Finance and Performance Report Period: 1st January 2019 31 ...democracy.blaenau-gwent.gov.uk/Data/Executive Committee/201907… · to Finance, Performance and Risk. The key themes

Front Cover

Finance and Performance Report

Period: 1st January 2019 – 31st March 2019

1

00 - Content

Report Purpose

The purpose of the report is to present a summary of the performance

of the Council at the end of the current reporting period. This sets out

the key activities and measures used to monitor our performance for

the year and, reflecting the Well-being Objectives, as part of the

Corporate Plan, it sets out the priorities the Council is working towards.

This summary is supported by a number of other key monitoring reports

from each Directorate, reported periodically to the relevant scrutiny

committee.

The Finance and Performance Report includes information in relation

to Finance, Performance and Risk. The key themes and notable

activity across the Council are included in the report.

The Corporate Plan has been written to cover the four year period

2018-2022. Therefore, elements within the plan are for data

development and will be reported on when available.

BRAG Rating

The Council uses a BRAG rating system to assess progress against

actions and measures, the definitions are provided in the table below:

Status Description

Blue

The action/priority has been completed; all performance

factors set have been achieved (time, quality, financial

aspects).

Green

The action/priority is performing to plan; all performance

factors are within the acceptable variance levels set.

Amber

Issues have been identified with the action/priority that

will/may negatively impact on performance; the priority

owner is able to resolve the problem or make corrective

decisions without assistance; action/priority is at risk of

failing on one or more of the performance factors set.

Red

Significant issues identified with the action/priority that

requires corrective action in order to meet objectives; the

priority owner requires assistance to resolve the issue;

action/priority is failing on one or more of the performance

factors set.

2

00 - Content

01 02 03 04 05 06

General Efficient Council Social Services Education

Strong &

Environmentally Smart

Communities

Economic

Development &

Regeneration

Workforce

Management

Customer Services and

Digital Participation

Financial Information

Regulatory Proposals

Compliments and

Complaints

Current

Progress

against

Corporate

Plan Priorities

Key

Achievements

and

Challenges

Key

Performance

Information

Risk

Management

3

01 – Workforce Management

There has been no change to the staff figures all year 2018/19. The number of employee’s remains at 2,808 as does the gender split with 24%

being male and 76% being female.

Full time workers remain at 49%.

Number of FTE for 2018/19 :

Corporate Services – 284.81

Regeneration & Community Services – 452.71

Social Services – 490.28

Education (Including school based staff) – 1087.63

Performance Coaching information will be collated for quarter 1 onwards using the ITrent system.

Staff Absence

Directorate

Average Days

Lost per FTE

(cumulative) 2017/18

Average Days

Lost per FTE

(cumulative) 2018/19

Trend

Corporate Services 6.65 8.29

Regeneration & Community Services 19.19 11.21

Social Services 13.60 18.19

Education 9.26 18.29

Council Total 11.23 12.7

4

01 – Customer Services and Digital Participation – How we Interact with our residents

Website – For the period 388,243 pages from the Blaenau Gwent website were viewed by residents with an average of 3 pages per visit. This is an

increased number from quarter 3 when the figure was 294,224.

Top 5 Pages Visited

Quarter 3 Quarter 4 Trend

Home Page 20% 19%

Jobs 3% 8%

Waste and Recycling 9% 5%

Find your bin day - 4%

Planning - 3%

Method used to contact the Council by residents

Calling Customer

Services

75% - an increase

of 4% from Quarter 3

Using the mobile app

5% - a decline of 3%

from Quarter 3

Logging onto the

Council Website

20% - a decline of

1% from Quarter 3

Top Reports and Requests

Service Q3 Q4 Service Q3 Q4

Additional recycling

receptacles

13% 18% Fly-tipping

4% 5%

Green Waste - 17% Street Cleaning

requests

2% 3%

Hygiene collections 6% 8% Highways (potholes) 1% 2%

Missed collections 4% 6% Report Street

Lighting

3% 2%

Social Media

10,493

Number of current

Facebook

followers

10,311

Number of

current Twitter

Followers

5

01 – Financial Information

Financial Management For the period 31st March 2019.

Revenue Budget

Portfolio Budget

£’000

18/19

Provisional

Outturn

2018/2019

£’000

18/19

Variance

Favourable

/ (Adverse)

£’000

Corporate Services &

Financial Management &

Strategy

14,777 14,580 197

Economy 1,558 1,457 101

Education 54,859 55,075 (216)

Environment 28,863 29,325 (462)

Licensing 71 71 0

Planning 1,115 1,029 86

Social Services 44,147 43,924 223

Council Total 145,390 145,461 (71)

Capital Budget

Portfolio Budget

£’000

18/19

Provisional

Outturn

18/19

Variance

Favourable /

(Adverse)

Corporate Services &

Strategy 1,973,621 1,987,976 (14,355)

Social Services 614,259 614,259 0

Education 5,859,437 5,859,437 0

Environment (including

Leisure) 5,414,838 5,413,441 1,396

Council Total 13,862,155 13,875,113 (12,958)

Current Budget Position:

The provisional outturn is showing an overall adverse variance of

£71,000 against the 2018/2019 budget. This is a significantly improved

financial position when compared to the quarter 3 forecast budget

position of £800,000.

Current Budget Position:

The provisional outturn shows an overall adverse variance of £12,958

against the 2018/2019 programme. This is an improved financial

position when compared to the quarter 3 forecast budget position of

£22,167.

The improved position can be attributed to forecast scaffolding costs

associated with the Company Shop not materialising, coupled with a

small underspend on two Infrastructure projects.

6

01 - Regulatory Proposals

Regulatory Proposals

The Council is subject to numerous internal and external audits and

regulatory reviews each year which ensures local authorities provide

value for money when delivering services, services are being run

efficiently and effectively, and identifies local authorities approach in

planning and delivering improved services in the future. This section

aims to capture the progress being made against these proposals.

Reports and Proposals

There are currently 31 audit reports monitoring 85 proposals for

improvement open to the council; this includes reports newly received

where the Council will be subject to review, reports where proposals

are monitored and reports that are currently proceeding through the

Democratic process for approval by Members.

4

1

17

6

4 Economic Development

& Regeneration

Education

Efficient Council

Social Services

Strong & Environmentally

Smart Communities

Number of Open Regulatory Reports

Current Proposals Status

There are 10 proposals for improvement that were specified as being

completed during the quarter 4 period. The rationale for closure

provided for these proposals for improvement will be submitted to

Corporate Leadership Team for formal approved closure. On

obtaining this formal closure status the number of proposals for

improvement continuing to be monitored will reduce to 75. The

Council currently has 17 reports pending, all of which contain a

number of proposals for improvement.

4 - -

18

53

10

-

10

20

30

40

50

60

Not updated Update not

due

Red Amber Green Blue

Not updated Update not due Red Amber Green Blue

7

01 - Complaints and Compliments

Complaints

Service Area Quarter 3 Quarter 4 Children’s

Services

9 11

Waste and

Recycling

4 7

Adult Services 4 4

Street Lighting 4 3

Benefits 2 2

Car parks - 1

School

Transport

- 1

Cemeteries - 1

Revenues - 1

Highways 3 1

Environmental

Protection

1 -

32 Total Complaints

received from the public during the period

January 19 to March 19 compared to 27 in

quarter 3.

30 Complaints received about a

service

2 Complaints received about a

member of staff

36 Total Compliments

received from the public during the period

January 19 to March 19 compared to 15 in

quarter 3.

8

02 – Efficient Council

Overall delivery Position

The following summary chart shows the overall ‘Efficient Council’

delivery position as at 31st March 2019.

Progress against actions

A number of high level priorities have been identified to support

delivery of the ‘Efficient Council’ corporate theme. These are detailed

in the following pages along with BRAG charts shown on each

demonstrating the progress position of this priority and also some

achievements and challenges.

Key

Not

Populated Red Amber Green Blue

Progress against challenges

Challenges will be identified and monitored throughout the delivery of

the Corporate Plan and quarterly progress statements will be reported

in order to ensure mitigation where possible.

The following pages detail 23 challenges that were identified within

the previous quarter in respect of delivering an ‘Efficient Council’.

Quarter 4 progress against these challenges is included in the

following section.

Green

67% Red

4%

Amber

29%

This section reflects the overall progress position for the delivery of the ‘Efficient Council’ priority theme of the Corporate Plan, along with a breakdown of

each individual priority, highlighting progress, achievements and challenges.

9


Achievements

SMR2 now completed for all Services with the exception of

Commercial Services;

Performance Coaching used effectively to promote stronger

budget management leading to an improved financial out-turn

for 2018/19;

Individual briefing sessions have been held with the Equality

Member Champion who provided a speech at the International

Women's Day 2019.

Review and implementation of performance management

framework for Social Services & Well-being Act.

Welsh Language internal implementation assurance audit

undertaken.

Continuing to support the Gwent region to develop robust

Domestic Homicide Policy and practice.

Youth Forum and Children's Grand Council meetings held on

climate change.

Blaenau Gwent on the Move has taken place.

Corporate Business Continuity Management plan approved.

Challenges Target setting against Performance Indicators is not yet in place

which is a key component of the delivery of Council priorities.

Quality of Business Planning updates need to improve - need to be

more meaningful and outcome focussed in order to reflect

progress of Corporate Plan Priorities. Also Performance Indicator

evidence base within business plans needs a full review in order to

monitor delivery of priorities.

Progress on previous Challenges

Quarter 3 Challenge Quarter 4 Progress / Resolution Work needs to continue across

service areas to ensure that data

is meaningful, reliable and feeds

service improvement.

Central awareness and

understanding of all statutory data

across the Council is being

undertaken.

Members training needs are

being identified and an

introductory programme is to be

provided.

A training programme is in place

for members linked to the forward

work programme. However,

Attendance at some member

training is low.

Ensure that the updated

Organisational Development

(OD) Strategy will reflect a 21st

Century Council.

Time line for new OD strategy April

2020 so that it aligns to key

strategies; Commercial, Digital,

Customer and the Council’s new

operating model.

Build the new Commercial

Services Leadership team and

structure the team to strengthen

culture and working.

Leadership team structure will be

presented as part of Senior

Management Review (SMR) 2.

During quarter 4 integrated work

has taken place to set priorities

and agree a work programme for

19/20.

Build a digital and customer

focussed transformation

programme for the organisation

that demonstrates clear

leadership.

A review of the current Customer

and Digital Programme has taken

place. As this is predominantly

related to channel shift, a stock

take on progress, impact and

effectiveness of the new digital

channels will be undertaken in

quarter 1.

Progress has continued towards a

proposal for procurement of

Modern.Gov system.

Progression of the Modern.Gov

system has been positive and

should be fully implemented

October 2019.

0 0 4 (57%) 3 (43%) 0

To demonstrate clear and visible leadership to deliver a viable

and resilient Council

10


Achievements

Four PSB Well-being events have been held across the borough

with over 400 attendees getting involved in events covering

Connecting Generations, Arts for our Hearts; Get out into Nature

and Health Body, Healthy Mind.

Where relevant, consultation, engagement and involvement with

the public, members and interested parties have been carried out

as part of the delivery requirements of the Highway Capital Works

programme.

The Youth Mayor participated in the Blaenau Gwent Inter-

generation Event in March and the Deputy Youth Major

represented the Youth Forum at the Gwent Futures local workshop

and helped launch the Period Equity Scheme in Blaenau Gwent.

Promotion of the Carers GP Engagement Service was undertaken

at the Blaenau Gwent 50+ Celebration Event.

To support public engagement in waste services and the

commitment to recycling, a rota for engagement through waste

wardens and the Communication Team will start in the summer

period.

Gwent Futures Session for Blaenau Gwent was held in January with

around 40 attendees from PSB and supporting partnerships across

the area.

A survey of non-school based Council staff has been carried out to

gauge views of the Council as an employer and identify areas

where improvements can be made. 726 staff took part – response

rate of 45%; up from 33% in 2016.

o A Children’s Grand Council was held to consider ‘Climate

Ready Gwent’. 50 children took part providing their opinions and

concerns about climate change and how it will influence the

area.

o Blaenau Gwent on the Move is an ongoing engagement with

residents on the development of the new Ebbw Fawr Trail which

will run from Cardiff Pond to Cwm Colliery. Approximately 250

residents have engaged with this in quarter 4.

o Blaenau Gwent Well-being Roadshows have been held with

over 500 residents to support intergenerational activities, art and

performance, getting out in nature and a healthy body and mind.

Challenges

No new challenges identified in quarter 4


Quarter 3 Challenge Quarter 4 Progress / Resolution

Due to changes to the ESD

funding going forward,

Blaenau Gwent has

supported an all-Wales Keep

Wales Tidy bid to implement

an enhanced programme of

activity to improve the local

environmental quality of

Wales. If successful, the bid

could result in funding for an

Officer to take forward the

action plan.

The all-Wales Keep Wales Tidy bid for

grant funding has been successful.

Keep Wales Tidy are currently

developing a detailed Action Plan for

Welsh Government to consider and, if

acceptable, may result in the

recruitment of an Officer to deliver

the work programme in Blaenau

Gwent.

0 0 4 (33%) 8 (67%) 0

To continue our programme of public engagement and

respond in a timely and effective way to feedback

11


Achievements

The end of year budget outturn saw an improved picture to what

was forecast in December 2018. In setting the 2018/2019 budget,

70 Financial Efficiency Projects were approved to deliver savings of

£3.78m. Of this target, £3.45m (91%) was achieved, with a shortfall

of £0.3m, and this is mainly due to the savings proposal relating to

the Reduction in Placements for Looked After Children.

The Chief Officer Commercial is looking to initiate a programme

'Bridging the Gap' to sit alongside the Corporate Plan and the

Medium Term Financial Strategy.

A number of Capital Schemes have been /are being delivered to

maximise income generation within the Infrastructure Section.

Income has been maximised from the various grant allocations

and will be above the £50k target. A review of assessing specific

income generation within Infrastructure will be undertaken in the

next quarter to better determine income.

Social Care Workforce Development Programme Grant

successfully secured - £2.016 million for the Gwent region.

Lime Avenue Business Units - the Council has previously secured

£2.58M from Welsh European Funding Office (WEFO) and £850k

from Welsh Government (WG) to form a Joint Venture

arrangement with the Council, totalling £850k. The Council is

currently in dialogue with WG and WEFO in trying to secure

additional funds to bridge the unexpected uplift in development

costs.

Challenges

Capital monies have been used to offset some revenue budgets

particularly within highways and waste services.

Despite the numbers of looked after children starting to reduce,

the numbers of children in residential care remain static; therefore,

the impact on the budget has remained.



It is anticipated that the MyST will,

over the next 12 months, help to

ease the financial pressures on the

Children’s Services budget. It is also

anticipated the Safe Reduction of

Looked After Children (LAC)

Strategy will continue to support a

sustained overall reduction in the

number of LAC.

It is expected this number will

reduce over the next 12 months

due to the introduction of the

My Support Team (MyST).

We await schools confirmation of

their participation in Council’s

Service Level Agreements (SLA),

which involve £2.9m of income.

Securing the 100% buy-back for

the Council's Service Level

Agreements from schools is now

delivered.

There is capacity issues within Legal

Services linked to Looked After

Children. Emergency measures

have been implemented which

involve external support.

Report to Social Services

Scrutiny Committee who

recommended undertaking a

formal procurement exercise for

any public or private providers

to offer professional services to

child protection. Report to be

considered by Executive.

There is a need to build on the initial

findings from the review of

commercial opportunities to

develop a commercial roadmap

and plan that maximises the

Council’s assets, strengthens

procurement and commissioning

and provides clarity for income

generation.

A number of commercial

activities currently undertaken

are being reviewed including

levels of third party spend and

contract management

arrangements, full cost recovery

of fees and charges and current

income generation. This will

inform the ‘Bridging the Gap’

programme as part of the

Medium Term Financial Strategy

and create the foundations for

identifying how to maximise

income and pursue new

income streams.

0 1 (14%) 0 6 (86%) 0

To ensure effective forward financial planning arrangements

are in place to support the Council’s financial resilience

12


0 0 3 (43%) 4 (57%) 0

Achievements

SMR2 largely completed to ensure capacity and capability of

leadership across all Services.

Regional Workforce Development Plan in place across Social

Services.

Challenges

Tight timescale for developing/designing the Health and Social

Care Qualification Framework - Priority given to contributing to the

shaping of the National Health and Social Care Workforce strategy

to ensure the strategy is balanced for Health and Social Care.



Within Community Services there

are potential challenges

associated with recruitment of

professional staff to deliver on

external professional fee income.

Approval has been achieved to

move forward in recruiting

professional staff for income

generation (non- established).

A leadership programme will be

developed In line with the

principles of a 21st Century

Council.

A leadership programme will be

designed to support new key

strategies; Commercial, Digital,

Customer and the Council’s new

operating model. Timeline to be

determined.

SMR2 now needs to be

completed for Resources,

Regeneration and Commercial,

allowing for the later appointment

to these Chief Officer/Head of

Service posts.

Appointments made. SMR2

largely completed.

To support and develop a workforce that has the capacity and

capability to be productive and responsive to future demands

13


Achievements

Since joining the organisation in January 2019, the Chief Officer

Commercial has been developing a digital strategy that takes into

account the partnership with the Shared Resource Service (SRS).

In addition, the Officer is looking to build digital capacity in the

Commercial Services team to maximise the use of technology and

improve customer experiences including the Council’s capacity to

share data safely.

Blaenau Gwent County Borough Council has also signed up to the

Local Digital Declaration and now has access to free training

provided by GDS.

A full review of spend on IT and contracting arrangements has

been undertaken to ensure value for money is being achieved.

The workforce development services e-bulletin, used to improve

customer communication and response, has been commended

by communication specialists to other local authorities as the

leading example of its type.

Targeted ICT training has been undertaken with Elected Members

to support them in their role.

Challenges

Workforce Management - The go live date of the improved

website has had to be delayed due to external influences outside

of the Council’s control. Smart and careful communication with

customers has prevented the worst case scenario i.e. missing an

advertised launch.



A review of the Customer and

Digital Strategy has been delayed

awaiting the recruitment of the

Chief Officer Commercial. This

will be a priority for Q4 –

Officers not fully utilising the

benefits of digitalisation to create

efficiencies and a better

customer experience.

Chief Officer Commercial has

been developing a digital

strategy that takes into account

the partnership with SRS.

Within Children’s Services the aim

of exploring opportunities for

creating digital information

booklets on all foster carers as an

introduction to placements has

not yet been progressed.

This opportunity is still being

explored

0 1 (20%) 1 (20%) 3 (60%) 0

To improve online public services and ensure people have

access to the appropriate digital technology and skills to use it

properly.

14


0 0 1 (25%) 3 (75%) 0

Achievements

Review of commercial opportunities is taking place to develop a

commercial roadmap and plan that maximises the Council’s

assets, strengthens procurement and commissioning and provides

clarity for income generation.

A full review of spend on IT and our contracting arrangements is

being undertaken to ensure value for money is being achieved.

Throughout 2018/19 a number of fees and charges were

approved with a target of £15.1m and the Council exceeded this

target by £279,000. The most significant income was achieved by:

o Sale of recyclable material - £121,757

o School Meal Income - £114,939

o Planning Applications - £140,295

o Continuing Health Care Income – £308,434

A review is being undertaken on improving how the Council

collects Council Tax, in order to improve income recovery and

performance.

Challenges

No new challenges identified within quarter 4



Average number of days for

dealing with planning

applications has increased -

direct impact of

secondment of a Planning

Officer to Monmouthshire.

Officer returned from secondment 31st

March. The negative impact on

performance was anticipated. The

challenge is to now secure

improvement against this indicator as

the service operates with a full

complement of staff.

Building the appropriate

capacity to tackle new

areas of work identified

through the service reviews.

A review of the service review

methodology and approach will be

undertaken by the Chief Officer

Commercial to strengthen the links with

the outcomes of the reviews, the

service capacity and local governance

arrangements.

It is a challenge within

Infrastructure Services to

allocate income generation

works alongside statutory

duties.

Regular communication within Internal

and external clients ensuring that

appropriate staff resources can be

allocated to meet statutory duties &

external client’s requirements &

deadlines.

To develop a more commercial organisation to generate

income and deliver cost reductions to make local services

sustainable and raise money to re-invest in our priorities

15


Achievements

Standards Committee training arranged on a collaborative basis

with Monmouthshire & Torfaen Councils.

The general regulatory litigation case load has been temporarily

transferred to Cardiff County Council.

Within Community Services collaborative work is ongoing with full

engagement with both internal and external clients.

Continuing to work with community groups on existing and future

Community Asset Transfers, biodiversity schemes and Keep Wales

Tidy agenda.

A significant amount of collaborative working in Social Services has

been undertaken. The Children’s Partnership Board has used ICF

money to establish: a joint My Support Team (MyST) between

Blaenau Gwent and Monmouthshire; a continuation of the roll out

of the attachment training for staff; and the skills for living

programme for care leavers.

The Additional Learning Needs (ALN) reform work is being carried

out in full partnership with other agencies, particularly Health. The

formation of a multi-agency ALN Group is helping to ensure clear

alignment between education and health with regard to the

fundamental changes in ALN legislation.

Both Inspire programmes are collaborative in their nature as they

are regionally planned programmes, locally delivered.

Challenges

The legal service for child protection continues to be jointly

outsourced and also held in part by a senior solicitor. This is working

well as a short term option.

Childcare Litigation remains with Cardiff County Council on a

temporary basis. This may not be sustainable for the 12 month term

but will be reviewed regularly.

Collaboration in relation to the green Infrastructure is dependent

upon the approval of the grant application submitted last quarter.


0 0 4 (25%) 12 (75%) 0


Maintaining the achievement of

Blaenau Gwent work priorities

whilst balancing the needs of

external clients.

Ongoing

Better alignment of the Public

Service Board (PSB) with the

Regional Partnership Board is

being explored.

Initial work has taken place to map

the priorities across these areas.

Work in partnership with the

Gwent LA’s and other public

sector providers to develop new

ways of meeting resident’s needs

through improved collaboration.

Regular client meetings ensuring

required outcomes are being met.

Work in partnership with the

Gwent LA’s and SRS to identify

opportunities for collaboration in

relation to service transformation

and digital ways of working.

Since joining the organisation in

January 2019 the Chief Officer

Commercial has been developing

a digital strategy that takes into

account the partnership with SRS.

To be a strong and effective partner and collaborate where

possible to deliver financial, business and community benefits

16


Performance Indicator National /

Local Baseline Q1 Q2 Q3 Q4

Quarterly

Performance

Trend

Number of working days lost to sickness absence

per employee

National 12.1 3.11 3.16 3.41

3.21

Percentage of Service Reports / Requests via

digital means (self-service) (waste and recycling,

street cleansing, roads and lighting and

switchboard)

Local 15.80% 18.60% 18.50% 22.7%

25.4%

Level of General Reserve as a proportion of net

revenue expenditure

Local 4.29% 4.39%

Net expenditure compared to agreed budget –

- Revenue

Local (£663,354)

(0.46%) (£71,357)

(0.05%)

Net expenditure compared to agreed budget –

- Capital

£16,206

0.19%

(£12,958)

(0.09%)

External fees and charges as a percentage of

Gross Expenditure

Local 5.73%

5.98%

*Targets will be developed following full development of the performance indicators

17

03 – Social Services


The following summary chart shows the overall ‘Social Services’

corporate theme delivery position as at 31st March 2019.



delivery of the ‘Social Services’ corporate theme. These are detailed

in the following pages along with BRAG charts shown on each



Key

Not







the previous quarter in respect of delivering the ‘Social Services’

corporate theme. Quarter 4 progress against these challenges is

included in the following section.

Green

95%

Amber

5%

This section reflects the overall progress position for the delivery of the ‘Social Services’ priority theme of the Corporate Plan, along with a breakdown of

each individual priority, highlighting progress, achievements and challenges.

18


0 0 0 3 (100%) 0

Achievements

Officers have met with Welsh Government (WG) to discuss both

the Housing Support Grant and Community and Children’s Grant

and plans to develop during 19/20.

Spending plans for the Supporting People Grant / Homeless Grant

and Rent Smart Wales Grant have been submitted to Welsh

Government as per grant conditions. Planning mechanism for the

Housing Support Grant has been agreed with colleagues from

Housing and Supporting People teams.

The adoption support framework continues to be a priority for the

South East Wales Adoption Service and the scoping exercise for

the adoption support framework is now complete. There are new

priorities within the Framework which will be implemented with

support from Welsh Government investment.

Direct work with children is being delivered by the South East

Wales Adoption Service which includes 'understanding the child

days’. Demand is increasing therefore direct work needs to be

further resourced which is now likely due to Welsh Government

funding for adoption support.

Housing Services has made effective use of Welsh Government

Homeless Prevention Grant Funding and cold weather funding to

assist households who are at risk of homelessness and to increase

the amount of temporary accommodation stock available for use

by the local authority. Effective use has also been made of the

Supporting People Programme Grant to deliver greater levels of

support.

By adopting a holistic approach, Blaenau Gwent has continued to

work well with its partners to provide services from the Housing

Advice Centre and via quarterly meetings and continues to

identify ways in which more collaborative approaches can be

adopted to help alleviate homelessness. This is underpinned by a

partnership agreement.

Challenges

No new challenges identified in quarter 4.



Lack of clarity from Welsh

Government on future model

from 2019/20.

Still awaiting confirmation of

delivery plans and expectations

of Welsh Government for 2019/20

implementation.

Welsh Government has instructed

Local Authorities not to

decommission or expand into

new areas using the new LSOA

data as they are worried about

the implications of Universal

Credit.

On hold due to introduction of

Children and Communities Grant

and the opportunity to review the

programme for Blaenau Gwent

and new way of working flexibly.

All Communities First legacy

activity is ongoing; however,

progress of projects is behind

target in some cases - regular

monitoring and communication

with project leads in place.

Funding has been allocated and

projects identified late into

quarter 4 2019/20 and this is

owing to the transition year of the

new Children and Communities

Grant.

To develop a partnership approach to reducing and

alleviating the impacts of Poverty

19


Achievements

Capacity has been increased within the Information, Advice and

Assistance (IAA) Team within Children’s Services to include a

police sergeant who has been funded under the Police Early

Action Together programme. The purpose of this post will be to

work with local Police to improve the quality of information

contained in referrals sent into statutory Social Services, and

increase the referrals made to preventative services. The officer

will also undertake strategy meetings under the all Wales Child

protection procedures which will improve information sharing and

response times.

The Carers Trust Carers Project has held 20 Carer's respite

workshops in various venues across the whole of the borough,

each one consisted of different activities and themes, including

two afternoon teas and a shopping trip.

The Carers Lead Officer has supported the Health Board on

identifying Carers Champions amongst GP surgery staff to enable

carers training to be rolled out during 2019/20.

A number of surgeries have Care Navigation which has led to a

number of Carers being redirected into the Carers Engagement

Service rather than see their GP, which is very positive and ensures

that the Carer is getting the right support at the right time.

Developed a robust model on Information Advice and Assistance

through (Adults) through further integration of health and social

care provision including outreach via our Community Connector

service within Primary Health Care settings.

Carers Lead Officer attended and contributed to the COLIN

meeting where carer's leads from the whole of Wales come

together to share information and knowledge.

The Flying Start community hubs continue to provide information,

advice and assistance through our Hub Model for the elements

named in the Welsh Government Building Resilient Communities

model.

Challenges

Reports indicate that a low number of Carers Assessments is

being undertaken. Performance/reporting data also needs to

capture the proportional assessments that the GP Engagement

Officers undertake, as these are basically a carer’s assessment.

Progress on previous challenges


A number of our external funding

streams are allocated annually

making long term planning and

sustainability problematic.

The challenge in relation to any

new money from Welsh

government is that it will not be

reoccurring so there is a danger

of setting up new prevention

services that are not sustainable.

However, clear performance

data is in the process of being

developed to ensure evidence is

gathered to demonstrate the

difference the new services are

making so a business case can

be developed should the grant

money stop after 2 years.

0 0 0 2 (100%) 0

To improve accessibility, provision of information, advice and

assistance (IAA) to enable people to support their own well-being

20


Achievements

The capacity of the Information Advice and Assistance team is

increasing to ensure preventative conversations with citizens take

place when they first contact our service.

The First 1000 days grant received from Aneurin Bevan University

Health Board to take First 1000 days stakeholder recommendations

forward.

A co-productive approach to advocacy commissioning has been

achieved. The feedback demonstrates that this approach is

supported enthusiastically by all stakeholders. The Gwent wide

Advocacy Commissioners Steering Group, Co-production Forum,

Citizens Advocacy Reference Group and the Advocacy Providers

network continue to meet on a regular basis to drive forward the

Advocacy Strategy for Gwent.

A bid for Integrated Care Fund (ICF) funding for a 2 year pilot to

deliver the action above, in relation to Advocacy for Adults,

which responds to the engagement, consultation and feedback

from work undertaken, has been successful. The funding helps to

ensure that the current provision of adults’ advocacy services will

not be adversely affected whilst development of the next phase is

being undertaken.

The single point of access to advocacy will be delivered by

ProMo-Cymru with whom an initial implementation plan is currently

being agreed with the aim of launching a referral helpline.

Cwrt Mytton has undergone its unannounced inspection from

Care Inspectorate Wales (CIW). The majority of issues identified in

the outcome report have been addressed and resolved and there

is an action plan in place to address any outstanding issues.

The adopters’ voice consultation has now been completed and

shared with the South East Wales Adoption Service Management

Board. Feedback will now be provided to adopters themselves.

Challenges




Audits of case work to establish if

consultation is routinely occurring

with children and families have

not taken place.

An audit tool has been developed

to scrutinise case files to ensure

evidence is present on how the

voice of the child and families

have been captured.

Despite awareness raising the

active offer of advocacy within

the Children’s Safeguarding

arena has not been consistent.

The take up of advocacy in

quarter 3 continues to be under

review.

Newly appointed safeguarding

manager will, as part of their audit

role, review the advocacy offer

and any learning and

recommendations from that audit

will be taken forward in the new

year.

Further cultural changes both

within the department, with the

wider community and with

individual citizens, are required.

All teams have now been trained

in the outcomes approach and a

mentor scheme has been

developed to ensure this outcome

based approach is embedded in

practice.

Awaiting response from a capital

bid of £4.7million, submitted in

September 2018 for the

Childcare Offer.

Capital bid for Childcare Offer has

been successful, awarding us £4.1

million.

There are continued challenges

between Health and Social Care

across Gwent regarding the

Regional development of a

Section 117 policy (Adult Mental

Health).

Ongoing discussions with Health

and the Gwent Social Care

Manager.

0 0 0 2 (100%) 0

To work with people to make sure they have a say in achieving what matters to them

21


0 0 0 5 (100%) 0

Achievements

The Prevention and Early Intervention Strategy has been formally

signed off and staff briefings have taken place to raise awareness

of the strategy.

The numbers of children on the child protection register continue

to reduce within appropriate limits and the numbers of children

looked after are now 222 compared to 236 in March 2018.

A regional approach to reducing the numbers of children entering

care is being undertaken, with the Gwent Heads of Service

agreeing to develop the same services within each local authority.

These comprise of Family Group Conference / Meeting service,

Support to Special Guardians, enhance each local authorities

Edge of Care Team to include psychological support and Young

Person’s Mediation Service.

The Safe Reduction of Looked After Children Strategy has started

to evidence how it is preventing problems faced by children and

families escalating to a point which requires children to become

looked after or their names to go on the child protection register.

Childcare Offer is completely rolled out across 2 authorities and

working very well.

The policy of offering Flying Start services to expectant care

leavers is now embedded.

Both the FIP project and Reach's floating support services continue

to be at full capacity since the services have been increased.

Cwrt Mytton has been invited to participate in 3 new pilot

schemes including Falls and Bones Strategy, Vital signs and early

detection of Sepsis and the effects of coloured Zimmer’s.

New remodelled GP Carers support which is being provided by a

new Service Level Agreement with Carers Trust South East Wales is

working well and referrals are increasing.

Welsh Government Youth Grant will provide an additional £160,000

for mental well-being and homelessness support.

Challenges

Wales Audit Office examined how this priority is meeting the 5

ways of working under the Future Generations Act. The findings

and recommended improvements from this have been

incorporated into business planning going forward.



The timescales for recruiting to the

joint Blaenau Gwent and

Monmouthshire Team MyST have

slipped.

Recruitment to the MyST project

has occurred and the team will

be in post by the end of April

2019.

Significant pressure remains in the

Flying Start budget.

Cost savings put forward to

ensure the programme comes

within budget.

To intervene early to prevent problems from becoming greater

22


Achievements

Under the early action together programme, run by the Police, we

have seen additional resources into our Information Advice and

Assistance team, and Barnardo’s have also provided two support

workers to deal with domestic abuse issues under the ‘no wrong

door’ programme.

The draft specification to accompany the Care Home for Older

People Common Contract has been further developed by Local

Authority Commissioners.

Pooled Budget - The Section 33 Agreement for Care Home

Accommodation Services for Older People has been finalised and

each of the 5 Gwent LAs together with ABUHB will be signing the

agreement early in the new financial year.

Complex Discharge Team (alongside ABUHB) has been developed

and is operational at Ysbyty Aneurin Bevan. This includes the use of

the virtually home service, close links with Continuing Health Care

and our complex and community nursing teams extending the

opportunity to use assistive technology to meet care and support

needs.

A Living Independent in Blaenau Gwent in the 21st Century update

report was presented to Members and provided a comprehensive

update on progress including Long Term Care and the

collaborative working with partners such as the Registered Social

Landlords (RSLs) , Third Sector, Health and our neighbouring Local

Authoritie's.

New remodelled GP Carers support is being provided.

Within the Corporate Parenting Action Plan there are 16 actions, 5

of which have been completed, and 6 progressing well.

Challenges

The SEWIC brokerage service for high cost supported living

placements has ceased as at 31st March.

A challenge, and equally an opportunity, exists in the NHS National



Within the Corporate Parenting

Action Plan one action, ‘to

establish the links with Aneurin

Leisure to offer leisure and social

activities’ has not been

progressed. Two actions are on

hold, ‘the audit of children

displaying sexually harmful

behaviours’ and ‘provide all

children with their LAC care plan’.

On hold awaiting service review.

Safeguarding manager now in

post and will be taking this piece

of work forward in the new

financial year.

LAC care plan - to be taken

forward in the financial new year.

0 0 0 2 (100%) 0

To work with our partners including Aneurin Bevan University

Health Board and neighbouring authorities to deliver integrated

responsive care and support

23


Achievements

The Children’s Services Commissioning Strategy is in the final stages

of development. The other Gwent authorities are also in the final

stages of development. When complete we will have a regional

overview of placement needs which may then result in a regional

approach to meet those needs.

Blaenau Gwent continues to host a regional post which is in place

until October 2019. This post holder is responsible for progressing

the regional action plan which has been developed under the

National Foster Framework strategic steering group. This is one of

the work streams under the Ministerial advisory group to improve

outcomes for children. One of the main areas of the work plan is to

develop a common core offer of support to all foster carers in

Gwent

Work continues with corporate colleagues to remodel Day

Activities / Community Options Service including working with Third

Sector partners to develop and enhance our horticulture service.

A feasibility study is being prepared for further development within

the grounds of Augusta House, incorporating independent living

units which, if successful, would allow the Authority to offer respite/

independent living to alternative age groups as well as other local

authorities / health boards.

We continue to support a therapeutic approach to care and

support and a recent bid has been submitted to the Integrated

Care Fund (ICF) to develop a Dementia Reablement Service

which includes the opportunity to support citizens from the point of

early diagnosis including support for people with complex

dementia's who are residing in Care Homes.

Worked with Gwalia Care & Support and the Ty Parc service to

support both people who are homeless and young people.

Adult Services have worked with key partners of Linc, United Welsh

to enhance the support provided at the Intermediate Care Beds

(Cariad) so that assistive technology is utilised to assist people to

live independently.

Challenges

Increasing the number of foster carers in Blaenau Gwent is a real

challenge, not least because we are a small authority with a small

population.

Adopter recruitment continues to be a challenge.



The recruitment of ‘in house’

foster carers remains a challenge

and work continues on a National

fostering Marketing Strategy. A

paper has been developed by a

firm called Narrative Edge which

outlines the need for investment in

recruitment of foster carers order

to compete with Independent

fostering agencies and the

increase of foster carers across

Wales. Welsh Government (WG)

will be asked for additional

funding to progress.

The next meeting of the

Ministerial advisory group is due

on the 15th May. It is hoped this

meeting will focus on the need to

progress the work undertaken by

Narrative Edge to develop a

Wales wide approach to

recruitment of foster carers.

0 0 0 2 (100%) 0

To promote and facilitate new ways of delivering health and

social care involving key partners and our communities

24


Achievements

Safeguarding quality assurance toolkit continues to be rolled out in

Flying Start settings and monitored each month.

The Care Inspectorate Wales (CIW) action plan for Children

Services contained nine areas for improvement. A great deal of

work has been undertaken since the report was received to

address these areas. Three of the areas have been fully addressed.

The other 6 areas are progressing very well and should be

completed by the end of quarter 2 2019/20.

All local authorities and partner agencies continue to work

together on safeguarding through the South East Wales

Safeguarding Children Board and Gwent wide Adult Safeguarding

Board.

The Adult Services Quality Assurance group is conducting an audit

of neglect cases across the region as part of one of the strategic

priorities of GwASB. All five authorities and health are taking part in

the audit.

Both the adult and children groups have developed a Quality

Assurance Framework which will provide members of GwASB and

South East Wales Safeguarding Children’s Board (SEWSCB) with the

assurance and effectiveness of inter-agency working

arrangements in the safeguarding of children and adults. The

Quality Assurance framework will drive practice and service

improvement and ensure work stays focused on best outcomes for

vulnerable children, young people and adults across the region.

The safeguarding in education policy has been strengthened in

line with the Local Government Education Services (LGES)

framework and has been progressed through the political process

and released to governing bodies for adoption.

Training is delivered once a term via the Education Achievement

Service (EAS) Governor Support.

Challenges




To date, there is not a system

able to support an online version

of the safeguarding matrix in

education.

Ongoing - A number of options

have been explored in order to

progress to an online version of

the safeguarding matrix, however,

to date, there is not a system able

to support an online version of the

matrix

Need to improve the timeliness of

processes when allegations in

respect of safeguarding against

education professionals are

made. Consistent approach for

Professional Strategy Meeting’s

established. It is too early to

assess the impact of this and a

further update will be provided

next quarter.

Ongoing

Some concerns have been

raised regionally regarding the

number of children currently

being managed within Child

Sexual Exploitation (CSE) Risk

Management.

CSE cases are being managed in

accordance with the All Wales

Child Protection Procedures. MASE

meetings are attended regularly.

No current issues identified

regarding practice and

management of CSE cases in

Blaenau Gwent.

The 360 degree Safe Policy has

not yet been implemented as

the model policy for schools, and

will need to be progressed.

Ongoing - The 360 degree Safe

Policy has not yet been

implemented as the model policy

for schools, and will need to be

progressed.

0 0 1 (33%) 2 (67%) 0

To put effective safeguarding arrangements in place to protect

people from harm

25


Social Services

Performance Indicator National / Local

Baseline

(17/18

Outturn)

Q1 Q2 Q3

Q4

Quarterly

Performance

Trend

Percentage of proportionate assessments that

led to a more comprehensive assessment for

care and support - children Local (available) 43% 32.6% 31.8% 22.5%

24.1%

Percentage of proportionate assessments that

led to a more comprehensive assessment for

care and support - adults Local (available) 55.9% 60.4% 64.6% 68.0%

63.8%

Percentage of people who are happy with

care and support they receive (adults) National 86.8% 84.5%

Percentage of carers that feel able to

continue in their caring role (carers) supported National 80% 67.9%

Percentage of referrals signposted to

preventative services (adults) Local (Data

Development) 8.7% 13.0% 5.2% 4.0% 6.7%

Proportion of adult services cases supported

by preventative services (New) Local (available) 29.4% 30.1% 28.2% 28.7% 31.2%

Percentage of referrals signposted to

preventative services (children) Local (Data

Development) TBC 12.4% 10.5% 13.4% 12.3%

Proportion of children’s services cases

supported by preventative services (New) Local (available) 57% 55.1% 56.7% 58.6% 61.3%

Rate of Delayed Transfers of Care National 2.55 0.00 0.17 0.50 0.50

Percentage of adult protection enquiries

completed within statutory timescales National 90.47% 93.2% 92.2% 95.8% 91.6%

Number of Looked After Children Local (available) 233 235 231 220 222

Number of Child Protection Local 89 74 77 75 56


26

04 – Education


The following summary chart shows the overall ‘Education’ corporate

theme delivery position as at 31st March 2019.



delivery of the ‘Education’ corporate theme. These are detailed in the

following pages along with BRAG charts shown on each



Key

Not






The following pages detail 8 challenges that were identified within the

previous quarter in respect of delivering the ‘Education’ corporate

theme. Quarter 4 progress against these challenges is included in the

following section.

Please Note: 2019 academic data will not be available for publication

until summer 2019.

Green

86%

Amber

14%

This section reflects the overall progress position for the delivery of the ‘Education’ priority theme of the Corporate Plan, along with a

breakdown of each individual priority, highlighting progress, achievements and challenges.

27

04 – Education

Achievements

Pupil outcomes for Summer Term 2019 will not be known until

quarter 1 (provisional) and quarter 2 (final). However, eFSM

performance (now finalised) for pupils at the end of 2018

increased in the majority of measures in Key Stage 4.

Almost all schools now have active ELSAs who work directly with

children and young people on emotional literacy, anger, anxiety,

self-esteem and loss, separation and bereavement.

Officers are working with CAMHS Transformation and CAMHS

Inreach. The latter, more developed than the former at this stage,

has been established to help school staff increase their

understanding of children’s distress, emotional and mental health

problems and to reduce stress experienced by teachers. In

addition, to enable an increased sharing of information between

healthcare and schools as well as make available a specialist

liaison consultant for when teachers feel a case maybe outside of

their competency/comfort.

Joint working between the Inclusion Service and the EAS regarding

elements of the PDG spend is ensuring that cluster bids, including

funding for LAC pupils, are appropriate and funding used

effectively.

Two further schools have achieved Phase 5 accreditation during

Spring Term 2019 and are now working towards National Quality

Award. In addition, two pre-school settings have become the first

to complete the HSPSS in Blaenau Gwent. They have been

accredited for all 7 aspects of the scheme, ensuring that the

setting embeds and embraces health and wellbeing within their

day to day life.

SPACE-Wellbeing has been established and is a single point of

access for children’s emotional wellbeing including CAMHS

involvement. The Educational Psychology Service represent

Education at this multi-agency weekly meeting with Families First, S-

CAMHS, PMHCSS, Heddlu Gwent Police, YISP, BG Youth Service

and ABUHB Clinical Psychology. The meeting focuses on some of

our most vulnerable pupils.

Attendance data used as a proxy indicator for wellbeing indicates

the following:

- Primary attendance for 17/18 is 94.3% Wales mean is 94.5%

which places BG 2nd in our family of LAs.

- Unauthorised absence places BG 2nd in the family for 17/18 at

1.4%, Wales mean is 1.3%.

- Persistent absentees for 17/18 is 1.6%, Wales mean is 1.7% which

places BG joint 1st in family.

- Secondary attendance for 17/18 is 92.9%, Wales mean is 93.8%

which places BG 3rd in family from 1st in family in 16/17.

- Unauthorised absence for 17/18 is 1.8%, Wales mean is 1.6%

which places BG 1st in family.

- Persistent absentees for 17/19 is 4.1%, Wales mean is 4.1% which

places BG 1st in family.

The proportion of 16 year olds who remain in education has

increased from 86% to 87.6%. Wales mean is 88.2%.

NEETs figures for end of Year 11 stand at 1.5% which places BG 3rd

in family. Wales mean is 1.6%.

Challenges

To improve secondary attendance with a specific focus on one

identified secondary school in particular.

To work with Coleg Gwent to establish baseline data for NEETs at

end of Year 12 and 13 to enable earlier intervention by Youth

Support Services for these young people.

0 0 1 (17%) 5 (83%) 0

To improve pupil outcomes, progress and well-being,

particularly for our more able and our most vulnerable learners

28

04 – Education


Quarter 3 Challenge

Quarter 4 Progress / Resolution

Ensure members and the wider

public, including parents are

sufficiently informed about

curriculum and qualification

changes.

Continue to support schools in

readiness for the new Curriculum,

ALN Act, new qualifications and

National Reform via the EAS and

our own Inclusion Service.

Continue to prepare the

workforce for ALN Reform.

Service Manager for Inclusion

working with the ALN HT group to

progress plans.

Ensure our school leaders continue

to engage well with the

Professional Learning Offer.

Schools continue to engage in

the professional Learning Offer

via the EAS.

To progress key policy changes

through the democratic process

during the next quarter.

The Education Neglect Policy

has been drafted and is now

ready to progress through the

democratic process.

29

04 – Education

Achievements

The new 6 Bells school, which is part of the Abertillery Learning

Community, is nearing completion with handover planned for 19th

August 2019. The Directorate has received an additional £150,000

for extra car park space from Welsh Government as well as an

additional £650,000 to offset sewer diversion costs. Transitional

planning days agreed with the school for late summer and early

autumn term 2019.

ICT Provision Plan is now at the implementation stage and Project

Manager in place until March 2020. Pilot underway: Cwm, St

Josephs, Sofrydd completed and gone well.

The consultation document for the planned new Welsh Medium

Primary School is complete and awaiting final decision regarding

the associated revenue implications.

The business case for the KS 4 vocational offer at the River Centre

is nearing completion.

The SLA offer to schools (£2.9M business for Council) has been

devised and shared with schools with the aim of helping them get

ready for the introduction of the new ALN Act.

An Additional Learning Needs (ALN) toolkit for schools has been

devised and shared with schools with the aim of helping them get

ready for the introduction of the new ALN Act.

The ALN Service, which operates out of Pen Y Cwm Special School,

has been reviewed to better reflect the learning needs of children

and young people in Blaenau Gwent.

The Education Neglect Policy has been drafted and is now ready

to progress through the democratic process. A commitment has

been agreed with Headteachers to work in greater partnership to

reduce the numbers of children whose parents/carers have

elected to educate their child(ren)at home (EHE); action plan in

place.

A Policy which sets out that all school Governors are to be DBS

checked has been devised and implemented in schools.

Challenges

To finalise the KS 4 vocational offer for The River Centre.

To fully establish the SLA Partnership Board to oversee the

functioning of Schools’ SLA package.

To finalise arrangements for the operation of the new ALN Service

out of Pen Y Cwm Special School.

To finalise decisions about a capacity increase at Pen Y Cwm

Special School.



To secure sufficient match funding

to progress the Band B

programme.

The Band B planning report was

agreed by the Executive

Committee however, there

remains a £1.5m funding gap.

Bids have been made to the

capital programme to close this

gap. The outcome of the

bidding process will be known in

the spring/summer term.

To secure some additional Welsh

Government resource to support

adaptations to plans requested by

community groups.

The Directorate has received an

additional 150K from Welsh

Government for extra car park

space at the new Six bells

School.

To secure a good Gateway

Review outcome.

A follow-up WG Gateway

Review date is now set for the

Summer term.

0 0 1 (17%) 5( 83%) 0

To improve the quality of our education services and our school

buildings to help learners achieve great outcomes

30

04 – Education

Achievements

School Categorisation for January 2019 reveals that all primary

schools are either green or yellow with the exception of two

schools who have requested to remain amber. There were only 2

green schools in 2014; the primary categorisation profile represents

significant improvement. In 2019 the 6 secondary/all through

settings are as follows: two are green, two are yellow and two are

red. One school has moved up to green and one school has

moved up to yellow in 2019; the remaining two red schools are

progressing at a different pace due to the complexity of the work

needing to be done, however, both are making progress.

Schools continue to engage in the professional Learning Offer via

the EAS; attendance by schools is being closely monitored. The

termly backward glance provided by the EAS which evaluates

schools’ engagement with National Reform is helpful in terms of

monitoring engagement and hence evaluations of risk. The level of

school to school work is extensive.

Brynmawr Foundation School Governors appointed their new

Headteacher and Deputy in the Spring Term 2019. New

Headteachers were also appointed in Coed Y Garn Primary,

Glyncoed Primary, Brynbach Primary and Deighton Primary School.

Abertillery Learning Community appointed their new Primary Phase

Leaders and a new Assistant Headteacher in the Secondary

Phase.

Ysgol Gymraeg Bro Helyg won the Happiest School in Wales

award.

The Education Directorate has continued to support school leaders

by facilitating the sharing of best practice; the Spring Term focus

was on supporting our more able learners, this included our pupils

in our Special Schools, one of which returned from Abu Dhabi with

a clutch of silver and gold medals.

Challenges

To continue to support schools in readiness for the new Curriculum,

ALN Act, new qualifications and National Reform via the EAS and

our own Inclusion Service.

To implement a communications programme regarding the new

KS 4 qualifications for elected members and in advance of results

day information in August 2019.



To secure good progress through

support plans for our two schools

in receipt of Council Intervention.

Intervention Panel process well

established, wrap around support

in place, regular monitoring of

progress by EAs and senior

Directorate Officers.

0 0 0 2 (100%) 0

To continue to support our school leaders to help our pupils

achieve their ambitions

31

04 – Education

Education

Performance Indicator National / Local Baseline Annual Performance

Trend

Pupil outcomes and progress for our 7, 11, 14 and 16

year old pupils in English and Maths, particularly our

more able and our most vulnerable learners

National

Key Stage (KS)4

Level 1 92.8%

Level 2 59.2%

Level 2+ 41.1%

Annual Figures -

KS4

Level1 93.2%

Level 2 56.7%

Level 2+ 44.5%

School inspection and school categorisation

judgements

Proportion of schools in Yellow and Green

Local (available)

70% Annual - 76%

The proportion of pupils who are persistently absent

(<80%) - Secondary

National 4.8% 4.1%

The proportion of pupils who are persistently absent

(<80%) - Primary

National 1.6%

1.6%


32

05 – Strong & Environmentally Smart Communities


The following summary chart shows the overall ‘Strong &

Environmentally Smart Communities’ corporate theme delivery

position as at 31st March 2019.



delivery of the ‘Strong & Environmentally Smart Communities’

corporate theme. These are detailed in the following pages along

with BRAG charts shown on each demonstrating the progress position

of this priority and also some achievements and challenges.

Key

Not







the previous quarter in respect of delivering the ‘Strong &

Environmentally Smart Communities’ corporate theme. Quarter 4

progress against these challenges is included in the following section.

Green

63%

Amber

37%

This section reflects the overall progress position for the delivery of the ‘Strong & Environmentally Smart Communities’ priority theme of the Corporate

Plan, along with a breakdown of each individual priority, highlighting progress, achievements and challenges.

33


Achievements

As a result of Phase 1 Works there has been a 5.6% reduction of

poor conditioned unclassified roads.

We have tendered and currently programming surfacing works to

the 4 remaining planned schemes and the implementation of the

Traffic Signal Junction at Six Bells Abertillery.

With the exception of the surfacing works to the Tredegar By-Pass,

(will be programmed later in the year) the original list of sites will be

completed.

Funding is available to surface the carriageway - currently

reviewing the possible options to re-surface.

A preliminary Highway maintenance plan has been completed by

ESP consultants. The document is currently with Highway

maintenance to complete and implement.

EXP consultants providing advice for the all Wales group to ensure

all authorities are working together to provide a national asset

database/valuation.

Where relevant, consultation, engagement and involvement with

the public, members and interested parties have been carried out

as part of the delivery requirements of the Highways Maintenance

programme.

Challenges

Linking the Highways Asset Management Plan into the proposed

maintenance plan in line with the new code of practice.



Residents’ complaints during

resurfacing works continue. Early

engagement with residents is

needed going forward to reduce

/ mitigate these complaints.

Residents are informed (via letter

drop) at least 1 week in

advance of the surfacing works.

Advanced warning signs are

erected at the end of each

street at least one week prior to

the start of works.

Liaison between officers, the

contractor and residents is

ongoing during the works.

Members are informed of the

surfacing works at least two

weeks prior to works starting

onsite

Ongoing - Only a small proportion

of the Highway capital budget

has been targeted for Class A,B

and C roads, therefore any works

are subject to available funding.

Awaiting confirmation from

Welsh Government on future

funding for highway works to

enable a programme of works

for 2019/20 to be agreed.

0 0 0 1 (100%) 0

To re-invest in highways maintenance particularly

improvements to our residential roads, streets and pavements

34


Achievements

Financial due diligence of Silent Valley Waste Services concluded,

and internal resources department is evaluating cost implications

of transferring all assets, liabilities and employees back to the

Council in order to deliver services in house.

End of year recycling outturn is anticipated at 60% which surpasses

the WG target of 58%.

The continued rollout of side waste enforcement remains on target

for 100% coverage by July. Once side waste is phased in across

the borough, Waste Wardens will begin to consider communal

collection points and phase these out where it is feasible to do so.

The second Household Waste Recycling Centre now has planning

approval. A capital bid to Welsh Government has been made and

a financial business case is currently being finalised.

The phased implementation of the revised Waste policies began

on 11th June and since this date approximately 23,640 households

have been subject to the no side waste policy, which is

approximately 75% of the Borough.

Visits to reuse shops in neighbouring local authorities have been

undertaken to support the development of a Reuse shop on the

second Household Waste Recycling Centre site.

Challenges

Delays in the implementation plan for the improvement and

development of the Trade Waste Service.

Financial cost pressures as a result of transferring the Silent Valley

assets, liabilities and employees back to the Council are significant

- rationalisation of costs being carried out.



High level of resources is needed

in order to implement the side

waste enforcement process

effectively and conduct follow up

calls with offending properties.

Side waste enforcement is critical

in order to sustain the current

performance and to hit the

improved target of 64% in

2019/20. Waste wardens are now

being made permanent within

their roles to support this.

Despite work being on track to

deliver a new household waste

recycling centre in the Ebbw

Fach valley, the financial options

need to be considered to support

the business case.

Financial resources remain

central to the effective delivery

of the Household Waste

Recycling Centre. - Financial

case will support areas if this if

successful.

There is a need to engage with

Natural Resources Wales (NRW) to

understand the implications of the

transfer engagement. If this

engagement becomes

protracted, it may delay the

preparation of the final due

diligence outcome.

A Permit pre-application meeting

has been undertaken with NRW.

Specialist landfill advice has been

sought to determine the level of

risk regarding aftercare liabilities

that are associated with the

landfill elements of the site.

Public engagement in waste

services and the commitment to

recycling remains a challenge. To

mitigate this, there is a planned

rota for engagement through the

Waste Wardens and the

Communication Team.

Ongoing - Rota for engagement

through waste wardens and the

Communication Team will start in

the summer period.

0 0 1 (50%) 1 (50%) 0

To increase rates of recycling to enable us to achieve national

targets

35


Achievements

Continue to engage with the community to help keep the

borough clean and where necessary utilise enforcement means to

keep fly tipping, dog fouling and littering within control.

The all-Wales Keep Wales Tidy bid for grant funding to implement

an enhanced programme of activity to improve the

environmental quality of Wales has been successful. There are currently 98 officially registered Litter Champions. The

department is developing a Litter Champion newsletter to

promote the good work of the volunteers in our community. Due

to limited resources, further development of activity has been

limited. However, it is hoped with the Keep Wales Tidy funding that

an Officer could be recruited to deliver the work programme in

Blaenau Gwent.

Joint tender for dog kennelling is complete with new contracts

commenced.

Blaenau Gwent Pest Control re-tender completed and contract

awarded.

Air Quality review completed.

Challenges




Changes to ESD (Environment)

grant will affect funding available

to support litter champions with

equipment in the future.

Keep Wales Tidy are currently

developing a detailed Action

Plan for Welsh Government to

consider and if acceptable may

result in the recruitment of an

Officer to deliver the work

programme in Blaenau Gwent.

Ensuring community engagement

is sustainable over the medium to

long term and to maintain the

general public commitment to

keeping the communities clean

remains a challenge.

Community engagement event

to support litter picking is planned

in the new financial year. The

service will provide community

groups with support and

equipment for this event.

In year budget pressures create

challenges in terms of cleansing

resources available.

In order to reduce overspend

there has been a reduction in

agency cleansing operatives

which is having a direct impact.

0 0 0 2 (100%) 0

To re-invest in environmental services to address the issues

created by fly-tipping, dog fouling, littering, grass cutting,

street cleansing and pest control

36


Achievements

Continued to move positively towards creating accessibility to

open spaces.

Under our statutory responsibility for Active Travel, the Council’s

Integrated network Map has been developed and approved by

Welsh Government. Following this approval the department was

able to utilise £140,000 grant funding for network development

(design).

Under this initiative, 20KM of cycle routes are benefiting from

access improvements and further grant application bids are being

developed for further improvements to the network (value

£1.55M).

We have maximised our arboriculture management outputs this

year with a full condition survey of all schools including the

completion of all priority 1 works.

We have managed in excess of 1.5 Ha of woodland habitats

across the County Borough. This included working with local

Community Groups, such as Sirhowy Woodlands, where we

secured £45K grant income via WCVA Active Inclusion (Training

Initiative with woodland management outcomes).

The Environment Forward Plan has been developed and

approved by Executive Committee (March 2019) with a time

frame for Full Council Approval in June 2019.

Challenges




Delivering the statutory duty for

rights of way and arboriculture

with no dedicated staff

support leading to resources to

address staffing issues being

pursued through the

collaborative approach to

Environment Grants.

The ENRaW application includes

resources specifically to manage

access issues. Subject to the approval

of the pending delivery plan (with

WG) the recruitment of an access

officer will progress.

Climate change consideration

- plant selection /timing /

changing management

techniques will need to be

considered and closer working

relationship with the Fire and

Rescue Service e.g. Resilient

Uplands Project as a

collaborative approach.

Significant progress has been made

through the development of ENRaW

and Blaenau Gwent Environment

Forward Plan, effectively setting a

strategic approach. Practical action

on the ground will need to continue to

evolve in order to respond to this

escalating area of concern

Engagement and

commitment of communities

to self-help in improving

access to open spaces

remains a challenge.

Engagement continues with

established and emerging groups in

managing green space and

encouraging active healthy lifestyles.

New projects this year include:

Glyncoed Community group; BG on

the Move; Sirhowy woodland

community working through WCVA

(Active Inclusion); and the completion

of the Granny’s Wood Project.

Some minor elements of the

new sensory garden at Ysbyty

Tri Cwm may be delivered

within existing funding levels

but full implementation will

require a significant level of

additional funding.

The Landscape Project Officer helped

to provide a new plan for the sensory

Garden, despite limited funding; works

completed to date include the

renewal and extension of the garden

boundary to include a larger area of

grassland that will be managed as a

wildflower meadow.

0 0 0 1 (100%) 0

To improve the access to and quality of open spaces for the

benefit of our communities, businesses and visitors

37


Achievements

Through the Community Asset Transfer (CAT) Scheme,

approximately 90% of grounds and associated pavilions have

been transferred. Commitment as landlord to these facilities in

supporting community groups will continue post transfer.

Good progress made on Community Asset Transfers and limited

number remain outstanding especially where there are issues on

multi use sites.

Depot review progressing - report identifying options will be

concluded and three possible sites identified.

Capital Receipts Target of £250,000.00 has been achieved

Community Asset Transfer Steering and Support Groups held

regularly, transfers monitored by CAMWG: 1 complete freehold

transfer; 21 complete – licence/ lease signed; 16 operating under

licence; 6 active and working on applications; 1 business failed

and brought back to the Authority and 1 lease surrendered and

returned to the Authority.

Challenges

Limited capacity impacting on delivery i.e. wider land review,

retaining wall review.

Recruitment of CAT Project Delivery Officer not successful in

2018/2019, will be progressed for 2019/2020 should Legacy funding

be confirmed

Getting final agreements in place from transferees of facilities is a

challenge.



Strategic Asset Management

Plan Year 1 delayed, due to

capacity issues and a focus

on CAT Transfers.

Data Capture in ePims on target for

completion within timescales. Review of

leased out premises ongoing.

Demolition of large buildings ongoing.

ReFit Scheme in advanced stage.

The condition of properties

and the extent of remedial

works have necessitated

approval of additional

funding to be allocated to deliver the CAT's strategy.

BG has set aside £220k to assist with

works to support transfers and make

improvements to buildings / grounds.

Additional funding likely to be

approved.

The review of leased out

properties is challenging -

changes in contact points.

Ongoing

There are continuing

pressures on dealing with

buildings which have

transferred, in terms of officer

time and support.

Ongoing

Areas of concern - Ebbw

Vale RFC/RTB Football (Ebbw

Vale Welfare Ground),

Tredegar Recreation Ground

and Cwm Welfare (no

interest at the moment).

Outstanding areas: Ebbw Vale welfare

ground, rugby/football/bowls: Tredegar

recreation ground, football/rugby;

Llanhilleth park football/rugby; and

Brynithel recreation ground, rugby.

Temporary arrangements have been

put in place to allow clubs to fulfil their

fixtures for this season. Further work is

being undertaken to get these clubs

through the process over the next

couple of weeks.

0 0 2 (100%) 0 0

To build the relationships across the Council to support

organisations and partners to deliver services in different ways

whilst taking a strategic approach to the management of our

land and property services in different ways (Community Asset

Transfers)

38


Strong & Environmentally Smart Communities


Local Baseline Q1 Q2 Q3 Q4

Quarterly

Performance

Trend

Percentage of streets that are clean National 95.52 93.9% 93.3% 94.6%

95%

No person should live more than 400m1 from their

nearest area of Greenspace Local

85% (LDP

target)** Annual - 65%

Average number of working days taken to clear

fly-tipping incidents

National

(new) TBC 10.6 days 4.6 days 3.9 days

4.9 days

Percentage of waste reused, recycled or

composted National 56.77% 56.6% 62.8% 59.1% 59.26%

Amount of waste generated that is not recycled,

per person

National

(new) TBC 52.64 kg 39.55 kg 40.9kg 43.15kg

Number of Community Asset Transfers that are

actively operating within Blaenau Gwent Local TBC - - 20 -

Percentage of active Community Asset Transfer’s

within Blaenau Gwent that have been successfully

operating for 6 months or more

Local - - 100% -

Number of Community Asset Transfers

implemented during the period Local - - 0 -

* Figures for recycling performance are only provisional and has not yet been verified by Natural Resources Wales (NRW) **LDP – Local Development Plan

Targets will be developed following full development of the performance indicators

39

06 – Economic Development and Regeneration


The following summary chart shows the overall ‘Economic

Development and Regeneration’ corporate theme delivery position

as at 31st March 2019.



delivery of the ‘Economic Development and Regeneration’

corporate theme. These are detailed in the following pages along

with BRAG charts shown on each demonstrating the progress position

of this priority and also some achievements and challenges.

Key

Not







the previous quarter in respect of delivering the ‘Economic

Development and Regeneration’ corporate theme. Quarter 4

progress against these challenges is included in the following section.

Green

46%

Amber

39%

Blue

15%

This section reflects the overall progress position for the delivery of the ‘Economic Development and Regeneration’ priority theme of the Corporate Plan,

along with a breakdown of each individual priority, highlighting progress, achievements and challenges.

40


Achievements

BG Effect Fund - 6 approvals with £6,309 as the total grant

awarded and 6 employment positions created.

Lime Avenue business Units seeks to achieve a number of

outcomes to include: bringing into use a developable land area of

0.7 Ha / 1.7 Acres for a business property scheme; the construction

of modern and high quality hybrid style business units; the creation

and growth of knowledge-based businesses to facilitate a mixed

and sustainable economy; the provision of hybrid style units to

attract entrepreneurs from sectors such as research and

development, higher tech engineering, pharmaceuticals, digital

technology, and creative industries; improve the supply-side

characteristics of the business property market at a local and

regional level; and address market failure by delivering business

units which will serve to create and safeguard employment.

Boxworks - The 23 modified shipping containers will act as a

technical hub for knowledge-based businesses in the creative

industries, digital technologies, R&D, energy, technical and

professional business services. These ‘Enterprise pods’ will be

unique, innovative and reflect a change in the Council’s product

offering, compared to traditional industrial workshops/units and

office accommodation. The units will act as a hub for

businesses to develop and then graduate into the higher value

office provision.

Challenges

No new challenges identified in quarter 4.



Capacity and reporting timelines

remain a challenge.

Lime Avenue Business Units -

The Council is currently in

dialogue with Welsh Government

over the funding deficit. Welsh

European Funding Office and

Blaenau Gwent County Borough

Council have already committed

funds to the scheme.

The primary challenge with the

physical regeneration projects is

securing project match funding, a

range of avenues are being

explored by officers.

Funding secured from Welsh

Government to progress the

Boxworks scheme. The identified

deficit will be funded by Blaenau

Gwent County Borough Council.

0 0 1 (100%) 0 0

To increase the start-up business rate, retention and growth of

local businesses and attract new inward investment

41


Achievements

Housing Prospectus approved and a launch event planned for

quarter 1 2019/20 to engage land buyers and prospective house

builders and promote the opportunities available.

Social Housing Grant programme delivery update;

- Gwaun Helyg P3&4 onsite and progressing;

- Sirhowy School Site, onsite and progressing;

- Ebbw Vale School Site, unable to draw down Social Housing

Grant allocation as land not acquired and planning not

awarded. Ongoing discussions with planning regarding the

scheme;

- College Road P2 onsite and progressing;

- Greenacres, land sale complete and in a position to progress

and achieve SHG draw down. Onsite 19/20 demolition and

new development; and

- Brynserth, planning permission granted, completion of land sale

and grant draw down. Onsite for quarter 2 19/20.

Local Housing Market Assessment produced, document will be

shared with Registered Social Landlord partners and inform

emerging Housing Strategy.

To assist in improving housing conditions by way of financial

assistance and support, the Arbed 3 Scheme has been initiated. A

local consultation has been carried out in the Lower Ebbw Fach

area and surveys are to commence in quarter 1 19/20 with

individual works to properties to follow. Other parts of the Borough

to be considered.

The implementation of the Home Improvement Loan Policy is

ongoing and loans funding is fully committed. Work continues on

the development of PALs and promotion of Owner Occupied

loans.

Challenges

Tai Calon report financial challenges with demand for adaptations

outstripping supply. No other reported challenges from other

Housing Association's.



Work to develop an action plan

relating to Empty Properties is on

hold until appropriate resource

identified to progress.

Ongoing

Challenge in delivering the full

programme of housing strategy

activity.

Scheme delays have highlighted

a risk against Social Housing

Grant draw down and potential

impact on 19/20. Working with

partners including Welsh

Government to resolve and

mitigate. A temporary part time

officer is providing capacity;

however, the level of delivery has

been affected and will continue

moving forward should sufficient

resource not be secured.

0 0 1 (50%) 1 (50%) 0

To work in partnership with Registered Social Landlords and

private developers to provide a variety of homes

42


Achievements

A STEM focused event has been held for all Blaenau Gwent Head

teachers, to stimulate discussion on the linkages between schools

and industry in promoting STEM and to outline existing resources

and initiatives available to schools. The session included

presentations from Arc Training, Careers Wales, Regeneration,

Industry Wales (Tech Valleys), Willowtown Primary School and

Welsh Valleys Engineering Project.

CITB, linked with ‘Aspire to Be’ and ‘Go Construct’ have

developed two new funded initiatives as a response to the

construction industry workforce needs, linking directly with schools,

through construction led programmes and resources.

- The first is a Minecraft project, providing a 5 day training

programme for teachers and a series of inter school

competitions at a local, regional and national level.

- The second event is a STEAM focus day which will provide

schools with free training and introduce a range of

contextualised lesson plans and resources to teachers. All

resources will be linked to the new curriculum but will have a

focus on careers within the construction sector.

Achieving the lowest level of NEETs for Blaenau Gwent at 1.5% (9

young people).

Reach of service is 17% and accredited learning outcomes are

15%, both above Welsh averages.

The service continues to improve and perform well as

demonstrated by the National Youth Work Award.

Challenges

Funding to develop the Skills Academy within Blaenau Gwent is a

risk. A range of funding opportunities is being explored.



The Employment and Skills Plan

is in draft. Full stakeholder

engagement on the plan and

associated detailed action

plan, will be undertaken during

Quarter 4, before presenting

final draft to Executive for

approval.

Consideration to a

collaborative/joint event with the

PSB relating to

prosperity/employment has

delayed progression of the

stakeholder event. Arrangements

being reviewed with an event

anticipated for quarter 1 19/20.

The numbers of referrals onto

the Inspire to Work programme

have still not risen to the

originally set targets.

Inspire projects meeting WEFO

targets. WEFO approval for the

Inspire to Achieve/Work project up

to 2023.

Due to GDPR (data protection),

the destination survey process

for Careers Wales has been

delayed.

Welsh Government confirmed that

the destination survey will now be

released and published. Awaiting

final confirmed numbers and

percentages, although indications

are that we are below the 3%

target.

ELP funding has ceased and

options for future delivery will

need to be reviewed as part of

the restructure.

A reactive ELP service will be

delivered through existing resources

with a focus on an internal

opportunity. A proposal for a

dedicated Manufacturing and

Engineering focused ELP officer will

be pursued with a proposal

submitted to Tech Valleys during

quarter 1 2019/20 complimenting

potential STEM officers within

schools clusters.

0 0 0 3 (100%) 0

To work with partners to provide effective employment support

and access to skills development

43


Achievements

Over 50 suppliers submitted project proposals for the GovTech

Catalyst Challenge. The standard of bids was extremely high and

five suppliers were shortlisted for Phase 1 of the Project which

considers two scenarios: 'Eyes on the Street'; and 'Boots on the

Ground'.

Blaenau Gwent is a joint challenge owner with Durham County

Council. Initial briefing events to introduce the five shortlisted

suppliers to the teams (highways, environment, customer etc.)

were held in each of the areas.

Legacy Funding administered to support a number of community

based projects to facilitate and support delivery of digital projects

including digital inclusion.

Work continues with Welsh Government to understand the

infrastructure required for Tech Valleys to successfully attract

inward investment and development. This would be both built and

digital infrastructure.

Challenges

Assure system for DM and Building Control continues to have issues

- referred to a wider stakeholder group - awaiting a meeting.



Individuals ability to utilise digital

technology/platforms to

undertake key functions, linked to

basic/essential skills, not

necessarily access to technology.

As part of the Customer and

Digital Programme it is essential

that a co-ordinated approach to

digital inclusion is achieved.

Digital Inclusion is a significant

element of the work of the

Benefits team. This will be

included a wider discussion

during quarter 1 2019/20 with the

PSB.

Engagements of partners within

Regeneration to ensure buy in

within the digital agenda.

We are working with partners and

external public sector investment

to provide more fibre directly to

buildings in BG. Working across

CCR to understand what joint

procurement opportunities there

are for digital and IT as part of the

digital strategy.

On line planning application

presence further delayed as a

result of staff levels. Digital ways of

working are not being maximised.

SRS still not implemented online

planning application service.

0 0 1 (50%) 1 (50%) 0

To develop digital infrastructure and improve connectivity by

promoting digital participation

44


Achievements

Refit project has moved forward, building works are commencing

and contractors are on site.

As part of the Refit programme the Expansion of Works Energy

Centre is now in planning, design and development stage.

Pentagon and Drive are three year European Union funded

programmes and are developing with ongoing dialogue with

European Union partners. Pentagon is a three year ongoing

research and development programme, is in its final year and is on

track.

Energy prospectus is under development and will consider current

projects, research opportunities and future energy project

opportunities. To be presented to Scrutiny during the September

cycle.

Local Full Fibre Network project - Been a delay due to reviewing

all Wave 2 Projects, new team from funding body has been

working with project team members to go through all documents.

Discussion being held on taking the project to the procurement

stage very shortly. Blaenau Gwent is part of the project being led

by Cardiff Capital Region City Deal.

Challenges

No new challenges identified within quarter 4



Some Regeneration Projects are

still under development and some

speculative projects may not be

viable when a business case is

prepared.

Ongoing

0 0 1 (50%) 1 (50%) 0

To develop a portfolio of potential energy opportunities to

deliver economic, business and community benefits

45


Achievements

Meeting with the Chair of the Town Centre Task & Finish group to

agree next steps with a meeting convened for April 2019.

Full members briefing scheduled for quarter 1 2019/20 with

presentations from external stakeholders including ‘Near Me Now’.

New structure in place with Town Centre Facilitator.

New delivery arrangements plan for Blaenau Gwent town centres

Another £80k received for upgrading children’s parks in Blaenau

Gwent.

Challenges

No challenges identified within quarter 4.



Due to changes to the ESD

funding going forward the

Council has supported an all-

Wales Keep Wales Tidy bid for

grant funding to implement an

enhanced programme of activity

to improve the local

environmental quality of Wales.

The all-Wales Keep Wales Tidy bid

for grant funding to implement an

enhanced programme of activity

to improve the environmental

quality of Wales has been

successful. Keep Wales Tidy are

currently developing a detailed

Action Plan for Welsh

Government to consider and if

acceptable may result in the

recruitment of an Officer to

deliver the work programme in

Blaenau Gwent.

0 0 1 (33%) 0 2 ( 67%)

To work with partners to develop a new vision for our town

centres ensuring their long term future

46



Economic Development and Regeneration


Local Baseline Q1 Q2

Q3

Q4

Quarterly

Performance

Trend

House building completions Local TBC Annual - 75 -

Number of affordable housing units delivered per

10,000 households National

(new) TBC Annual - awaiting figure

Number of Business start-ups supported (directly

created as a result of targeted support from the

council) Accumulative

Local

(available) 14

9

11

(2 Q2)

13

(2 Q3)

19

(6 Q4)

Percentage of occupied floor space of available

council business units Local

(available) 85% 83% 84% 90% 93%

47

07 – Corporate Risk Register

Risk Description

Current

Sta

tus

Dire

ctio

n

of Tr

ave

l

CRR1 (Business) Failure to deliver and

sustain the changes required to ensure

that vital services are prioritised within

the financial constraints faced by the

Council.

Council set a balanced budget for 2019/20 and has raised the level of General Reserves

through prudent financial management and decision making;

Chief Officer – Commercial has commenced work to establish a commercial team and

strategy to bridge the gap in funding over the next 3 years, in line with the Medium Term

Financial Strategy (MTFS);

Review of the MTFS has commenced to ensure a robust strategy is in place to support

financial management over the next 3 years;

Phase 1 of review of Leisure Services completed and Phase 2 now underway to identify

how sustainable service delivery can be achieved to protect services and prevent any

further call on revenue funding;

Commenced Bridging the Gap in Quarter 4 through identification of strategic business

review themes and opportunities;

A strengthening of the understanding of the road map in relation to ICT and determination

of the level of investment is required.

Hig

h

48


Risk Description

Current

Sta

tus

D

ire

ctio

n

of Tr

ave

l

CRR7 (Business) Failure of schools in

Blaenau Gwent to adapt and change

accordingly to the requirements of the

new curriculum and national agenda of

the Welsh Government as laid out in the

National reform agenda document

"Education for Wales: Our national

Mission"

School categorisation was finalised in January 2019: all primary schools are either green or

yellow with the exception of two schools who have requested to remain amber. There

were only 2 green schools in 2014; the primary categorisation profile represents significant

major improvement. In 2019 the 6 secondary/all through settings are as follows: two are

green, two are yellow and two are red. One school has moved up to green and one school

has moved up to yellow in 2019; the remaining two red schools are progressing at a

different pace due to the complexity of the work needing to be done, however, both are

making progress.

Schools continue to engage in the professional Learning Offer via the EAS; attendance by

schools is being closely monitored. The termly backward glance provided by the EAS which

evaluates schools’ engagement with National Reform is helpful in terms of monitoring

engagement and hence evaluations of risk. The level of school to school work is extensive.

The Council is Intervening in Abertillery Learning Community and Brynmawr Foundation

School.

- BFS has appointed their substantive Head teacher and Vice Chair and Deputy Head

teacher. The senior leadership team is being reviewed. The school has reduced their

deficit significantly and demonstrated clear progress against their plan. Key Stage 4

pupil outcomes are predicted to improve on last year. Grant spend plans have been

approved. IP meetings evidence clear progress continues to be made. The Directorate

will review their Statutory Warning Notice again in the autumn term as well as the

school’s provisional categorisation.

- ALC have two Interim Principals in place both with a strong track record of securing

improvement in challenging circumstances. One Principal has expertise in the primary

and the other in the secondary phase; this arrangement underpins the need to secure

improvement in both phases across the setting. The PIAP has been prioritised addressing

Leadership, Teaching and Learning and the Curriculum. Improving the quality of

teaching and learning has been a priority for the Spring term 2019. The primary senior

leadership structure has been finalised and the school is now reviewing the Learning

Support Assistants roles and responsibilities. The school currently awaits a revisit from

ESTYN and is focussed on progressing the PIAP accordingly.

Me

diu

m

49


Risk Description

Current

Sta

tus

D

ire

ctio

n

of Tr

ave

l

CRR14 (Resource Management) Failure

to improve staff attendance rates within

the Council will lead to an

unacceptable impact on the ability of

the Council to deliver services

effectively and financially support the

cost of sickness absence.

Managing Attendance Policy reviewed and updated further to the findings of the Elected

Members Task and Finish Group (Council March 2019).

Working in partnership with Occupational Health to manage demand and waiting times for

appointments.

Forecast end of year figures estimating increase in sickness absence for 2018/19.

Technical issue solved to push on with the sickness absence module in ITrent – timeline to be

determined.

Review of sickness absence report to Scrutiny Autumn 2019

Using improved reporting in itrent to understand the causes of increased sickness absence.

Increased resource in Organisational Development to support this work.

Hig

h

CRR19 (Legal) If the Council does not

manage its information assets in

accordance with requirements set

down within legislation then it may be

faced with financial penalties and

possible sanctions that hinder service

delivery.

The existing Data Protection Officer left employment in March 2019, and the new post

holder commenced April 2019. A part-time fixed term role has now been appointed to

support the work of the team and improve capacity to assist Education and schools

achieve compliance. It is understood that the Council’s SIRO intends to recommence the

Information Governance Forum and this group is critical to identifying risks and driving

improvements across the Council. However, due to the staff changes mentioned above,

and the IGF not yet being reconvened, this risk remains high.

Hig

h

50


Risk Description

Current

Sta

tus

D

ire

ctio

n

of Tr

ave

l

CRR20 (Social) There is a risk that

increasingly complex needs and

demand for services provided by Social

Services, in particular for Looked After

Children, will put further significant

pressure on the Council's budget.

The numbers of children looked after continue to reduce at a very slow rate. The My

Support Team (MyST) staff are in post and are undergoing induction and a comprehensive

programme of training. They will start working with cases from the beginning of July 2019.

Meetings have already occurred with the MyST Manager and Blaenau Gwent Officers to

identify which children currently in residential care should be prioritised by the MyST.

Welsh Government recently visited the authority to discuss the increase in looked after

children numbers in Blaenau Gwent and across Wales. A presentation on the progress of

the Safe Reduction of Looked After Children Strategy was shared. Feedback from Welsh

Government was very complimentary about the way in which Blaenau Gwent was

managing this rise in children looked after and the measures in place to address the issues

impacting on this.

The supporting change team has been operational since January 2018. The teams is to

work intensively with families with the aim of preventing children entering the care system.

Since the supporting change team has been operational (which coincides with the

implementation of the safe LAC reduction strategy) children’s services have seen a

stabilisation in the looked after children numbers and since February 2019 a slow reduction

in numbers. 104 referrals were made to the Supporting Change Team in the first 12 months

of the team becoming operational. During this time the team worked with 140 children and

their parents. 13 of the children the supporting change team has worked with have

successfully been rehabilitated home from foster care

Welsh Government announced additional funding via ICF grant money which has come

through the Regional Partnership Board over a two year period. The money must be used

for “Children at risk of becoming looked after, in care or who are adopted”. This equated

to £383,298.00 for Blaenau Gwent. This money will be used to develop 4 areas of practice

which includes:-

• Family Group Conference / Meeting service;

• Gwent wide ‘offer’ of support to Special Guardians;

• enhance each Local Authorities Edge of Care Team and a

• Young Person’s Mediation Service

It is anticipated that the work undertaken by these new posts will contribute to the safe

Children Looked After (CLA) reduction strategy and build on the good work which has

taken place over the past 12 months to stabilise our looked after children numbers instead

of them increasing.

Critic

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51


Risk Description

Current

Sta

tus

D

ire

ctio

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of Tr

ave

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CRR21 (Economic) The Financial

resilience of the Council could be at risk

if the Council does not ensure that

financial planning and management

decisions support long term stability and

sustainability.

The provisional outturn for 2018/19 is reporting an adverse variance of £71,000 against a

budget of £145m, a variance of 0.05%. A review of Provisions & Reserves during the period

identified a number of provisions that were no longer required and as a result the overall

level of general & earmarked reserves increased from £10.6m as at March 2018 to £12.5m

as at 31 March 2019 (General reserve £5.9m & Earmarked Reserves £6.6m).

During quarter 4 the Council agreed a balanced budget for 2019/20 which included a

contingency of £117,000 with the intention of maintaining the level of the general reserves

above the target level of 4%.

The new Council Capital Strategy has been approved. CIPFA introduced the Capital

Strategy in its Prudential Code for Capital Finance in Local Authorities in 2017 with effect

from April 2019. The capital strategy is intended to give a high level overview of how capital

expenditure, capital financing and treasury management activity contribute to the

provision of services along with an overview of how associated risk is managed and the

implications for future financial sustainability.

The CIPFA Financial Management Model which allows assessment of an organisation’s

financial management and sustainability commenced with interviews undertaken and

electronic questionnaires circulated to participants. The outcome of this work is expected in

the early part of the new financial year.

Review of the Medium Term Financial Strategy has commenced to ensure a robust strategy

is in place to support financial management over the next 3 years

Hig

h

CRR22 (Resource Management) Failure

to deliver the Council's priorities within

the agreed annual budget resulting in

the increased use of emergency

finance measures and the drawdown

of reserves.

The Provisional outturn expenditure for 2018/2019 is £145.5m, reporting an adverse variance

of £71,000 against the budget, a variance of 0.05%. This is a significantly improved financial

position compared to the quarter 3 forecast position and this can be attributed to the

austerity measures put in place during the quarter including a freeze on non-essential

expenditure and recruitment and utilisation of grant funding awarded late in the financial

year.

The 2019/2020 budget was approved and set and this included addressing £1.4m of current

and new emerging cost pressures.

A review of Provisions & Reserves during the period identified a number of provisions that

were no longer required and as a result the overall level of general & earmarked reserves

increased from £10.6m as at March 2018 to £12.5m as at 31 March 2019 (General reserve

£5.9m & Earmarked Reserves £6.6m).

Hig

h

52


Risk Description

Current

Sta

tus

D

ire

ctio

n

of Tr

ave

l

CRR24 (Economic) There is a risk that

exiting the EU will have an adverse

impact at a national and local level

which could impact on the community

and on the Council and its ability to

deliver public services.

Preparations for exiting the EU with or without a deal gathered pace during this period as

the date of Article 50 expiration (29TH March 2019) approached.

Strategic partners were engaged with to share learning and best practices around joint risks

and opportunities.

The EU has now granted the UK an extension to leave the EU on or before 31st October

2019, so the likelihood of this risk will continue to be kept under close scrutiny as the national

debate and Brexit process continues.

Community cohesions monitoring is undertaken through normal channels.

Hig

h

Documents

Finance and Performance Report Period: 1st January 2019 31 ...democracy.blaenau-gwent.gov.uk/Data/Executive Committee/201907… · to Finance, Performance and Risk. The key themes