top.performance@swansea improvement plan 2007- 2008 · community strategy partnerships but they...

Top.Performance@Swansea Improvement Plan 2007 - 2008

City and County of Swansea2

ContentsPage No

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Chapter 1 - The National Agenda - “Making the Connections” . . . . . . . . . . . . . 6

Chapter 2 - “Ambition is Critical” - Swansea’s Community Strategy . . . . . . . . 14

Chapter 3 - The Council’s Aims and Ambitions . . . . . . . . . . . . . . . . . . . . . . . . 21

Chapter 4 - Achievements and Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Chapter 5 - Regulation and Scrutiny . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Chapter 6 - Council Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Chapter 7 - Programmes and Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Chapter 8 - Summary of Performance for 2006/2007 . . . . . . . . . . . . . . . . . . . 67

Appendix A - Performance Results for 2006/2007 . . . . . . . . . . . . . . . . . . . . . . 71

Appendix B - How to obtain further information . . . . . . . . . . . . . . . . . . . . . . 140

If you require this information in an alternative format,please contact the Business Performance Team on:

● Telephone 01792 636852

● Textphone 01792 636733

● E-mail to [email protected]

Improvement Plan 2007 - 2008 Top.Performance@Swansea

City and County of Swansea 3

ForewordWelcome to the City and County of Swansea Council’s Annual Improvement Planfor 2007/2008. “Moving Forward” outlines this Council’s Objectives and Actions for thefuture and especially for the next year. These are aimed at achieving and sustainingimprovement in performance and service delivery.

The past year has seen a number of changes and challenges for Swansea, some examplesof which are briefly outlined below.

The £32 million refurbishment of the Leisure Centre has remained on target and is scheduledto be finished on time by the end of 2007, and it will be open to the public by early 2008.

The development of the new Civic Centre, based at County Hall, is also on time, with the initialopening of the Contact Centre and Archive Service in September. Work will continue on thecreation of a new Central Library, new café and exhibition space with completion due inSpring 2008.

We have been successful in winning the rights to stage a prestigious national tourismconference. The Group Travel Organisers Association conference will be held in Swanseain January 2008; a 3 day event, including tours of Swansea Bay, Mumbles and Gower fordelegates. Indeed latest figures show a 17% increase in day visitors to Swansea Bay.New events such as the Waterfront Winterland and last year’s National Eisteddfod helpedmake Swansea an attractive venue for visitors. Tourism attracted a total of 3.9million visitorsin 2006 with a visitor spend of £255.6 million into the local economy.

For the first time in it’s 110-year history, box office takings at Swansea's Grand Theatrebroke the £3 million mark. Figures show the attraction having generated 7% more income inthe last financial year than in 2005/2006. The statistics show the Grand welcomed nearly260,000 people through its doors over the 12-month period. High-selling concerts andproductions such as Blood Brothers, Joseph and his Amazing Technicolor Dreamcoatand the Moscow City Ballet all helped contribute towards the end result.

The Council has begun a programme which will see more than 470 council homes receivingnew windows as part of a £1.1 million improvement scheme. The scheme is the latest in aprogramme by the Council aimed at having all council homes fitted with PVCu doubledglazed windows to improve the standard and energy efficiency of properties.

In Waste Management, Swansea continues to exceed recycling targets, and reduce thepercentage of bio-degradable waste sent to landfill.

We have also been awarded the Most Improved Transport Authority in Wales, this was inrecognition of the three park and ride sites and the provision of the Gower Explorer service.



Many will have noticed the changes taking place in the City Centre and the associateddisruption to routes into the City Centre. Stage 1 of the improvement works as part of theSwansea Metro System has now been completed. The Centre is also seeing a £3.75 millioninvestment as part of the City Centre Core Retail scheme which will include the renewal ofexisting surfacing with high quality materials as well as the introduction of new streetfurniture and landmark public art. We are sure that your continued patience with thetemporary disruption in the City Centre will be worthwhile in the end.

The Council has launched the ‘Bridging the Policy Gap’ project which is aimed attackling child poverty. Swansea is the only local authority in Wales participating in thisimportant European Union objective. Following a pilot scheme in 2006, a second wave hasbegun to continue to provide foster services locally, avoiding out of area placements bythe provision of salaried carers under the scheme.

This year the Council opened the new St Thomas Primary School - a £6.7 million state ofthe art school which features a host of community facilities including a new library. Also, inpartnership with South Wales Police, the Council has introduced a safe cycling initiativearound Swansea’s primary schools delivering cycling training to children on mock roadsto raise awareness of safety issues.

We are progressing with the e-Government programme, having achieved the replacementof over 30 IT systems with a single corporate system. A number of further projects will bedelivered as part of this important investment.

We have received positive feedback from our appointed Auditors, PricewaterhouseCoopers,a summary of audit and inspections can be found in Chapter 6 of this document.

The Council is positive about its achievements over the past year, but recognises thatthere are many challenges facing us over the next few years. We continue to focus on thefive corporate themes that broadly cover all the Council’s main functions along with a seriesof underlying principles and functions that will support service delivery. Our five CorporateThemes are:

● Community

● Environment

● Health and Well Being

● Prosperity

● Learning

You can find further explanation and detail on these in Chapter 3.



The Council is committed to improving our performance in these key areas year on year.The proposals for improvement and key developments such as the Civic Centre project,transportation infrastructure and the city centre framework all have the potential to add valueto Swansea and take us one step nearer to our vision of becoming a distinctive EuropeanCity by 2020.

The following chapters will explain in more detail how the Council has performed during2006/07 and what the Council intends to do to improve performance over the next coupleof years. Our website www.swansea.gov.uk provides further information on specific areasof interest.

LEADER CHIEF EXECUTIVE



Chapter 1

The National Agenda - “Making the Connections”

What is it?

“Making the Connections” is the Welsh Assembly Government's vision of a prosperous,sustainable, bilingual, healthier and better-educated Wales. This vision guides thetransformation of public services and delivers services of top quality in Wales.

In November 2006 the Welsh Assembly Government released “Making the Connections -Delivering Beyond Boundaries: Transforming Public Services in Wales”. This document furtherdevelops the vision and incorporates the Assembly’s response to the Beecham review ofLocal Service delivery which took place in July 2006.

There are five main themes detailed in the report, each supported by a number of key actions.The themes are summarised below:

● Putting citizens first - public service organisations must be more ambitious aboutinvolving citizens and engaging them in the design, delivery and improvement of publicservices. Services must be designed to meet the needs of all citizens and there must becore principles for customer service, and clear and transparent access to redress.

● Working together to deliver - local service organisations will begin setting up LocalService Boards (LSBs see below) in 2007-08. These will grow out of the existingcommunity strategy partnerships but they will focus on action and joint delivery as wellas joint planning. Local Service Boards are not new organisations, but local leadershipteams, pulling together all the partners to agree joint actions to achieve better outcomesfor citizens where this depends on working across organisational boundaries. Boardswill have a direct relationship with the Welsh Assembly Government, through Ministersand senior officials.

● World class workforce - we must engage the workforce in public service improvementand harness the energy and enthusiasm that is available in abundance to deliverexcellent services. We must develop and equip our workforce with the skills to do theirjobs - and to lead - effectively.

● Better value for the Welsh pound - the good start which has been made on theefficiency agenda will be sustained - with still faster progress made on developingshared services and releasing resources to the frontline.

● Driving the change: government, resources and performance - implementing theagenda will mean significant change for the Welsh Assembly Government. Building ontheir Spatial Plan roles, Ministers will take on a geographical area responsibility foroverseeing the Assembly Government's engagement with Local Service Boardsalongside their established service portfolios.



What is happening in Swansea?

Overall progress

During 2006 the Wales Audit Office undertook a national study that sought to identify theprogress each Local Authority was making in responding to the “Making the Connections”agenda. The study focused on four main areas:

● working together as the Welsh public service,

● putting citizens at the centre - customer service,

● putting citizens at the centre - public engagement, and

● preparing the workforce.

In terms of our overall progress against the agenda, the following conclusion was drawn;‘The Council is currently making adequate progress in implementing the “Making theConnections” agenda with the potential for step change in the near future’.

There will be additional studies undertaken this year and in following years to further assessthe Council’s progress against this important agenda.

Financial targets and efficiency gains

In “Making the Connections”, WAG has targeted £600 million improvements in the value formoney provided by the major public bodies by 2010. This figure equates to 5% of currenttotal public sector investment. In broad terms it means 1% per annum for 5 years with anexpectation that half the value will be achieved by 2008.

The aim is to achieve these financial targets through efficiency savings, cost reductionsand service improvements. Typically, this is expected to be delivered through:

● smarter procurement,

● streamlining support functions,

● shaping services more effectively to meet public need, and

● making better use of the time, skills and expertise of staff.

Actions to achieve efficiency gains

As part of this Council’s medium term financial planning regime, services are taskedwith meeting stringent budget requirements and efficiency gains. Efficiency gains arebeing delivered in a number of ways, some of the activities and programmes involved indelivering these improvements are detailed below.



●

Over the past year, the Council’s strategic procurement function has continued to work withpartners and suppliers in delivering best value in the purchase of goods and services.

A more strategic and corporate approach to procurement activities is being adopted.An extensive spend analysis has been concluded with the objective of achieving better valuefor money. A review of contract procedure rules and operational systems has allowed greaterflexibility in procurement procedures. The introduction of the i-Siop electronic orderingsystem, through e-Government, will deliver efficiencies in the ordering and paymentprocess and provide improved management information.

The Council continues to make procurement opportunities more accessible to localbusinesses and is keen to develop the active local delivery of the Assembly’s opening doorscharter. To this end, procurement staff have regularly supported the work of the BusinessCentre with a series of successful, well-received courses to local businesses on how totender for the Council’s contracts. Work has also continued on delivering an extensivecontract management training programme across all service areas, ensuring staff are betterplaced to manage their department’s budgets. A sustainable procurement course is currentlybeing developed for delivery during 2007/08.

The Council has actively supported several collaborative approaches to procurement inpartnership with the whole of the Welsh public sector and also continues to support theestablished Welsh Purchasing Consortium (WPC). The recently let all Wales contracts of tyresfor fleet vehicles and schools IT equipment have proven especially beneficial. By committingto all Wales contracts and WPC contracts, the cost of purchases are being reduced and costsavings achieved through buying in partnership.

The Council is also committed to corporate contracts where suitable national frameworks donot exist. Two specific examples of recently advertised corporate framework agreements arethe taxi contract (mainly home to school and social care transport for people with specialneeds), and the employment agency contract (used when the Council has need to coverplanned short-term vacancies e.g. maternity leave etc.). The procurement process for thesetwo frameworks will be completed by Autumn 2007.

Strategic procurement is seen as key to the Council’s drive for increasing efficiency andachieving best value with all contracts. Work will continue over the next year in restructuringthe corporate procurement service, which will assist in further developing the use of corporatecontracts, maintain probity and ensure sustainability in all our procurement processes.



●

The Council’s e-Government Programme began in 2006 to help the Council meet thefollowing corporate aims:

● Operate as one organisation.

● Improve, through the e-Government Programme, the efficiency and effectiveness ofCouncil services.

Within a year of starting this ambitious ten year programme, the Council has achievedthe following:

● Replacement of over 30 IT systems with a single corporate system. Many of thesesystems used outdated technology and were approaching the end of their supportedlife. A single system can be more efficiently supported, simplifies training for and use byour employees and provides standardised information and reporting across theorganisation and corporately.

● For the first time, the Council has a single HR database, which will enable us in duecourse to better support our employees, to monitor training and accreditation and tomanage attendance performance and recruitment going forward.

Over the next 6 to 12 months, the e-Government Programme will be delivering furtherprojects to realise the benefits the Council can achieve from this important investment.Projects include:

● The implementation of a new payroll, integrated with the HR system, which will simplifythe Council’s current payroll processing, enabling us to operate 11 payrolls rather thanthe 22 currently in place.

● A Service Improvement project which will support the Council’s objective of ContinuousImprovement, with business process re-engineering optimising use of the systemsdelivered by the e-Government Programme to ensure efficiency, economy andeffectiveness of service delivery.

● A Purchasing Development project which will extend the use of online buying to moregoods and services, develop an improved network of buyers and expand the use ofpurchasing cards.

The original budget plan for 2006/07 provided for e-Government efficiency savings of£711,000. Whilst this figure was revised to £132,000 in February 2007 it is still the aim ofthe Council to maximise the level of efficiency savings originally envisaged. In February 2007the budget plan for 2007/08 agreed by Council included e-Government Programme savingsof £1.2m.



●

‘Contact Swansea’ is the banner under which the Council will make many of the servicesit delivers to the public more accessible. Tangible signs of Contact Swansea are alreadyapparent in improvements to the Council's website (www.swansea.gov.uk), which is beingredesigned for launch later in the year, providing more information about services in an easyto use FAQ system and an information streaming service which will provide informationtailored to the customer.

Shortly, the Council will be launching a ‘Where's My Nearest’ service, accompanied by onlinemaps and another development will see online forms replacing the current system wherebyforms have to be downloaded, printed and sent back.

The most visible sign of Contact Swansea progress will be the Contact Centre, opening inCounty Hall as part of the new Civic Centre. The Contact Centre will handle a wide range ofenquiries and over time will become the focal point for face-to-face contact with the Council.Proposals are developed for a corporate call centre to handle customer contact viathe telephone.

There is no doubt that Swansea’s approach meets the central government agenda and theobjectives of the “Making the Connections” agenda. Equally important, it will improve andstreamline the way we deliver frontline services.

●

Vehicle Monitoring - the introduction of a vehicle tracking system has enabled the Councilto make informed decisions based on accurate and detailed reports on vehicle utilisation.The initiative has delivered efficiency gains by vehicle rationalisation and improved timemanagement and productivity.

Rationalisation of Pool Cars - by taking a corporate view of pool vehicles the Council hasbeen able to identify opportunities for shared use resulting in a reduction of a number ofvehicles, encouraging more effective and efficient use of resources.

Review of Corporate Fleet - has identified the potential for savings, moving vehicles fromshort term arrangements and undertaken a procurement exercise to facilitate moreeconomical and flexible terms.

The Council have procured 95/5 mix bio-diesel and introduced this for fleet use at costneutral, thereby reducing our reliance on more expensive dual fuel vehicles to meet ourenvironmental objectives.



●

Swansea has already restructured its Human Resources, Payroll, Finance and Procurementfunctions, bringing together these support functions as part of the shared services agenda.Other support functions across the Chief Executive’s Department continue to streamline andreduce the overall cost burden to the front-line services. Over the next few months ongoingservice improvement work, undertaken as part of the Council’s e-Government programme,will continue to identify areas where existing systems and processes can be betterstreamlined, providing efficiency gains.

The Council does not and cannot operate in isolation in the delivery of all its services.We work with a large number of partners from the public, private and voluntary sectors.

Over the past few years much work has been done to ‘map out’ all the partnerships theCouncil is involved in, these range from major strategic partnerships that support the keythemes of the Community Strategy through to numerous smaller formal and informalpartnerships or working groups.

This year the Council has facilitated a robust review of the Health Challenge SwanseaPartnership suggesting new project and programme management arrangements to helpsupport the work of the partnership. The review, when complete, will form the basis ofa process of ongoing reviews of the Council’s other strategic partnerships.

Partnerships and collaborative working is also at the heart of the “Making the Connections”Agenda. The Council is part of many partnerships and joint working arrangements, includingthe following, although this list is not exhaustive.

Strategic Partnerships

● Better Swansea Partnership

● Health Challenge Swansea Partnership

● Swansea Learning Partnership

● Children and Young People Executive Board

● Swansea Economic Regeneration Partnership

● Swansea Environment Partnership

● Safer Swansea Partnership

More detail on these and key actions, etc. can be found in Chapter 2.



Examples of other Partnerships

● South West Wales Economic Forum - established to promote the economic growthof South West Wales.

● City Centre Partnership - public and private partnership focussed on the developmentof Swansea as a premier destination and a vibrant place to shop, live, work and visit.

● Swansea Council for Voluntary Services - The umbrella organisation for voluntaryactivity throughout the City & County of Swansea.

● SWWITCH - the South West Wales Integrated Transport Consortium - a formalalliance between the four Unitary Authorities in South West Wales. It is one of fourWelsh transport consortia supported by the Welsh Assembly Government and is workingto develop strategic transport policies, infrastructure, improvements and changepeoples' attitudes to transport.

● Contact Swansea - the development of a Service Agreement between Swanseaand Cardiff Councils to deliver a Customer Relationship Management (CRM) systemand business improvement for the benefit of the customers of the City & Countyof Swansea.

Joint Working Arrangements

● Joint Resilience Unit - operating jointly with Neath Port Talbot County BoroughCouncil, the unit ensures both Councils comply with statutory duties laid out within theCivil Contingencies Act (2004), etc.

● West Glamorgan Joint Childcare Legal Team - established in November 2002, itsaim is to provide an accessible, efficient, cost effective and professional legal service tothe Social Services Departments of three Councils (Swansea, NPT and Bridgend), inmatters of child care and child protection.

● West Glamorgan Archive Service - joint service operated with Neath Port TalbotCounty Borough Council to locate, preserve and make accessible documents relatingto all aspects of the history of the West Glamorgan area.



“Making the Connections” Improvement Fund

The “Making the Connections” Improvement Fund (the Fund) aims to encourage improvedpublic services in Wales by supporting greater collaboration across the public sector.It does this by providing pump-priming funding towards costs associated with developingimprovement proposals by strategic partnerships. The Fund is intended to help projects thatstimulate change that lead to significant improvement in public services for the benefit of thecitizen, some of the key objectives include;

● delivering improved public services in line with the Welsh Assembly Government’s“Making the Connections” agenda,

● addressing key barriers currently preventing improvements being made topublic services,

● encouraging collaboration between bodies,

● producing benefits that can be replicated and applied more widely across the publicservice in Wales, and

● encouraging dissemination of lessons learnt and best practice.

A total of £9 million is available over 3 years. In the first year, the Council, in partnership witha number of other Local Authorities/organisations, was involved in a number of projectssupported by this funding. The projects included;

● Out of hours shared services - to investigate the potential for the provision of amulti-agency, cross boundary out of hours provision for essential services.

● Education Making Connections - to investigate ways in which regional working canbe adopted to provide better services, initially within the education system,e.g. professional training and foundation subject support.

● ‘Improvements through collaboration’ Project - this involved a bid to appoint a projectmanager to explore the opportunities for regional collaborative commissioning and thedevelopment of a costing tool for high cost learning disabilities/mental health socialcare packages.

● Shared centre for Legal Services - led by the University of Swansea this project soughtto build on an existing arrangement of shared legal services that currently exist byextending the number of authorities included and the remit of the arrangement.

● Welsh Purchasing Consortium - to identify the opportunities for expanding the existingWelsh Purchasing Consortium to all Local Authorities in Wales and consider theextension to other areas of the Welsh Public Sector. Some of these projects are nowsubmitting bids for further funding streams that enable them to develop advancedbusiness cases.

This year (the second year of the fund) the Council is part of a number of partnershipproposals that focus on developing public engagement and involvement. More details onthe Improvement Fund, as well as details on the latest projects can be found at:

http://new.wales.gov.uk/about/strategy/makingtheconnections/improvementfund/?lang=en



Chapter 2

“Ambition is Critical” -Swansea’s Community Strategy

Vision for Swansea

The Community Strategy shows how everyone is working together to make Swansea a betterplace and sets out the long term Vision for Swansea:

By 2020 Swansea will be a distinctive European City● A city that compares with the best

● A city that invests in the future

● A city where everyone matters

● A city that values its culture and heritage

As well as providing a long term ambition for Swansea this vision establishes five StrategicThemes (see below) and three key cross cutting issues which are Sustainable Development;Social Inclusion/Anti Poverty; Culture and Heritage. The strategy sets out how the 2020 visioncan be achieved by focusing on the strategic themes and cross-cutting issues.

The Five Strategic Themes

“Ambition is Critical” also maps out how the key partnerships and plans contribute to thisvision through five community planning themes. Key actions for each of the themes for 2007are listed below:

Health andWellbeing

Health ChallengeSwanseaPartnership

Health, SocialCare andWellbeingStrategy

The partnership is currentlyfinalising its third annualaction plan.

Similarly to previous years thiswill set out actions designed toprevent ill health, develop primaryand community services ensuringpeople can be treated as close tohome as possible, rebalancingsecondary care, promotingre-enablement, improving the

Theme Partnership Plan Action



protection of vulnerable peopleand reducing inequalities.

The partnership will also belooking at how social care servicesfor older people, mental healthservices and hospital andcommunity services can bereshaped in Swansea ensuringwe provide the most appropriateservice.

Learning Swansea LearningPartnership

Swansea LearningPolicy & Strategy

The Swansea LearningPartnership has identified thefollowing key actions;

● Reducing the number ofyoung people not in education,employment or training (NEET).

● Improving the level of basicskills amongst all ages,

● Increasing workforcedevelopment and employerengagement and the need toprovide employability skills,

● Ensure all age opportunitiesfor enterprise, entrepreneurship,innovation and creativity anddevelop the higher level skillsnecessary for a knowledgesociety,

● Develop innovative approachesso that the take up of technologyand science is increased,

● Develop higher levelmanagement and leadershipskills.




Prosperity SwanseaEconomicRegenerationPartnership

EconomicRegenerationStrategy

The Swansea EconomicRegeneration Partnership hasidentified the following key actions;

● Review existing and pipelineeconomic regenerationprogrammes in Swansearelevant to the strategic aimsand themes of Swansea 2020,

● Further scope the feasibilityof and progress newtransformational ideaspresented in Swansea 2020,

● Integrate other relevantregeneration strategies withSwansea 2020,

● Following the above, completea detailed action plan andprioritisation of activitiesrequired to implementSwansea 2020 and progressimplementation,

● Develop a framework to monitorand evaluate implementationactivity.

Environment SwanseaEnvironmentPartnership

Time to Change -Swansea’sEnvironmentStrategy

The Swansea EnvironmentPartnership has identified thefollowing key actions;

● The Earth from the Airexhibition and a range of linkedevents held in Swansea inJune/July 2007,

● Interim report on theEnvironment Strategy progressand an update of the ActionPlan to be prepared by endof 2007,

● Sustainable Swansea initiativeto deliver a further programmeof work to support aims to makeSwansea a more sustainablecity and county.




The Better Swansea Partnership

Making sure that everyone can work together to achieve the vision for Swansea is thechallenge for the Better Swansea Partnership. This partnership includes Swansea’s keyagencies and provides them with the opportunity to work together better. Year on year theBetter Swansea Partnership gathers ideas, reviews progress and takes practical steps towardsachieving a better Swansea. The strategic objectives of the Better Swansea Partnership are to:

● Lead the achievements of the shared 2020 vision through Swansea’s strategic partnerships,

● Deliver better public services through joint working between key agencies to take onboard “Making the Connections”,

● Tackle cross cutting issues that affect our communities through a co-ordinated andstrategic approach,

● Engage all communities, agencies and sectors in the future strategic developmentof Swansea.

CommunitySafety

Safer SwanseaPartnership

Crime ReductionStrategy

The Safer Swansea Partnershiphas identified the following keyactions;

● Reducing the fear of crime -the partnership will link in withresearch officers to carry outspecific surveys on fear ofcrime in Swansea,

● Achieving challenging crimereduction targets in key areas -partners will continue to meetregularly, share information,highlight particular areas ofconcern and work togetherto tackle the priority issues,

● Mainstreaming successfulinitiatives especially in the fieldsof auto crime, violent crime -A city-wide awareness campaignon auto crime will be launched.The partnership will continuewith initiatives such as taximarshals, plastic glasses,handing out water, fixed penaltynotices and more during busynights in the city centre.




Better Swansea Partnership Action Plan

The Better Swansea Partnership, which is the overarching group for Swansea, decided uponit’s priorities for the year 2006/2007 in April 2006. The priorities, which are listed in theCommunity Strategy Update 2006, are delivered through;

● Better Swansea Partnership Strategic Workshops: These sessions focus on keystrategic issues and seek to find practical solutions through a cross agency approach,

● Better Swansea Briefing: This strategic briefing note is produced bi-monthly to keeppeople informed of the latest developments in the strategic themes, cross-cutting issuesand associated policy areas,

● Better Swansea Policy Task Group: This is a group of policy and strategyco-ordinators who work to find solutions to shared issues of concern.

● Better Swansea Stakeholder Forum: This is a group of that includes a range of interestgroups including community groups, networks and forums. Its aim is to involve thesestakeholders in policy and strategy development.

The table below details some of the progress against specific actions achieved through theBetter Swansea Partnership, this information was updated in March 2007.

Better SwanseaPartnership StrategicWorkshops

Delivery Performance 06/07

6 strategic workshops held:

● City Centre ● Regional Transport Plan

● Children Act ● Older Peoples Project

● Knowledge Economy ● Local Service Board

Better Swansea Briefing 6 briefings produced and circulated

Better Swansea PolicyTask Group

6 Reports produced following workshops:

● Welsh Assembly Overview / Work Programme

● Implementation ● Outcomes

● Governance ● Citizen Centred Services

● Local Service Board

Membership of the group now includes Children & YoungPeople and Older People policy co-ordinators.

Better SwanseaStakeholder Forum

2 forums held in 2006/07. Topics addressed:

● Children Act ● Regional Transport Plan

● Knowledge Economy ● Local Service Board

The production of the 2007 update of “Ambition is Critical - Swansea’s Community Strategy”has also been overseen by the Better Swansea Partnership.



Better Swansea Partnership Priorities

The Priorities for the Better Swansea Partnership for 2007/08 are set out in the CommunityStrategy Update for 2007. Crucially the Better Swansea Partnership needs to prepare for theestablishment of Swansea’s Local Service Board, Swansea Local Service Agreement andPlan Rationalisation.

By 2010 the Welsh Assembly Government requires that every local area has a Local ServiceBoard. The role and remit of Local Service Boards is set out in “Making the Connections -Local Service Boards in Wales - a prospectus for the first phase 2007-2008”. Local ServicesBoards are designed to strengthen local public service leadership so that it can tacklefundamental and unmet challenges from a citizen, not a sector, perspective. Local ServiceAgreements will set out priorities that have been agreed by local partners and the WelshAssembly Government.

Plan Rationalisation, which is the reduction of the number of plans that the Council andits partners are required to produce by law to just 4 plans: the Community Strategy, theHealth, Social Care and Wellbeing Strategy, the Children and Young People’s Plan and theLocal Development Plan. This is a Welsh Assembley Government initiative to reduce theburden on Local Authorities in terms of the number of statutory plans required by theAssembly.

Developments for 2007/2008

This year sees the Better Swansea Partnership dedicating a large amount of it’s workprogramme to preparing to take on the role of Swansea’s Local Service Board.

Priority for Action:

● Work to prepare for the introduction of Local Service Boards in 2008.

● Work towards agreeing local priorities for inclusion in the Local Service Agreement.

● Support the development of key policies and strategies to ensure a consistent andjoined up approach.

● Ensure that major new strategies and policies take account of and support local leadersin communities.

● Keep everyone informed of new developments and opportunities.

● Work to prepare for Plan Rationalisation in 2009.

● Integrate plans for Children & Young People and Older People within the CommunityStrategy.

● Support the development of national and regional policy initiatives such as Wales SpatialPlan and the “Making the Connections” initiatives.

● Promote the role of local community leaders in service delivery.

● Promote equality and social justice in service delivery to eliminate discrimination andtreat everyone fairly accordingly to their needs.



● Promote a citizen centred approach that promotes customer satisfaction withpublic services.

● Engage stakeholders in the development and delivery of key strategies and initiatives.

● Effectively support the voluntary and business sectors to contribute to deliveringthe vision.

● Develop a co-ordinated approach to engaging local communities across all ofSwansea’s service providers and partnerships.

“Ambition is Critical - Making a Better Swansea” and the Community Strategy Update 2007are available from the Community Strategies Team who can be contacted on 01792 636292,or via E-mail at: [email protected]

You can also visit the Better Swansea Partnership’s web-pages at: www.swansea.gov.uk/bsp



Chapter 3

The Council’s Aims and Ambitions

Planning for the Future

Meeting the needs of approximately 230,000 residents and approximately 100,000households is a complex and often difficult task for the Council. Add to this the large numberof businesses operating in and the high number of visitors and tourists who visit Swansea,then it is easy to understand why the Council needs to continually review and update itsplans for the future.

User and customer expectations are constantly changing. We all expect better services,better access to services and prompt responses to our demands. The Council is no differentto any other service providers in this respect. In addition, the Council must also ensure that itmeets its statutory obligations and comply with the requirements of central government,Welsh Assembly Government, the Community Plan and associated agencies responsible forensuring that the Council operates efficiently and effectively.

Balancing these demands against a budget which is mainly financed from GovernmentGrants, Council Tax and other income requires all Councils including this one to be prudentabout how it plans and manages services and the associated costs of these. Careful planningof services is a key element.

Over the years, this Council has developed its financial and service planning methods to tryand ensure that expectations are met where it is economic to do so. Each year the Councilreviews its main objectives and examines budget implications before deciding what can beafforded and what cannot. An integral part of this process is called “Risk Assessment” wherethe risks facing the Council and its services are assessed and prioritised. More details aboutthis process can be found in Chapter 5.

Service Plans are then developed (building from previous plans where appropriate) which inturn are used by managers and employees to ensure that actions are aimed at achievingtargets and delivering efficient and effective services. Service Plans are constantly reviewedand adapted to ensure that they meet the variety of needs and obligations. In addition,performance appraisals are conducted throughout the Council and these link back to theService Plans. This review and adaptation is an integral part of the Council’s Service Planningprocess which starts with the review and development of the Corporate Plan.



The Corporate Plan

The Corporate Plan provides an overview of the Council’s Aims and Objectives and sets thescene within which all services operate. Operating over a 4 year period, the current CorporatePlan for 2004/08 (“Better Service, Better Performance”) is now almost through its life cycle.It is reviewed annually and following a major review at the end of its second year, a numberof changes were made. These changes were aimed at:

● Confirming the direction of the Council.

● Redefining some key objectives.

● Providing greater clarity around objectives and success measures.

● Laying out a set of Under-pinning principles which inform all our actions and services.

In developing the changes to the Corporate Plan, the views of users, residents andemployees were received and taken into account. Indeed, surveys with members of the publichave helped to confirm that the revisions to the Plan better reflected what the public wantedand expected of the Council.

Work has now begun in preparation for delivering a new Corporate Plan in 2008, this willdetail a revised and probably reduced set of priorities and will more than likely still have afour-year focus, taking the Council forward to 2012. In developing the new plan, consultationwith residents, users and employees will be crucial, as well as the consideration of nationaland local agendas.

The 2004-08 Corporate Plan contains:

● The Council’s Mission - the long term aspirations for the Council.

● Over-riding Aims - which impact on all services provided.

● Strategic Themes - which describe the 5 main aspects that this Council wishesto develop and concentrate on.

● Corporate Priorities - to provide detail for each of the Strategic Themes

● Measures of success - targets to be met to deliver improvements in services.

● Under-pinning principles - which guide and inform all actions and services acrossthe Council

These are detailed in the following pages.

Mission

This has remained unchanged and is:

This Council will provide services that are amongst the best in the UK and will lead theachievement of the Vision for Swansea.



Over-riding Aims

An additional aim has been added to reflect the Council’s widely publicised e-Governmentprogramme. The over-riding aims are:

● Provide services that are within the top 25% of comparable UK unitary authorities.

● Improve customer satisfaction across the board.

● Operate as one organisation.

● Lead the community and engage with other organisations.

● Improve, through the e-Government Programme, the efficiency and effectiveness ofCouncil services.

Strategic Themes, Corporate Prioritiesand Measuring Success

To help service users, residents and our own employees to have a clearer picture of themain and important areas of work that this Council needs to concentrate on, this is defined byfive strategic themes. These themes also mirror those contained within the Community Planfor Swansea.

For each of the Strategic Themes, the Council has defined a small number of CorporatePriorities. These have refined those priorities contained in the original Corporate Plan toensure that they are relevant and achievable.

Each Corporate Priority has a number of high level deliverables or targets to be achievedwhich will be used to measure the success of the actions being taken.

The following provides the detail of the Corporate Priorities and Measures of Success foreach of the five Strategic Themes:

Community

Strategic Theme Meaning

Helping communities in Swansea to develop and prosper.

1. Maintain and developlocal, affordable andaccessible Culturalactivities andopportunities

Corporate Priority Measuring Success

● Provide a new Central Library and Archive Centre within thenew Civic Centre by March 2008.

● Maintain and develop Cultural venues to achieve highcustomer satisfaction ratings (i.e. attain 85% satisfaction).

● Develop & Implement a new Arts Strategy for Swansea byApril 2008.

● Redevelopment of the Glynn Vivian Art Gallery by 2010.



2. Lead theregeneration oflocal communities.


● Increase the use of community centres among localResidents.

● Encourage the engagement of volunteers and support theirparticipation in their community.

● Commence marketing of vetch field site by November 2007.

● Deliver the Welsh Assembly Governments Communities Firstprogramme in our designated communities.

● Develop an inclusive and comprehensive CommunityRegeneration Strategy - by February 2008.

3. Improvehousing stock

● Work towards achieving the Wales Housing Quality Standard.

4. Improveopportunities forChildren & YoungPeople to ensure apositive take up ofentitlements andservices

● Increase the percentage of contacts made with childrenand young people and the amount of work with them.

● Increase the number of young people participating inthe community.

● Increase the number of available accredited play-schemeshours.

● Deliver the Active Young People Action Plan as part of theSwansea Climbing Higher Strategy “More People MoreActive More Often” by March 2008.

● Working with more young people to support theirengagement both with and within the community.

5. Achieve, with ourpartners, crimereduction.

● Produce an Annual Report outlining progress on meeting allagreed Home Office targets relating to Community Safety.

● By Autumn 2007, identify and deliver an Annual Action Planin collaboration with Partners focused on reducing crime(as identified in negotiated targets with Home Office/WelshAssembly Govt.), reducing the fear of crime and identifyingexternal funding for crime and disorder purposes andensuring it is used appropriately and consistently.

● Review the Community Safety Strategy by Autumn 2007.



Environment


Safeguarding and improving Swansea’s environment for all.

1. Develop andimplement anintegrated WasteManagementSolution.


● Increase recycling to 22% of all waste.

● Increase composting to 10% of all waste.

● Proceed to the Invitation to Negotiate stage of theprocurement of a sustainable residual wastetreatment solution.

2. Implement anintegrated transportprogramme with afocus on publictransport.

● Commence the development of a modern, safe and attractivebus interchange at the Quadrant.

● Introduce bus priority at Morriston, Fabian Way and Landore.

● Complete the infrastructure for Phase 1 of the SwanseaMetro project.

3. Safeguard andimprove the quality ofour built and naturalenvironment.

● Adopt and implement a Unitary Development Plan to controlfuture land use.

● Improve the time taken to determine planning applicationsto 70% of all applications within 8 weeks.

● Secure funding and support for the continuation anddevelopment of the Sustainable Swansea initiative and amajor ‘Futures Festival’.

● Publicise and implement the AONB Management Plan andthe Local Biodiversity Action Plan.

● Maintain the number of nationally recognised and acclaimedQuality/Environmental awards for Parks, Beaches and OpenSpaces - 18 awards by 2008/09.

4. Protect theconsumer througha proactive regimebased on risk.

● Ensure all statutory standards are met in relation to all highrisk activities.

● Prepare for implementation of the Gambling Act.

● Extend the taxi marshalling scheme.

● Respond to imminent dangerous structures on the same day.



Learning


Providing high quality education and training in support of socialand economic wellbeing

1. Improve schoolperformance.


● Increase the percentage of pupils achieving:

- 5 A*-C grades to 52.7% by 2008.

- Core Subject Indicator at Key Stage 2 to 74% in 2008.

- Core Subject Indicator at Key Stage 3 to 58% in 2008.

● Achieve attendance rates of 90.15% for secondary schoolsand 92% for primary schools in 2008.

● To further develop the Children’s University which accreditout-of-hours learning for children and young people over thenext two years.

2. Improve the overallquality of educationalprovision of schoolsand their buildings.

● To open a specialist teaching facility for pupils withhigh functioning autistic spectrum disorder and Asperger’sSyndrome in September 2007 with additional planned placesavailable in September 2008.

● Open at West Cross site a 1.5 form entry Welsh mediumschool by September 2008.

● Survey the condition of all schools and establishimprovement plans.

● Develop the Assembly Government’s “Flying Start” initiativeproviding for very young children over the next two years.

3. Improve thequality and rangeof opportunitiesfor education andtraining for all.

● Secure “Work Base Learning” contracts from WAG to enablea minimum number of starts per year.

● Increase percentage of learners leaving Employment Trainingwith a positive outcome to 76% by 2008/2009.

● Using the new all aged Work Based learning programme,increase take up of vocational learning from 25 to 200by 2009.



Health & wellbeing


Helping all residents, and supporting communities to takeresponsibility for and improve their own health and wellbeing.

1. Support disabled andelderly people to liveindependent lives.


● Expand the range and availability of public information aboutsocial services to assist service users to make informedchoices and promote personal responsibility.

● Improve the process with which assessments are carried outand support is arranged and provided.

● Support more people to live at home by maximising theprovision of appropriate equipment.

● Monitor the number of people who are supported to arrangeand manage their own care by means of Direct Payments.

● To implement a programme of change for Older People’sServices to enable developments that better reflect serviceuser need and policy direction.

● Deliver appropriate care packages to reduce delays forpeople leaving hospital.

● Enable more eligible people to remain in their homes longerby allocating Disabled Facility Grants to install appropriateadaptations.

2. Protect vulnerableadults and children.

● Recruit 6 more foster carers each year to supportvulnerable children.

● Establish a well functioning Local SafeguardingChildren’s Board.

3. Encouragehealthy lifestylesand personalresponsibilityfor health andwellbeing.

● Increase the number of visits to Culture & Tourism venues /services (i.e. 1% increase).

● Deliver the Climbing Higher Strategy and Action Plan“More People More Active More Often” by March 2008.

● Provide new exercise opportunities for people aged 50 andover to reduce the incidence of falls and promote physicaland psychological wellbeing.

● Healthy Directions to provide targeted health informationand organise events focusing on ‘nutrition and physicalactivity’ enabling people to explore new health relatedopportunities.



Prosperity


Helping Swansea to become a prosperous and internationallyrecognised European City.

1. Work with partnersto regenerate theCity Centre.


● Produce City Centre Partnership Action Plan bySeptember 2007.

● Deliver new Swansea Leisure Centre by January 2008.

● Complete the city centre core enhancements project toimprove the environment in the retail heart of the city byJune 2008.

● Commence works to improve Swansea Market’s entranceways by July 2007.

● Commence construction of the new Princess Way retailscheme during July 2008.

● Select preferred developer for the St David’s/Quadrant andPaxton Street regeneration scheme in December 2007.

● Establish a joint venture with the Welsh Assembly for thedelivery of the City Centre Strategic Framework and agreea 5 year business plan by December 2007.

2. Sustain thedevelopment of theKnowledge Economyin Swansea.

● Finalise Knowledge Economy Strategy & Action Plan forSwansea Bay and Western Valleys by July 2007 & set updelivery body to implement actions by December 2007.

3. Help to increase thenumber of people inemployment acrossSwansea.

● Support the activities of the Swansea RegenerationPartnership and its delivery teams to deliver Swansea’sEconomic Regeneration Strategy - “Swansea 2020”.

● Lead on European Structural Funds and set up a crosscouncil Convergence Group by June 2007.

4. Extend supportand promoteopportunitiesto encourageentrepreneurship.

● Help to create 150 new businesses by the end ofMarch 2008.

● Identify sub-regional enterprise actions with partnersby March 2008.

● Support the development of 25 new and existing socialEnterprises by 2008.

● Deliver a programme of advice and support to thebusiness community encompassing pre and post startsupport including ICT and inter-trading activity both homeand abroad during 2007/08.



Supporting Service Delivery

The Council and all its services are committed to ensuring excellent service delivery.This can only be achieved if the support services and functions are of a high standard.

This Council’s Support Services and functions are provided by the following service areas:

● Human Resources

● Information and Customer Services

● Corporate Property

● Strategic Projects

● Performance & Strategic Planning

● Legal

● Strategic Procurement

● Budgets and Grants

● Finance Services

● Communications.

The table below sets out a range of Key Priorities for these support services and identifiesthose services that are engaged in achieving these priorities.

5. Develop and leadthe implementationof a Tourism Strategyfor the City & Countyof Swansea area.


● Implement, monitor & review of Tourism Strategy and itsaction plan - rollout from April 2007 until 2012.

● Contribute to Wales Spatial Planning Process - Leisure /Culture / Heritage / Tourism themes during 2007/08.

● Produce a Strategic Events Strategy to help raise the Cityprofile by April 2008.

Improving access to services throughContact Swansea

This includes the development and deliveryof the Contact Centre in the Civic Centre todeliver streamlined and effective customercontact across all services.


● Open new Contact Centre (as part of theCivic Centre) in September 2007 to dealwith face to face public enquiries.

● Open new corporate Call Centre tobe launched in 2008 to deal withtelephone enquiries.

● Increase usage of the corporate websiteto provide information and accessto services.



Continue to improve our integratedcorporate, performance and financialmanagement with a focus onTop.Performance2008.

This includes the further development ofintegrated corporate and financial planningapproaches linked to robust performancemanagement.


● Continue to increase the percentageof performance indicators showingimprovement.

● Publish medium term Financial Strategywith clear links to the delivery ofCorporate Priorities.

Achieve effective corporate and strategicmanagement of assets.

Relating to the property and land inthe Council’s ownership, this includesmaking best use of operational buildingsand ensuring improved rates of return fromthe wider property portfolio.

● Programme of challenging service basedAsset Management Plans to ensure bestfit between operational assets andservice need.

● Implement disposal programme tosupport the wider Capital programme.

● Challenging targets relating to improvedrevenue generation from non operationalassets.

● New Corporate Asset ManagementIT system.

Improve the capability and efficiency ofour workforce through modern workingpractices, training and developmentof staff, improved project management,investment in technology and attainmentof Investor in People standards.

The Council’s workforce is its biggest asset.Ensuring that they are equipped to delivertheir roles efficiently and effectively is a keyissue for all services with Support Servicesproviding the mechanisms to do this.

● Complete the Pay & Grading Reviewby October 2008, ensuring a fair rewardsystem is in place for all employees.

● Complete a review of terms andconditions and policies by March 2008to ensure that the Council is embracingmodern and efficient working practices.

● Continue to raise the number ofemployees covered by the InvestorsIn People Standard.

Improve the efficiency of the Councilthrough improved business processes,streamlining services and investment innew “back office” corporate InformationTechnology systems.

As a large and complex organisation,continual investment in procedures andsystems is required to ensure that theCouncil is fit for purpose and to meet thedemands of the 21st century.

● Complete the implementation of the new‘back office’ IT System by April 2008.

● Deliver efficiencies through improvedpurchasing and procurement of goodsand services using new systems andbusiness processes.

● Deliver service improvement andefficiencies using the new systems,business processes and modern waysof working.



Under-pinning principles

All Council services and actions are delivered and conducted according to 3 mainunder-pinning principles:

● Openness.

● Accessibility.

● Sustainability.

We demonstrate our commitment to these principles in the following ways:

Openness

● Conducting our affairs openly and honestly.

● Working with wide-ranging groups and individuals to design and improve Councilservices and activities.

● Working openly with our partner organisations to ensure the achievement ofcommon goals.

Activities supporting this principle include:

● Ensuring that all public meetings and their minutes are readily available on theCouncil’s website.

● Public questions, petitions and presentations at Council.

● The cross-party members groups, the Open Swansea Group which oversees the runningof Local Democracy week each year, consult with key groups and networks and haverecently undertaken a corporate review of Community Engagement.

● A range of partnerships and forums, including the Better Swansea Partnership and theother strategic partnerships detailed in Chapter 2.

Accessibility

● Valuing all our customers and ensure that they are dealt with efficiently and courteously.

● Ensuring fair and equitable treatment for all our customers, service users and residents.

● Mainstreaming actions and policies that tackle poverty and promote social justice.

● Promote the Welsh Language and Culture.


● Customer Service Strategy and Charter, availability of Language Line and a hateand harassment incident reporting process.

● Advice and guidance on issues such as Meeting and Conference Planning for All, PublicReception Areas, Communication, etc.



● An Access to Services Corporate Working group and publication of equality schemesand the Welsh Language scheme.

● Undertaking and publishing Equality Impact Assessments on Council functions, policiesand procedures, and annual monitoring and reports on equality and diversity areas.

● ‘Contact Swansea’ - The Contact Swansea initiative will see the establishment of aCustomer Contact Centre.

● A citizen’s panel, city centre survey, other surveys, focus groups and consultationrecorded on an information bank of consultation and engagement.

● A 50+ network with 350 participating voluntary organisations and over 800 individualswith events, workshops and focus groups taking place.

● Work with a range of working groups, voluntary organisations and forums in areasof equality, diversity and social inclusion.

Sustainability

● Ensure all our actions and policies are sustainable, by integrating economic, socialand environmental goals.


● Developing a Corporate Sustainable Development Framework to support the integrationof the sustainable development principle into the work of the Council.

● Undertaking sustainability appraisals on key policy documents.

● Identify actions to make our procurement more sustainable.

● Continue to identify ways in which performance and service planning can supportsustainable objectives.

The 5 themes outlined in the Community Plan, Corporate Plan and the Improvement Plantogether contribute towards the Council’s long term vision of Swansea. The ImprovementPlan provides information on the performance framework used to measure and analyseprogress towards this vision.



Chapter 4

Achievements and ActionsAs a Council, we often focus on failures and problems and give little time to celebratingsuccesses. Raising our game as an organisation would be greatly assisted if we were able toensure that successes were recorded and recognised.

Each year the Council reviews its achievements from the previous year in order to help informactions for the forthcoming year. Typically, actions would involve service improvements,projects and schemes all of which are essential to the delivery of services to customers.

The purpose of this chapter is to provide an overview of some of last year’s achievementsplus a summary of the key actions for the coming year (2007/08). For ease of reading, this hasbeen expressed across the strategic themes outlined in the previous chapter.

COMMUNITY

What We Have Done

● Civic Centre - the first element of this project, the Contact Centre and new Archive& Family History Centre, has been completed on time. The Contact Centre and ArchiveService opened in September 2007.

● Museums - thanks to the imaginative exhibitions provided, Swansea Museum, theDylan Thomas Centre and the Glynn Vivian Art Gallery exceeded their combined annualvisitor target of 320,000 people by 44,261.

● Brynmill Park - the historic Bowls Pavillion in Swansea’s oldest public park has beencompletely refurbished as part of a £1.3 million restoration of the park. In addition, thenew play area has also been opened to the public.

● Grand Theatre - broke the £3 million mark in box office takings for the first time inthe theatre’s 110-year history. This represented a 7% increase in income over theprevious financial year, and means over 257,000 people used the facility during the year.

● St Thomas Library - opened this new facility as part of the new St Thomas CommunitySchool project.

● Tackling Poverty - launched the “Bridging the Policy Gap” project aimed at tacklingchild poverty. Swansea is the only local authority in Wales participating in this EuropeanUnion objective.

● Benefit take up - through our successful take up campaign we helped an extra 460Council taxpayers to claim benefit and reduce or eliminate their payments.

● Housing Improvements - committed £10 million under the annual capital programmeto undertake repairs and improvements to Council housing, which is helping us worktowards meeting the Welsh Housing Quality Standard.

What We Intend to Do

● Civic Centre - continue with the creation of the new café, exhibition space andrefurbishment of the central foyer area. This work is set to continue until the end ofJanuary 2008. The final element of the project will be completed in March 2008 is thecreation of a new Central Library located within the Civic Centre.

● Gorseinon Library - redesign and refurbish the library by the end of Autumn.

● Hazel Court Housing Complex - in partnership with Family Housing Association thisinnovative housing complex for older people is underway and due for completionby Summer 2008.

● Vetch Field - transform the Vetch Field site into a modern sustainable housingdevelopment including a state of the art community centre following the approvalof the proposal to redevelop this area.

● Canolfan Gorseinon Centre - with our partners, continue with the constructionof this new multi-purpose hall for Gorseinon residents on the former BryngwynSteelworks site.

● Brynmill Park - continue with the construction on the Discovery Centre at the parkwhich will be a focus for education relating to the wildlife of the park and includea new kiosk and toilets.

● Housing Benefit - introduce the new Local Housing Allowance scheme which willreplace the existing Housing Benefit scheme for private tenants.

● Community Regeneration Strategy - work with our partners to produce aCommunity Regeneration Strategy and action plan by early 2008 to lead theregeneration of local communities.

● Economic Equity - agree a co-ordinated action plan by Autumn 2007 to achieve theeconomic equity aims of Swansea 2020, the Economic Regeneration Strategy.

● Culture and Leisure - agree an Arts Strategy by Spring 2008 that will ensure art inthe City is maximised to its fullest potential and that the crucial role of art and cultureas a driver for regeneration is recognised. Develop a Bowls Hall by Autumn 2007 andprogress the Glynn Vivian Art Gallery re-development, which aims by 2010 to improveaccess and services and further raise the profile of the City & County of Swansea asa place to live and visit.



● Youth Crime - in partnership with police, probation, health and education services,the Swansea Council led Youth Offending Team, in its sixth year, was named best inWales for cutting crime and reoffending. The team is also ranked second in Englandand Wales and works to prevent young people turning to crime.

● Tackling Graffiti - removed 95% of all priority graffiti within 7 days and undertook anumber of diversionary programmes, such as providing a graffiti wall, to deter peoplefrom undertaking graffiti in the first place.



ENVIRONMENT

What We Have Done

● Recycling - continued to increase the total tonnage of municipal waste reused orrecycled from 28,432 tonnes in 2005/06 to 29,910 tonnes in 2006/07. Similarly, thetotal tonnage of municipal waste composted or treated biologically has also increasedfrom 10,808 tonnes in 2005/06 to 11,030 tonnes in 2006/07. Ensured that 100% ofall households are served by a kerbside collection of three or more recyclables.All these results put Swansea in the Top Quartile of Performance in Wales.

● Landfill Waste - continued to reduce the percentage of bio-degradable municipal wastesent to landfill from 72.87% in 2005/06 to 66.32% in 2006/07. This result puts Swanseain the Top Quartile of Performance in Wales.

● Cleanliness - purchased seven slim-line cleansing machines to provide more efficient,safe, cleaning across the whole of the city.

● Swansea Metro System - completed Stage 1 of the innovative new transportimprovement project by re-profiling the traffic flow of the city centre. Stage 2 has begunon improving Swansea’s Westway. Once complete, this should allow the introductionof the new system during late 2008.

● Roads - approved £4 million of spending on major routes within Swansea. This formspart of the current five-year programme aimed at maintaining 150km of roads and 50kmof paths.

● Transport - awarded the Most Improved Transport Local Authority in Wales at the WelshTransport Awards. This was in recognition of the three park and ride sites and theprovision of the Gower Explorer service.

● Bridges - installed the new landmark bridge over Fabian Way. In-keeping with theSail Bridge at the Marina, this new bridge will carry park and ride buses forming a newexpress route and will also form part of the Celtic cycle trail and a link for walkers.

● Litter - following collaboration between the Environment and Social Servicesdepartments established a pilot Neighbourhood Environmental Action Team (NEAT)project to provide meaningful work for adults with learning disabilities, whilst alsocleaning parts of the city and county that may not otherwise be reached. Also recruiteda team of Streetforce Officers with the power to issue fixed penalty notices for £75 foranyone dropping litter on the streets of Swansea.

● Biodiversity - taken on a Biodiversity Duty in line with new legislation which willenhance the key role the authority plays in enabling future generations to benefit from allthat is special in this area. The role builds on the council’s existing Promoting Swansea’sNatural Environment Strategy.

● Park and Ride - introduced a third park and ride service in Fforestfach which helpedincrease the number of cars using park and ride services to 267,827 during 2006/07.

● Parks, Open Spaces and Beaches - obtained 17 nationally recognised and acclaimedquality / environmental awards for parks, open spaces and beaches during 2006/07against a target of 12.




● City Centre Safety - investigate the introduction of new taxi ranks in the Wind Streetarea to ensure a safer environment for visitors to the area.

● New Smoking Regulations - inspect business premises to check compliance withnew Smoke Free Premises (Wales) Regulations and investigate complaints within3 working days.

● Food Safety - develop a new food law enforcement policy in line with FSA’s “NewVision” for food law enforcement.

● Waste Management - prepare an implementation plan to divert waste from landfillin line with WAG targets and also begin the process to reduce the amount ofbiodegradable waste to landfill by the expansion of the kerbside collection ofdomestic kitchen waste by composting. Continue the procurement process fora residual waste treatment solution.

● Recycling - improve recycling arrangements for citizens and businesses byintroducing a kerbside cardboard trial to domestic properties and expanding thegreen waste kerbside collection scheme.

● Planning - continue to progress toward the adoption of the Unitary DevelopmentPlan and also continue improvement of the Planning Applications Service to meetthe projected targets for the determination of major, minor, householder &other applications.

● City Centre - redevelop Quadrant Bus Station during 2008.

● Passenger Transport - complete Express Bus Routes from both Landore and FabianWay park and ride sites.

● Metro System - prepare Swansea Metro infrastructure on Westway/CityCentre/County Hall.

● School Safety - deliver existing and identify new Safe Routes To School applications.

● Highways - implement a 5-year programme of carriageway and footwayimprovement, maintenance of retaining walls and bridges and maintenance andupgrade of Traffic Signal equipment.

● Highways - investigate possibilities for securing a strategic partner for Highwayworks by April 2008.

● Road Safety - redefine the Road Safety Plan by March 2008.

● Parks, Open Spaces and Beaches - continue to progress the success in achievingnational recognised and acclaimed quality / environmental awards, including 4 GreenFlag awards during 2007/08.

● WISE-PLANS Project - the Sustainable Development Unit has been working in partnershipwith colleagues from Italy, Sweden and Spain on a 2 year European Commission part-funded project ‘WISE-PLANS’. The project enables the partners to share best practiceand develop action plans for “sustainable energy communities”. The Sustainable EnergyAction Plan (SEAP) aims to find ways of reducing the use of fossil fuels.



LEARNING

What We Have Done

● School Attendance - attendance in secondary schools for Autumn 2005 andSummer 2006 were both up on previous years. Despite an outbreak of Influenza Bin Spring 2006 which resulted in longer than usual pupil absences due to sickness,Swansea’s secondary attendance rose from 15th to 14th out of 22 in the ranking ofWelsh authorities. Primary school attendance was maintained at 15th out of 22.The rising overall trend in attendance continues especially in the secondary sectorand amongst various initiatives, this also reflects the success of the ImprovingAttendance projects team.

● Key Stage 3 (age 14 years) - the core subject indicator (CSI), for combinedassessment for Science, Mathematics and English or Welsh 1st language, showedSwansea improving when benchmarked with other Welsh authorities.

● Learning - the Swansea Learning Policy and Strategy has been developed. It aims toincrease participation, increase attainment and achievement, improve quality andsupport sustainable development.

● Exclusions - fixed term exclusions in secondary schools are levelling out and there issome evidence to show that the number of pupils being excluded is beginning to reduceas schools and the local authority work together to find alternative measures to deal withpupils. Swansea’s ranking remains at 18th which is the highest ranking for an urbanauthority in Wales. Permanent exclusions continue to fluctuate and the number was lowthis year. Swansea remains 10th out of authorities that report statistics in Wales.

● Learners leaving Employment Training - the percentage of learners leavingEmployment Training with a positive outcome has increased from 72.1% to 82% as aresult of early delivery of key skills training for all trainees as well as other improvements.

● Child Safety - in partnership with South Wales Police, we have introduced a safe cyclinginitiative around Swansea’s primary schools delivering cycling training to children onmock roads to raise awareness of safety issues.

● St Thomas Primary School - the £6.7 million state of the art school has opened.It features a host of community facilities including a new library.

● Children’s University - developed the Children’s University, which accreditsout-of-hours learning for children and young people.

● Cleansing - introduce a new neighbourhood approach to Street cleansing -Streetscene - to use resources more efficiently and to respond more effectively tocommunities’ demands.

● Tir John Landfill Site - complete works to site to enable the recommencement oftipping of waste with a view to remediation of the whole site.




● Educational Achievements - we will continue to work to improve achievementat GCSE and Key Stages.

● School attendance - we will continue with the improving attendance initiative byfocusing on the Behaviour Support Plan.

● Employment Training - we will increase the percentage of those leaving EmploymentTraining with a qualification and/or another positive outcome to 71% by 2007/08.

● Penyrheol School - the rebuild of the school will begin in March 2008 with a plannedopening in September 2009.

● YGG Llwynderw School - we will begin the construction of a new £6 million Welshmedium primary school on the site of West Cross House.

● Building Maintenance - carry out various building improvement projects to addressbacklog requirements.

● Child Health - with our partners in the Health Services we will implement a Foodand Health Strategy in Swansea schools through to 2013, which puts schools at thecentre of promoting good nutrition throughout life.

● School Organisation - we will continue to formulate a strategy under a long termschool organisation and asset management programme to deal with the challengescaused by falling pupil numbers and aging school buildings.

● Welsh Education - there will be development and implementation of a WelshEducation Plan within the Welsh Education Scheme up to 2011.

● Learning - we will deliver the Swansea Learning Strategy and ensure thatpriorities are agreed, resourced and delivered and standards of achievementand attainment raised.

● Lifelong Learning - we will implement the Family Learning Programme(schools & community), implement the Basic Skills Programme and the SwanseaSkills Partnership Programme.

● Museums, Libraries and Archives - museums, libraries and archives have a vitalrole in inspiring learning across the community. Implement the Inspire Learning for All(ILFA) framework across museums, libraries and archives by Summer 2008 to equipthem to respond to the latest developments in learning and teaching and developtheir services in innovative ways.

● Nant-y-Felin - we have progressed the replacement of West Cross House with the newNant-y-Felin facility in Blaenymaes.

● Mentro Allan - the Mentro Allan scheme has been rolled out to provide specific exerciseand activity opportunities for carers in the community.



HEALTH AND WELLBEING

What We Have Done

● Delayed transfers of Care - the rate of delayed transfers of care for social care reasonsper 1,000 population aged 75 or over again exceeded the target set for the past year,having also done so in 2005/06.

● 1-2-1 Care - following the pilot phase in 2006, a second wave has begun to continueto provide foster services locally avoiding out of area placements by provision ofsalaried carers under this scheme.

● Nant-y-Felin - begun works on the new children’s home project in Blaenymaes.

● Swimming - continued with our free swimming scheme for the over 60’s and under 16’s,which has resulted in record numbers taking to the water as the initiative goes fromstrength to strength across the City.

● Lower Speed Limits - introduced lower speed limits of 20 mph to over 130 streetsand roads throughout Swansea, many of which are directly surrounding schools.

● Children’s Safety - approved the Road Safety Grant Funding for 2007/08 which willimprove the environment for children walking to and from schools and fund the JuniorRoad Safety Club and Pass Plas Cymru.

● Childcare - the performance of the authority in 2006/07 in relation to the stability ofchildren looked after by the authority has resulted in Swansea being placed in the TopQuartile of Performance in Wales.

● Homelessness - the performance in relation to the average number of days thathomeless households spend in temporary accommodation and the average numberof working days taken between homeless presentation and discharge of duty for thosedeemed to be statutory homeless was such that both placed Swansea in the TopQuartile of Performance in Wales.

● Housing Support - spent £5.8m through Disabled Facilities Grants on adaptationsto enable people to remain in their homes for a longer period of time. We have alsoprovided a range of support services to Council tenants through the Tenancy SupportUnit to enable them to maintain their tenancies.

● Healthy Directions - set up the Healthy Directions project to provide targeted healthinformation and organise events focusing on ‘nutrition and physical activity’ enablingpeople to explore new health related opportunities.




● Foster Carers - continue with the 1-2-1 Foster carers scheme during 2007/08,increasing the number of foster carers to enable more placements to be provided“in-house” and reduce the numbers of looked after children who have more than twoplacements in a year.

● Vulnerable Children - develop a wide-ranging action plan inviting external experts tohelp deliver a programme to improve staff recruitment and retention and theprotection of children.

● Older People - we will continue to implement a programme of change for OlderPeople’s Services to enable developments that better reflect service user need andpolicy direction with an emphasis on promoting Health and Well being andIndependence.

● Reshaping Health Services in Swansea - modernise health and social care services(through partnership) using the redevelopment of community based care as anessential element of the single site hospital project.

● Looked After Children - attempt to remain in the top quartile of Welsh Authoritieswith regard to the stability of looked after children.

● Delayed transfer of Care - attempt to emulate last year by again surpassing thetarget to ensure that patients are returned to home or another appropriate facility assoon as possible.

● Access - pending planning approval, improve access to Swansea Museum,The Guildhall and Oystermouth Library which will help us meet our duties under theDisability Discrimination Act.

● Physical Activity - deliver the Climbing Higher Physical Activity Strategy “MorePeople More Active More Often” by March 2008 to find new ways to encourage morepeople to participate regularly in sport or physical activity to improve health andwell being.

● GP Referral Scheme - expand the GP referral scheme “Positive Steps” inassociation with the Local Health Board to encourage rehabilitation through exercise.



PROSPERITY

What We Have Done

● City Centre Framework - following the launch of the City Centre Framework inMarch, two key development opportunities were marketed. The first of these wasthe St David’s/Quadrant area and County Hall’s Paxton Street and east car park sites.The second was the Sailbridge site near the Dylan Thomas Centre. Both sites haveattracted unprecedented developer interest.

● City Centre Core Environmental Enhancement Scheme - commenced £3.75 millionpublic realm enhancement scheme, which will include the renewal of existing surfacingwith high quality materials as well as the introduction of new street furniture andlandmark public art.

● Swansea Bay Strategy - launched the strategy which is one of a series of interrelatedinitiatives that we are developing to improve the long term performance of the city andthe facilities for residents, visitors and businesses between the city centre and Mumbles.This strategy has also been put out for discussion and public consultation.

● Economic Regeneration Strategy - was adopted in 2006 and continues to progress.

● Tawe Riverside Strategy - the strategy was adopted in 2006 and implementationhas commenced.

● Leisure Centre - ensured that the £32 million refurbishment of the Leisure Centre hasremained on schedule to be finished by the end of 2007.

● Quadrant Bus Station - allocated £595k of this year’s transport grant settlement towardgetting the project started. We have also approached WAG to discuss further fundingfor the scheme.

● Swansea Market - committed to a £750k revamp of the market facility.

● David Evans Site - completed demolition and site preparation works.

● GTOA Conference - we were successful in achieving host status for a prestigiousnational tourism conference. The Group Travel Organisers Association conference will beheld in Swansea in January 2008, and will be a three day event which will attract 200GTOA members to Swansea and will include tours for the delegates which willshowcase Swansea Bay, the Mumbles and Gower.

● Tourism - implemented a Tourism Strategy to raise the profile of the City & Countyof Swansea, increase the number of visitors and the amount of visitor spend in theCity & County.

● 2012 Olympic games - submitted a bid to host training camps for the 2012 Olympicgames as part of the All-Wales bid.

● Schools Olympic games - successful in securing the UK schools Olympic gamesin 2009 in collaboration with Newport and Cardiff Council’s and the Welsh AssemblyGovernment, which will attract more visitors to the City & County of Swansea andcontributions to the local economy.

● Events - developed high profile events for the City & County of Swansea including theWaterfront Winterland, which attracted 100,000 visits and contributed £2.35 million tothe local economy.




● City Centre Core Environmental Enhancement Scheme - progress delivery of thisscheme with a view to finishing by Summer 2008.

● City Centre Development Sites - select a preferred developer for St. David’s /Quadrant and Paxton Street retail led mixed use scheme by December 2007.Secure a developer for the Sailbridge site by early 2008.

● Princess Way Retail Scheme - progress the construction of the new 58,000 sq ftretail scheme on the former David Evans site.

● Leisure Centre - ensure that the refurbishment is complete by the end of 2007 inorder that it will be open to the public by early 2008. In addition, we will work with aLeisure Centre Trust made up of skilled local people to ensure this facility will be verysuccessful.

● Morfa Winter Sports Proposal - progress developer discussions regardingproposals for Wales’ first indoor snow and ski centre on the former Morfa outdoorski slope site.

● Coastal Access Improvement Programme - continue to improve public accessto areas of the Gower, concentrating on improving access for walkers, horse ridersand people with mobility difficulties.

● Langland Bay - consider rebuilding the beach huts at Langland along withconsidering changing the leasing arrangements to longer leases between fiveand fifteen years.

● Building Improvements - commit funds to a scheme to improve a range of publicbuildings including the Guildhall and Grand Theatre.

● Strategies - seek adoption of the Swansea Bay Strategic Framework. Implementthe Morfa Road scheme and Hafod Copperworks site as part of the Tawe RiversideStrategy. Implementation of the Knowledge Economy Strategy by establishing aKnowledge Economy delivery body by December 2007.

● Vetch Field - implement the Vetch Field Master Plan for regeneration of the areaincluding commencing marketing the site.

● Strategic Events - produce and implement a Strategic Events Strategy by Spring2008 to focus events development and help raise the profile of the City & County ofSwansea as a place to visit.

● Swansea Market - start on site-works for improvements to Swansea Market’sentrance ways by early 2008 to upgrade environmental and operational standards andaid city centre regeneration.

● Oystermouth Castle - pursue a major Heritiage Lottery Fund and Cadw applicationfor grant aid to refurbish Oystermouth Castle, which is a major visitor attraction.



SUPPORTING SERVICE DELIVERY

What We Have Done

● e-Government - replace over 30 IT systems with the implementation of a corporatesystem to run ‘back office’ services including finance, procurement, projects and HR.

● Contact Swansea - service agreement in place between Swansea and Cardiff Councilsto deliver a Customer Relationship Management (CRM) system, within the new ContactCentre, for the benefit of the customers of the City & County of Swansea.

● Finance - supported all Council projects and services with a new ledger system (as partof e-Government) also provided timely and robust financial information. Accounts wereclosed one month earlier than previously.

● Procurement - continued to work with partners and suppliers in delivering best value inthe purchase of goods and services whilst maintaining probity and ensuringsustainability in our procurement processes.

● Legal - provided departments with speedy and accurate advice and supporting clientdepartments in complying with statutory deadlines imposed by the Freedom ofInformation Act.

● Strategic Projects - continued to support the delivery of the Strategic Programmewhich includes 12 strategic projects i.e. Leisure Centre, Civic Centre, by improvingworking practices, carry out audits and health checks and providing training forrelevant staff as required.

● Communication - improved communications inside the Council and with the widercommunity. Developed the Council’s website and Intranet site and doubled usage to1.2 million. During 2006/07, external communication has improved with the introductionof a free e-mail update service to almost 4,000 residents on news, jobs, eventsand roadworks.

● Human Resources - as part of the e-Government Programme, delivered a new HRsystem and created a single database for all Council employees.

● Equalities - launched a new Welsh Language Policy at the National Eisteddfodd inFelindre, published a new Disability Policy and developed a new procedure for reportinghate and harassment incidents in a bid to end discrimination across the City and County.

● Resilience - continued to develop and implement corporate Risk and Resilienceapproaches to underpin service delivery. Also worked with partners to further developcivil contingency approaches to be used in the event of local, regional andnational emergencies.




● e-Government - complete the implementation of payroll - work on ServiceImprovement and Purchasing Development projects to maximise benefits to Council.Investigate the potential for the development of ‘shared services’ with partnerorganisations as part of the “Making the Connections” Programme.

● Contact Swansea - continue to extend the range of services available through theContact Centre and deliver the first phase of the Call Centre.

● Civic Centre - continue with the phase of improving customer services bycreating the new café, exhibition space and refurbishment of the central foyerarea, and creating a new central library. The new Civic Centre will be opened inMarch 2008.

● Procurement - through the e-Government Programme deliver a purchasingDevelopment project which will extend the use of online buying to more goodsand services, develop an improved network of buyers and expand the use ofpurchasing cards.

● Legal - ensure the professional requirements of staff are met and staff are maintainingthe Law Society’s Practice Management Standards by March 2008.

● Strategic Projects - continue to oversee the effective management of the StrategicProgramme and improve the capability and capacity of the organisation aroundprogramme and project management.

● Communications - continue to manage effective communications both within theCouncil and with the wider community, working closely with partners across the cityto promote Swansea.

● Human Resources - implement a Pay & Grading Review that conforms withthe requirements of the 2004-2007 National Pay Agreement, and through thee-Government programme complete the implementation of the new payroll system.

● Performance - continue to manage and develop the performance managementframework including improved integration with corporate risk management andfinancial planning and the development of the scrutiny role.

● Resilience - continue to manage and develop the Council’s approach to resilience,in partnership with Neath Port Talbot Council and the South Wales LocalResilience Forum.

● ICT - continue to manage the contract with Capgemini to deliver continuous serviceimprovement and value for money.



Chapter 5

Regulation and Scrutiny

View from the Regulators

All councils are subject to audits and inspections by the Regulators to ensure that servicesare improving, procedures are being adhered to and that councils are financially sound andoperate affective and efficient management practices. The Regulators include:

● Wales Audit Office.

● Price Waterhouse Coopers (our external auditors).

● Social Services Inspectorate for Wales (SSIW).

● Estyn - the Education Inspectorate.

These audits and inspections are important to us for 2 main reasons:

● Confirmation that our approaches and procedures are appropriate, robust and effective.

● Areas for improvement are identified.

Each year the Regulators undertake a range of new audits and inspections as well asfollowing up on previous audits and inspections to ensure that previous recommendationshave been implemented. The areas to be audited and inspected are defined each year by aprocess known as the “Joint Risk Assessment” which involves the Regulators and the Councildiscussing and agreeing areas of risk and importance and where improvement and assistanceto achieve improvement is needed. The outcome of the Joint Risk Assessment completed inAugust 2007 is set out below.

Naturally, every council wants the Regulators to give them a clean bill of health.However, councils are large and complex organisations delivering a wide range of services tolarge numbers of people and there are always areas for improvement. This Chapter provides asnapshot of the Regulators view of Swansea Council during the last 12 months plus details ofthe outcomes of the Joint Risk Assessment which will inform the programme of audits andinspections for 2007/08.



Audits and Inspections

During 2006/07 the Council was audited and inspected across a range ofservices, including:

● Progress on the pay and grading review

● Swansea Stadium Management Company

● Media Relations

● Medium Term Financial Strategy (Ongoing)

● Financial Accounts (ongoing)

● Waste Management review

● Planning services

● e-Government

● Street Scene

● “Making the Connections” (ongoing)

● Performance Management

● 2006/07 Improvement Plan

● Regeneration Improvement Study Follow-up

The Relationship Managers Annual Letter 2005/06 is the Wales Audit Office view of theCouncil as a whole and provides the overview of Council operations, effectives, efficiencyand compliance, it summarises the findings of much of the audit and inspection workundertaken in 2005/06 - a copy can be found on the Councils website at:

http://www.swansea.gov.uk/index.cfm?articleid=19226

Going forward, in 2007/08 the following audits and inspections are planned:

● Financial Accounts (ongoing)

● e-Government (ongoing)

● School Budgets

● Pay and Grading review

● Asset Management

● Planning services

● Anti poverty (follow-up)

● Sport and Recreation (ongoing)

● “Making the Connections” (ongoing)

● Improvement Plan Audit

● Journey to Top Performance



Full details of all audit and inspection reports are available on request (see contact detailsat the end of this publication). In general terms, the Regulators confirm that the Councilis moving in the right direction and efforts to improve are recognised and welcomed.However, there are always areas where further improvement is required and sought by theCouncil. These areas form the basis of future action by the Council and also future auditsand inspections by the Regulators.

In order to provide a planned regime for inspections and audits and to help the Council focuson key issues, the results of previous work conducted by the Regulators is used to inform theJoint Risk Assessment. This is explained below.

Joint Risk Assessment

Each year, the Council makes use of its Risk Management procedure to review the risks that itfaces over the coming 12 and 24 months. Typically, these include risks facing the Council asa whole (known as Corporate Risks) and those faced by services (known as Service Risks).The main purpose for undertaking this exercise is to ensure that appropriate actions areagreed and implemented to ensure that these risks are dealt with and do not adversely impacton the business of the Council. This is reviewed on a quarterly basis as part of the Council’sRisk Management process.

For all risks identified, Action Plans are produced and assigned to senior managers acrossthe Council. This activity also informs the annual Corporate and Service Planning processeswhich are designed to clearly set out the priorities and actions that the Council and itsServices are required to take to deliver on commitments and service levels.

A further step in this process is the annual Joint Risk Assessment which involves theRegulators and the Council coming together to jointly agree on risks facing the Council.This has been conducted in August 2007 and will serve 2 main purposes:

● Inform the Council’s own annual risk assessment process which will resume later thisyear. For each risk identified in this process, the Council takes appropriate mitigatingaction.

● Inform the Regulatory Plan which details the audits and inspections that the Regulatorswill undertake in the future year.

These risks are categorised as High, Medium or Low.

Progress on dealing with risk is a good indicator of how well the Council is performingoverall. Out of the areas (known as “Aspects”) that are assessed as part of the Joint RiskAssessment, the Council aims to minimise the number that are assessed as High Risk.Over the past 2 years, progress has been made to achieve this and the summary belowprovides a snapshot of the change in position regarding risk over the past 2 years for thosethat can be compared.



Risk Level agreedfor 2006/07

Risk Level agreedfor 2007/08

Difference+ or -

-3

+4

-1

0

+6

+1

-5

5

14

1

17

24

0

22

2

2

18

0

17

30

1

17

Summary of Risk

Corporate Health

In 2006/07, excluding those not assessed, a total of 61 out of 83 areas were medium risk orlower (73%); in 2007/08, a total of 66 out of 85 are medium risk or lower (78%). In other words,those at high risk have reduced from 27% to 22%. Whilst this reduction in areas of high riskappears small, it is significant, particularly in relation to the Corporate risks and demonstratesthat the Council has proper systems and processes in place for dealing with risk.

The tables below show how the Risk Assessment has altered over the past year, for ease thetables have been split into Corporate Health and Service Risks. Each table shows the numberof risks and the level they are assessed at for each aspect. A more detailed explanation of themeaning of the Aspects shown is available on request.

Average Risk Levelagreed for 2006/07


Democratic ServicesScrutiny arrangements, local leadership.

1 High 1 High

Corporate & Strategic ManagementLeadership & management, achievementof strategic objectives & priorities

1 High

1 Medium 2 Medium

Culture, Leadership and VisionVision of organisation, leadership,organisational values

1 High

1 Medium

Aspect

Corporate

Nº of High

Nº of Medium

Nº of Low

Service

Nº of High

Nº of Medium

Nº of Medium/Low

Nº of Low

Not Assessed





Partnership WorkingEngaging with partners, meaningful, effectivepartnerships, Local Service Boards

1 High

1 Medium

Standards of ConductOmbudsmen referrals, Code of Conduct

1 Medium 1 Medium

Procuremente-Commerce opportunities, project delivery

1 Medium 1 Medium

Aspect

Project ManagementProject management methodology,management of projects 1 Medium 1 Medium

Risk ManagementRisk Management process to assessand manage risk 1 Medium 1 Medium

Performance Management, Informationand Performance MeasurementService Unit Plans, performance information,systems and performance reporting

2 Medium 2 Medium

Understanding of External Environment& Responsiveness to External ChallengeConsidering external influences, Regulatorsviews, relationship with regulators

2 Medium 2 Medium

Community FocusCommunity Strategy, partnerships, etc

1 Medium 1 Medium

Customer Engagement 1 High

1 Medium

Capacity and CapabilityCapacity and Capability of the organisationto meet demands 1 Medium 1 Medium



Service Risks



SustainabilityDelivering sustainable policies, procedures,strategies and activities. 1 Medium 1 Medium

Equalities, DiversityCompliance with Equalities Legislation

1 Medium

1 High

“Making the Connections”National “Making the Connections” agenda

1 Medium 1 Medium

Aspect

Emergency Planning/Business ContinuityCompliance with legislation, critical servicesand business continuity plans

1 Low

1 Medium



EducationSchool improvement, AdditionalLearning Needs, Promoting Social Inclusion,Promoting Access, School Funding andother non-school aspects.

3 High

3 Medium

1 High

5 Medium

CultureLibraries, Sport and Recreation, Tourismand Arts and Culture 3 Medium

1 Low

4 Medium

EnvironmentEnvironmental Health, Food Safety,Consumer Protection, Licensing, CemeteriesCremation & Mortuary Services, FloodDefence and Land Drainage, Waste andRecycling, Street Scene (new for 2007/08)and Community Safety

1 High

1 Medium

6 Low

1 High

3 Medium

5 Low

Aspect





RegenerationCommunity Regeneration,City Centre Framework

1 High 1 High

Planning ServicesPlanning Policy, Development Control,Planning Enforcement and Building Control

2 High

2 Low

2 High

2 Low

Highways Roads and TransportHighways, Roads Construction andMaintenance, Street lighting, TrafficManagement & Road Safety, PublicTransport and Parking

2 Medium

3 Low

3 Medium

2 Low

Aspect

HousingStrategic Role, Rents collections andarrears, Welsh Housing Quality Standard,Estate Management, Homelessness

2 High

2 Medium

1 Low

2 High

3 Medium

Social ServicesFor both Children’s and Adults Services -Access to Services, Range and quality ofservices, Protection of vulnerable people.Resources: financial, property andworkforce. Planning & commissioning,Leadership & Scrutiny and Children Actand National Service Framework

4 High

7 Medium

4 High

7 Medium

ICTSharing Services & Information,e-Government, Information Governance,IT Security

2 High

3 Medium

3 High

1 Medium

1 Low

Central ServicesProperty and Asset Management,Legal Services, Finance, Financial Health(new for 2007/08), Electoral Services, HumanResources, Revenues, Housing Benefitand Council Tax

2 High

2 Medium

6 Low

3 High

1 Medium

1 Medium / Low

6 Low

COAIP Audit of Financial SystemsSystems of Internal Control, FinancialStatements, Governance Statements,Efficiency Gains.

1 Medium

3 Low

3 Medium

1 Low

Scrutiny

What is Scrutiny?

The Local Government Act 2000 requires Local Authorities to have executive arrangements,which means that decisions are taken on behalf of the Council, on most major issues, byCabinet, which is made up of ten Councillors in Swansea. The Act also introduced anOverview & Scrutiny function in Local Government which aimed to:

● Strengthen accountability for decisions and performance;

● Ensure that the needs of residents and community groups are reflected in Councilpolicies through greater Member and public involvement in decision and policy making;

● Support, promote and develop the Council’s community leadership role.

Scrutiny is undertaken by Councillors who do not hold Cabinet posts and in May 2006 theCouncil introduced 8 Scrutiny Boards which aimed to strengthen their role and involvement inchallenging and improving the performance of Council services. It also aimed to provide astrengthened opportunity to question Cabinet Members, Directors and Heads of Service onissues for which they are accountable.

Following the introduction of these new scrutiny arrangements each of the Council’s 8Scrutiny Boards has focused on two main areas of work, within its own Terms of Reference:

● Overview Reports - these provide a ‘big picture’ of a service or policy area (includingexternal audits / inspections) and give Scrutiny Boards the opportunity to question therelevant Cabinet Members and Senior Officers.

● Scrutiny Reviews - these are in depth pieces of work on key areas. Evidence gatheringand community engagement allow Scrutiny Boards to reach conclusions and makerecommendations to Cabinet, Council and other bodies.

The table below details the current, proposed and completed work for each of theScrutiny Boards.



PlannedReviews Completed

- 2006/07(for follow-up)

Audit “Making theConnections”

Compact withthe Voluntary andCommunity Sector

Board

Use of Consultantsacross the Council

Current

CommunityLeadership

GovernanceArrangements forSwansea’s LocalService Board

● Recording MemberAttendance

● PublicEngagement withthe CommunityStrategy

Population Estimatesand the Census



PlannedReviews Completed

- 2006/07(for follow-up)

Education &Lifelong Learning

● School Exclusions

● Pupil Attainment

● Nutritional Value ofSchool Meals

School OccupancyLevels and InnovativeSolutions

Board

School Attendance

Current

Environment ● Metro Project

● Street Cleansing

● Traffic Calming

● Packaging

Relationshipwith StatutoryUndertakers

Strategic WasteProcurement

Finance & Property Review of Councilowned Buildingsand Land

Energy ManagementCouncil Budget

Health & SocialCare

Issue to beidentified from theSSIW Children’sServices Review

Effectivenessof StrategicPartnerships withinHealth & Social Care

Performance PerformanceIndicators /PerformanceManagement

ExternalCommunications

e-GovernmentProgramme -Savings fromPhase 1

Regeneration& Culture

Youth FacilitiesCrime Reduction &Community Safety

In addition to the in-depth reviews detailed above the Boards are also engaged in:

● Considering Overview Reports on relevant Service Areas

● Questioning Cabinet Members and Directors/Heads of Service on matters of concern

● Following Up Recommendations from Previous Scrutiny Reviews

● Reviewing and Monitoring Performance and Actions arising from External Reports(Audits; Inspections etc)

Scrutiny Support Team

The Scrutiny Support Team works with the Scrutiny Board Councillors to scope and conductreviews, and manage the work of scrutiny. If you would like more information about Scrutinyin Swansea or have any comments please contact the Scrutiny Support Team.

Write to: Scrutiny Support Team, County Hall, City & County of Swansea, OystermouthRoad, Swansea SA1 3SN. Telephone: 01792 637491; 01792 637257; 01792 637256E-mail: [email protected] Website: www.swansea.gov.uk/scrutiny



Chapter 6

Council CostsIn meeting the needs and demands of our citizens, customers and stakeholders acrossthe whole range of services for which the Council is responsible, a significant level of annualrevenue and capital expenditure is needed. Therefore, detailed below is a brief summary ofhow the authority proposes to spend this money during 2007/08.

Local Government Settlement

This year’s settlement represented very little change from the Provisional announced inOctober 2006, whereby, the overall support increase was 4.4% and this identified additionsfor specialist children’s services including Special Education Needs, pressures in the SocialCare system, Landfill Tax increases and the provision of direct grant to schools.

Revenue Expenditure

This is expenditure that the Council incurs on the day to day running costs of its servicesincluding salaries and wages, running expenses of premises and vehicles as well as theannual repayment of debt charges. The Council’s total annual net revenue expenditure for2007/08 on service delivery and contributions to other bodies such as the Combined FireAuthority and Community Council precepts is £350.465m and this will be financed by:

● Revenue Support Grant.

● National Non-Domestic Rates.

● Council Tax.

The Council Tax in respect to the Council’s own requirement for a band ‘D’ property shows anincrease of 3.5% compared to 5% in 2006/07. With extra investment of nearly £16m beingspent by the authority to improve services for the Authority’s population of approximately230,000, there will be additional increases and savings in the following areas:

Education

Schools will receive additional grant funding as part of the Local Government FinanceSettlement and extra resources of £2.426m will be earmarked for additional learning needs,including new specialist teaching facilities. The School Behaviour Plan/25 hours provision isan area of essential spending needs where an additional £608k is budgeted and £536k hasalso been provided for one-to-one support. Savings are being made as a result of fallingrolls of schools.



Social Services

Above inflationary increases of £450k to meet the cost of Care Homes and £125k forDomiciliary Care were approved by Council. Additional monies in the Child and FamilyServices, including foster care, adoption and parenting support and approximately £90kfor Domestic Abuse Strategy will be invested in the service. Savings are being achieved inDomiciliary and Residential placements increased income efficiency.

Environment

Additional monies to create new dedicated teams in cleaning up unsightly spots, £67k fornew streamline sweeping machines to improve street cleaning and £1m for pre-opening workat the Tir John landfill site. Savings are being made on the Corporate Transport Projects.

Regeneration

The refurbished Swansea Leisure Centre, which is due to open in 2008 will incur expenditureof £1m for the pre-opening and running costs. Extra funding of £45k is also being targeted tochange existing library opening hours.

Housing (incorporating maintenance - Corporate Property Portfolio)

Expenditure of £250k is being made to the Authority’s maintenance of Corporate PropertyPortfolio and savings are being achieved in Corporate Building Services with reducedoverhead costs.

Top Performance and e-Government

This year expenditure includes £100k for IT infrastructure costs and £98k for the Civic CentreProject, savings proposals in a revised licensing agreement.



The distribution of expenditure over the main Council services is shown in thefollowing diagram.

This is expenditure incurred on the purchase or improvement of significant assets includingland, buildings and equipment, which will be of use or benefit in providing services for morethan one financial year.

Capital Expenditure

The proposals for 2007/08 show that the Authority still has a substantial programme ofcapital expenditure and the budget for 2007/08 details that £79.316m will be spent duringthe year. This amount equates to an increase of £10.684m based on an original estimate of£68.632m in 2006/07. It should be noted that the revised budget for 2006/07 showed anincrease of £29.94m from the original to a revised position of £98.572m.

This expenditure is distributed over a number of services and includes:

● a rolling programme of property infrastructure maintenance and renewal,

● refurbishment of Swansea Leisure Centre,

● the proposed development of Civic Centre and central library, and

● site redevelopment costs for Waste Strategy.



Details of the capital spend within each area is shown as follows:

Community Leadership & Democracy

City Centre Redevelopment expenditure of £2.383k will be spent on core improvements andprofessional fees for the City Centre Framework.

Culture & Tourism

Expenditure of over £20m will be spent on the refurbishment of Swansea Leisure Centrewhich is due to open in 2008 and over £1.1m is earmarked for parks, in particular, BrynmillPark Redevelopment and Oystermouth Castle Restoration.

Environmental

Structural maintenance work for roads, bridges and walls amounting to £3.7m for theyear will be used as part of the annual programme, including urgent infrastructure works.Foreshore & Marina works costing £580k will be used for Marina pontoons and the newswing bridge.

Education

Primary schools are earmarked with over £2.2m being invested in school buildingimprovements including monies for the new St Thomas school and library. Approximately£6.1m is being invested in School Building Improvement grant works, in which, £2.4m is fornew teaching blocks in both Gowerton and Morriston Comprehensive schools and nearly £3mfor YGG Llwyderw replacement school.

Housing

A window and replacement programme of £1.1m for the Authority’s council houses will startin 2007/08, with similar amounts being budgeted for the next two years.

Economic and Strategic Development

Continual improvements are being made to the Swansea Market with £285k being investedfor refurbishment works.

Social Services

Nearly £1m will be spent on the Blaenymaes Children’s home and the relocation of theGorseinon Day Services.



Top Performance

Expenditure of nearly £8.1m is being programmed for the Civic Centre Project which includesthe new library, contact centre and new café/canteen and foyer areas.

A summary of the capital expenditure by service area is detailed in the diagram below.



Chapter 7

Programmes and ProjectsThe Strategic Programme currently includes 14 Programmes and Projects.These Programmes and Projects are the ones which best support the aims and prioritiesidentified within the Council’s Corporate Plan and therefore the delivery of the overallvision for the Council.

The Strategic Programme is regularly reviewed by Corporate Management Team andprogress is reported on a monthly basis to a Strategic Programme Board which is madeup of the Council’s Strategic Directors. Directors brief their relevant Cabinet Memberon any issues.

The information below gives details on each of the 14 programmes and projects.

e-Government Programme

The Council’s e-Government Programme began in 2006 to help the Council achieve itscorporate aims of operating as one organisation and also of improving the efficiency andeffectiveness of Council services.

Within the first year, there have been several achievements. Over 30 IT systems have beenreplaced by a single, integrated corporate system. In addition to this, the Council now has asingle HR database, ultimately enabling better employee support and effective managementof performance, recruitment and training. The Council also has, for the first time, a singlecorporate e-procurement system which allows staff in all departments to buy goods andservices on-line.

Over the next 12 to 18 months, the e-Government Programme will deliver further projects,including a new payroll system, integrated with the HR system, enabling us to operate 11payrolls rather than 22 currently in place. In addition to this, a purchasing developmentproject will extend the use of online buying to more goods and services, develop animproved network of buyers and expand the use of purchasing cards.

Finally, a Service Improvement project is underway in support of the Council’s ContinuousImprovement objective, with business process re-engineering optimising use of the functionalitydelivered by the e-Government Programme to ensure efficiency, economy and effectiveness ofService delivery.



Waste Management

The Council is faced with statutory targets for the diversion of biodegradable waste fromlandfill which, if not achieved, could result in severe financial penalties of £200 per tonnebeing applicable from 2010 onwards. As a result of these demands and pressures theCouncil has adopted a strategy to procure a sustainable waste management solutionwhich will enable the Council to achieve these targets and provide an answer to thedisposal of its residual waste.

In addition, the Welsh Assembly Government’s Strategy “Wise about Waste” createdchallenging targets for the recycling and composting of municipal waste. Whilst the Councilhas successfully achieved and exceeded the milestones up to April 2007, there is a furtherand more demanding milestone to be reached in 2010.

Whilst the immediate aim of the procurement must be for the award of an integratedservice contract as soon as practicable, decisions regarding waste technologies, fundingarrangements, sites, partnerships and interim arrangements will all be required to be takenprior to award and construction of the necessary waste facilities. The negotiation (maintender) stage of the process is programmed to commence in September 2007.

Housing Futures Programme

The Housing Futures Programme has the aim of creating the financial and organisationalframework to enable the improvement of the Council owned housing stock up to the WelshHousing Quality Standard. The option being pursued to meet this aim was the large scalevoluntary transfer of the stock to a specially created ‘Community Housing Mutual’organisation, which would have accessed the additional money required. This was subjectto a confidential ballot of tenants in March 2007, which returned a majority vote against theproposals. However, the challenge of meeting the Welsh Housing Quality Standard remainsand this programme has been established to develop an alternative strategy.

Older People’s Strategy

One of the over riding objectives of the Local Authority is to improve the Health and WellBeing of Older People within the City & County of Swansea and this is also reflected in theOlder People’s Project which is currently underway in the Directorate of Social Services.

The reasons for the project are many and varied but in summary, there are well documentedincreases in the number of older people in Swansea and the UK as a whole. The impact of thisaging population on Social Care could be significant in terms of the potential increase inrequests for support from larger numbers of older people. Currently most services are veryinstitutional and outdated and encourage dependency rather than promote independence;they are also experiencing severe pressures as demand increases and the numbers ofpeople available to the care workforce declines.



Therefore the Older People’s Project’s aim is to reshape current services to ensure that theymaximise independence, increase choice and control for older people and are flexible andresponsive to the needs of the individual.

The anticipated benefits of adopting this approach are the reduction in dependency levels ofolder people so that they can live at home for longer. A proportional decrease in the numbersof people ending their days in institutional care and a Social Care sector that is sustainableand able to address some of the health promoting aspects of care with more appropriatelytargeted services which improve outcomes for older people.

Schools Organisation Programme

To keep things simple, this programme is all about having "the right schools in theright places".

Nationally, school rolls are falling and this puts pressure on the Education system becausesurplus capacity is just not good value. However, it is not as simple as just closing schools.Reducing surplus capacity has to be done in the context of matching future places tofuture demand.

Therefore, the Programme's Vision and Aims are defined as follows:

● Vision - we want all children and young people to have convenient access to abroad and relevant curriculum that meets their needs through a network of highquality inclusive schools.

● Aims - our overriding aims are to improve the way in which we can meet the needsof every pupil, raise the standards of school buildings' condition and ensuring thatevery school is viable with a robust and reliable future.

Integrated Transport Programme

The Swansea Metro, working in partnership with First, will deliver a whole new look forpublic transport and a unique travelling experience for all customers. The Swansea Metrowill feature the streetcar, a brand new vehicle which is like no other public transport vehicle:it’s articulated and 18.7m long. The pilot is totally enclosed in a cab the full width of thevehicle. It’s easy to get on and off with two customer entrances and exits. It’s fully accessibleto wheelchair users and those with mobility problems, with an automated ramp at the frontentrance, priority seating and wheelchair space immediately inside. The proposed routelinks Swansea’s two hospitals, the city centre, railway station, new bus station and university.

Included in the programme is the construction of a new Quadrant interchange at anapproximate cost of £11.5m with a programmed start date of January 2008 for a periodof 18 months. This project will be funded by a Transport Grant over three financial years,subject to confirmation by WAG.



By providing a high-quality public transport facility, the Authority wishes to encourage evenmore people to choose public transport and leave their cars at home. The redeveloped BusStation will be key a transport gateway and provide a state of the art facility with a muchimproved environment for passengers with twenty first century facilities. Particular attentionhas been paid to provide enhanced safety and security for users of the bus station. This hasbeen achieved by design and through the installation of CCTV which is also to be linked tothe city central control. The Interchange will be fully accessible to all users includingmobility-impaired users.

City Centre Programme

The City Centre Strategic Framework provides the basis for a comprehensive programmeof regeneration activities which involves the development of sites, the delivery of accessibilityproposals, and the enhancement of properties and the environment of the City Centre.It will benefit the City Centre by providing confidence that all of the proposals will take placeand are supported by a wide range of partners and a programme of financial investment.An Action Plan has been prepared and identifies schemes which are already on site, andthose which are scheduled to come forward over the next few years. Delivery will beachieved through the joint venture agreement between the Council and the WelshAssembly Government.

Those on site include:

● Princess Way Retail Scheme

● City Centre Core Environmental Enhancements

● Swansea Metro Phase 2

● Swansea Leisure Centre

● Meridian Quay Residential/Commercial Scheme

● Salubrious Place Phase 2

Those which are priority schemes for the next 5 years are:

● St David’s Quadrant mixed use scheme

● Paxton Street Development Site

● Sailbridge Development Site

● Improvements along Oystermouth Road

● A buildings enhancement programme



Civic Centre

The council has four aims and objectives, to provide a service that is within the top quartileof comparable UK unitary authorities, to improve customer satisfaction, to operate as onecouncil, and to be to accessible and accountable. The Civic Centre project will support thedelivery of these aims and objectives by providing the means by which customers can accessservices through a new public centre.

The new centre will offer a state of the art library, archives/family history centre, exhibitionarea, and new café facilities. To support the new internal facilities, accessible and integratedpublic transport links will be established from the city centre and surrounding areas to thenew Civic Centre.

Great progress has been made in the delivery of the Civic Centre project. All staff relocationsworks are now complete. The Contact Centre has also been completed on time and tobudget with the new reception and cashiers area opening for business in advanceof the Contact Centre that went live September 07.

The construction of the new library is proceeding well and is scheduled to open its doorsto the public in early March 08. The refurbishment of the centre foyer area at County Halltogether with the construction of the new café facility and exhibition area is scheduled to becompleted in March 08. The finishing details of the project will deliver accessible transportlinks with the city and improve general access into the building. The works started inSeptember 07 and will be completed for the full launch of the Civic Centre in March 08.

Leisure Centre

The Council is investing £32 million in the transformation of the former Swansea Leisurecentre into a 21st century state of the art leisure attraction. The new attraction is due to becompleted in Dec 2007 in readiness to be open in January 2008.

The new attraction will include a water park offering a wave pool, lazy river, interactivepool with water cannons, bubble stream and tipping bucket, a bubble pool, teaching pooland the surfing machine. Other features include two water slides and the Master Blaster waterride. The health and fitness suite will provide the largest fitness suite in Wales extending overtwo storeys and offering over 150 exercise stations. Two dance studios overlooking the waterpark will offer a comprehensive range of dance and exercise classes while the Spa will offertwo treatment rooms a jacuzzi, sauna, steam room and aromatherapy room.

The new sports hall consisting of 8 badminton courts or two indoor 5 aside pitches will offera range of sporting facilities to regional and national standard of competition and will alsodouble up as a function hall that will be able to accommodate up to 2,000 people standingin concert mode or up to 1600 people seated theatre style for a seminar or conference.A new four storey children’s play zone will offer a fantastic range of children’s play equipmentwith incorporating interactive audio visual play zones. A new variable ability climbing wallwill also be installed adjacent to the play zone.



The project has been designed to support the Councils Health and Well being strategyand the WAG’s Climbing Higher Strategy.

In addition to providing a fantastic new health, fitness and fun attraction for the residentsof Swansea, the new leisure facility will provide a major wet weather attraction for visitorsto Swansea, further strengthening Swansea’s position as a strategic tourism destination.This project will make a major contribution to the achievement of the Councils vision asoutlined in the 2006 Tourism strategy

The Vision is: “By 2015 Swansea Bay will be established as one of Europe’s foremost year-round maritime destinations for leisure and business tourism, offering a unique blend of highquality recreational, sporting and cultural experiences in an outstanding environment.”

It is anticipated that the new facility will attract up to 1 million visitors per annum. The projectis progressing well and is currently on track to complete on time and within budget. The newleisure attraction will be managed by a newly formed not for profit Trust.

Asset Management Programme

The corporate Asset Management Plan (AMP) is the method by which the Council manages itsproperty assets. This plan encompasses all of its portfolio, both operational and investment.

The AMP comprises a series of related workplans with complex relationships. It may be saidto have two broad objectives.

Firstly it is intended to ensure that premises used for service delivery are fit for purpose andoperating in a manner that enables high quality service provision. This includes developingmaintenance programmes that ensure the portfolio will be sustainable in the long term.

Secondly, it contains strategies to ensure that the Council’s capital invested in property assetsis providing a satisfactory return. This will include acquisition and disposal programmes.

Children Act Programme

The Programme focuses on delivering the requirements under the Children Act (2004).The intention is that children and young people in Swansea can be healthy, stay safe, enjoyand achieve, make a positive contribution and achieve economic wellbeing. The way that thiswill be addressed is through better working between the departments in the Council, health,the police and the voluntary sector. We expect to improve service delivery, store data andinformation, pool resources and integrate services together. Currently a single Childrenand Young People plan is being developed for 2008 following work to identify needs.



Contact Swansea

The provision of improved customer access to Council services is both an over-riding aimand a key priority for this Council.

The Council has agreed to follow a more incremental approach to delivering this corporatepriority. The Contact Swansea initiative will see the establishment of a Customer ContactCentre delivering a generic service for customer enquiries, delivering a focused set ofservices in more depth and based on essential technology needs. As the Contact Centreevolves, the range of services delivered will increase where it is beneficial to do so.

The Contact Centre will be expected to handle customer contact that is face to face.The Contact Centre will be available outside of traditional core Council hours and will bedesigned to be physically accessible to all customers.

Contact Swansea will proceed in two phases with the first phase being the opening of theface-to-face element of the Contact Centre in September 2007. The second phase, intendedfor the following financial year and subject to a business case, would see the implementationof a corporate call centre. This phased approach allows the Council to manage the impactof change and the cost of implementation.

In parallel with these developments, the Council website is being re-designed and re-launched with improved access to a variety of Council services. The new site will stimulateefficiency through focussing on transactional services.

Pay and Grading Review Project

The pay and grading review project will implement a new Pay & Grading System thatconforms with the requirements of the 2004-2007 National Pay Agreement. The overarchingaim is to remove pay discrimination and create a fair pay system based on the principles ofequal pay for work of equal value.

The project will also include developing a framework within which strategic decisions can bemade about rewards and will lay the foundations for developing a more strategic rewardframework based upon improved performance.



Corporate Review of Transport

This project is a fundamental part of the Budget Review Programme and has beenidentified as a potential area for budget savings.

The transportation arrangements for the Council are extremely diverse, service led andare dependant on the need and requirements of each Service Area. There are a considerablenumber of Transport Co-ordinators/Liaison Officers within the Council that in some caseshave different operating policies and procedures. There is also a need for a Council wideinterpretation of the legislation surrounding the Operators Licence which we are dutybound to comply with. The cost to the Authority for transport is significant so thereneeds to be a strong financial control of costs.

This project aims to take a global view of all these systems and to evaluate options to bringabout improvements/benefits/savings to the Council.

Benefits identified are:

● Control risk and thereby reduce insurance costs

● Ability to report and evidence productive use of vehicles

● Improved financial control ensuring optimum use of budgets

● Consistently applied controls ensuring our corporate liability/responsibility to managework related driving activities

● Contribute towards a cleaner environment

● Removal of duplication and waste.



Chapter 8

Summary of Performance for 2006/2007Achieving continuous improvement is a key aim for this Council. Performance in 2006/07has shown that overall, 70% of performance measures have either improved, are thesame as last year or are already at best performance. We have seen areas of improvementacross all the main service areas such as:

■ Percentage of complaints responded to within 10 working days rose from 76%in 2005/06 to 99.35% in 2006/07.

■ Percentage of Emergency Protection orders responded to within 1 day remains at100% best performance.

■ The average time for processing new claims and notifications of changes ofcircumstances both surpassed their targets and both improved on their performancein 2005/06. The final results were 22.79 days and 11.79 days respectively.

■ The target for the percentage of Council tax collected during 2006/07 was set at 96%.This target was surpassed with a final collection rate of 96.23%.

■ Percentage of people who feel well informed about the council showed performanceat 53% against a target of 43%.

■ Unemployment rates in Swansea were 0.1% below the Welsh average.

■ Number of unique visitors to the Council’s website has far exceeded its target with1,471,952 visitors for 2006/07.

■ Despite attendance dropping slightly at both primary (91.9%) and secondaryschools (89.7%) because of the influenza B outbreak, attendances in secondary schoolsfor Autumn 2005 and Summer 2006 were both up on the previous years, resulting inSwansea’s secondary attendance rising form 15th to 14th out of 22 in the rankingof Welsh authorities.

■ The number of pupils who left full-time education without an approved externalqualification is improving compared to both last year’s result and the target for 2006/07.The improvement applies to all pupils (including those in care) with a result of 2.65%compared to 3.6%. In relation to those pupils in care results showed 4.17%compared to 26.92% previously. The target of 72% was set for those learners who leaveEmployment Training with a positive outcome and was surpassed with a result of 82%.The early delivery of key skills for all trainees accounted towards the improvementsmade in the area.

■ The number of pupils permanently excluded during the year, have surpassedtheir respective targets for both primary and secondary schools. Primary schoolsperformance at 0.05 compared to the target of 0.25 and secondary schools at 1.07compared to 1.2. The exclusion rates vary and this year seems to be a lower numberthan usual.



■ The rate of older people (65 and over) per 1000 population helped to live at home hasshown a marked improvement over last year’s performance and has exceeded the targetof 57 per 1000 population with an achievement of 102.12 per 1000 population.

■ Percentage of children on the child protection register whose cases were reviewedwithin statutory timescales, although this is a new indicator for 2006/07 it is pleasingto see performance at 96.3% against a target of 95%.

■ Number of homeless families who have used B&B accommodation during the year,except in emergencies, has shown a marked improvement over last year. Performancefor 2006/07 is 9 families compared to a target of 38 and against last year’s performanceof 54.

■ The average number of calendar days taken to complete non-urgent repairs - at 18.8days has performance well within the target of 24 days whilst also maintainingattendance on emergencies at over 99% within 24 hours.

■ The percentage of householder planning applications determined during the year within8 weeks has shown a significant 12.7% improvement over the 2005/06 figure. This is thesecond consecutive year that performance has shown improvement. In addition to this,at 65.7%, performance for 2006/07 has exceeded target by 5.7%.

■ Percentage of abandoned vehicles removed within 24 hours of expiry of the relevantnotice period. This new indicator for 2006/07 has performed well achieving aperformance level of 93.6% against target of 75%.

■ The public use of the Archives Service throughout West Glamorgan, passed its targetand also increased performance from 8,697 in 2005/06 to 8,779 in 2006/07. This wasdespite the unit having the disruption of being moved into temporary accommodationduring the year.

■ The target for the number of visitors to museums was 320,000 people. This target wascomfortably surpassed, with a final result of 364,261.

■ Hosting the Eisteddfod during the Summer of 2006 and the introduction of the WinterWonderland at Christmas meant that the number of attendees to Culture and Tourismevents more than doubled the figure recorded in 2005/06. The final figure for 2006/07was 576,011.

■ The amount of money spent by visitors attracted to the City & County of Swansea was£255.6 million in 2006/07, which exceeded the target by £11.65 million.

■ Despite changes to the funding received by the Welsh Assembly Government regardingthe number of businesses that start with the support of the Swansea Business Centre,it is pleasing to note that the target of 196 was still attained.

■ A target of 90% was set for the indicator that records the percentage of priority graffitijobs that were completed within seven days. This target was surpassed, and the finalfigure achieved was 95.9%.

Still, there are areas where further action is needed to improve performance. The followingindicators have shown a decline in performance or that have failed to achieve target.



● Percentage of citizens who feel satisfied with the overall standards of services providedby the authority has improved on last year’s performance but at 74% is still under target.

● The percentage of housing benefit cases for which the calculation of benefit due wascorrect on the basis of the information available showed a slight decrease on last yearsfigure of 100%, finishing at 99.8%. However, this outcome still surpassed the targetof 99%.

● A slightly mixed result exists for the percentage of school days lost due to fixed termexclusions in primary and secondary schools. Whilst a small increase exists for primaries0.01% compared to the target of 0.06% and the previous year’s result of 0.08%, thisseems to be in line with national trends. There is a fall in the number of exclusionsfor secondary with 0.19% compared to the target of 0.21%.

● The target of 52% set for the percentage of pupils achieving either 5 or more GCSEat grades A* to C has just failed with 51.1% of pupils for the current year, this however,is a small improvement on the previous year of 50.7%. The result of 91.3% for pupilsachieving 1 or more GCSE at grade G or above did not reach the target of 94% andnarrowly failed to improve on last year’s result of 91.7%.

● There is still major challenge in supporting newly permanently excluded pupils accessto 25 hours per week education. Whilst the percentage of permanently excluded pupilsattending alternative tuition did not meet their respective targets for the various levels ofprovision, there was a slight improvement in the number of pupils attending over 25weeks with 7% compared to 0% previously. Work is in place to build on theseimprovements.

● The percentage of children looked after at 31st March who have experienced one ormore changes of school, during a period or periods of being looked after. This indicatormissed the target by 4.8%, however, it has shown an improvement over last year’sperformance, 18% in 2005/06 compared to 16.8% this reporting year. The highlevel of movement is still attributed to a large out of county population.

● The number of housing voids at 415 was the lowest level of void properties since April1996. However, results did not achieve the target of 370. In order to continue to improveperformance both within the service and that of outside contractors a number ofmeasures were introduced including the relocation of The Homes Preparation Unit (HPU)which co-ordinates works to void properties to the same depot as Corporate BuildingServices (CBS) in December 06.

● The number of cars using park and ride services, at 267,827 has increased since lastyear but failed to achieve the target of 290,000. Growing patronage and completion ofthe Fforestfach should improve results and targets in future years.

● The target of 4,753 for the number of people using Public Library Services during theyear per 1,000 population was not met, the final figure being 4,646. However the closureof the Central Library for three months had a big effect on this outcome.

● The total usage of Indoor leisure facilities was 1,346,656. However, this came in underthe target of 1,588,246. This performance was impacted by a 230,000 overestimateof the usage of the Wales National Pool and also the fire at Penyrheol School.

More detailed analysis of the Council’s performance for the period 2006/07 is containedin the data tables in Appendix A.



Swansea’s Performance compared to otherEnglish and Welsh Unitary Local Authorities

How does Swansea compare with others?

A number of the performance indicators in the following data tables contain a ‘star rating’.For the nationally available performance indicators, Swansea is compared with Welsh LocalAuthorities or English Unitary Authorities, whichever is the higher performing group(comparison is based on Swansea’s performance in 2006/07 and the published performanceof other Local Authorities on 2005/06). This guide to comparative performance is illustratedby a star rating as defined below:

Results in the top 25% of comparable authorities

Results in the upper middle quartile range

Results in the lower middle quartile range

Results in the lowest 25% of comparable authorities

This comparison assists with setting targets and helps to identify areas of goodperformance or where services require work to improve to a comparable standard withwell performing authorities. Swansea has made a significant improvement in performancecompared to the previous year (2005/06), whereby, the number of indicators in the categoriesfor both 3 star and 4 star ratings has increased by almost twice as much. It is pleasing tonote these improvements, in view of the number of changes and challenges for Swansea.A table showing the figures and percentages over the last two years is as follows:

Further explanations are, where necessary, provided in footnotes and other notations areused to indicate where data is unavailable, not required or still to be determined. The NationalStrategic Performance Indicators (NSPI’s) in this report have been officially audited.

2005/06Last Year

2006/07This Year

Numberof PIs

%of PIs

Numberof PIs

%of PIs

10 17% 21 32%

Star Rating

Results in the top 25% of comparableauthorities (4 Stars)

6 11% 10 15%Results in the upper middle quartile range(3 Stars)

24 42% 18 28%Results in the lower middle quartile range(2 Stars)

17 30% 16 25%Results in the lowest 25% of comparableauthorities (1 Star)

57 65Total



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F/00

3 -

Acc

urac

y o

fp

roce

ssin

g:

a)pe

rcen

tage

of c

ases

for

whi

ch t

heca

lcul

atio

n of

the

amou

nt o

f ben

efit

due

was

cor

rect

on t

he b

asis

of t

hein

form

atio

n av

aila

ble

for

the

dete

rmin

atio

nfo

r a

sam

ple

ofca

ses

chec

ked

post

dec

isio

n bi

)the

per

cent

age

ofH

ousi

ng B

enef

itov

erpa

ymen

tsre

cove

red

duri

ng t

heye

ar a

s a

perc

enta

geof

the

tot

al a

mou

ntof

Hou

sing

Ben

efit

over

paym

ents

iden

tifie

d du

ring

the

year

(NSP

I)

100%

77.5

%

99%

75%

99.8

%

77.8

6%

Y Y

Bes

tP

erfo

rman

ce

Y

99%

70%

99%

55%

Star

Rat

ing:

a) Futu

re ta

rget

redu

ced

due

toDW

P ru

le c

hang

esan

d th

e in

trodu

ctio

nof

Loc

al H

ousin

gAl

low

ance

from

April

200

8

bi)



Fin

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f.(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

BN

F/00

3 -

Acc

urac

y o

fp

roce

ssin

g:

bii)

Per

cent

age

of

Ho

usin

g B

enef

ito

verp

aym

ents

reco

vere

d d

urin

gth

e ye

ar a

s a

per

cent

age

of

the

tota

l am

oun

t o

fH

ous

ing

Ben

efit

ove

rpay

men

tso

utst

and

ing

at

the

star

t o

f th

e ye

arp

lus

iden

tifie

dd

urin

g t

he y

ear

(NSP

I)

35.4

6%35

%28

.00%

NN

25%

20%

Star

Rat

ing:

bii)



Fin

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f.(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

BN

F/00

3 -

Acc

urac

y o

fp

roce

ssin

g:

biii)

Per

cent

age

of

Ho

usin

g B

enef

ito

verp

aym

ents

wri

tten

off

dur

ing

the

year

as

ap

erce

ntag

e o

f th

eto

tal a

mo

unt

of

Ho

usin

g B

enef

ito

verp

aym

ents

out

stan

din

g a

t th

est

art

of

the

year

plu

s id

enti

fied

dur

ing

the

yea

r(N

SPI)

12.6

7%10

%7.

47%

YY

6%6%

Star

Rat

ing:

biii)



Fin

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

CFH

/006

-

Per

cent

age

of

und

isp

uted

invo

ices

whi

ch w

ere

pai

d in

30 d

ays.

82.5

%86

%70

.7%

NN

80%

by S

ept

2007

85%

by M

arch

2008

90%

Star

Rat

ing:

CFH

/007

-

The

per

cent

age

of

Co

un

cil T

ax f

or

the

finan

cial

yea

r w

hich

was

rec

eive

d b

y th

eau

tho

rity

96.4

%94

%96

.23%

YN

96.2

5%96

.25%

Star

Rat

ing:



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

CH

R/0

01 -

a)T

he p

erce

ntag

eo

f em

plo

yees

(incl

udin

g t

each

ers

and

sch

oo

l bas

edst

aff)

who

leav

e th

eem

plo

ymen

t o

f th

elo

cal a

utho

rity

,w

heth

er o

n a

volu

ntar

y o

rin

volu

ntar

y b

asis

;b)

The

per

cent

age

of

emp

loye

es(e

xclu

din

g t

each

ers

and

sch

oo

l bas

edst

aff)

who

leav

e th

eem

plo

ymen

t o

f th

elo

cal a

utho

rity

,w

heth

er o

n a

volu

ntar

y o

rin

volu

ntar

y b

asis

.

Una

ble

to s

upp

ly

8.74

%

N/A

9.35

%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

10%

N/A

10%

a) &

b) T

his

data

cann

ot c

urre

ntly

bepr

ovid

ed d

ue to

the

dela

y in

the

com

plet

ion

of th

eHR

/Pay

roll s

yste

m.



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

CH

R/0

02 -

T

he n

umb

er o

f w

ork

ing

day

s/sh

ifts

per

ful

l tim

eeq

uiva

lent

(FT

E) l

oca

lau

tho

rity

em

plo

yee

lost

due

to

sic

knes

sab

senc

e.

10.5

4d

ays

10.5

day

sN

/AN

/AN

/A10 day

sTh

is da

ta c

anno

tcu

rrent

ly be

pro

vided

due

to th

e de

lay

inth

e co

mpl

etio

n of

the

HR/P

ayro

ll sys

tem

.Ho

wev

er, i

nfor

mat

ion

was

ava

ilabl

e to

30t

hSe

ptem

ber 2

006

and

this

show

ed a

resu

ltof

4.9

4 da

ys fo

r the

half

year

.

CH

R/0

04 -

T

he p

erce

ntag

e o

f lo

cal

auth

ori

ty e

mp

loye

esfr

om

min

ori

ty e

thni

cco

mm

unit

ies.

1.22

%2.

2%N

/AN

/AN

/A2.

6%2.

6%Th

is da

ta c

anno

tcu

rrent

ly be

pro

vided

due

to th

e de

lay

inth

e co

mpl

etio

n of

the

HR/P

ayro

ll sys

tem

.

CH

R/0

05 -

T

he p

erce

ntag

e o

f lo

cal

auth

ori

ty e

mp

loye

esd

ecla

ring

tha

t th

ey a

red

isab

led

und

er t

hete

rms

of

the

Dis

abili

tyD

iscr

imin

atio

n A

ct 1

995.

1.37

%1.

74%

N/A

N/A

N/A

1.91

%1.

91%

This

data

can

not

curre

ntly

be p

rovid

eddu

e to

the

dela

y in

the

com

plet

ion

of th

eHR

/Pay

roll s

yste

m.



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

Co

mm

s1 -

Per

cent

age

of

peo

ple

wh

o f

eel

wel

l inf

orm

ed a

bo

utth

e C

oun

cil

37%

43%

53%

YY

45%

50%

Co

mm

s3 -

Per

cent

age

of

staf

f w

ho f

eel w

ell

info

rmed

ab

out

chan

ges

and

dev

elo

pm

ent

in t

heC

oun

cil (

used

to

be

CO

MM

S4)

N/A

N/A

N/A

N/A

N/A

No p

lans

to c

olle

ctin

2007

/08

N/A

Staf

f sur

vey

post

pone

d

Co

mm

s4 -

Num

ber

of

uniq

uevi

sito

rs t

o t

heC

oun

cil’s

web

site

852,

879

750,

000

1,47

1, 9

52Y

Y



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

HR

OD

5 -

Per

cent

age

lost

tim

e ac

cid

ents

per

1,00

0 em

plo

yees

13.2

1%14

%N

/AN

/AN

/ATh

is da

ta c

anno

tcu

rrent

ly be

prov

ided

due

toth

e de

lay

in th

eco

mpl

etio

n of

the

HR/P

ayro

ll sys

tem

.

HR

OD

13 -

Per

cent

age

of

top

5% o

f ea

rner

s th

atar

e w

om

en

38.9

6%44

.7%

N/A

N/A

N/A

45%

45%

This

data

can

not

curre

ntly

bepr

ovid

ed d

ue to

the

dela

y in

the

com

plet

ion

of th

eHR

/Pay

roll s

yste

m.

CH

01 -

The

per

cent

age

of

citi

zens

sat

isfie

d w

ith

the

ove

rall

stan

dar

ds

of

serv

ices

pro

vid

edb

y th

e au

tho

rity

79%

80%

74%

NN

CH

05 -

Une

mp

loym

ent

rate

sin

Sw

anse

a co

mp

ared

to t

he W

elsh

ave

rag

e

+0.

1%p

oint

sTo

be

equa

l to

or le

ssth

an t

heW

elsh

aver

age

0.1%

bel

owW

elsh

aver

age

YY

No

chan

geN

och

ange



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

IT1

-A

pp

licat

ion

avai

lab

ility

-p

erce

ntag

e o

f ti

me

inw

hic

h t

he

app

licat

ion

is a

vaila

ble

to

the

use

rd

urin

g s

upp

ort

edho

urs

98.5

%99

.99%

YN

/A99

.71%

99.7

1%

IT2

-N

etw

ork

Ava

ilab

ility

-m

easu

red

as

the

per

cent

age

of

tim

eth

e co

re e

lem

ents

of

the

dat

a an

d v

oic

ene

two

rk a

re a

vaila

ble

dur

ing

sup

po

rted

hour

s

99.8

4%10

0%Y

Bes

tP

erfo

rman

ce99

.84%

99.8

4%

IT3

-In

cid

ent

Res

olu

tio

nti

mes

- m

easu

red

as

the

per

cent

age

of

PI,

P2

and

P3

inci

den

ts a

ctua

llyre

solv

ed w

ithi

n S

LAta

rget

res

olut

ion

times

70.8

4%97

.43%

YN

/A74

.60%

75.8

0%



Perf

orm

ance

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

CH

03 -

The

per

cent

age

of

resi

den

ts w

ho s

aid

they

fee

l “fa

irly

saf

e”o

r “v

ery

safe

”af

ter

dar

k:a)

in t

heir

ow

nne

ighb

our

hoo

db)

in t

he c

ity

cent

re

75%

29%

N/A

N/A

64%

23%

N/A

N/A

N/A

N/A



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

01 -

The

per

cent

age

of

atte

nd

ance

inse

cond

ary

scho

ols

(NSP

I)

90.1

%90

.1%

89.6

7%N

N90

.15%

90.2

%St

ar R

atin

g:

ED

U/0

02 -

a)T

he n

umb

er o

f an

db)

the

per

cent

age

of:

i)A

ll p

upils

(incl

udin

g t

hose

in lo

cal a

utho

rity

care

) and

ii)P

upils

in lo

cal

auth

ori

ty c

are,

inan

y lo

cal a

utho

rity

mai

ntai

ned

lear

ning

sett

ing

, who

att

ain

the

age

of

16 d

urin

gth

e sc

hoo

l yea

ran

d le

ave

full-

tim

eed

ucat

ion,

tra

inin

go

r w

ork

bas

edle

arni

ng w

itho

ut a

nap

pro

ved

ext

erna

lq

ualif

icat

ion.

(NSP

I)

101/

2806

(3.6

0%)

7/26

(26.

92%

)

96(3

.40%

)

5/20

(25%

)

75(2

.65%

)

1/24

(4.1

7%)

Y Y

Y

Bes

tP

erfo

rman

ce

86(3

.10%

)

4/20

(20%

)

80(2

.89%

)

3/20

(15%

)

Star

Rat

ing:

bi)

bii)



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

03 -

The

per

cent

age

of

pup

ils e

ligib

le f

or

asse

ssm

ent

at t

heen

d o

f K

ey S

tag

e 2,

in s

cho

ols

mai

ntai

ned

by

the

loca

l aut

hori

ty,

achi

evin

g t

he C

ore

Sub

ject

Ind

icat

or,

as d

eter

min

ed b

yTe

ache

r A

sses

smen

t.(N

SPI)

74.9

%73

%73

.85%

YN

74%

75%

Star

Rat

ing:

ED

U/0

04 -

The

per

cent

age

of

pup

ils e

ligib

le f

or

asse

ssm

ent

at t

heen

d o

f K

ey S

tag

e 3,

in s

cho

ols

mai

ntai

ned

by

the

loca

l aut

hori

ty,

achi

evin

g t

he C

ore

Sub

ject

Ind

icat

or,

as d

eter

min

ed b

yTe

ache

r A

sses

smen

t.(N

SPI)

55.8

%58

%58

.61%

YN

58%

59%

Star

Rat

ing:



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

06 -

a)T

he n

umb

er o

f an

db)

the

per

cent

age

of

pup

ils e

ligib

le f

or

asse

ssm

ent,

insc

hoo

ls m

aint

aine

db

y th

e lo

cal

auth

ori

ty, r

ecei

ving

a Te

ache

rA

sses

smen

t in

Wel

sh (f

irst

lang

uag

e):

i)A

t th

e en

d o

fK

ey S

tag

e 2

ii)A

t th

e en

d o

f K

ey S

tag

e 3

(NSP

I)

219/

2648

(8.2

7%)

169/

2824

(5.9

8%)

218

(8.3

8%)

192

(6.9

3%)

209

(8%

)

194

(6.9

4%)

N Y

N Y

239

(9.1

7%)

194

(7.3

9%)

260

(9.5

7%)

211

(8.1

%)

KS2

bi)A

nnua

l Var

iatio

nin

yea

r gro

up s

izean

d co

mpo

sitio

nre

sulte

d in

slig

htly

low

er p

erfo

rman

ce

Star

Rat

ing:

bi)

bii)

ED

U/0

07 -

Per

cent

age

of

pup

ilat

tend

ance

in p

rim

ary

scho

ols

92.5

%92

.8%

91.9

%N

N92

%92

.1%



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

08 -

The

num

ber

of

pup

ilsp

erm

anen

tly

excl

uded

dur

ing

the

yea

r p

er1,

000

pup

ils f

rom

:a)

Pri

mar

y sc

hoo

lsb)

Sec

ond

ary

scho

ols

0.05

1.76

0.25 1.2

0.05

1.07

Y YS

ame

Y0.

201.

200.

201.

20



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

09 -

a)

The

ave

rag

enu

mb

er o

f sc

hoo

ld

ays

that

per

man

entl

yex

clud

ed p

upils

did

no

t re

ceiv

e an

off

er o

f fu

ll ti

me

app

rop

riat

eed

ucat

ion

pro

visi

on

dur

ing

the

yea

rb)

The

ave

rag

enu

mb

er o

f sc

hoo

ld

ays

that

per

man

entl

yex

clud

ed p

upils

did

no

t re

ceiv

e an

off

er o

f p

art

tim

eap

pro

pri

ate

educ

atio

n p

rovi

sio

nd

urin

g t

he y

ear

New

In

dic

ator

New

In

dic

ator

30 d

ays

15 d

ays

N/A

N/A

N/A

N/A

N/A

N/A

32 day

s

27 day

s

31 day

s

26 day

s

To b

e re

porte

din

200

7/08

To b

e re

porte

din

200

7/08



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ED

U/0

10 -

The

per

cent

age

of

scho

ol d

ays

lost

due

to

fix

ed-t

erm

excl

usio

ns d

urin

g t

heye

ar, i

n:a)

Pri

mar

y sc

hoo

ls

b)S

eco

ndar

y sc

hoo

ls

a)0.

008%

(263

/33

9142

6)

b)0.

219%

(562

4/25

6924

1)

0.00

6%

0.21

%

0.0%

0.2%

N Y

N Y

0.01

%

0.21

0%

0.01

%

0.21

0%

a)sm

all in

crea

se in

line

with

nat

iona

ltre

nds

(LG

DUsu

bmiss

ions

are

toon

e de

cim

al p

oint

.Ac

tual

per

form

ance

is 0.

01%

).

ED

U/0

11 -

The

ave

rag

e ex

tern

alq

ualif

icat

ions

po

int

sco

re fo

r 16

yea

r o

lds,

in le

arn

ing

set

tin

gs

mai

ntai

ned

by

the

loca

l aut

hori

ty.

(NSP

I)

PI

amen

ded

4037

.8 (o

ld)

308

(new

)N

N/A

4142

Futu

re a

spira

tion

targ

ets

have

bee

nse

t bas

ed o

n th

eol

d de

finiti

on o

fG

CSE/

GNV

Q p

oint

ssc

ore.

Tar

gets

to b

ere

vised

afte

r fur

ther

disc

ussio

n w

ithW

AG



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

Ed

CP

5 -

Per

cent

age

of

scho

ols

in t

he t

op

qua

rtile

of

WA

G b

ench

mar

kg

roup

sa)

Ach

ievi

ng C

ore

Sub

ject

Ind

icat

or

at K

S2

b)A

chie

ving

Co

reS

ubje

ct In

dic

ato

rat

KS

3c)

aver

age

KS

4 p

oin

tsc

ore

(Pol

icy

Agre

emen

t)

12.3

%

21.4

%

35.7

%

25%

26.7

%

64%

20%

33.3

3%

0%

N Y N

Y Y N

26.2

5%

33.3

3%

28.5

%

27.5

%

33.3

3%

33.3

%

a)sm

all in

crea

se in

line

with

nat

iona

ltre

nds

Ed

CP

12 -

All

pup

ils r

ecei

ving

fixed

ter

m e

xclu

sio

ns

a)P

rim

ary

scho

ols

b)S

eco

ndar

y sc

hoo

ls

c)S

pec

ial S

cho

ols

49 903 5

45 900 5

83 888 2

N Y Y

N Y Y

83 900 5

83 900 5

a)De

spite

incr

ease

leve

l in p

rimar

yre

mai

ns lo

w

b)Ac

hiev

ed s

mal

lre

duct

ion

but l

evel

in s

econ

dary

rem

ains

hig

h



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

Ed

CP

14 -

Lear

ners

leav

ing

Em

plo

ymen

t Tr

aini

ngw

ith

a p

osi

tive

out

com

e(P

olic

y Ag

reem

ent)

72.1

%72

%82

%Y

Y75

%76

%

Ed

CP

21 -

Per

cent

age

of

pup

ilsin

sch

oo

ls m

aint

aine

db

y th

e au

tho

rity

in t

hep

revi

ous

sum

mer

achi

evin

g 5

or

mo

reG

CS

Es

at g

rad

esA

*- C

or

the

voca

tio

nal e

qui

vale

nt

50.7

%52

%51

.1%

NY

52.7

%53

%St

ar R

atin

g:

Ed

CP

22 -

Per

cent

age

of

pup

ilsin

sch

oo

ls m

aint

aine

db

y th

e au

tho

rity

achi

evin

g o

ne o

r m

ore

GC

SE

s at

gra

de

G o

rab

ove

or

the

voca

tio

nal e

qui

vale

nt

91.7

%94

%93

.1%

NN

92%

92%



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

Ed

CP

24 -

Per

cent

age

of

15/1

6-ye

ar-o

lds

achi

evin

gth

e ‘c

ore

su

bje

ctin

dic

ato

r’. T

ho

sep

upils

ach

ievi

ng a

tle

ast

gra

de

C in

GC

SE

En

glis

h o

rW

elsh

, Mat

hem

atic

san

d S

cien

ce in

com

bin

atio

n

39.8

%40

%39

.4%

NN

41.5

%42

%

Ed

CP

26 -

Per

cent

age

of

per

man

entl

y ex

clud

edp

upils

att

end

ing

alte

rnat

ive

tuit

ion

for

a)le

ss t

han

10 h

our

sp

er w

eek

b)b

etw

een

10 a

nd25

ho

urs

per

wee

kc)

ove

r 25

ho

urs

per

wee

k

73.3

%

26.7

%

0%

10%

40%

50%

80%

13%

7%

N N N

N N Y

50%

40%

10%

45%

40%

15%



Educa

tion

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

Ed

CP

28 -

b)P

erce

ntag

e o

fst

atem

ents

of

spec

ial e

duc

atio

nal

need

, exc

lud

ing

tho

se a

ffec

ted

by

'exc

epti

ons

to

the

rule

' und

er t

he S

EN

Co

de

of

Pra

ctic

ep

rep

ared

wit

hin

18 w

eeks

96.4

%97

%96

.1%

NN

92%

92%

Still

very

hig

hpe

rform

ance

and

abov

e pr

evio

usye

ars’

hig

h le

vel -

just

miss

ed v

ery

chal

leng

ing

targ

et

Star

Rat

ing:



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

A/0

01 -

The

rat

e o

f d

elay

edtr

ansf

ers

of

care

fo

rso

cial

car

e re

aso

ns

per

1,0

00 p

op

ulat

ion

aged

75

or

ove

r(N

SPI)

(Pol

icy

Agre

emen

t)

6.19

128.

04Y

N9

8Th

e fin

anci

al d

iffic

ultie

saf

fect

ing

the

NH

S tru

stin

crea

sed

the

pres

sure

son

pos

t - d

ischa

rge

arra

ngem

ents

suc

h as

Soci

al S

ervic

es D

epts

.Th

ere

wer

e al

so p

robl

ems

with

recr

uitm

ent i

n th

epr

ivate

Dom

icilia

ryCa

re A

genc

ies

Star

Rat

ing:

SC

A/0

02 -

The

rat

e o

f o

lder

peo

ple

(ag

ed 6

5o

r o

ver)

:a)

Hel

ped

to

live

at h

om

e p

er 1

,000

po

pul

atio

n ag

ed65

or

ove

rb)

Who

m t

he a

utho

rity

sup

po

rts

in c

are

hom

es p

er 1

,000

po

pul

atio

n ag

ed65

or

ove

r(N

SPI)

(Pol

icy

Agre

emen

t)

56.4

6

26.4

8

57

26.5

0

102.

12

25.4

0

Y Y

Y

Bes

tP

erfo

rman

ce

102

26.0

0

102

a)Eq

uipm

ent &

adap

tatio

ns d

ata

was

not i

nclu

ded

in th

e05

/06

resu

lt.Im

prov

ed n

umbe

rof

clie

nts

supp

orte

dth

roug

h H

ome

Car

e/M

eals.

The

06/

07 ta

rget

was

set

on

the

basi

s of

wha

t was

kno

wn

at th

etim

e an

d th

eref

ore

was

very

muc

h in

line

with

05/0

6 pe

rform

ance

.

Star

Rat

ing:

a) b)



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

A/0

03 -

The

per

cent

age

of

clie

nts

who

are

sup

po

rted

in t

heco

mm

unit

y d

urin

gth

e ye

ar, w

ho a

re:

a)A

ged

18-

64b)

Ag

ed 6

5+88

.35%

72.7

8%88

%72

%90

.58%

78.1

5%Y Y

Y Y90

%77

%

Star

Rat

ing:

a) b)

SC

A/0

06 -

The

ave

rag

e nu

mb

ero

f w

ork

ing

day

s ta

ken

fro

m c

om

ple

tio

no

f th

e ca

re p

lan

top

rovi

sio

n an

d/o

rin

stal

lati

on

of

aid

s/eq

uip

men

t.

New

Ind

icat

orN

/A22 day

sN

/AN

/A22 day

sTB

C

SC

A/0

07 -

The

perc

enta

geof

clie

nts

with

a c

are

plan

at 3

1st M

arch

who

’s c

are

plan

s sh

ould

have

bee

n re

view

ed th

atw

ere

revi

ewed

dur

ing

the

year

New

Ind

icat

orN

/A81

.3%

N/A

N/A

70%

TBC



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

A/0

09 -

The

rat

e p

er 1

,000

adul

ts (a

ged

18+

)re

ceiv

ing

a s

ervi

ce in

the

com

mun

ity

who

rece

ive

a d

irec

tp

aym

ent.

New

Ind

icat

orN

/A12

.49

N/A

N/A

13

SC

A/0

10 -

The

rat

e p

er 1

,000

adul

t cl

ient

s as

sess

edd

urin

g t

he y

ear

who

are

pro

vid

ed w

ith

assi

stiv

e te

chno

log

yas

par

t o

f a

pac

kag

eo

f ca

re

New

Ind

icat

orN

/A16

7.05

N/A

N/A

182

SC

A/0

11 -

The

per

cent

age

of

del

ayed

tra

nsfe

rs o

fca

re d

ue t

o:

a)H

ealt

hcar

e re

aso

nsb)

So

cial

car

e re

aso

nsc)

Oth

er r

easo

ns

New

Ind

icat

orN

/A

43.8

%23

.4%

32.8

%

N/A

N/A

N/A

N/A

N/A

N/A

PIdi

scon

tin-

ued

PIdi

scon

tin-

ued



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

01 -

a)

The

per

cent

age

of

first

pla

cem

ents

of

loo

ked

aft

erch

ildre

n d

urin

g t

heye

ar t

hat

beg

anw

ith

a ca

re p

lan

in p

lace

.b)

For

tho

se c

hild

ren

loo

ked

aft

er w

hose

seco

nd r

evie

w(d

ue

at 4

mo

nth

s)w

as d

ue in

the

yea

r,th

e p

erce

ntag

e w

ith

a p

lan

for

per

man

ence

at

the

due

dat

e(N

SPI)

(Pol

icy

Agre

emen

t)

87.2

%

81.4

%

88%

86%

74.3

%

80.6

%

N N

N N

90%

95%

95%

95%

Star

Rat

ing:

a) b)



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

02 -

Per

cent

age

child

ren

look

ed a

fter

at

31st

Mar

ch w

ho h

ave

expe

rien

ced

one

orm

ore

chan

ges

ofsc

hool

, dur

ing

a pe

riod

or p

erio

ds o

f bei

nglo

oked

aft

er, w

hich

wer

e no

t du

e to

tran

sitio

nal

arra

ngem

ents

, in

the

12m

onth

s to

31s

t M

arch

(NSP

I)(P

olic

y Ag

reem

ent)

18%

12%

16.7

%N

Y15

.5%

14%

Min

or im

prov

emen

tof

per

form

ance

.Hi

gh n

umbe

r of

mov

es s

till

attri

bute

d to

larg

eou

t of c

ount

ypo

pula

tion.

Star

Rat

ing:

SC

C/0

04 -

Sta

bilit

y of

pla

cem

ents

of c

hild

ren

look

ed a

fter

by t

he a

utho

rity

by

refe

renc

e to

the

perc

enta

ge o

f chi

ldre

nlo

oked

aft

er o

n 31

Mar

ch in

any

yea

rw

ith t

hree

or

mor

epl

acem

ents

dur

ing

the

year

10.1

2%<

15%

6.1%

YB

est

Per

form

ance

<15

%<

15%

Low

er p

lace

men

tch

ange

s du

e to

bette

r mon

itorin

gof

LAC

pop

ulat

ion

Star

Rat

ing:



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

07 -

The

per

cent

age

of

refe

rral

s th

at p

roce

edto

allo

cati

on

for

init

ial

asse

ssm

ent

dur

ing

the

year

.a)

Allo

cate

d t

o a

soci

al w

ork

er f

or

init

ial a

sses

smen

tb)

Allo

cate

d t

oso

meo

ne o

ther

than

a s

oci

alw

ork

er f

or

init

ial

asse

ssm

ent

New

Ind

icat

or

New

Ind

icat

or

65%

<5%

61.7

%

3.2%

N Y

N/A

N/A

TBC

TBC

TBC

TBC

a)M

argi

nal

diffe

renc

e. F

urth

erw

ork

on re

ferra

lpr

ofilin

g w

ill en

sure

targ

ets

are

met

.

SC

C/0

08 -

a)

The

per

cent

age

of

init

ial a

sses

smen

tsca

rrie

d o

ut w

ithi

n 7

wo

rkin

g d

ays;

b)T

he a

vera

ge

tim

eta

ken

to c

om

ple

tein

itia

l ass

essm

ents

that

to

ok

long

erth

an 7

wo

rkin

gd

ays

to c

om

ple

te

New

Ind

icat

or

New

Ind

icat

or

45%

N/A

42.8

%

16 day

s

N N/A

N/A

N/A

TBC

TBC

TBC

TBC



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

13 -

a)

The

per

cent

age

of

op

en c

ases

of

child

ren

wit

h a

nal

loca

ted

so

cial

wo

rker

whe

re t

hech

ild is

rec

eivi

ng

ase

rvic

e in

eac

h o

f th

efo

llow

ing

gro

ups;

i)C

hild

ren

on

the

child

pro

tect

ion

reg

iste

rii)

Chi

ldre

nlo

oke

d a

fter

iii)C

hild

ren

in n

eed

b)T

he p

erce

ntag

eo

f o

pen

cas

es o

fch

ildre

n al

loca

ted

to

som

eone

oth

er t

han

aso

cial

wo

rker

whe

reth

e ch

ild is

rec

eivi

nga

serv

ice

in e

ach

of

the

follo

win

g g

roup

s;

i)C

hild

ren

on

the

child

pro

tect

ion

reg

iste

rii)

Chi

ldre

nlo

oke

d a

fter

iii)C

hild

ren

in n

eed

New

Ind

icat

or

New

Ind

icat

or

N/A

N/A

N/A

N/A

N/A

N/A

93.9

%

85.3

%

58.4

%

100%

100%

100%

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Bes

tP

erfo

rman

ce

Bes

tP

erfo

rman

ceB

est

Per

form

ance

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC

TBC



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

17 -

The

per

cent

age

of

child

ren

on

the

child

pro

tect

ion

reg

iste

rw

hose

cas

es w

ere

revi

ewed

wit

hin

stat

uto

ry t

imes

cale

s

New

Ind

icat

or95

%96

.3%

YN

/ATB

CTB

CSt

ar R

atin

g:

SC

C/0

18 -

The

per

cent

age

of

heal

th a

sses

smen

tsfo

r lo

oke

d a

fter

child

ren

due

in t

heye

ar t

hat

hav

e b

een

und

erta

ken.

New

Ind

icat

orN

/A88

%N

/AN

/ATB

CTB

C

SC

C/0

21 -

The

per

cent

age

of

loo

ked

aft

er c

hild

ren

revi

ews

carr

ied

out

wit

hin

stat

uto

ryti

mes

cale

s

New

Ind

icat

orN

/A80

.9%

N/A

N/A

TBC

TBC



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SC

C/0

23 -

a)

The

per

cent

age

of

child

ren

loo

ked

afte

r w

ho w

ere

per

man

entl

yex

clud

ed f

rom

scho

ol d

urin

g t

hesc

hoo

l yea

rb)

The

ave

rag

enu

mb

er o

f d

ays

spen

t o

ut o

fsc

hoo

l on

fixed

-p

erio

d e

xclu

sio

nsfo

r ch

ildre

n lo

oke

daf

ter.

New

Ind

icat

orN

/A

N/A

0%

10.6

day

s

N/A

N/A

Bes

tP

erfo

rman

ce

N/A

TBC

TBC

TBC

TBC



Soci

al Serv

ices

& H

ousi

ng

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

SP

P/0

01 -

The

ave

rag

en

um

ber

, per

1,0

00he

ad o

f p

op

ulat

ion,

of:

i)U

nits

of

float

ing

sup

po

rtii)

Bed

sp

aces

ind

irec

t ac

cess

iii)B

ed s

pac

es in

tem

po

rary

resi

den

tial

acco

mm

od

atio

niv

)Bed

sp

aces

inp

erm

anen

tre

sid

enti

alac

com

mo

dat

ion

v)B

ed s

pac

es in

shel

tere

dac

com

mo

dat

ion

for

old

er p

eop

levi

)Co

mm

unit

y al

arm

serv

ices

(NSP

I)

3.4

0.2

1.0

1.1

8.5

2.5

As a

gree

dw

ith W

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ets

with

in th

isin

dica

tor

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As a

gree

d w

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the

data

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activ

ity le

vels

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ry a

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2007

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min

ed d

urin

gth

e ye

ar w

ithi

n13

wee

ksb)

The

per

cent

age

of

min

or

pla

nnin

gap

plic

atio

nsd

eter

min

ed d

urin

gth

e ye

ar w

ithi

n8

wee

ks

32%

30%

40%

40%

37.5

%

36.9

%

N N

Y Y

50%

40%

Impr

oved

proc

edur

es a

ndin

crea

se in

sta

ffha

s im

prov

edpe

rform

ance

.20

% in

crea

se in

num

ber o

f maj

orap

plic

atio

nsre

ceive

d ha

s m

ade

it di

fficu

lt to

achi

eve

targ

et.

Star

Rat

ing:

a) Impr

oved

perfo

rman

cere

sulti

ng fr

omad

ditio

nal s

taff

and

incr

ease

dde

lega

ted

pow

ers

durin

g 2n

d ha

lfof

the

year

.

Star

Rat

ing:

b)



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

c)T

he p

erce

ntag

eo

f ho

useh

old

erp

lann

ing

app

licat

ions

det

erm

ined

dur

ing

the

year

wit

hin

8 w

eeks

d)T

he p

erce

ntag

eo

f al

l oth

er p

lann

ing

app

licat

ions

det

erm

ined

dur

ing

the

year

wit

hin

8 w

eeks

53%

53%

60%

60%

65.7

%

58.8

%

Y N

Y Y

70%

65%

Impr

oved

perfo

rman

cere

sulti

ng fr

omad

ditio

nal s

taff

and

incr

ease

dde

lega

ted

pow

ers.

Star

Rat

ing:

c) Impr

oved

perfo

rman

cere

sulti

ng fr

omad

ditio

nal s

taff

and

incr

ease

dde

lega

ted

pow

ers

durin

g th

e 2n

d ha

lfof

the

year

.

Star

Rat

ing:

d)



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

PLA

/005

-T

he p

erce

ntag

eo

f en

forc

emen

tco

mp

lain

ts r

eso

lved

dur

ing

the

yea

r w

ithi

n12

wee

ks o

f re

ceip

t

64%

70%

55.9

%N

N60

%65

%Cu

mul

ative

affe

cts

of in

crea

sing

num

ber o

fco

mpl

aint

s re

ceive

dad

vers

ely

affe

ctin

gpe

rform

ance

.(9

% in

crea

se o

nco

rresp

ondi

ngpe

riod

05/0

6,19

% in

crea

sesin

ce 0

3/04

)

Star

Rat

ing:



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

PP

N/0

01 -

a)

The

num

ber

of

hig

hri

sk b

usin

esse

s lia

ble

to a

pro

gra

mm

edin

spec

tio

n o

ral

tern

ativ

een

forc

emen

t ac

tivi

tyd

urin

g t

he y

ear;

i)

Trad

ing

Sta

ndar

ds

ii)Fo

od

Hyg

iene

iii)A

nim

al H

ealt

hiv

)Hea

lth

and

Saf

ety

b)T

he p

erce

ntag

e o

fth

ese

hig

h ri

skb

usin

esse

s th

at w

ere

liab

le t

o a

pro

gra

mm

edin

spec

tio

n o

ral

tern

ativ

e in

spec

tio

nac

tivi

ty t

hat

wer

ein

spec

ted

/sub

ject

to

alte

rnat

ive

enfo

rcem

ent

acti

vity

,fo

r:i)

Trad

ing

Sta

ndar

ds

ii)Fo

od

Hyg

iene

iii)A

nim

al H

ealt

hiv

)Hea

lth

and

Saf

ety

(NSP

I)

56 836 1 7

96%

100%

100%

100%

N/A

N/A

N/A

N/A

100%

100%

100%

100%

43 866 1 23 95%

100%

100%

43%

N/A

N/A

N/A

N/A N Y Y N

N/A

N/A

N/A

N/A N

Bes

t Per

form

ance

Bes

t Per

form

ance

N

A ta

rget

cann

ot b

ese

t, as

the

resu

lt w

illsim

ply

be th

enu

mbe

r of

busin

esse

sin

the

area

whi

ch fa

llun

der t

his

cate

gory

of

insp

ectio

n.Th

is fig

ure

may

fluct

uate

from

yea

rto

yea

rde

pend

ant

on th

enu

mbe

r of

busin

esse

sop

erat

ing

100%

100%

100%

100%

A ta

rget

cann

ot b

ese

t, as

the

resu

lt w

illsim

ply

beth

enu

mbe

r of

busin

esse

sin

the

area

whi

ch fa

llun

der t

his

cate

gory

of

insp

ectio

n.Th

is fig

ure

may

fluct

uate

from

yea

rto

yea

rde

pend

ant

on th

enu

mbe

r of

busin

esse

sop

erat

ing

100%

100%

100%

100%

bi)u

nabl

e to

visi

t 2pr

emise

s du

e to

sta

ffav

aila

bilit

ybi

v)pr

iorit

y gi

ven

toFi

t 3 to

pic

insp

ectio

nsan

d w

ork

take

n in

from

Lice

nsin

g Di

visio

n fo

ran

imal

wel

fare

and

cara

van

sites

.*

Unab

le to

set

due

toch

ange

s in

enf

orce

men

tst

rate

gy s

et b

y FS

A.

Star

Rat

ing:

bi)

bii)

biii)

biv)

Prio

rity

give

n to

Fit

3to

pic

insp

ectio

ns a

sag

reed

in p

artn

ersh

ipw

orki

ng w

ith th

e He

alth

and

Safe

ty E

xecu

tive,

and

wor

k ta

ken

on fr

omLi

cens

ing

divis

ion

inco

nnec

tion

with

ani

mal

wel

fare

and

car

avan

site

s. O

ne o

ffice

r on

mat

erni

ty le

ave

durin

gth

e ye

ar, p

ost n

ot fi

lled



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

ST

S/0

01 -

The

per

cent

age

of

hig

hway

s an

d r

elev

ant

land

insp

ecte

d o

f a

hig

h o

r ac

cep

tab

lest

and

ard

of

clea

nlin

ess

93.8

%95

%91

.7%

NN

96.3

2%96

.32%

This

indi

cato

r is

com

pile

d by

insp

ectin

ga

rand

om s

elec

tion

ofst

reet

s at

var

ying

times

.Pe

rform

ance

perc

enta

ges

will

beaf

fect

ed b

y th

ese

fact

ors.

Star

Rat

ing:

ST

S/0

02 -

The

per

cent

age

of

aban

do

ned

veh

icle

sre

mo

ved

wit

hin

24

hour

s o

f exp

iry

of t

here

leva

nt n

oti

ce p

erio

d

New

Ind

icat

or75

%93

.60%

YN

/ADe

lete

dna

tiona

llyfro

m20

07/0

8Bu

t will

beke

pt a

s a

loca

l PI

Achi

eved

ove

r a 3

0%im

prov

emen

t on

last

year

’s re

sult

(inte

rnal

PI)

thro

ugh

the

appo

intm

ent o

f ane

w c

ontra

ctor

.

ST

S/0

03 -

The

per

cent

age

of

rep

ort

ed f

ly t

ipp

ing

inci

den

ts o

n re

leva

ntla

nd c

lear

ed w

ithin

5 w

ork

ing

day

s

New

Ind

icat

or85

%93

.24%

YN

/A90

%90

%Ac

hiev

ed o

ver a

30%

impr

ovem

ent o

n la

stye

ar’s

resu

lt (in

tern

al P

I)th

roug

h th

eap

poin

tmen

t of a

new

con

tract

or.



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

TH

S/0

01 -

Co

ndit

ion

of:

a)P

rinc

ipal

(A) r

oad

sb)

No

n-p

rinc

ipal

/cl

assi

fied

ro

ads

(NSP

I)

a)18

%b)

21%

17%

20%

14.1

%18

.0%

es

timat

edse

eco

mm

ent

TBC

TBC

TBC

TBC

Indi

cato

rto

be

repl

aced

usin

gdi

ffere

ntas

sess

-m

ent

met

hod

Indi

cato

rto

be

repl

aced

usin

gdi

ffere

ntas

sess

-m

ent

met

hod

b)Th

e Au

thor

ityw

as u

nabl

e to

prov

ide

data

for t

his

indi

cato

r. Th

eref

ore,

the

figur

e of

18%

has

been

bas

ed o

nth

e sa

me

sam

ple

ofsu

rvey

leng

th a

s in

the

prev

ious

yea

r.An

ass

umpt

ion

isbe

ing

mad

e th

at th

esa

me

impr

ovem

ent

of 3

% is

app

licab

le.

TH

S/0

09 -

The

ave

rag

e nu

mb

ero

f ca

lend

ar d

ays

take

n t

o r

epai

r al

lst

reet

lam

p f

ailu

res

dur

ing

the

yea

r

New

Ind

icat

or(re

pla

ced

THS

/005

)

7 d

ays

4.64

day

sY

N/A

< 7

day

s<

7d

ays



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

WM

T/0

01 -

a)

The

to

tal t

onn

age

i)R

euse

d a

nd/o

rre

cycl

ed;

ii)C

om

po

sted

or

trea

ted

bio

log

ical

ly in

ano

ther

way

.b)

The

per

cent

age

of

mun

icip

al w

aste

i)R

euse

d a

nd/o

rre

cycl

ed; a

nd

ii)C

om

po

sted

or

trea

ted

bio

log

ical

ly in

ano

ther

way

.(N

SPI)

(Pol

icy

Agre

emen

t)

28,4

33to

nnes

10,8

09to

nnes

20.1

%

7.64

%

31,7

00to

nnes

11,5

00to

nnes

22%

8%

29, 9

10.0

0to

nnes

11, 0

30to

nnes

21.2

0%

7.82

%

N N N N

Bes

tP

erfo

rman

ce

Bes

tP

erfo

rman

ce

Bes

tP

erfo

rman

ce

Y

32,0

00to

nnes

12,5

00to

nnes

22.5

%

9%

Targ

ets

likel

y to

be re

-ev

alua

ted

follo

win

gth

e W

AGre

visio

nof

the

Was

teSt

rate

gyfo

r Wal

es"W

iseab

out

Was

te"

Star

Rat

ing:

ai)

aii)

bi)

bii)



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

WM

T/0

02 -

a)

The

to

tal t

onn

age

of,

and

b)

the

per

cent

age

of

bio

-deg

rad

able

mun

icip

al w

aste

sent

to

land

fill

(NSP

I)

74,9

31to

nnes

72.8

7%

74,0

00to

nnes

67%

56,9

60

tonn

es65

.51%

Y Y

Y

Bes

tP

erfo

rman

ce

56,7

50to

nnes

65.7

5%

Targ

ets

likel

y to

be

re-e

valu

ated

follo

win

gth

e W

AGre

visio

n of

the

Was

teSt

rate

gyfo

r Wal

es"W

iseab

out

Was

te"

Star

Rat

ing:

a) b)

WM

T/0

04 -

a)

The

to

tal

tonn

age

of

b)th

e p

erce

ntag

e o

fm

unic

ipal

was

tes

sent

to

land

fill

112,

906

tonn

es66

.98%

110,

300

tonn

es64

%

99,9

44to

nnes

70.1

2%

Y N

Y N

98,5

00to

nnes

68.5

%

Targ

et to

be

re-e

valu

ated

follo

win

gth

e re

visio

nof

the

Was

teSt

rate

gyfo

r Wal

es"W

iseab

out

Was

te"

Intro

duct

ion

of fo

odw

aste

col

lect

ions

and

impr

oved

perfo

rman

ce b

yCi

vic A

men

ityan

d ot

her s

ourc

ese

para

tion

met

hods

deliv

ery.

Star

Rat

ing:

a) b)



Envi

ronm

ent

1 C

ity &

Cou

nty

of S

wan

sea’

s fig

ures

are

com

par

ed t

o th

e b

est

of t

he E

nglis

h U

pp

er Q

uart

ile a

nd W

elsh

Up

per

Qua

rtile

res

ults

for

2005

/06.

Per

form

ance

Ind

icat

or

Pre

vio

usP

erf.

(200

5/06

)

Cur

rent

Targ

et(2

006/

07)

Cur

rent

Per

f(2

006/

07)

Has

PI

met

targ

et?

Per

form

ance

imp

rovi

ng o

rre

mai

ning

into

p q

uart

ile?

1

Futu

reA

spir

atio

ns

2007

/08

2008

/09

Co

mm

ents

WM

T/0

06 -

The

per

cent

age

of

hous

eho

lds

serv

ed b

ya

kerb

sid

e co

llect

ion

of

two

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Co

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ents

LCS

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he n

umb

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per

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nty

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par

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o th

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2007

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Co

mm

ents

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The

num

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5

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N Y Y

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per

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pp

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N/A

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nd b

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Appendix BHow to Obtain Further InformationImprovement PlanPerformance & Strategic Planning have prepared this document on behalf of the Council.If you have any questions or comments on the content of this plan, you can contact the teamin Performance & Strategic Planning by:

E-mail to [email protected] 01792 636852

Part 1 of the Improvement Plan can be viewed on www.swansea.gov.uk/index.cfm?articleid=155

Community PlanIf you are interested in finding out more about the Community Plan, then you can do so via theCouncil’s web-site by clicking on the following web-link:

http://www.swansea.gov.uk/index.cfm?articleid=11050

Also, if you have any questions related to the Community Plan, you can contact the CommunityStrategies Team by:

E-mail at [email protected] 01792 636292

“Making the Connections”For more information on the Welsh Assembly Government’s “Making the Connections” initiative,visit the web-site by clicking on the following link.

http://new.wales.gov.uk/about/strategy/makingtheconnections/?lang=en

Swansea FuturesMore information is available on the website at www.abayoflife.com

Did you Know?Performance is monitored on a quarterly basis and reports are presented to Cabinet.If you would like to find out more about this please visit our website under the link for Councillorsand Democracy.

Our website has daily news stories keeping you up to date with the latest news for Swansea,for example, progress with projects, service delivery issues, activities and events.

We operate an open and transparent culture and welcome views from the public when reviewingour policies. Reviews are undertaken by our Scrutiny Boards which consist primarily of ElectedMembers. If you would like to find out more about what’s on their work programmes or datesand times of meetings (which are open to the public) please contact our Scrutiny Officerson Swansea 01792 637257, or visit our website.

CITY AND COUNTY OF SWANSEA • DINAS A SIR ABERTAWE17795-07 Designed by DesignPrint 01792 544200

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