

Priority Responses

Supporting young people into education, employment or training (learning andworking) 1st

297

City Regeneration and development (learning and working) 2nd 239

Improving Independent living for older people (caring) 3rd 213

Ensuring people have the right social services to meet their needs (caring) 4th 210

Improving educational outcomes for children (learning and working) 5th 184

Ensuring people have access to suitable accommodation (fairer) 6th 166

Preventing offending and re-offending of young people (safer) 7th 142

Increasing Recycling (green and healthy) 8th 142

Supporting older people leaving hospital (caring) 9th 136

Promoting the Welsh language (fairer) 10th 64

Food safety within environmental health (green and healthy)11th 50

Providing business and homes with faster broadband (learning and working)12th 35

Response from the Fairness Commission

On 28th September 2015 the Fairness Commission were consulted on the potential priorities forinclusion in the Improvement Plan 16/17. The response from the Commission can be found on thelink below:

https://democracy.newport.gov.uk/documents/s3948/IP%20report%20and%20cover%20sheet%20for%20cabinet%2023DEC%20v1.pdf

Improvement Priorities Selected

At the Cabinet meeting on 11th January 2016, members were offered a set of options in order toselect Improvement Priorities for 16/17. Cabinet selected option one, resulting in the following eightpriorities being included in the Improvement Plan for 16/17

A Caring City A Fairer City A Learning andWorking City

A Green andHealthy City

A Safer City

Improvingindependent living

for older people

Ensuring peoplehave access to

suitableaccommodation

City Regenerationand Development

Increasingrecycling

PreventingOffending and

Re-offending ofyoung people

Ensuring peoplehave the right

social services tomeet their needs

Supporting youngpeople intoeducation,

employment ortraining

Ensuring the besteducational

outcomes forchildren

The option chosen by Cabinet reflects the eight themes which were most voted for in theconsultation, the priorities are broadly the same as 2015/16 with a few changes; the priorities forthe 2015/16 Improvement Plan were as follows:

1. Supporting Older People leaving hospital *2. Improving care and support services for adults *3. Developing and Regenerating the City4. Supporting young people into education, employment or training5. Ensuring the best educational outcomes for children6. Helping Children have a flying start in life **7. Increasing recycling8. Improving outcomes for youth justice

*‘Supporting Older People leaving hospital’ and ‘Improving care and support services for adults’have been replaced by ‘Improving independent living for older people’ and ‘Ensuring people havethe right social services to meet their needs’.

**‘Helping Children have a flying start in life’ will not be included this time, ‘Ensuring peoplehave access to suitable accommodation' is new for 2016-18. The consultation reflects what isregarded as the highest priorities for the citizens of Newport and these objectives will be subject tothe extra focus and monitoring that the Improvement Plan receives; the council will however stillcontinue to deliver services across the city and strives to improve in all aspects of its work.

Scrutiny Arrangements

During February 2016 drafts of the eight improvement objectives included in the 16/17Improvement Plan were considered by the appropriate scrutiny committee. Each ScrutinyCommittee was asked to review the content of the Improvement Plan sections relevant to theirportfolio and input into the Improvement Planning process. The following lists show whichImprovement Priorities were considered by each Scrutiny Committee.

Community Planning and Development Scrutiny Committee

Improving Independent Living for Older People



Learning, Caring and Leisure Scrutiny Committee

Ensuring the best educational outcomes for children

Supporting young people into education, employment or training

Preventing Offending and Re-offending of young people

Street Scene, Regeneration and Safety Scrutiny Committee

Increasing recycling

City Regeneration and Development

Summary Improvement Plan Objectives

The eight 2016/17 Improvement Objectives for Newport

The eight Improvement Objectives selected for 15/16 are grouped under the Corporate Plan’sthemes:

A Caring City

9. Improving independent living for older people

Working with Aneurin Bevan University Health Board and partner agencies Neighbourhood CareNetworks (NCN’s) have been developed comprising all Primary Care, health and social carecommunity providers operating across the West, East and North of the city with boundaries whichbroadly coincide with the Team around the Cluster boundaries, and they have a adopted range ofpriorities to improve the health and wellbeing of the population, many of which are contributors tothe Health and Wellbeing theme work to deliver the Newport Single Integrated Plan.

10. Ensuring people have the right social services to meet their needs

We will help people identify and fulfil the outcomes they want to achieve, where possibleutilising their ideas and preferences with an emphasis on co-production and use their own ideas andresources. We will help people with care and support needs to stay safe whilst promoting theirindependence and control whilst supporting positive risk taking through the provision of high qualitycare and support services.

A Fairer City

11. Ensuring people have access to suitable accommodation

The objective is to ensure that people have access to suitable accommodation. For most people,their homes are the foundation for everyday life and are critical to their quality of life. Mosthouseholds are able to find homes through owner-occupation, the social rented sector or,increasingly, the private rental market but we need to make sure that the supply of housing isaligned to local housing needs and that there is help available for individual households who cannotfind homes or whose housing is unsuitable, in poor condition or at risk


12. City Regeneration and Development

The objective goes hand-in-hand with the delivery of the Council’s ten-year Economic GrowthStrategy ‘People, Places, Prosperity’, which will continue to drive Newport forward as ‘an area ofvisible change, with high aspirations, high achievement and shared prosperity’

13. Supporting young people into education, employment or training

Evidence from work undertaken by Professor David Egan (on behalf of the Joseph RowntreeFoundation) suggests that efforts to prevent young people from becoming NEET have a moreprofound long term impact than work undertaken to support young people who are NEET back intoprovision. The Improvement Objective of Supporting Young people to remain within education,employment or training focuses on early identification, information sharing and additional, specificprovision to meet the needs of young people.

14. Ensuring the best educational outcomes for children

To ensure all our pupils are effectively engaged in education so that they can attain the bestpossible educational outcomes. This includes vulnerable learners that may be at risk of not reachingtheir expected level of attainment.

A Greener and Healthier City

15. Increasing recycling

To ensure Newport delivers the Welsh Government objectives for the increasing of recycling andthe European targets for diversion of waste from landfill, every recycling and diversion opportunityavailable to the city must be explored and where applicable, implemented.

The diversion of residual municipal waste from landfill will largely be covered by the operation ofProsiect Gwyrdd. Therefore, this objective will largely focus on encouraging businesses andresidents within the city to recycle more which will maximise the potential currently being classifiedand treated as residual waste.

A Safer City

16. Preventing Offending and Re-offending of young people

The principle aim of the youth justice system, established by section 37 of the Crime andDisorder Act 1998, is to prevent offending by children and young people. This relates to preventionof anti-social behaviour and offending; appropriate use of Out of Court Disposals to divert youngpeople from the criminal justice system; reducing the rate of proven re-offending and reducing theproportion of young people sentenced to custody. In line with Welsh Government and Youth Justice

Board policy, we believe that prevention is better than cure and that children are young people firstand offenders second.

Links with Newport’s Single Integrated Plan

Newport’s Single Integrated Plan (SIP) is the work of the One Newport Local Service Board (LSB)where the leaders of local public, private and third sector organisations work together to ensure thatservices are effective, focused on local people and improve the quality of life for people in Newport.

The Single Integrated Plan is a strategic three year plan to help joint working across Newport. Itwas approved by the Local Service Board (LSB) in January 2013 and by full Council in February 2013.Updated in May 2015, the Plan contains six priority themes.

Link to Newport’s Single Integrated Planhttp://onenewportlsb.newport.gov.uk/documents/One-Newport/SIP-2015-16-FINAL.pdf

Delivery, Monitoring and Scrutiny of the Improvement Objectives

The Improvement Objectives are delivered alongside all other Council work included in theService Plans for 16/17. These plans are developed for a one year period at the beginning of eachfinancial year and run concurrently with the Council’s Improvement Plan. They are subject to theusual governance arrangements, consideration by Scrutiny and approved by Cabinet Member.

The progress of the Improvement Plan will be monitored in the following ways: quarterly reportsto Cabinet, in depth monitoring for each improvement objective to Performance Board, mid-yearand year end monitoring of Service Improvement Plans to Scrutiny, mid-year update report on theImprovement Plan to Scrutiny and monthly performance monitoring reports to the CorporateManagement Team.

Link to Council Service Planshttp://www.newport.gov.uk/en/Council-Democracy/About-the-council/Service-plans.aspx

Equalities and the Welsh Language 2016/17

Strategic Equalities Plan

The Improvement Plan is designed to ensure that legislative duties under themes such as humanrights, equalities and the Welsh language are embedded as a part of the duty to secure continuousimprovement; and ensuring that the Council is undertaking its responsibilities under the StrategicEqualities Plan and the Welsh Language Scheme is everyone’s responsibility. To make sure thatCouncil services are delivered fairly and equally a Strategic Equalities Plan (SEP) and Welsh LanguageScheme are in place (until the Welsh Language Standards begin in 30 March 2016.)

The Strategic Equalities Plan was reviewed in February 2015 and we now have nine key equalityobjectives. Commitments under the Plan are reviewed regularly and an annual report is producedhighlighting progress made. Governance is managed through the Strategic Equality Group, Chairedby the Cabinet Member for People and Business Change.

http://www.newport.gov.uk/en/Council-Democracy/Equalities-the-Welsh-language/Equalities.aspx

Fairness and Equality Impact Assessments

Equality Impact Assessments are required by law under the Equality Act 2010. The Council’sassessments also examine ‘Fairness’ and the Welsh language to ensure that the needs of othervulnerable people are considered, as well as the effect on different areas within Newport.

F&EIAs look at the effect of any change to services or employment from everybody’s standpointto make sure that it’s fair. For example, when opening new services a comparison would be made ofthe experiences of disabled people with those of people who are not disabled to see how good theaccess is and whether it allows everybody fair and equal access.

The assessment covers all the protected characteristics (Age, Disability, Gender, GenderReassignment, Marriage and Civil Partnership, Pregnancy and Maternity, Race, Religion and Belief,the Welsh language and Sexual Orientation.)

Details of completed F&EIAs can be found on our website.

Welsh Language Scheme

Newport City Council has a statutory duty to comply with the new Welsh Language Standardsunder the Welsh Language (Wales) Measure 2011. These standards affect all staff and all services,and apply to any third party providing services or carrying out activities on behalf of Newport CityCouncil. We received our compliance notice in September 2015 and our first compliance date is 30March 2016.

We will be actively promoting our Welsh language services in-line with the Standards. We offercustomers a real choice of language from their first point of contact and aim to be friendly, credibleand consistent, to encourage take up of these services.

All service areas and delivery partners are engaged through the Welsh Language ImplementationGroup in the changes needed to deliver the Standards. We will be reporting on this process in the2015-2016 Annual Report, and monitoring performance against the Standards from March 30 2016onwards. We have objected to some of the Standards that we received in the Compliance Notice,mostly in order to gain a more realistic and consistent timetable. We are awaiting the WelshLanguage Commissioner’s response.

Newport City Council’s Compliance notice and 2014-2015 Welsh Language Annual Report can befound

http://www.newport.gov.uk/en/Council-Democracy/Equalities-the-Welsh-language/Equalities.aspx

Future Generations

The Wellbeing of Future Generations (Wales) Act became law in Wales on 29th April 2015. TheAct is about improving the social, economic, environmental and cultural wellbeing of Wales. It willmake the public bodies listed in the Act think more about the long term, work better with peopleand communities and each other, look to prevent problems and take a more joined-up approach.

Newport City Council was one of 11 local authorities participating in the Early AdoptersProgramme and the following progress had been made: (1) Development of ward-based futurescenarios to engage members and officers and improve understanding of how long terms trends willimpact on communities (2) Building understanding and requirements of the Act into the work of theCouncil’s Partnership and Policy team and Business Improvement and Performance team (3) Afacilitated workshop with the Scrutiny Improvement Group with an introduction to the Act and itsobjectives, explore the requirements and implications of the Act

This improvement plan has been developed in the spirit of the Act and using the five sustainabledevelopment principles of long term, prevention, integration, collaboration and involvement.

Update on Wales Audit Office Recommendations and Proposals for Improvement

In September 2013, the Auditor General published his Full Corporate Assessment report whereseveral Recommendations and Proposals for Improvement were issued to the Council. DuringNovember and December 2014, Wales Audit Office reviewed the progress that the Council hadmade in implementing the recommendations and proposals for improvement and issued aCorporate Assessment Review in May 2015.

Corporate Assessment and Review

The Corporate Assessment and the Statement in response to the recommendations made in theCorporate Assessment under section 20 of the Local Government Measure 2009 can be found on thelinks below:

http://www.newport.gov.uk/stellent/groups/public/documents/report/cont716631.pdfhttp://www.newport.gov.uk/stellent/groups/public/documents/article/cont717942.pdfThe Corporate Assessment Review and the Statement in response to the recommendations

made under section 20 of the Local Government Measure 2009 can be found on the links below:https://democracy.newport.gov.uk/documents/s1820/4.1.%20Corporate%20Assessment%20Ca

binet%20report%2025JUN15.pdfhttps://democracy.newport.gov.uk/documents/s1821/4.2.%20Corporate%20Assessment%20Re

view.pdf

Monitoring Proposals for Improvement and Recommendations

Cabinet receive quarterly monitoring of proposals for Improvement and recommendations andthe links to the reports considered over the last 12 months can be found below:

Cabinet 8th June 2015 (page 54 onwards)https://democracy.newport.gov.uk/documents/s1526/05%20Improvement%20Plan%20-

%20Quarter%204%20v3%2015MAY15.pdfCabinet 8th September 2015 (page 81 onwards)https://democracy.newport.gov.uk/documents/s2388/04%20Annual%20Review%20of%20the%

2014%2015%20IP%20and%20cover%2019AUG.pdfCabinet 18th December 2015 (page 39 onwards)https://democracy.newport.gov.uk/documents/s3797/05%20Improvement%20Plan%20-

%20Quarter%202%204DEC%20FINAL.pdfCabinet 14th March 2016 (page 40 onwards)https://democracy.newport.gov.uk/documents/s4691/05%20Improvement%20Plan%20-

%20Quarter%203%20template%20and%20cover%2001MAR16.pdf

Have your say

Newport City Council is committed to improving our services and it is important that we listen towhat the community have to say. We welcome your comments or suggestions at any time of theyear. If you have any comments, would like any further information, or to request a copy of this planplease contact:

Business Improvement and Performance TeamNewport City CouncilCivic CentreNewportNP20 4UREmail: [email protected]: 01633 656656

Improvement Objective 1

Improving Independent Living for Older People

Link to Corporate Plan: A Caring CityLead Cabinet Members: Cabinet Member for Social Care and WellbeingLead Officer: Head of Adult and Community Services

What is the Improvement Objective?Description of Improvement Objective (FG Act Principle: Long Term)As part of the Primary and Community Services Strategy for Wales, ‘Setting the Direction’, published in 2009, Health Boards across Wales have established aframework for primary and community service delivery called GP Clusters. In Aneurin Bevan University Health Board the concept has been broadened,recognising the contribution made by partner agencies, and the clusters are known as Neighbourhood Care Networks (NCN’s). The NCN is a collaborativenetwork comprising all Primary Care, health and social care community providers operating within the boundaries of the geographical footprint.There are three NCN’s established across Newport covering West, East and North of the city, with boundaries which broadly coincide with the Team aroundthe Cluster boundaries, and they have a adopted range of priorities to improve the health and wellbeing of the population, many of which are contributorsto the Health and Wellbeing theme work to deliver the Newport Single Integrated Plan.Newport City Council Adults Social Services has been working with colleagues from Aneurin Bevan University Health Board (ABUHB) to develop an

integrated pathway for older people which aims to identify those most at risk of needing health and social care services in the future. This has involvedworking with GP’s and the voluntary sector to put in place individuals plans called “Stay Well Plans “to sustain people in their home and support their takingresponsibility for their own wee being and using community based support and use of preventative services such as befriending.

Why have we chosen this Improvement Objective? / Why is it important? (FG Act Principle: Integration)

The number of older people who receive timely advice and assistance will be improved through the roll out of the integrated older people’spathway and a cohort of older people will have a “Stay Well” plan in place.

To continue to increase the percentage of people who receive a frailty/reablement intervention, have a reduced or no on-going care package thatis; they have been reabled to full independence.

What have we done so far?The NCNs in Newport have progressed over the last 2 years with the development of local plans that are based upon detail of the health and social careneeds of the individual NCNs. In Newport they have led to the establishment of an Integrated Older Person’s Preventions Pathway which has been piloted

in one GP practice and will be rolled out across the City over the next 12months. In conjunction with Age Cymru a Care Facilitator role has been developedwhich works with an identified group of older people with health and social care needs to help them more effectively managed their situation through theuse of “Stay Well Plans”.

The effectiveness of these interventions is being evaluated through some key performance data including a target to reduce the number of GP and Nursecontacts and unplanned Accident & Emergency visits. In addition we are recording the views of older people on the effectiveness of the service and we arealso recoding additional benefits such as increasing financial resources as a result of welfare benefit advice.

In addition, the adult social services teams are discussing the future structures and configuration needed to most effectively deliver their responsibilitiesunder the SSWB Act. A move towards alignment with the NCN footprints would enable us to take advantage of further opportunities for colocation andintegration of service delivery as they arise.

What are we going to do?

What are we going to do this year? What difference will it make?

1.1 To deliver an integrated assessment process for older people in 2015/16based on the models developed in support of the Social Services & WellBeing Act.

This will fulfil our responsibilities under the Social Services Act (2014)forimplementation in 2016 and deliver an integrated approach for the benefitof older people.

1.2 To roll out the integrated pathway for older people needing care andsupport in the community across the NCN’s in Newport.

To increase the number of older people who have a Stay Well plan in placeto support their independence and well -being.

1.3 Restructure the operational adult social services teams on the NCNfootprints.

Improving team structure will improve contact arrangements for peopleshould their needs change, i.e. knowing which team clearly holdsresponsibility for their case work.

How will we know?There are a number of changes being made to the performance indicators we are required to report on over the period covered by this improvement planincluding the NSI data collection and also the National Outcomes Framework to support the implementation of the Social Services and Wellbeing (Wales)Act. This will mean that some of the performance indicators and targets set out below will need to be reviewed.

Measure Current performance(March 2016)

Comparative performance(March 2015)

Target for 16/17

How much did we do?

1a Provision of Telecare packages 847 622 850

1b OT Assessment & Reviews 84% N/A 85%

1c Reablement – Number of people fully reabled 411 346 450

How well did we do it?

1d The percentage of adults who completed aperiod of reablement have no package of care andsupport 6 months later

N/A N/A 40% to review after 6 months

Is anyone better off?

1e The percentage of adults who have receivedadvice and assistance from the information, adviceand assistance service and have not contacted theservice again (Over 75)

N/A N/A 38% to review after 6 months

Partnership: Who do we need to work with?Stakeholder engagements events called Well Being workshops are planned for March and April with people and carers, voluntary organisations andprofessionals to introduce them to the older person’s pathway and the Stay Well Plan

What risks do we need to manage?

Risk Mitigation Activity Risk Rating

The funding for the establishment of the NCN’s is via agranted future funding arrangement s will need to beconsidered in partnership with ABUHB

To work with ABUHG to identify alternative fundingstreams to support the role out of the OP Pathway.

Medium

Impact of Adult Social Services Resources To ensure that the roll out of the Older Person’spathway is compatible with Adult Social Servicesstrategic outcomes and plans.

Low

Financial Implications

Improvement Objective Identified funding to deliver improvement (£’000) Additional Financial comments

1.1 To deliver an integratedassessment process for olderpeople in 2015/16 based on themodels developed in support of theSocial Services & Well Being Act.

£1,976

The budgets available to deliver this improvementobjective have been identified from a number of areasinvolved in the assessment process.

1.2 To roll out the integratedpathway for older people needingcare and support in the communityacross the NCN’s in Newport. £2,248

This budget includes Frailty services, telecare services,integrated equipment budget and £550,000 ofIntermediate Care Fund external grant funding.Confirmation is awaited on the level of ICF funding for1617.

1.3 Restructure the operationaladult social services teams on theNCN footprints.

£1,378This includes team budgets being restructured onNCN footprints



Link to Corporate Plan: A Caring CityLead Cabinet Member: Cabinet Member for Social Care & Well BeingLead Officer: Head of Adult and Community Services

What is the Improvement Objective?The implementation of the Social Services and Well Being Act (SSWB Act) will mean that we will be expected to work in partnership with the people

who need the support of social services and also people who fulfil a caring role. We will help people identify and fulfil the outcomes they want to achieve,where possible utilising their ideas and preferences with an emphasis on co-production and use their own ideas and resources. We will be expected to helppeople with care and support needs to stay safe whilst promoting their independence and control whilst supporting positive risk taking through theprovision of high quality care and support services.

We are working with colleagues in developing an integrated assessment process for older people across health and social care and will be working to anall Wales eligibility process for people who need care and support. We will also need to ensure people have access to the right services to meet theiroutcomes whether these are services that we directly commission, services they may use in their local communities or when they arrange their own careand support through the use of a direct payment.

Why have we chosen this Improvement Objective? / Why is it important?The development of a National Outcomes Framework for Social services will capture how we are achieving the objectives of the SSWB Act. This

includes making sure people have access to timely information and advice and are given help to develop their support and care arrangements including co-production. The Council will have responsibility through commissioning role for ensuring that people can access the support they need to manage their careand high quality services, even where these are not directly contracted by the Council.

Prevention and Early Intervention will be essential in and will be delivered through an integrated approach with the NHS including the development of theNeighbourhood Care Networks and the development of the Older Person’s Integrated Pathway project.

We will also need to ensure that staff and partner agencies such as our providers and third sector partners understand the SSWB Act and how this willimpact on social services and what their contribution will be.

What have we done so far?We have developed an adult services pathway for people accessing social services and have started consultation with staff in the operational teams on

the new team structures which will be in place by April 2016. The new teams will be based on the NCN geographical footprint which will enhance ourability to work in an integrated way with colleagues in the NHS and will ensure that the people who have a care and support plan will belong to one teambased on where they live rather than the type of condition or service they need.

In line with our responsibilities to improve the information, advice and assistance offer aspect of the SSWB Act 2014, we have started work to reviewthe arrangements for First Contact and will be strengthening the experience people can expect and range of services we offer so that only those peoplewho need to progress further do so. This will include reviewing our current arrangements for access to telecare and improving the efficiency of our systemsin the reablement teams.

We have reviewed our arrangements with the third sector and following consultation with our partners in this sector and people who use these servicesand their carers and have redesigned our commissioning arrangements. The new model will involve developing a lead provider who will be required toestablish a collaborative network with other key providers.



2.1 Establish the pathway for adult social services across health and socialcare based on the NCN footprint and ensure we have configured ourresources to deliver the new Act

This will clarify what functions and services will be required at each stage ofthe pathway and clarify

2.2 Restructure the operational adult social services teams. Improving team structure will improve contact arrangements for peopleshould their needs change, i.e. knowing which team clearly holdsresponsibility for their case work.

2.3 Develop and implement the integrated assessment tools, including acarers assessment and a care and support plan. Develop the use of mobiletechnology to capture assessment information and support co-production ofcare and support plans.

This will fulfil our responsibilities under the Social Services Act (2014)forimplementation in 2016

2.4 Review and recommission services as necessary to ensure they are inline with the requirements of the SSWB Act.

This review will ensure people have the right care and support arrangementsthat support and promote their independence.


2.5 Review and develop our systems and processes to ensure they are inline with the new national outcomes framework for the SSWB Act, includingthe new requirement to undertake surveys.

Ensure that our reporting arrangements accurately record that we arerecording that people have the services they need to achieve their outcomes.

2.6 Under take a Questionnaire of people who have a care and support planto understand: -Percentage who reply: I feel safe

Percentage who reply: I was treated with dignity and respectPercentage who reply: I can do the things that are important to me

To work with people who have a care and support plan to ensure that theyare receiving the right support and services to meet their outcomes.

How will we know?There are a number of changes being made to the performance indicators we are required to report on over the period covered by this improvement planincluding the NSI data collection and also the National Outcomes Framework to support the implementation of the Social Services and Wellbeing (Wales)Act. This will mean that some of the performance indicators and targets set out below will need to be reviewed.

Measure Current performance(March 2016)

Comparative performance(March 2015)

Target for 16/17

How much did we do?

2a Number of Integrated Assessments Completedper month

Annual Figure 542 N/A 40 per month

2b Support for People in Care Homes 57% 63% 56%


2c Number of LA residents experiencing DToC 32 55 30

2d Carers Offered Assessment or Review 74% 22% 85%


2e Adult Protection Risk Managed 96% 97% 99%

Partnership: Who do we need to work with?We need to ensure that staff and partner agencies such as our providers and third sector partners understand the SSWB Act and how this will impact onsocial services and what their contribution will be.Our teams will need to develop our relationship with the NCN Managers and GP’s and other health professionals working within these footprints.Ensure people that we provide with care and support and their carers understand the changes being made through regular engagement events andconsultation.


Risk Mitigation Activity Risk Rating

Delivering a new service structure while maintainingthe operational delivery and performance outcomes.

Utilisation of agency staff on a managed basisSupport staff through change management processes

Medium

Ensuring that we support the delivery of high qualityservices through our contract arrangements.

Maintain Quality Assurance of contracted services ona planned basis

Low



2.1 Establish the pathway for adultsocial services across health andsocial care based on the NCNfootprint and ensure we haveconfigured our resources to deliverthe new act

£33,790

The whole of the adult social services budgetexcluding provider services will be utilised to provideresources which deliver adults social care inaccordance with the new act.

2.2 Restructure the operationaladult social services teams

£2,773

All adults social work teams will be reviewed andplaced in the new structure to provide First Contact,Managed care, Integrated Mental Health &Occupational Therapy services.


2.3 Develop and implement theintegrated assessment tools,including a carer’s assessment anda care and support plan. Developthe use of mobile technology tocapture assessment informationand support co-production of careand support plans.

£2,191

The integrated assessment tool will be implementedby social work teams responsible for assessments. Thebudget included here is for those social work teamsand budgets which provide support for carers.

2.4 Review and recommissionservices as necessary to ensurethey are in line with therequirements of the SSWB Act

£1,548

Budget for contract payments and team of staff whoreview and commission contracts. Figure is after16/17 MTRP savings reduction of £250,000

2.5 Review and develop oursystems and processes to ensurethey are in line with the newnational outcomes framework forthe SSWB Act, including the newrequirement to undertake surveys

£204

Budget for the performance information teamincluding the SWIFT system



Link to Corporate Plan: A Fairer CityLead Cabinet Members: Cabinet Member for Regeneration, Investment and HousingLead Officer: Head of Regeneration, Investment and Housing Services

What is the Improvement Objective?The objective is to ensure that people have access to suitable accommodation. For most people, their homes are the foundation for everyday life and are

critical to their quality of life. Most households are able to find homes through owner-occupation, the social rented sector or, increasingly, the private

rental market but we need to make sure that the supply of housing is aligned to local housing needs and that there is help available for individual

households who cannot find homes or whose housing is unsuitable, in poor condition or at risk. The housing objective means:

Securing the provision of a variety of homes for people to rent or buy

Ensuring that if people’s needs change their home can still be made accessible for them

Minimising the impact of housing crisis on individuals and families.

Why have we chosen this Improvement Objective? / Why is it important?A successful city needs to have a variety of different homes to rent and buy, for different types of household, so that people can choose where they live and

find the right kind of housing for them.

The housing objective supports all of the sustainable development principles for future generations but is integral to three. ‘Cohesive communities’ need

the right homes for people to occupy: in the right home and the right area, people feel more settled, they can plan for the future and participate in the local

community. With a sense of community, people feel safer and are more likely to support each other. For a ‘Healthy Wales’, people need homes that are

safe and warm, that enable them to maintain continuity of health care, and to join in with activities that help them maintain their physical and mental well-

being. To have a ‘Prosperous Wales’, families need homes where there are opportunities for education, training, and employment, so that people can

secure their own economic prosperity and contribute to the local and national economy.

What have we done so far?Through the Local Housing Market Assessment and the Local Housing Strategy, the Council balances the longer-term housing needs of the city with the

interventions needed to support individual households and communities in the short term. The authority has a commitment to provide new affordable

homes through both the planning process and through the social housing grant programme. Planning policy is in place to ensure a provision of affordable

housing on all sites of 10 or more units in the urban area and on sites of 3 or more in the rural communities. This policy has ensured the delivery of

affordable homes where new market properties are being developed and has provided mixed and balanced communities throughout the authority area.

Each year Welsh Government allocates Newport City Council almost £2 million for the delivery of affordable homes, this allocation is fully committed each

year and additional funds are also requested towards year end.

The provision of disabled facilities grants are a statutory function of any local authority and together with safety at home grants ensure that homes are safe

and accessible for their residents. Newport has undertaken a thorough review of the process in recent years, making amendments to the process to speed

up the delivery of grants and prevent bed blocking in hospitals. Ensuring that people can live safely in their own homes helps to relieve pressure on health

and social care services.

Sadly all too often people can lose their home due to financial pressures, this can sometimes be avoided with early intervention and support. The

prevention of homelessness rather than the reactive service of providing temporary accommodation for families is seen by all local authorities as good

practice; not only because of the significantly improved outcome for the individuals concerned but also because of the reduced costs to the public purse.

Newport’s Housing Advice Service has assisted many families and individuals in retaining their home and remaining within their communities, the pressures

of changes to the welfare benefits system will make this service even more vital in the year ahead.



3.1 To secure additional units of affordable housing and bring empty privatehomes back into use

More good quality, affordable homes will be available in Newport

3.2 To minimise the waiting times for major and minor adaptations More people with a disability will be able to live independently; fewer willhave to go to hospital or residential care because their home is unsuitable,while others will be able to come out of hospital sooner, helping to free uphospital beds

3.3 To prevent people become homeless whenever we can Families and individuals will not have to face the trauma and disruption ofhomelessnessMore people in Newport will be prevented from being made homeless in thefirst instance and will be able to remain in their existing communitiesProportionally fewer people will be placed into emergency accommodationsuch as hostels and other forms of temporary housing used by the Council

How will we know?

Measure Current performance Comparative performance Target for 16/17

How much did we do?

3a Number of affordable housing units delivered 142 (2014/15) 106 (2013/14) 60

3b No. people approaching authority for housing adviceand assistance who are either homeless or at risk of beingmade homeless (Section 62 Assessment triggered underHousing (Wales) Act 2014)

680 (quarter 2 2015/16) 716 (quarter 1 2015/16) 650 per quarter


3c PSR/002 Timing of Disabled Facilities Grants 261 days (2014/15) 319 days (2013/14) 238 days

3d PSR/006 Average days non-DFG adaptations 18 days (2014/15) 13 days (2013/14) 19 days


3e The percentage of households for whom homelessnesswas prevented under s66 Housing (Wales) Act 2014

56% (quarter 22015/16)

61% (quarter 1 2015/16) 50%

Partnership: Who do we need to collaborate with?

Welsh Government, Registered Social Landlords, commercial housing developers, private sector landlords, hospitals and health services, voluntarysector organisations, emergency services, owners of empty properties


Risk Mitigation/Prevention Activity Risk Rating

Welsh Government funding for Social Housing Grantand housing initiatives

Maximise spend of existing funding and respondpromptly to other funding opportunities as they arise

M

Impact of housing market conditions on private sectorinvestment

Maintain relationships and services to support privatesector activity as far as possible

M

Capacity of housing service, including ability to respondto those in crisis due to welfare reform cuts by centralgovernment

Maximise the capacity of housing services to ensurethat services can be delivered effectively to meetneed

M


Improvement objective Identified funding to deliverimprovement (£’000)

Additional Financial comments

3.1 To secure additional units of affordable housingand bring empty private homes back into use

£224,758 The strategy and development budget is core funded. Itfunds a team of professionals whose responsibility it is tosecure additional affordable housing and also to ensurethat empty homes are brought back into use.

3.2 To minimise the waiting times for major and minoradaptations

£1,412,528 Funding consists of £1.436m capital funding for theprovision of safety at home and disabled facilities grant(DFG). There is a team of core funded staff who areresponsible for delivering the major and minoradaptations service (£242,506). In addition the Authoritydelivers an agency service for a fee which is top slicedfrom the capital budget (£265,978).



3.3 To prevent people become homeless whenever wecan

£537,410 The homelessness prevention budgets are also used tomanage temporary accommodation. External grantfunding of £129,600 is received through supportingpeople grant (TASA) – with any external grant fundingthere is a risk should this reduce.


City Regeneration and Development

Link to Corporate Plan: A Learning and Working CityLead Cabinet Members: Cabinet Member for Regeneration, Investment and Housing and Cabinet Member Skills and WorkLead Officer: Head of Regeneration, Investment and Housing Services

What is the Improvement Objective?Following a comprehensive consultation exercise, in April 2015 Council reaffirmed development and ‘City Regeneration and Development’ as one of theforemost priorities amongst its programme for continuous improvement. The objective goes hand-in-hand with the delivery of the Council’s ten-yearEconomic Growth Strategy ‘People, Places, Prosperity’, which will continue to drive Newport forward as ‘an area of visible change, with high aspirations,high achievement and shared prosperity’. The key aims within this strategy that align with the improvement objective are:

Deliver shared prosperity: establish robust skills and work partnerships, supporting identified growth sectors for Newport and the region andmaximising future employment opportunities;

Create an excellent economic environment: maintaining focus on city development and regeneration, increasing Newport’s contribution to thewider city-region, and increasing connectivity;

Move Newport up the value-chain: nurturing high-growth sectors and promoting innovation and entrepreneurship.

Why have we chosen this Improvement Objective? / Why is it important?2015 has been a landmark year for Newport, with the long-awaited opening of the mixed-use leisure and retail development at Friar’s Walk in November2012 re-establishing the city as a key destination for leisure and retail. This latest achievement adds further impetus to Newport’s growing profile as acredible international destination capable of hosting international events of the very highest calibre, including the 2010 Ryder Cup and 2014 Nato Summit.

The opportunities presented by a resurgent Newport have helped generate unprecedented and on-going package of investment totalling over £250m intoNewport city centre. Major infrastructure works, including the M4 relief road, rail electrification and the South Wales Metro project will enforce Newport’sstatus as a strategic economic location in South Wales. Newport’s significant, on-going programmes supporting new housing development, and theprestigious project to establish a Welsh Convention Centre at the Celtic Manor, are further positive news for the city.

Such projects underline that Newport cannot rest on the achievements to date in regenerating the city and must ensure that the city’s upward momentumis not lost, and that the potential benefits these major projects can deliver for the communities and residents of the city are fully realised. City regenerationand development can therefore be seen as a primary activity for the Council and its mission of ‘improving people’s lives’.

What have we done so far?The previous five years have seen Newport achieve a strong record across its physical and social regeneration activity, both in the city centre and its widercommunities:

Completion of the £90m Friars Walk shopping and leisure development, bringing 1200 new jobs.

Delivery of Newport’s £60m Welsh Government Vibrant and Viable Places programme ‘Connecting Commercial Street’ to March 2017;

Establishment of ‘Newport Now’, a Business Improvement District for the city centre.

Completion of the Admiral redevelopment, bringing a further 1200 jobs into the city centre

Completing the Welsh Government key building programme of £2.5 million (covering a range of key buildings and a new High Street entrance to theIndoor Market);

A £4 million package of city centre improvements was completed in 2010 in preparation for the Ryder Cup;

The creation of a new riverside park and walkway has been completed along with a number of public realm improvements, including supporting theWales Coastal Path;

The completion of multiple large scale energy savings schemes across hard to treat properties in Newport, creating employment, reducing povertyand making Newport communities more sustainable and attractive places to live;

The completion of the restoration of a number of locks in the 14 locks canal system

The establishment of the Work Based Learning Academy, creating hundreds of new training opportunities for local residents

Business loans, start-up grants and inward investment support enabling creation and safeguarding of over 1,300 jobs

Delivery of superfast broadband vouchers scheme to businesses in Newport and the wider region.

Supported the creation of Platform II Software Academy in partnership with Cardiff University

Town Centre Partnership fund for Maindee



4.1 Deliver VVP Programme Deliver significant new or improved city centre housingCreate new jobs and training opportunitiesIncrease city centre footfall

4.2 Provision of coherent business support Advice/Grants/loans

4.3 Commercial floor space developed Improve commercial space available in the city, viability of businesses andtrading environment. Increase city centre footfall.

How will we know?

Measure Current performance(2015/16)

Comparative performance(2014/15)

Target for 16/17

How much did we do?

4a VVP- programme delivery £2,250,000 £5,821,962 £4,364,879

4b VVP- commercial floor space improved 1339 sq m 1189 sq m 1000 sq m


4c Jobs created/enabled (VVP + Business Support) 498 484 420


4d VVP – Increase in city centre Housing 49 N/A 65

Partnership: Who do we need to collaborate with?Members of the Local Service Board; The business community and city centre traders; Welsh Government; Welsh Government Task Force; Third Sector &RSL developers



Developer interest/available property Suitable alternative properties / schemes will beidentified as reserve schemes

Low – interest from developersacross sectors currently strong

Inability to achieve funding Submit strong bid for VVPII Sept 2016Explore further funding opportunities (e.g. LotteryFunding)

Medium – risk of competitivebidding processes to be managed viasubmission of strong bids based oncurrent and evolving partnerships




4.1 Deliver VVP programme £4,364,879 External grant funding from Welsh Government. This isthe third year of the three year programme. Theregeneration of the city centre delivered by theprogramme includes improved housing, public realm, andincreased commercial floor space.

4.2 Provision of coherent business support £60,000 Core budget of £60,000 has been secured to provideadditional support to businesses. Business loans areoffered and in previous years businesses have externallyfunded UK Steel grants available.Reduction in external funding is a concern as will impactupon the level of financial support that can be offered.

4.3 Commercial floor space developed N/A As above


Supporting young people into education, employment or training

Link to Corporate Plan: A Learning and Working CityLead Cabinet Member: Cabinet Member for Skills and WorkLead Officer: Strategic Director - People

What is the Improvement Objective?Evidence from work undertaken by Professor David Egan (on behalf of the Joseph Rowntree Foundation) suggests that efforts to prevent young peoplefrom becoming NEET have a more profound long term impact than work undertaken to support young people who are NEET back into provision. TheImprovement Objective of Supporting Young people to remain within education, employment or training focuses on early identification, informationsharing and additional, specific provision to meet the needs of young people.

Why have we chosen this Improvement Objective? / Why is it important?This Improvement Priority is important because Newport has the highest percentage of young people becoming NEET in Wales. Consultation on theImprovement Priorities clearly shows that this is a priority for people within Newport and it is a focus of the Single Integrated Plan. As a Local Authority wehave very clear statutory responsibilities for Youth Support Services, as detailed within the Learning and Skills Act – these are specifically intended to ensurethat young people make successful transitions within learning. Welsh Government has required Local Authorities (under their powers within the Learningand Skills Act) to implement the Youth Engagement and Progression Framework and the Improvement Priority is focused on this.

What have we done so far?Significant progress has been made in relation to provision of support for young people not in education, employment or training during 2015/16. The LocalAuthority has taken the lead in implementing the Youth Engagement and Progression Framework (YEPF) and has developed an early identification toolwhich all secondary schools are using. There are robust partnership arrangements in place to manage processes both pre and post compulsory school ageand these are backed up by an Information Sharing Protocol. Careers Wales have been able to provide data in a timely manner that has supported theallocation of appropriate support to young people where a straightforward transition is not possible. The delivery of work focused programmes through theWork Based Learning Academy, Newport Works Programme and tackling poverty programmes (Families First and Communities First) has ensured thatsupport is always available for young people to help with the transition. The Youth Service has undertaken an invaluable role in tracking and engaging withyoung people who have disengaged from services and providers. Schools have put in place best practice support arrangements for young people who maybe at risk of disengaging from learning and providers of post compulsory education work well together to better plan provision.

What are we going to do?Implement the Youth Engagement and Progression Framework action plan in line with Welsh Government guidance, focusing on early identification,

tracking, brokerage, employability, accountability and provision by:


5.1 YEPF Co-ordinator providing support for the use of the earlyidentification tool with schools and managing the provision of lead workersfor individuals at risk

This will ensure that the appropriate support can be put in pace for youngpeople at the earliest opportunity, preventing young people from becomingNEET

5.2 Deliver the Families First Children and Young People’s Skills Project totargeted young people within school

Professional Youth Worker support for targeted young people, supportingthem to remain within education

5.3 Deliver the Inspire to Achieve and Inspire to Work ESF projects to at riskyoung people identified through the YEPF Early Identification tool

Enhanced support for the most vulnerable young people, both pre and post16. Offering mentor support, work experience and progression routes intofurther learning, education and employment.

5.4 Communities First NEET engagement project under its learning themewill be delivered across 4 cluster areas of Newport. Supporting young peopleto engage in learning activities.

Offering 16 – 17 year old people learning opportunities to enable them to re– engage into education and training opportunities.

5.5 Deliver Communities 4 Work programme that is funded by ESF andWelsh Government. Target and support 18 – 24 year olds disengagedlooking for employment.

Provide vocational training and support for those actively searching for fulltime sustainable employment, reducing those counted as NEET.

5.6 Direct work with Careers Wales to ensure data and tracking systems arein place and working effectively to track ALL young people on transition

This will ensure the provision of accurate, timely and intelligent information,in line with the agreed Information Sharing Protocol, and will specificallycontribute to the limiting of the numbers of young people who becomeunknown or NEET

5.7 Working with providers of education and further learning to ensureappropriate provision is in place at post compulsory education transitionpoints

The YEPF requires us to have a specific offer of education or training for allyoung people when they leave compulsory education and this will bemanaged through a Post 16 Practitioners group, with representatives of allproviders

5.8 Develop and deliver specific employability programmes through WorkBased Learning Academy to meet the needs of those young people who areonly seeking employment (including apprenticeship)

A significant proportion of our NEET total are only looking for employmentso this will proactively help them achieve their goals and reduce thenumbers who are NEET. Providing specific job clubs for young people andspecific route way opportunities such as apprenticeships.


5.9 Map provision for those young people unable to progress against theirspecific needs and ensure robust mechanisms are in place to supporttransition

Some young people are unable to continue in education, learning oremployment for a variety of reasons, such as caring responsibilities, illness(including mental health problems) or involvement in the criminal justicesystem. Being better able to understand the needs and resource issues willenable us to make a real difference in their lives.

5.10 Meet regularly with Careers Wales, Schools, Work Based LearningProviders and Coleg Gwent to ensure provision appropriately meets theneeds of young people

This will ensure better information exchange and shared accountability forthose young people unplaced.

5.11 Ensure there is a focus on the statutory responsibilities within theLearning and Skills Act so that the Council is confident that we are meetingour statutory Youth Support Services responsibilities (in line with WelshAudit Office recommendations)

The Local Authority has a statutory responsibility to ensure sufficiency ofand to participate in support services for young people that enable them toactively participate in education, learning and the communities (collectivelyreferred to as Youth Support Services). This will be more robustly monitoredwithin this Improvement Priority.P

age 53

How will we know?

Measure Current performance(December 2015)

Comparative performance(December 2014)

Target for 16/17

How much did we do?

5a Number of young people accessing Children andYoung People’s Skills Project

836 858 1000

5b Number of enrolments on basic skills courses 98 16-24 year olds = 114(2014-15)

115

5c Number of 16-17 year old entrants into WorkBased Learning Academy

485 439 150

5d Number of 18-24 year old entrants into WorkBased Learning Academy

NA NA 350


5e Number of young people within Tier 2progressing to Tier 3 and above (Careers Wales 5Tier Model).

New Measure New Measure 20

5f Retention rates for enrolments on accreditedbasic skills courses

Dec 2015 97% (95 of 98) In 2014-15 80% retention (91of 114)

88%

5g Achievement rate for enrolments on accreditedBasic skills courses

Data not yet available(courses still running)

80% achievement (partial orfull)

82%

5h Retention rate for learners on communitylearning courses (excluding basic skills)

Dec 2015 87% (95 of 109) Not available 87%

5i Achievement rate for enrolments on communitylearning courses (excluding basic skills)

Data not yet available(courses still running)

78.5% (partial or full) 80%

5j % young people recorded as unknown followingcompulsory education (Careers Wales DestinationSurvey)

Annual data not yetavailable

0.7% (2013/14) 0.5%


5k % of year 11 NEETS Annual data not yetavailable

4.75% 2014 (latest publisheddata)

3.5% (2014/15 academic yearleavers)

Measure Current performance(December 2015)

Comparative performance(December 2014)

Target for 16/17

5l % of year 13 NEET Annual data not yetavailable

6.49% 2014 (latest publisheddata)

4% (2014/15 academic yearleavers)

5m % of 16-18 year olds not in education,employment or training (October)

Annual data not yetavailable

8% (October 2014) 10% October 2016

5n Number of 16-17 year olds progressing fromWork Based Learning Academy to furtheropportunity

New Measure New Measure 70

5o Number of 18-24 year olds progressing fromWork Based Learning Academy progressing tofurther opportunity

176 99 100

Partnership: Who do we need to collaborate with?Work to support young people to remain within education, employment and training is co-ordinated within a robust partnership framework, in line withstatutory requirements. The Family Support Services Board has overall responsibility for our partnership response to youth support provision. The co-ordination is undertaken through the Young People’s Education, Employment and Training Group and this is supported by Pre and Post 16 Partnerships anda Learning Provider Network of all providers across Newport. Careers Wales are a critical partner within this work as they have responsibility for referraland placement, management of the database of all young people across Newport and they undertake the annual Destination Survey from which we gathermuch of our performance data.



Failure to secure ESF Funding to support the delivery ofprogrammes.

Work on-going regionally and with WEFO to ensuresuccess

Low

On-going budget and resourcing issues limiting thework that can be done with young people who areunable to make successful transitions

This is being addressed with partners through theFamily Support Services Board.

Medium


Improvement objective Identified funding to deliver improvement (£’000) Additional Financial comments

5.1 YEPF Co-ordinator providing support for the use ofthe early identification tool with schools and managingthe provision of lead workers for individuals at risk

5.6 Direct work with Careers Wales to ensure data andtracking systems are in place and working effectively totrack ALL young people on transition

5.9 Map provision for those young people unable toprogress against their specific needs and ensure robustmechanisms are in place to support transition

5.10 Meet regularly with Careers Wales, Schools, WorkBased Learning Providers and Coleg Gwent to ensureprovision appropriately meets the needs of youngpeople

£54,169 A Youth Engagement ProgressionFramework grant of £54k has which hasbeen confirmed for 2016/17, from theWelsh Government. This will be used tohelp develop these improvementobjectives.

5.2 Deliver the Families First Children and YoungPeople’s Skills Project to targeted young people withinschool

£400,000 This project is delivered by the youthservice and is 100% recovered byfunding from Families First grant

Improvement objective Identified funding to deliver improvement (£’000) Additional Financial comments

5.3 Deliver the Inspire to Achieve and Inspire to Work ESF projects to at risk youngpeople identified through the YEPF Early Identificationtool grant funded

Total budget for Newport –Inspire 2 Achieve ESF £155,573Inspire 2 Work ESF £168,000

This project will be funded by theEuropean Social Fund up to the 31st

March 2018.

5.4 Communities First NEET engagement project underits learning theme will be delivered across 4 clusterareas of Newport. Supporting young people to engagein learning activities.

£82,000 Funded through a combination ofCommunities First (£12,000) and SLAagreement with ITEC Training (£70,000).

5.5 Deliver Communities 4 Work programme that isfunded by ESF and Welsh Government. Target andsupport 18 – 24 year olds disengaged looking foremployment.

£488,858 This project is 100% funded up to 31st ofMarch 2018. The funding is provided byWelsh Government and the EuropeanSocial Fund.

5.7 Working with providers of education and furtherlearning to ensure appropriate provision is in place atpost compulsory education transition points

5.11 Ensure there is a focus on the statutoryresponsibilities within the Learning and Skills Act sothat the Council is confident that we are meeting ourstatutory Youth Support Services responsibilities (in linewith Welsh Audit Office recommendations)

£383,407 The core Partnership and Policy budgetis available to deliver theseimprovement objectives.

5.8 Develop and deliver specific employabilityprogrammes through Work Based Learning Academy(WBLA) to meet the needs of those young people whoare only seeking employment (includingapprenticeship)

The work of the WBLA is on-goingrequiring a budget for staff time. Thefunding for these staff is 100%recovered from the Work Programme.


Ensuring the best educational outcomes for children

Link to Corporate Plan: A Learning and Working CityLead Cabinet Member: Cabinet Member for Education and Young People and Cabinet Member for Skills and WorkLead Officer: Chief Education Officer

What is the Improvement Objective?To ensure all our pupils are effectively engaged in education so that they can attain the best possible educational outcomes. This includes vulnerablelearners that may be at risk of not reaching their expected level of attainment.

Why have we chosen this Improvement Objective? / Why is it important?In order to ensure that all pupils reach their learning potential at every key stage they need to be in school; barriers to learning need to be mitigated(especially poverty) and extra support given to literacy and numeracy. The indicators will inform the forward planning of the Education Service inpartnership with the Education Achievement Service (EAS) and schools.

What have we done so far?Over the past three years standards in education across Newport have improved in all Key Stages. Foundation Phase and Key Stage 2 pupil outcomes arestrong. More intensive work needs to progress within our secondary schools to ensure standards improve at a faster pace and meet the all Wales averageperformance. Newport primary schools achieve well within National Categorisation. 50% of primary schools are categorised as green (in relation to the 22%average across Wales). Only 12.5% (or 1) Newport secondary school(s) is categorised as green (in relation to the 18% average across Wales). However, thisis the only green secondary school in the region.Support to improve the quality of teaching and learning is well established and all Newport schools have participated in varying support programmes withthe aim of improving literacy, numeracy and outcomes of those pupils disadvantaged by poverty. Pupils entitled to Free School Meals (FSM) have improvedin all Key Stages. However, stronger acceleration of FSM performance is required in Key Stage 3 and 4 in order to further mitigate the risks of deprivationand ensure educational equity. Newport is ranked in 16th place (out of 22) in terms of Free School Meal entitlement across Wales.Attendance has improved across the city, although Newport’s attendance figures do not meet the Wales average figures. Secondary attendance is ofparticular concern. Improved attendance is linked to improved pupil attainment and must be secured in order to accelerate the life chances of children andyoung people in Newport. A city wide attendance forum has been established. An attendance action plan has been developed in order to overcome non-

attendance obstacles and share good practice. The work of the forum needs to continue and develop so that each Newport school has the ability to supportand challenge pupil attendance in a fair and consistent way.Data shows that pupil exclusions are too frequent in Newport. Exclusion data is now shared and understood by all stakeholders. The local authority isworking with secondary schools to prevent pupil exclusions and to plan alternative provision where young people can be successful. This work needs to befurther developed in order to ensure that pupils are fully engaged in an appropriate curriculum which leads to employment.



6.1 Improve the number of pupils achieving the expected level in theKey Stage 3 Core Subject Indicator, the number of pupils achieving theLevel 2 Inclusive Indicator (in particular those accessing Free SchoolMeals), the number of pupils gaining a Level 2 in GCSE Maths andEnglish.

The local authority will continue to commission the services of theEducation Achievement Service to support and improve the qualityof leadership and management / teaching and learning in Newportschools.

The local authority will continue to focus on the national priorities of‘improving literacy, improving numeracy and reducing the impact ofpoverty and deprivation’.

Pupils continuing to achieve well at Key Stage 3 and 4 are more likely tohave the opportunity to progress to Further and Higher Education as well assecuring employment (improving their life chances of gaining economic,physical, social and emotional well-being).

6.2 Improve Primary & Secondary Attendance

The local authority will continue to address the attendance actionplan with schools.

Improved attendance is linked to improved pupil attainment. This objectivewill support opportunities and life chances. (Of pupils who miss between 10per cent and 20 per cent of school, only 35 per cent manage to achieve fiveA* to C GCSEs, including English and maths).

6.3 Reduce pupil exclusions

The Local Authority will agree exclusion targets with secondaryschools and monitor their success.

An exclusion reduction action plan will be developed and progressed inpartnership with secondary schools and the local authority (with a viewto reducing the number and days lost to exclusions across the city).

Pupils who are excluded are more likely to become NEET (not in Education,Employment or Training). Reducing exclusions will help to improve pupilattainment and support their chances in becoming successful in theworkplace.

How will we know?

Measure Current performance(2015/16)

Comparative performance(All Wales Average)

Target for 16/17

How much did we do?

6a.Total number of days lost to secondary fixedterm exclusions

2160 days Not available 2052


6b. Attendance levels primary school EDU/016a 94.5 All Wales average94.9

94.6

6c. Attendance levels secondary schools EDU/016b 93.1 All Wales average93.8

93.2


6d. Pupils achieving the expected CSI outcome atthe end of Key Stage 3 EDU/004

81.6 All Wales average83.9

82.1

6e. Percentage of FSM pupils achieving Level 2Inclusive


28.5

6f. Total percentage of pupils achieving the Level 2Inclusive


55.2

6g. Pupils achieving Level 2 Maths 59.6 All Wales average61.7

61.7

6h. Pupils achieving Level 2 English 67.7 All Wales average66.2

68

Partnership: Who do we need to collaborate with?Welsh GovernmentEASSchools and Head teachersCitizens of Newport including parents & pupilsSocial ServicesHealthPolice

Youth Offending TeamYouth ServicesCommunities FirstVoluntary GroupsSouth East Wales consortia area working groupsSE Wales Safeguarding children board


Risk Mitigation /Prevention Activity Risk Rating

Increasing numbers of new arrivals into Newportschools Continue to review needs of service linked to New

Arrival needsHigh – reduction in funding is an on-going concern

Pressure on school places A primary school expansion programme is underwaywith directed capital investment to areas of the citywhere Section 106 monies are unable to be accessed.

Families have been split between schools toaccommodate admissions which impacts onattendance, lateness and well being

Low – work in progress, no barriers

High – the primary expansionprogramme continues to extendplaces but demand is increasinglyhigh

Numbers of pupils with additional learning needsincreasing / relatively small workforce to support pupilsand those at risk of exclusion

Service and team plans must be focussed on keyoutcomes for pupils with additional learning needs /those at risk from exclusion.

LA links with EAS to ensure schools are challenged andsupported to secure the right provision

SEN statementing will change to ensure that allagencies are involved in supporting pupils.

Medium - work needs to be re-focussed, staffing budgets at risk.

Medium – limited EAS supportavailable

Medium – Awaiting further WelshGovernment guidance and will needtime to achieve

Underpinning all of these risks is the continuingfinancial pressure

The Service Area will need to be realistic around theresources available.

The Service Area will continue to monitor the existingbudget regularly

Medium - Robust service areaplanning will consider resourceallocation

Low – Systems in place




6.1 Improve the number of pupils achieving theexpected level in the Key Stage 3 Core SubjectIndicator, the number of pupils achieving the Level 2Inclusive Indicator (in particular those accessing FreeSchool Meals), the number of pupils gaining a Level 2 inGCSE Maths and English.

£8,775,037 The budgets available to deliver this improvement havebeen identified from a number of areas; they include theEAS contribution of £875,415, external grant funding of£7,899,622 (EIG) and £4,231,500 (PDG). Reduction in WGfunding is an on-going financial concern.

6.2 Improve Primary & Secondary Attendance. £305,233 The Education Welfare Service budget is available todeliver this improvement.

6.3 Reduce pupil exclusions. £264,936 The Inclusion Management budget (noted) is available todeliver this improvement. The AEN services weredelegated to schools and provide support to help deliverthis improvement objective.


Increasing Recycling

Link to Corporate Plan: A Green and Healthy CityLead Cabinet Members: Cabinet Member for Streetscene and City ServicesLead Officer: Head of Streetscene and City Services

What is the Improvement Objective?To increase recycling and divert waste from landfill. To ensure Newport delivers the Welsh Government objectives for the increasing of recycling and theEuropean targets for diversion of waste from landfill, every recycling and diversion opportunity available to the city must be explored and where applicable,implemented.

The diversion of residual municipal waste from landfill will largely be covered by the operation of Prosiect Gwyrdd. Therefore, this objective will largelyfocus on encouraging businesses and residents within the city to recycle more which will maximise the potential currently being classified and treated asresidual waste.

Why have we chosen this Improvement Objective? / Why is it important?This objective has been chosen as it has a significant implication for council budgets and is a topic of high interest to our residents. This objective will befocused mostly on the benefits that can be gained through customer education and guidance on how to recycle, how to recycle more and why it isimportant.

It is accepted that around 30% of our residents either fail to recycle their waste or only recycle when their residual waste bin is full. If all these residentsperformed in line with the Newport average then an estimated 2,600 tonnes would be diverted from landfill at a saving of £208,000 a year in tax/disposalcosts.

Additionally, we will explore the diverse nature of the city with a view to improving communication, informing and helping the numerous cultural andethnic groups we have within our city to recycle and recycle more.

What have we done so far?The Council provides a high quality low cost recycling service and in 2014/15 recycled/composted 52.03% of its municipal waste and landfilled 23,120tonnes. Newport is also a lead member of Prosiect Gwyrdd a £1bn project to divert waste from landfill, create energy from waste and also provideincreased recycling.Newport offers a comprehensive household kerbside recycling collection service including card, garden, dry recyclables and food waste. The Councildelivers an alternate week residual waste collection service and started roll-out of smaller wheeled bins that will be finished soon. The Council also offers acomprehensive household waste recycling facility which has recently improved the reuse shop after its success during the first year of operation.



7.1 To improve the recycling services

In order to improve the current service and with the aim of increasing therecycling performance, Newport City Council is planning to increase cardboardcollections adding them to the weekly kerbside collections, together withcollecting tetra pak as a new recyclable material. This will enable resident torecycle more materials and more frequently leaving only non-recyclable items tobe collected fortnightly. Roll out of smaller refuse bins will be finished too.

Newport City Council will also aim to improve the recycling activity in areas offlats, which due to their different characteristics present some challenges andhistorically have a lower recycling rate.

A doorknocking campaign will also be carried out, to help engage with residentsand effectively communicate all the projected changes, also including activitieswith schools or community hubs.

Finally The Council will analyse options to improve the House Waste RecyclingCentre facilities to make it more accessible and efficient

It will facilitate the development of appropriate targeted strategies andinterventions.

Enable NCC to evaluate various recycling options.

Raise awareness of the waste hierarchy and favour reuse and recyclingoptions over other mechanisms.

Offer an improved service to residents that makes the recycling activityeasier

7.2 To divert all household and trade refuse waste collected by the Council bymaking use of the Prosiect Gwyrdd waste to energy facility during its first year offull operation

This will divert all remaining NCC municipal waste from landfill and willhelp the recycling activities by recovering and recycling end of processmaterials such as metals and incinerator bottom ash

How will we know?

Measure Current performance(date)

Comparative performance(date)

Target for 16/17

How much did we do?

7a Percentage of municipal waste recycled orcomposted.

56.39% 52.03% (14/15 year end) 58%

7b Amount of waste sent to landfill 30.03% 36.65% (14/15 year end) 18%


7c Percentage of municipal waste recycled at theHWRC site

61.91% N/A 65%

7d Increase in participation in areas with lowperformance- doorknocking and communicationscampaign

- N/A 2%


7e NCC proposed trial exercise to reduce residualwaste and improve recycling performance in 80blocks of flats

- N/A 25%

Partnership: Who do we need to collaboration with?Welsh GovernmentWastesaversWaste Awareness WalesThe residents and businesses in Newport.WLGA



Failure to meet Welsh government recycling targetscould result in substantial fines.

Initiatives to increase recycling. Medium

Failure to meet European Landfill Diversion Targetscould result in substantial fines.

Prosiect Gwyrdd will eliminate this risk. Low

Failure to increase recycling could result in increasedcosts

Initiatives to increase recycling. Medium




7.1 Improve Recycling Services £3,612,744 The budgets available to deliver this improvement havebeen identified from a number of areas; they includecore funding of £857,647 plus external grant funding inthe form of the Environmental Sustainability (ESD)revenue grant of £2,755,097 from Welsh Government(WG). Reduction in WG funding is an on-going financialconcern.

There is a risk associated with sustaining future revenuefunding as any reduction in core funds could affect theAuthority’s ability to meet the Welsh AssemblyGovernment 70% recycling and composting rate by 2025.

7.2 To divert all household and trade refuse wastecollected by the Council by making use of the ProsiectGwyrdd waste to energy facility during its first year offull operation

£3,107,781 Fee payable to Viridor in respect of the partnershiparrangement with other neighbouring authorities. Allauthorities are committed to recycling and compostingand meeting the challenging targets ahead.


Preventing offending and re-offending of young people

Link to Corporate Plan: A Safer CityLead Cabinet Members: Cabinet Member for Education and Young PeopleLead Officer: Head of Children and Young People Services

Description of Improvement ObjectiveThe principle aim of the youth justice system, established by section 37 of the Crime andDisorder Act 1998, is to prevent offending by children and young people.This relates to prevention of

anti-social behaviour and offending;

appropriate use of Out of Court Disposals to divert young people from the criminal justice system

reducing the rate of proven re-offending and

reducing the proportion of young people sentenced to custody.

In line with Welsh Government and Youth Justice Board policy, we believe that prevention is better than cure and that children are young people first andoffenders second.

Why have we chosen this Improvement Objective? / Why is it important?The objectives above are statutory ones for all Youth Offending Services (YOS) and the YOS’s performance in relation to these evidence it’s success orotherwise to contribute towards them. In order to meet these objectives, effective use of preventative interventions and Out of Court Disposals, areproven important aspects of achieving and maintaining safer communities and improving the perception of safety within communities.

It is acknowledged that the YOS is not able to directly control the number of young people offered Restorative Justice Disposals or referred to Bureau asdecision making in relation to these rests with the Police, however what the YOS is able to do is advocate to ensure that as many young people as possibleare offered opportunities for diversion from court and the system, and ensure that young people are offered preventative interventions (via Preventionservice/youth service) at the earliest opportunity. It is also acknowledged within the targets set, account is taken for the fact that year on year there areless young people coming into the system, and those who do have more complex and challenging behaviours. The target for ETE specifically is set belowthose set by the YJB in recognition that this YOS, nor other YOS across the country actually meet those targets, thus those set aspire to a slightimprovement on this year’s performance.

In Newport, two teams directly deploy resource to meet the core aim - the Team Around the Family (Prevention Team) which offers specific individualvoluntary early intervention in the form of Community Resolutions, as well as more generic voluntary support for young people and families in need, andthe YOS, which facilitates out of court disposals and the raft of statutory court ordered interventions. Both teams can call upon a variety of specialistresource/intervention/agency involvement to support their work with young people, families, victims and communities. The multi-agency, collaborativenature of the service provides a cohesive approach to issues and assists with addressing the holistic needs of the service users to help tackle the root causesof offending.

What have we done so far?The last year has been a challenging one, with change being the most significant constant. The period has been marked by the loss of two (50%) of themanagement team and a new Service Manager and operational manager coming into post with a firm focus on continuing with the improvement journeywhich commenced in the wake of the Inspection. The latter part of 2015/16 will also witness the departure of a third manager from the original team whohas elected to accept an offer of voluntary redundancy. The Service has been supported by a Business Support and Development Manager role also beingmade available to the YOS and more recently the recognition of the need for a Senior Practitioner post in the service to straddle management andoperation and drive up practice and performance. At the time of writing, this post has not yet been filled.

Substantial effort has continued to be dedicated to the post inspection improvement plan, and there has been much progress in relation to this including arejuvenated management board; greater participation and involvement of partner’s agencies and a more evident ‘pulling together’ and a strongermanagement team. A staff perceptions questionnaire completed in late 2015 evidenced that despite the change and challenge, generally the staff teamwere feeling that they were on a different, more positive journey, but there remains a long way to go.

In the latter part of 2015 these improvements were beginning to be evidenced in practice and performance and underpinned by stronger process andprocedure, and in particular a more consistent and robust process of gatekeeping and quality assurance. At the end of quarter 2, the Youth Justice boardcommented that they would review the ‘poor performing’ category if progress continued. The most significant aspect of this improvement has been thereduction in the number of custodial sentences - having ‘boasted’ the worst/highest custody rate in wales in 2014/15, at the end of quarter 3 (January2016) the trajectory is tracking at just under a 50% reduction (13 year to date). A project conducted to ascertain why our custody levels were so highuncovered a raft of very poor practice, which has been addressed through the year. A robust performance management process has been developedenabling the YOS to identify trends and patterns at an early stage, and then plan to address those. Another significant improvement is in relation to firsttime entrants into the youth justice system. Internal performance information indicates at the end of quarter 3, there has been over a 50% reduction in thiscohort (this is based on real time performance data as opposed to historical data as reported by YJB) this is an indication that the earlyinterventions/diversion activity is working well.

Having two permanent Operational Managers and a senior Social Worker on long term sick leave since October 2015, and the third manager being onmaternity leave has hindered and delayed progress, however, two agency managers have brought tremendous support, insight and drive to the servicewhich has enabled it to remain functional as well as not lose sight of improvements which are needed.

2015/16 saw an in year cut from the YJB (@£40K) which together with agency management costs contributed to an over spend current running in theregion of £85K. Further funding cuts are planned in 2016/17 - PCC funding, potentially more YJB funding as well as cuts from partner contributions. Thisinitiated the management board to request a paper outlining options to achieve a 10% funding reduction - this will result in the loss of posts, hence thechallenge as we go into the new year, is how to continue to meet the statutory demands with less resource but at the same time, do that more effectivelyand in so doing strive for best practice which will translate into improved outcomes for young people using the service. These cuts are also facing theprevention service which supports the early intervention functions of the service.In March 2016, Probation has confirmed a 50% cut this year and a further 50% next year; the YJB have commented that there could be up to a 25% cut.Other partners have not yet confirmed arrangements and funding levels.

The coming year will also host a significant change in the YOS IT systems, and a fundamental change in the way assessments are completed, recorded andmonitored. The YOS will also relocate in the 2016/17 as a result of its current building being sold and a merger of the three YOS in Gwent is being planned.The challenge for Newport within the latter issue is how to ensure that the local needs do not get lost.

In February 2016 the much awaited Full Joint Inspection of the YOS took place. The draft report is due out on 21.3.16 and the final report in June 2016.Initial feedback following the Inspection was that ‘significant progress’ had been achieved and that a ‘step change’ had been made across the service.The challenge now will be how to sustain this and improve with a depleted resource.



8.1 Reduction in first time entrants More young people diverted from crime and anti-social behaviour

8.2 Reduction in the use of youth custody More young people supported to refrain from offending whilst subject tocommunity sentences.

8.3 Access to Education, Training and Employment Children and young people have access to full time education training andemployment (ETE), suitable to their needs.

8.4 Access to timely mental health assessment and treatment (new PI) Mental health needs impacting on behaviour are recognised at the earliestopportunity

8.5 access to timely assessment and treatment in relation to substancemisuse.

Substance misuse impacting on behaviour and wellbeing is recognised at theearliest opportunity

8.6 Access to appropriate/suitable accommodation Young people have a safe and secure place to live, thus reducing the need toresort to criminal behaviour to survive

How will we know?

Measure Current performance (date) Comparative performance (date) Target for 16/17

How much did we do?

8A. Percentage of young people referred forCommunity Resolution(monthly internal information)

94 (Q3 15/16)37.30%

142 (14/15)35.9%

30% (April 16- Mar 17)*

8B. percentage of young people referred to NewportBureau for Out of Court Disposals(monthly internal information)

% based on the proportion of YP havingthese interventions in 2014/15 and averageof Q1-3 in 2015/16

47 (Q3 15/16)18.65%

89 ( 14/15)22.5%

15% (April 16 – Mar 17)*


8C. Number of first time entrants into the YouthJustice System (monthly internal reportinginformation based on live data)

30 (Q3 2015/15) 75 (14/15) 50 (April 16 - March 17)

Measure Current performance (date) Comparative performance (date) Target for 16/17

8D. The number of young people sentenced tocustody(actual number from internal monthly performance)

13 (Q3 2015/16) 24 (14/15) 15 (April 16 - March 17)


8E. Percentage of young people accessing suitableaccommodation at the end of their interventionprovided they are not in custody(monthly internal information)

88% (Q3 15/16)81.1% (Q3 14/15) 80% (April 16 - March 17)

8F. Percentage of children and young people in theYouth Justice System, with identified substancemisuse needs, who have access to appropriatespecialist assessment.(monthly internal information)

75% (Q3 15/16) 93.5% (Q3 14/15) 80% (April 16 - March 17)

8G. Percentage of children and young people in theYouth Justice System, with identified mental healthneeds, who have access to appropriate specialistassessment. (monthly internal information)

Not measured. 80% (April 2016/17)

8H. Percentage of young people who receive Out ofCourt disposals who re-offend within the next 12months. (quarterly internal information)

25.7% (Q3 15/16) 54.2% (Q3 14/15) 30% (April 16 - March 17)

8I. Percentage of young people who receive statutoryorders who re-offend within the next 12 months(quarterly internal information)

(Q3 2015/16)Information not yet available

45% (April 2016/17)

8J. Number of ETE hours attended at end of statutoryorder (monthly internal information)

YJB targets will be monitored quarterly (one quarterbehind)

Not measured in same way. School age (under 16) 17.5%hours a week Post 16 - 10hours a week.(April 2016-

March 2017) School age 25hours a week Over 16 - 16

hours a week

Partnership: Who do we need to collaborate with?Gwent PoliceAll Wales Probation TrustAneurin Bevan University Health BoardBarnardo’s B@1Careers WalesPositive Futures



Reduction in grant funding /partner funding couldaffect staffing.

Increase the number of volunteers and sessionalworkers to provide mentorship for young peopleand investigate alternative funding streams.

Through increased gatekeeping and qualityassurance, ensure that staff use time andresource effectively, and where possible inpartnership with others to reduce costs and/ormaximise economies of scale.

Review function and roles within the service toinform structural review.

High

Increase in re-offending of young people with verycomplex needs

Work with partners and YJB to identify ‘whatworks’ in diverting those with complex needsfrom further offending.

Through increased quality assurance andimproved use of performance information, targetpreventative activity towards those young peoplemost at risk, and ensure those who are in thesystem have the most robust and impactiveinterventions.

Ensure thorough and effective use of partnerexpertise and skills – effective multi-agencyworking.

High


Lack of suitable education/training and employment(ETE) provision.

Maintain YOS ETE worker to assist in identifyingsuitable placements.

Ensure YOS monitors and uses performanceinformation regularly and effectively

Ensure the YOS Management Board maintains astrategic overview of performance and resourcein this area, and take appropriate action asneeded.

Work with partners to identify/develop newoptions.

Medium


Improvement Objective Identified funding to deliverimprovement (£’000)


Preventing Offending and Re-offending of Young People

865 Funding for 2016-17 from YOS=£530k and Preventions=£335. There hasbeen an additional funding pressure added in for 2016-17 of £87k. Thiswas due to an in-year (2015-16) reduction in grant funding from the YJBand the engagement of a Senior Practitioner. Despite this pressure,further reductions in grant funding for 2016-17 [YJB (approximately £50k)and PCC (£15k)] are now very likely (awaiting confirmation). In addition tothis, the Probation Service has confirmed a reduction of £26k for theirPartner contribution for 2016-17. There is also a reduction in 2016-17Families First grant funding (Prevention Service) of £31k.

Report Cabinet Part 1 Date: 11th April 2016 Item No:

Subject Regional Governance Requirements – Social Services and Wellbeing (Wales) Act 2014

Purpose To advise Cabinet of the statutory requirement under the Social Services and

Wellbeing Act 2014 to establish a Regional Partnership Board comprising of the Aneurin Bevan University Health Board and 5 Local Authority Social Services in the Gwent regions

To seek Cabinet support to establish the Regional Partnership Board

Author Mike Nicholson, Strategic Director (People)

Mark Saunders, Head of Transformation Team, Greater Gwent Health, Social Care & Wellbeing Partnership

Ward Regional – 5 LA’s- Blaenau Gwent, Caerphilly, Monmouthshire, Newport and

Torfaen, Aneurin Bevan University Health Board, Torfaen Voluntary Alliance, Gwent Association of Voluntary Organisations.

Summary The establishment of the Regional Partnership Board is a statutory requirement in order to deliver the governance and management arrangements required to implement Part 9 (Co Operation and Partnership) of the statutory guidance required by Social Services and Wellbeing (Wales) Act 2014.

The Board will have responsibility to deliver on the aspirations of the Social Services and Wellbeing Act 2014 to improve outcomes and wellbeing of people as well as improving efficiency and effectiveness of service delivery through co-operation, partnership and integration. The purpose of the Regional Partnership Board is to manage and develop services to secure strategic planning and partnership working between local authorities and local health boards and to ensure effective services, care and support are in place to best meet the needs of their respective populations. The Cabinet Member for Adult and Community Services and the Cabinet Member, Education and Young People will be voting members of the board, but can only operate within the framework set out by Newport City-Council governance mechanisms. There will be five local authority voting members of the board and for Newport City Council a single vote will be shared between the Cabinet Member for Adult and Community Services and the Cabinet Member, Education and Young People.

Agenda Item 6

Proposal Cabinet to endorse the recommendation that Newport City-Council participate in the

establishment of the Regional Partnership Board

To delegate the agreement of the final Terms of Reference for the Partnership Board to the Statutory Director of Social Services in liaison with the Cabinet Member for Adult and Community Services and Cabinet Member, Education and Young People, the Chief Legal Officer and Monitoring Officer and the partner agencies.

Action by Mike Nicholson

Timetable From April 6th 2016 This report was prepared after consultation with:

Cabinet Member for Adult and Community Services Cabinet Member, Education and Young People, Head of Children and Family Services Head of Adult and Community Care Services Directors of Social Services in Gwent and the Chief Executive of Aneurin Bevan

University Health Board Mark Saunders, Head of Transformation Team, Greater Gwent Health, Social

Care & Wellbeing Partnership

Signed

Background

The Social Services and Well-Being (Wales) Act 2014 (SSWB Act) comes into force in April 2016. The Act replaces 40 pieces of current legislation and has 11 parts as below:-

Part 1 – Introduction

Part 2 – General Functions

Part 3 – Assessing needs of Individuals

Part 4 – Meeting needs

Part 5 – Charging and Financial Assessment

Part 6 - Looked After and Accommodated children

Part 7 – Safeguarding

Part 8 – Social Services Function (role of Statutory Director)

Part 9 - Co-operation and Partnership

Part 10 - Complaints, Representations and Advocacy Services

Part 11 – Miscellaneous and General

Detailed Codes of Practice and Guidance have progressed through the legislative processes

of Welsh Government and a final suite of Codes are now available.

This report has, at its focus, part 9- Co-operation and Partnership. The purpose of Part 9 is

to improve outcomes and well-being of people, as well as improving the efficiency and

effectiveness of service delivery. The key aims of cooperation, partnership and integration

can therefore be described as follows:

To improve care and support, ensuring people have more say and control.

To improve outcomes and health and wellbeing.

Provide co-ordinated, person centred care and support.

Make more effective use of resources, skills and expertise

A Regional Partnership Board is required under the Social Services and Wellbeing (Wales) Act

and an Interim Partnership Forum has been developed with agreed governance and terms of

reference. Decision making will fall to the key agencies in the partnership and for Newport City

Council there will a single vote shared between the Cabinet Member for Adult and Community

Services and the Cabinet Member, Education and Young People. Each local authority will have

a single vote, the Chair, Deputy Chair and Independent Member of the Health board will have a

vote each as will the Chief Executive of the Health Board and the Public Health Director.

The Regional Partnership Board will provide formal governance for the oversight of partnership

arrangements for future integration of services, using pooled funds or lead commissioning

arrangements, as appropriate. This Board will require the Executive Member to act as decision

maker on behalf of Newport City-Council. The Statutory Social Services Director and other

officers of the Authority will be required to deliver actions agreed by the board designed to meet

statutory expectations.

The rationale for collaboration is that integration arrangements for planning, commissioning and

delivery of health and social care services will improve outcomes for people and deliver service

efficiencies to meet future demands, arising from demographic and socio-economic pressures.

The greater Gwent area has demonstrated effective working at a regional level and this

experience will provide excellent foundations from which to build.

Early indications for future priority work programmes are Learning Disability Strategic

Framework, Gwent Frailty Programme Plus and Integrated Family Support Service. The

Partnership Board will also provide oversight for the continuation of Regional Adoption, Mental

Health, Safeguarding and Community Equipment Services.

It should be noted that development of a Regional Partnership Board does not remove local

accountability. There is still a requirement for a Statutory Director of Social Services,

responsible for the delivery of social services functions and an Annual Report to Council to be

published and presented to Council.

It should also be noted that any pooled funding or lead commissioning arrangement would be

subject to separate report and agreement by Cabinet. This will ensure an equitable distribution

of costs across the local authorities.

Recommendations

To agree regular reporting arrangements to both Cabinet and relevant Overview and Scrutiny

Committees.

To delegate the agreement of the final Terms of Reference for the Partnership Board to the

Statutory Director of Social Services in liaison with the Cabinet Member for Social Care and

Well-Being and Cabinet Member, Health, Social Care & Well-Being, the Chief Legal Officer and

Monitoring Officer and the partner agencies.

Financial Summary

Currently there is no specific cost to the Regional Partnership Board as support is provided

through a time limited grant from wales Government but there is a requirement under the

Partnership Regulations under the Social Services and Wellbeing Act 2014 to develop

pooled funds in relation to:

The exercise of care home accommodation functions

The exercise of family support functions

Risks This is a statutory requirement and it is anticipated that all partners will continue to remain committed to regional working, to improve outcomes for people and to improve the delivery of health and social care. If local government re-organisation is confirmed, this may disrupt progress. It is hoped that the Greater Gwent region would still be a relevant footprint for strategic working, no matter what the final configuration of authorities becomes. Changes to key lead members and senior officers in any of the organisations may disrupt

progress, although well -established working arrangements should help minimize this risk. Support to the Interim Partnership Forum is funded by Delivering Transformation Grant. If this Grant is reduced or not available, capacity will need to be secured from the statutory partners on a Fair Shares basis.

Links to Council Policies and Priorities The Regional Partnership Board is statutory requirement under the Social Services and Wellbeing Act 2014

Options Available Option 1: Chose not to make a commitment to the Regional Partnership Board Option 2: Accept the recommendations in this report and agree to participate in the Regional

Partnership Board

Preferred Option and Why Option 1: It is a statutory requirement

Comments of Chief Financial Officer The establishment of the formal Partnership Board is a key first step in even closer integration of working with Health in this area which in the future will include pooled budgets etc. The current Frailty project has shown how important it is to embark on these in a careful way, with full knowledge of the opportunities, risks and responsibilities involved. The Council must ensure that it aligns the need for greater co-operation / integration with ensuring its own responsibilities, priorities and interests are met as far as is possible. The role of the Cabinet Member on the Board will be very important in this respect. At this point, there are no direct financial impacts but the work of the Board will have far reaching financial consequences which this Cabinet will need to carefully assess and understand in the future. The role of the Cabinet Member on the Board will be very important in this respect.

Comments of Monitoring Officer The council has a statutory duty to establish and participate in a Regional Partnership Board, together with ABUHB and the other Gwent local authorities, in accordance with the requirements of the Social Services and Well-being (Wales) Act 2014 and the Partnership Arrangements (Wales) Regulations 2015. The Board will have responsibility for overseeing partnership arrangements for the joint discharge of social care and health functions at a regional level, including greater integration of services and pooling of budgets. The composition and functions of the Regional Partnership Boards are prescribed by the Regulations and the Board must include at least one voting Member from each of the local authorities. Because of the delegation of certain executive functions to the Board, it would be appropriate for the relevant Cabinet Member to represent the Council on the Board.

Staffing Implications: Comments of Head of People and Business Change The establishment of the Regional Partnership Board is a statutory requirement as set out in Part 9 (Co-operation and Partnership) of the statutory guidance required by Social Services and Wellbeing (Wales) Act 2014.

There are no specific staffing implications for this report at this stage. Any proposals for pooled funding or commissioning arrangements which may have staffing implications would be subject to separate report and agreement by Cabinet.

Comments of Cabinet Members The Cabinet Member for Adult and Community Services and the Cabinet Member, Education and Young People welcome the proposed regional governance board and have approved the report for consideration by cabinet. This provides an opportunity for Social Services to have a greater input into the development of health and wellbeing for children, young people and adults across Gwent.

Local issues All Newport

Scrutiny Committees Not applicable as a statutory requirement but scrutiny will receive regular reports on the progress of the partnership

Equalities Impact Assessment The impact assessment has been undertaken by Wales Government

Consultation Consultation of the Social Services and Well-being (Wales) Act has been conducted by Welsh Government. The Chief Officer and her team, Social Care & Housing, has responded to technical guides and draft Codes of Practice during the legislative programme, since royal assent was achieved in 2014.

Background Papers None

Appendices The Governance Framework

Report Cabinet Part 1 Date: April 2016 Item No: See above

Subject Work Programme

Purpose To agree a work programme for 2016

Author Head of Democratic Services

Ward All Wards

Summary The Corporate Assessment suggests to the Council that it should consider strengthening

committee work programming arrangements to ensure they are timely, meaningful, informative, and transparent, balanced, monitored, and joined up.

In response to that suggestion Cabinet agreed that each month the Head of Democratic

Services will ask Chief Officers to update the Cabinet work programme and this update will be reported to Cabinet

A work programme suggested by Chief Officers is attached. This is, of course, a working document and will be subject to change. It is important that the work programme for Cabinet and, in the case of Scrutiny Committees, the work programme for those committees are owned and prioritised by members. Regular reports on the programme will provide more opportunities for that to be done.

Proposal To agree the proposed programme

Action by Head of Democratic Services

Timetable Immediate

This report was prepared after consultation with:

Chief Officers Monitoring Officer Head of Finance Head of People and Business Change

Agenda Item 7

Background As mentioned in the summary above, the Corporate Assessment suggested to the Council that it should consider strengthening committee work programming arrangements to ensure they are timely, meaningful, informative, and transparent, balanced, monitored, and joined up. In response to that suggestion cabinet agreed that each month the Head of Democratic Services will ask Chief Officers to update the Cabinet work programme and this update will be reported to Cabinet This will then be used to help inform the Scrutiny Committee work programmes A work programme suggested by Chief Officers is attached. This is, of course, a working document and will be subject to change. It is important that the work programme for Cabinet and, in the case of Scrutiny Committees, the work programme for those committees are owned and prioritised by members. Regular reports on the programme will provide more opportunities for that to be done. Financial Summary There is no direct cost to adopting a programme of work Risks

Risk Impact of Risk if it occurs* (H/M/L)

Probability of risk occurring (H/M/L)

What is the Council doing or what has it done to avoid the risk or reduce its effect

Who is responsible for dealing with the risk?

No action taken

M L This work programming arrangements to ensure they are timely, meaningful, informative, and transparent, balanced, monitored, and joined up.

Head of Democratic Services

The process is not embraced by report authors and members

M M If there is proliferation of unplanned or late items, the opportunity to ensure work programming is timely, meaningful, informative, and transparent, balanced, monitored, and joined up will diminish

Head of Democratic Services

Links to Council Policies and Priorities These proposals will help the Council provide the best possible affordable service to members and will provide information to the public and elected members Options Available

To adopt the process and adopt or amend the work programme

To consider any alternative proposals raised by Cabinet members

To take no action

Preferred Option and Why To adopt the proposals which should help to ensure work programming arrangements are timely, meaningful, informative, and transparent, balanced, monitored, and joined up.

Comments of Chief Financial Officer There are no financial implications in adopting a programme of work

Comments of Monitoring Officer There are no legal implications in adopting a programme of work

Staffing Implications: Comments of Head of People and Business Change There are no specific staffing l implications in adopting a programme of work

Comments of Cabinet Member The Chair has approved the report for consideration by cabinet.

Local issues There are no local issues as this report relates to the Council’s processes

Scrutiny Committees Regular updates will allow the Scrutiny and Cabinet work programmes to be better coordinated. The Scrutiny Improvement Group is developing new ways of working and reviewing the work programmes to focus more on risk and restricting the number of items on agendas by channelling information reports by way of other and ensuring committee reports are based around outcomes

Equalities Impact Assessment These proposals need no Equalities Impact Assessment

Consultation All Chief Officers are consulted on the programme

Background Papers Corporate Assessment Dated: 22 March 2016

CABINET WORK PROGRAMME 2016-2017

Cabinet Meeting

Items for provisional agenda Lead Officer For Scrutiny / Date Council

April

2016

Improvement Plan 16-18 Risk Register Update *** (removed – prepared last month ) Regional Governance Requirements, Social Services and Wellbeing Act 2014 – Added as a Statutory Requirement by the Director of Social Services Work Programme Update ( regular item)

Head of People & Business Change Head of People & Business Change Head of Finance Head of Finance Director of Social Services Head of Democratic Services

Improvement Plan 2016/17

Treasury Management

Members Remuneration for the coming year

Pay and Reward Policy

May

2016

School Organisation Contract Standing Orders ( Added as part of the review of the Constitution) Financial Regulations ( Added as part of the review of the Constitution) Work Programme Update ( regular item)

Chief Education Officer Head of Finance Head of Finance Head of Democratic Services

January 2016

June

2016

Improvement Plan Update Risk Register Update Certificate of Compliance Capital Outturn Revenue Outturn Work Programme Update ( regular item)

Head of People & Business Change Head of People & Business Change Head of People & Business Change Head of Finance Head of Finance Head of Democratic Services

July

2016

Director of Social Services Annual Report Budget Consultation and engagement timetable Revenue Budget Monitor Capital Monitor & Additions Work Programme Update ( regular item)

Director of Social Services Head of Finance Head of Finance Head of Finance Head of Finance Head of Democratic Services

Annual Report by the Director of Social Services

Annual report by the Democratic Services Committee

NNDR Rate relief Scheme

Sept

2016

Improvement Plan Review Improvement Plan Quarter 1 Risk Register Update Welsh Language Scheme – Annual Report Equalities Plan – Annual Report Treasury Management Work Programme Update ( regular item)

Head of People & Business Change Head of People & Business Change Head of People & Business Change Head of People & Business Change Head of People & Business Change Head of Finance Head of Democratic Services

Improvement Plan Review

Annual Report by the Scrutiny Committees

Annual Report by the Standards Committee

Oct

2016

Annual Improvement Report Revenue Budget Monitor Capital monitor & Additions Work Programme Update ( regular item)

Head of People & Business Change Head of Finance Head of Finance Head of Democratic Services

Nov

2016

Education and Pupil Performance data Work Programme Update ( regular item)

Chief Education Officer Head of Democratic Services

Gambling Act – Statement of Principles Update

Dec

2016

Revenue Budget and MTFP Improvement Plan Update Risk Register Update Certificate of Compliance – letter 2 Work Programme Update ( regular item)

Head of Finance Head of People & Business Change Head of People & Business Change Head of People & Business Change Head of Democratic Services

Jan

2017

Improvement Plan 2017- 2018 Reduction in Council Tax Scheme Revenue Budget Monitor Capital Budget Monitor Work Programme Update ( regular item)

Head of People & Business Change Head of City Services and Digital Infrastructure Head of Finance Head of Finance Head of Democratic Services

Council Tax Reduction Scheme

Nomination of the Mayor

Schedule of meetings

Feb

2017

Budget and MTFP Capital Budget Treasury Management Work Programme Update ( regular item)

Head of Finance Head of Finance Head of Finance Head of People & Business Change Head of Democratic Services

Budget and MTFP

Capital Budget

Treasury Management

March

2017

Improvement Plan update Budget Monitoring Treasury Management Pay and Reward Policy Work Programme Update ( regular item)

Head of People & Business Change Head of Finance Head of Finance Head of People & Business Change Head of Democratic Services

April

2017

Improvement Plan 16-18 Risk Register Update Work Programme Update ( regular item)

Head of People & Business Change Head of People & Business Change Head of Democratic Services

Pay and Reward Policy

public document pack agenda - newport

Documents