Appendix F - valeofglamorgan.gov.uk Reports/Cabinet... · Premises 20 Transport 7 8 11 ......

Appendix F

Housing Services

2012/13 2014/15

OUTTURN OUTTURN ORIGINAL ORIGINAL

BUDGET BUDGET

Housing Services £'000 £'000 £'000 £'000

Employees 430 425 529 535

Premises 2 0 2 2

Transport 7 8 11 11

Supplies and Services 3089 3580 3798 3796

Contribution to/from Funds 28 362 -56 -57

Third Party Payments 566 170 670 616

Income -3258 -3737 -3967 -3991

Controllable Budget 864 808 987 912

Uncontrollable Budget 156 174 155 154

Total Budget 1,020 982 1,142 1,066

Staff Numbers 2013/14 2014/15

ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 17.00 17.00

Headcount 19.00 19.00

Existing Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

150 0 0

0 100 0

Procurement 30 30 0

30 30 0

Total Existing Savings Targets 210 160 0

Potential Quick Wins Identified by Service

Potential Efficiency Measures Identified by Service

Potential Income Generation Measures Identified by Service

Potential Suitable Alternative Delivery Models Identified by Service

Visible Services & Housing Reshaping Service Summary 2014/15

Service Description

Directorate - Visible Services &

Housing

Reduction in Homelessness Bed & Breakfast Budget

To identify and provide excellent housing support services meeting the needs of our residents, increase the

supply of affordable housing and significantly reduce and prevent homelessness in the Vale

Savings could be made to the Supporting People Service if the Vale and neighbouring authorities undertook

joint service reviews and could reduce duplication and the number of staff required to undertake them.

Not filling staff vacancies. Would result in reductions in performance and additional workload pressures.

Would also result in backlog and increased temporary accommodation cost and failure to fulfil grant

conditions.

Stopping S180 payment to third sector organisations providing homelessness services would lead to

increased demand on existing statutory service and in the case of one grant it may lead to potential increases

in young person homelessness.

Increase Landlord contributions for the HOMES4U scheme. Introduce a charging structure for the landlord’s

use of the Accessible Homes Service.

Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, Co-

production

2013/14

Reduce Temporary Accommodation budget

Reduction in budget (better use of temporary

accommodation)

1

Appendix F

Responsive Maintenance


Housing 2012/13 2014/15


BUDGET BUDGET

Responsive Maintenance £'000 £'000 £'000 £'000

Employees 1,009 1,127 1,271 1,267

Premises 130 56 55 73

Transport 247 239 130 125


Contribution to/from Funds 0 0 0 0


Income -3505 -3484 -3440 -3506

Controllable Budget -423 -310 -368 -357


Total Budget 63 127 -12 -13


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 38.09 40.79

Headcount 39 43


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0






Service Description

2013/14

All identified quick wins have been implemented.

Restructure to remove duplication and inefficiencies across directorates, improving communication with

schools and public buildings to ensure head teachers know who to contact in the first instance.

To investigate mechanisms and opportunities to provide this service to other local agencies and neighbouring

organisations.


production.

Forms part of the building services trading account, offering a responsive maintenance repairs service to

housing and public buildings / schools.

2

Appendix F

Planned Maintenance


Housing 2012/13 2014/15


BUDGET BUDGET

Planned Maintenance £'000 £'000 £'000 £'000

Employees 632 484 776 441

Premises 43 49 62 84

Transport 43 34 230 178



Income -9 9 0 0

Internal Recharges -2182 -2229 -3031 -2369



Total Budget 32 100 -4 4


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 17.21 12.63

Headcount 18 13


Description 2015/16 2016/17 2017/18

£000 £000 £000

None





Service Summary


2013/14

Forms part of the building services trading account, offering bespoke improvements, maintenance repairs

and building remodelling, cyclical maintenance.

Building compliance for client managers delivering asbestos, electrical legionella, fire, lift maintenance and

gas servicing.

No short term gains for quick win identified.

Increase in sales will have a positive impact on overhead distribution and see service costs improve in value

for money. Additionally, increase a confidence in the future order book will enable a robust business plan to

be developed which will improve team rationale, opportunity and reduce reliance on subcontractors.

Re-structuring of the department will assist in managing peak and troughs of workload thereby facilitating

sustainable supervision, training, service quality and value for money.

Restructure to remove inefficiencies and duplication currently existing with client teams across the authority.

Potentially seeking to market the service to neighbouring organisations.


production

3

Appendix F

WHQS Team


Housing 2012/13 2014/15


BUDGET BUDGET

WHQS Team £'000 £'000 £'000 £'000

Employees 858 1,260 1,105 1,274

Premises 58 113 11 46

Transport 78 119 105 178


Contribution to/from Funds -16 0 0 0

DSO Surplus 10 37 0 0




Total Budget -83 -138 10 9


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 14.61 16.50

Headcount 15 17


Description 2015/16 2016/17 2017/18

£000 £000 £000

None





Service Description

Increase in turnover will have a positive impact on overhead distribution and see service costs improve in

value for money. Additionally, increase confidence in the future order book will enable a robust business plan

to be developed which will improve team rationale, opportunity and reduce reliance on subcontractors.

Forms part of the building services trading account, offering improvements and modernisation of internal and

external Council housing stock. Providing disabled adaptations to public and private sector housing teams.

Major adaptations. Ad hoc improvement projects works for grant delivery and community sustainability. Void

maintenance.

No short term gains for quick win identified.


2013/14

The only additional income stream currently available is through WHQS framework arrangements and a

movement away from external contractors towards the WHQS team.


production

4

Appendix F

Compliance Team

Directorate - Visible & Housing

Services 2012/13 2014/15


BUDGET BUDGET

Compliance Team £'000 £'000 £'000 £'000

Employees 91 161 79 243

Premises 0 2 0 0

Transport 4 10 6 8




Income 0 0 0 0




Total Budget 11 -11 -1 0


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 3.00 7.00

Headcount 3 7


Description 2015/16 2016/17 2017/18

£000 £000 £000

None





Service Description

Considered as part of other Building Maintenance Baseline Assessments.




2013/14



5

Appendix F

Building Cleaning

Directorate Visible Services &

Housing 2012/13 2014/15


BUDGET BUDGET

Building Cleaning £'000 £'000 £'000 £'000

Employees 1,894 1,783 2,006 1,988


Transport 48 36 73 49




Income 0 0 0 0

DSO Surplus -19 5




Total Budget 0 0 64 37


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 132.13 134.06

Headcount 308 289

Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description


2013/14


None, all changes must be considered to determine the impact on the trading account and the services

viability. The service has recently responded to budget reductions in the office accommodation budget of

£250k in 2015/16 & £250k in 2016/17.

No efficiency measures have been identified. This is a service requiring a high level of manual input and

whilst some new machinery is available it would not have a significant influence on the ability to reduce

staffing levels or hours provided.

There is potential to increase the service internally, although this is limited to corporate clients. As stated

above there is some opportunity to review any added value the service may offer to the client base as a

result of its presence on site, although this is limited to a non-technical input.

Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies


6

Appendix F

Building Security & Courier


Housing 2012/13 2014/15


BUDGET BUDGET

Building Security & Courier £'000 £'000 £'000 £'000

Employees 941 962 952 960





Income 0 0 0 0

DSO Surplus 6 39 0 0




Total Budget 1 0 -64 -37


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 34.5 31.90

Headcount 36 32

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

None





None identified as all other service areas question their budgets.

Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies


Building security and support services

All changes must be considered to determine the impact on the trading account and the services viability.

The service has recently responded to budget reductions in the office accommodation budget of £250k in

2015/16 & £250k in 2016/17.

The use of a central control for CCTV, access communications and concierge services would reduce staffing

levels but would require initial capital investment.

Service Description

2013/14

7

Appendix F


Housing 2012/13 2014/15


BUDGET BUDGET

Refuse Collection & Recycling

Collection £'000 £'000 £'000 £'000

Employees 2,127 2,058 2,225 2,025


Transport 1388 1195 1276 1133




Income -2402 -2106 -2351 -2169


Controllable Budget 2,187 1,950 1,990 1,685


Total Budget 2,588 2,385 2,360 2,011


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 82.63 80.85

Headcount 86 82


Description 2015/16 2016/17 2017/18

£000 £000 £000

125

170

27 36 31

50

25 128

Review quantity of bring sites 20

Further Transport review 75 99 85

150


Refuse Collection & Recycling Collection

Service Description

Waste Management & Cleansing Division’s services comprise Municipal Reuse Collection, Domestic residual

and dry recycling and composting, Commercial/Trade dry recycling and composting, recycling banks,

Bulky/Special collections, Statutory duties under the Environmental Protection Act 1990

2013/14


Review the option to bulk collections prior to final

transfer

Introduction of a charge for bulky household items

Further Transport review

Review structure in Waste management

Review the free provision of Recycling boxes, food

caddies, food bags

Review the introduction of an annual charge for green

waste collection

8

Appendix F





Consider frequency of collections and potential charges - for example bulky household waste. Either

implement a charge for the service or stop the free Event Bins service to communities and residents currently

available, Private advertising on council owned vehicles Withdrawal of all the remaining recycling ‘bring sites’

located throughout the Vale of Glamorgan

Vehicle telemetry and routing software would allow service efficiency and possible vehicle reductions but

these are already being considered within existing savings/efficiency measures.

Charging for all collection service that is permitted under prescribed in regulations. Major income generators

would be charges for Bulky Household items and Green Garden Waste. Further income generation could be

achieved from charges for replacement of recycling and food waste receptacles (boxes and caddies) which

are presently free to householders.

Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies, co-

production

9

Appendix F

Refuse Disposal & Recycling Treatment


Housing 2012/13 2014/15


BUDGET BUDGET

Refuse Disposal & Recycling

Treatment £'000 £'000 £'000 £'000

Employees 226 202 258 243






Income -821 -924 -788 -735




Total Budget 4,157 4,415 4,541 4,498


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 6.31 2.76

Headcount 3 3

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

Prosiect Gwyrdd 0 1588 0

Recycling Education 30 0 0

Total 30 1588 0





Service Description

Includes the overarching responsibility of ensuring there are adequate provisions for disposal as Waste

Disposal Authority (WDA) to ensure that arrangement and facilities for the waste disposal process are

available to treat and/or dispose of their own refuse.

The early implementation of the Viridor EfW plant has already been actioned. It is therefore possible to bring

forward Project Gwyrdd saving from 16/17 to 15/16. By Investing in the extension of the current Highway

gully emptying treatment site it may be possible to obtain a recycling treatment option for our mechanical

road sweeping. Consider Household Waste Recycling provision.

Given the existing low cost best value collection cost associated with the treatment/disposal service it is not

seen viable to reduce these service costs significantly.

Revising the sites’ Natural Resource Wales Environmental Permits could make it possible to allow

commercial use which would then be on a chargeable basis.

It may also be possible to introduce an administrative charge to residents who apply for Tipping Permits to

use the site via a van or trailer.


production


2013/14

10

Appendix F

Street & Other Cleansing


Housing 2012/13 2014/15


BUDGET BUDGET

Street & Other Cleansing £'000 £'000 £'000 £'000

Employees 1,367 1,271 1,328 1,252

Premises 37 18 4 5

Transport 468 427 434 386




Income -194 -91 -214 -36




Total Budget 2,076 2,019 2,003 1,829


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 50.59 50.47

Headcount 52 51


Description 2015/16 2016/17 2017/18

£000 £000 £000

50 50 0

Review overtime 15 0 0

Further Transport review 35 45 39

100 95 39





Service Description

2013/14

Waste Management & Cleansing Division’s services comprise the following elements: Duties under the

Environmental Protection Act 1990 - Part IV Litter Etc. Sections 87, 88, 89, Powers under the Environmental

Protection Act 1990 to carry out the investigation and enforcement of offences contained within the Act.

Review street cleansing service, Review charging to internal customers (main client is Housing). Introduction

of a littering enforcement regime.


Review the level of street cleansing

Total Existing Savings Targets

Mechanical sweeper route optimisation using vehicle tracker data may result in further vehicle efficiency use

and allow reduction in vehicle provision. (Six month existing use data may be needed prior to any change

being proven).

Review charges to internal clients for street cleaning services.


production

11

Appendix F

Coastal resorts


Housing 2012/13 2014/15


BUDGET BUDGET

Coastal Resorts £'000 £'000 £'000 £'000

Employees 187 264 206 245






Income -58 -64 -38 -44



Total Budget 558 658 598 624


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 8.27 10.44

Headcount 9 11

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

50 0 0

End subsidy of events 10 0 0

50 0 0

Total 110 0 0





Service Description

2013/14


Review Lifeguard Service provision

Waste Management & Cleansing Division’s services comprise the following elements: Penarth Esplanade &

Pier, Barry Island & Prom, Other Beaches, Coastal Public Conveniences, Resort Cleansing.

Review the coastal management service

Review current service provision. Introduce a charging policy for use of coastal facilities. Consider increase in

charges.

Without reducing service provision there would be appear few opportunities to obtain further efficiency

savings than have already been implemented.

Consider increasing in fees; Retendering all Coastal franchises and explore potential for new franchises to

increase revenue generation. Advertising/marketing of coastal areas for sponsorship. Increase filming

charges for Coastal locations.


production

12

Appendix F

Public Conveniences

Directorate- Visible Services &

Housing 2012/13 2014/15


BUDGET BUDGET

Public Conveniences £'000 £'000 £'000 £'000

Employees 100 101 130 125

Premises 81 96 106 108

Transport 5 4 5 5




Income 0 -1 0 0



Total Budget 398 393 423 413


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 3.09 3.42

Headcount 4 4


Description 2015/16 2016/17 2017/18

£000 £000 £000

100 0 0

100 0 0





Service Description


Provision of public conveniences for public use

Consideration of public conveniences in lower footfall areas.

None

Income would be generated by implementing charges for entry to public conveniences and this is presently

being considered by the Income Generation Project. Advertising potential for high footfall public

conveniences.

2013/14


production

Review the provision of Public conveniences


13

Appendix F

Highways Construction


Housing 2012/13 2014/15


BUDGET BUDGET

Highways Construction £'000 £'000 £'000 £'000

Employees 781 765 797 868

Premises 73 156 76 67

Transport 311 358 277 295




Income -77 -107 -33 -36


Controllable Budget 991 1,278 1,073 1,225

Uncontrollable Budget 836 917 1,073 1,080

Total Budget 1,827 2,195 2,146 2,305


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 23.01 23.50

Headcount 24 24


Description 2015/16 2016/17 2017/18

£000 £000 £000

Review of winter maintenance service 80 0 0

Transport review 27 36 31






Service Description


Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies.

The main purpose of highway construction service is to maintain the highway network for the safe and

convenient movement of goods and people with a view to delivering a safe, serviceable and sustainable

network contributing to wider objectives within the Visible Services and Corporate Plan.

Highways projects to collaborate with Highways Construction to form "design and build section". The

treatment of road sweepings at the highways recycling facility could produce a saving as a proportion of

operating costs of one site which could be passed on to waste management. Possible collaboration with

neighbouring authority on traffic management services. Share and charge neighbouring authorities for the

use of the Council’s crash cushion and traffic management services. Review all vehicles and plant via vehicle

telemetry system.

2013/14

Consideration of the level of service re:

-Winter Maintenance

-Gully Maintenance

- Sandbag Provision

-Bus Shelter Repair

-Renewal of street plates

Maximise opportunities from internal customers to produce additional income.

14

Appendix F


Housing 2012/13 2014/15


BUDGET BUDGET

Routine Maintenance & Street Lighting

£'000 £'000 £'000 £'000

Employees 892 856 924 1,009

Premises 2,590 2,089 1,721 1,666

Transport 166 166 185 182




Income -313 -234 -115 -122



Uncontrollable Budget 1,774 2,031 2,417 2,547

Total Budget 4,859 5,195 5,426 5,536


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 27.98 30.17

Headcount 28 30


Description 2015/16 2016/17 2017/18

£000 £000 £000

Review of energy costs 493 0 0

Transport review 19 24 21

20 0 0

0 100 0

532 124 21



Service Description

The service aims to maintain the highway network for the safe and convenient movement of goods and

people with a view to delivering a safe, serviceable and sustainable network and to maintain street light,

traffic signals and illuminated bollards for the safe movement of traffic & pedestrians.

Routine Maintenance & Street Lighting

Further Street Lighting Energy savings

Review Traffic Signal Maintenance Contract


2013/14

Routine Maintenance: Paving works could potentially be externalised. Routine highway inspections could

potentially be extended. Income from Section 50 Licences could be increased by requiring developers / utility

companies to pay the Licence fee for each individual 150 metre length of roadworks as set out in the Act.

Street Lighting: Elements of the service could be externalised, Consideration of the frequency of night

spotting activities for street lighting. Cease to provide any service for the erection of Christmas lights and

banners for Town Centres / community based projects. Saving made on retendering traffic signal

maintenance contract.

15

Appendix F

Efficiency Measures Identified by Service



Joint provision with other public sector bodies, Delivery by external partners, Council-owned companies.

Income from Section 50 Licences can be increased by requiring developers / utility companies to pay the

Licence fee for each individual 150 metre length of roadworks as set out in the Act. Increase the number of

street lighting design schemes undertaken by marketing the in-house design expertise to other neighbouring

authorities. Review all charges where applicable.

Routine Maintenance: consider reducing the requirement / reliance on carriageway resurfacing to address

defective roads by increasing the use of surface treatments which can be considerably cheaper.

Street Lighting: Review funding opportunities to increase the number of LED lanterns. Consideration of part-

night lighting. Do not adopt any more new street lighting as part of new developments without a commuted

sum or install street lighting as part of any future highway improvement works.

16

Appendix F

Highways Structures

Directorate-Visible Services &

Housing 2012/13 2014/15


BUDGET BUDGET

Highways Structures £'000 £'000 £'000 £'000

Employees 207 198 166 211

Premises 123 96 103 105

Transport 8 7 7 6




Income -1 0 0 0




Total Budget 324 324 258 298


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 4 4.00

Headcount 4 4


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Management of the council’s highway structures stock of bridges, culverts, subways and retaining walls

(including inspection, assessment, strengthening and repair). Management of Abnormal Load movements.

Management of the Technical Approval Process for new structures (also including observations on Planning

Applications). Providing a structural consultancy service to other council departments.

Recover costs involved in observations on planning applications and technical approvals. Cease maintaining

Public Rights of Way footbridges or re-negotiate existing financial arrangement with Transportation. Cease

maintaining assets which do not qualify as highway structures i.e.. small drainage culverts and retaining

walls.

Create clear Guidance Documents covering procedures for the use of other departments and developers.

Place more information on the website. Improve the routine maintenance regime. Develop the asset

management systems for highway structures to assist with reducing future maintenance costs and improve

efficiency.

Recover costs involved in providing observations to the Planning Department from planning application fees.

Ensure fee recovery for Technical Approval and Adoption procedures.

Service Description

Visible Services Reshaping Service Summary 2014/15

2013/14

Joint provision with other public sector bodies, Delivery by external partners.

17

Appendix F

Highways Drainage


Housing 2012/13 2014/15


BUDGET BUDGET

Highways Drainage £'000 £'000 £'000 £'000

Employees 151 137 149 146

Premises 30 440 293 87

Transport 6 5 5 4




Income -139 -81 -90 -90




Total Budget 288 684 383 259


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 2.6 4.60

Headcount 3 5

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description

Joint provision with other public sector bodies, Delivery by external partners, Council owned companies.

2013/14


This service area contributes to the delivery of the outcome that 'The Vale is a clean, safe, well maintained

and sustainable place to live or visit.' and aims to improve our highways and infrastructure and manage the

effects of climate change on the built and natural environment. The service also has an objective to develop

flood management plans and flood reduction and alleviation schemes in accordance with the requirements of

the Flood and Water Management Act

Establish single procurement framework for external drainage investigations and cleansing. Establish

combined flood incident and drainage asset management system integrated to corporate GIS systems.

Access to pooled information would improve efficiencies. Using asset management system, review capacity

of critical Council owned / maintained assets to establish adequate standard of service relating to flooding.

Implement a combined highway and land drainage risk-based inspection and maintenance regime.

Establish SuDS Approval Body processes and charge for appropriate pre-application advice, processing of

applications and supervision of works. Offer inspection and data management service for flood asset

condition assessments to neighbouring LLFAs.

Recharge drainage staff costs for pre-application advice via Planning or provided directly to developers. Offer

coastal inspection and consultancy service to neighbouring maritime authorities. Review arrangements

around cesspits in conjunction with the Housing Department.

18

Appendix F

Highway Projects


Housing 2012/13 2014/15


BUDGET BUDGET

Highway Projects £'000 £'000 £'000 £'000

Employees 264 241 198 169

Premises 0 0 0 0

Transport 5 5 8 7




Income -3 -2 0 0




Total Budget 153 195 206 168


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 4.45 3.95

Headcount 4 4


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description

The service undertakes the feasibility, design and implementation of new highway schemes, traffic

management schemes, general municipal works and project management for internal and external clients

A "design and build" arrangement with the internal highway maintenance section would streamline the

delivery of schemes. A clearer understanding of funding and timescales of other Directorate budgets would

also enable better programming of work load and thereby deliver more schemes and generate additional

income which would be kept in the Authority.

2013/14


The service already has a flexible approach and uses agency staff and external consultants as and when

required to deliver schemes. Any further reduction would lead to a loss of capability and put income

generation at risk.

Additional income may be generated by a design and build arrangement to deliver schemes quickly and

therefore increase the number of schemes delivered. For some schemes, depending on the risk profile, a

fixed fee could be offered.


19

Appendix F

Traffic Management


Housing 2012/13 2014/15


BUDGET BUDGET

Traffic Management £'000 £'000 £'000 £'000

Employees 264 242 198 170


Transport 5 5 8 7




Income -5 -128 0 0




Total Budget 286 228 280 244


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 4.45 3.95

Headcount 4 4


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description

2013/14


A review of service goals/objectives and provision of a clear Traffic Management team plan. Joint provision

of certain elements/duties/roles with Highway Works, Design and Maintenance.

Consider introducing charges for parking permits (residents/businesses), Disabled Bays and Taxi Ranks.

Review fees for current services. Charge developers/private sectors clients for meetings/advice/design/Road

Safety Audits.


The management of traffic and all traffic related issues on the public highway, by providing a network that is

safe, efficient, accessible and suitable for all users

Cease or charge for discretionary services e.g. disabled parking bays, residents parking permits, speeding

issues. Consideration of response times regarding general traffic issues, improve ICT/Webpage, Charge

developers for pre-development/application advice and meetings to recover costs.

20

Appendix F


Housing 2012/13 2014/15


BUDGET BUDGET

Car Parks & Civil Parking

Enforcement £'000 £'000 £'000 £'000

Employees 31 41 51 51

Premises 122 135 125 128

Transport 8 11 8 9




Income -497 -593 -898 -895

Internal Recharges 0 -1 0 0

Controllable Budget 111 -68 -417 -394


Total Budget 270 67 -289 -273


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 1.42 1.45

Headcount 1 1


Description 2015/16 2016/17 2017/18

£000 £000 £000

Chargeable parking scheme 0 100 0

0 100 0




Consider introducing car park charging for all car parks.

The main purpose of highway off street car park service is to improve, maintain and manage the existing car

park infrastructure to a fit for purpose facility for use by the general public. In addition it is responsible for pay

and display, and for the income generated. To provide parking enforcement to ease congestion and

obstruction of the highway network.

Consider removal of security at car parks. Relocation of base for Civil Parking Enforcement Officers from

Alps Depot in Wenvoe to suitable accommodation in Barry Town Centre to reduce unproductive travelling

time and increase potential for additional parking enforcement income. Introduce parking charges in all car

parks.

2013/14

Car Parks & Civil Parking Enforcement

Service Description


21

Appendix F



Introduce on street parking charges at Town Centres and coastal tourist resorts. Consideration of car park

charging at all car parks, (including Town Centres). At council park and ride facilities and weekend / Bank

holidays for shoppers using existing provision at Civic Offices car park. No concessions for disabled badge

holders using off street car park spaces.

Joint provision with other public sector bodies, Delivery by external partners, Council owned companies

22

Appendix F

Parks and Grounds - Client services


Housing 2012/13 2014/15


BUDGET BUDGET

Parks and Grounds - Client services

£'000 £'000 £'000 £'000

Employees 136 147 167 173

Premises 254 403 337 285

Transport 8 7 8 8


Contribution to/from Funds -61 -100 -40 0


Income -75 -68 -83 -76



Total Budget 693 877 834 888


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 4.5 4.50

Headcount 5 5


Description 2015/16 2016/17 2017/18

£000 £000 £000

0 50 0

20 0 0

Procurement 31 31 0

51 81 0





Service Description


The service has an outcome that current and future generations of Vale residents and visitors enjoy the built

and natural environments of the Vale of Glamorgan and actively protect and maintain them.

2013/14

Review structure in Grounds Maintenance

Review the handing over of maintenance of Bowling

Stop cutting and removing grass in environmental areas. Increasing fees and charges. Stop locking parks

Vehicle telemetry and other ICT equipment would allow service efficiency and possible vehicle reductions but

these are already being considered within existing savings/efficiency measures and would be likely to only

provide small efficiencies over and above those already identified.

Reduced central establishment charges. Consider increasing charges for sports pitches / filming / events

Joint provision with other public sector bodies, delivery by external partners, council-owned companies, co-

production


23

Appendix F

Parks and Grounds - Maintenance


Housing 2012/13 2014/15


BUDGET BUDGET

Parks and Grounds - Maintenance

£'000 £'000 £'000 £'000

Employees 1,575 1,509 1,557 1,588

Premises 216 253 247 250

Transport 574 533 599 523




Income -87 -144 -227 -100




Total Budget 2,630 2,732 2,551 2,620


ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 53.04 52.09

Headcount 53 52


Description 2015/16 2016/17 2017/18

£000 £000 £000

30 0 0

46 60 52

Review locking of Parks 15 0 0

Retender tree contract 10 0 0

101 60 52





Service Description


2013/14

Stop cutting and removing grass in environmental areas. Stop all summer & spring bedding. Reduce the level

of frequency of grass cuts or reduce hand work.

Vehicle telemetry and other ICT equipment would allow service efficiency and possible vehicle reductions but

these are already being consider within existing savings/efficiency measures and would be likely to only

provide small efficiency over and above those already identified. Review the level of subcontractors.

Tender for external work


production

savings resulting from a review of the management of

transport


The service has an outcome that current and future generations of Vale residents and visitors enjoy the built

and natural environments of the Vale of Glamorgan and actively protect and maintain them.

Review grass cutting in conservation area

24

Appendix F

Parks & Grounds Maintenance - Allotments


Housing 2012/13 2014/15


BUDGET BUDGET

Parks & Grounds Maintenance -

Allotments £'000 £'000 £'000 £'000

Employees 6 6 7 7

Premises 9 9 14 10

Transport 0 0 0 0




Income -10 -10 -9 -9





ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 0.18 0.18

Headcount 0 0

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description

Increasing charges for plots, though the scale of any additional income generated would be relatively small.


production

Managing Vale-owned allotments

2013/14

Increase plot charges . Consider level of concessions provided. Investigate the Sale of sites.

Consideration of a different ICT equipment may allow some service efficiency. Review all service on

costs/recharges


25

Appendix F

Fleet Management


Housing 2012/13 2014/15


BUDGET BUDGET

Fleet Management £'000 £'000 £'000 £'000


Premises 0 0 1 1

Transport 1 1 1 1




Income -1 0 0 0






ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 2.00 2.00

Headcount 2 2

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





Service Description

To provide a customer focused, cost efficient Fleet Management service to front line departments. Ensure

fleet compliance in- line with transport legislation.

2013/14

Sell advertising space on vehicles, look at methods for vehicle disposal, improve accident monitoring and

reporting, introduce council driving policy, restrict all vehicles to 56 mph, extend time between servicing, link

fuel usage to Tranman, offer schools fleet management service, internal hire service, onboard vehicle

weighing scheme, review current procurement processes, consider warranty duration when purchasing new

vehicles, consider guaranteed buy back scheme when buying new vehicles, review policy on purchase of

seasonal equipment, purchase instead of leasing.

Negotiate Workshop tool sponsorship, Negotiate Safety Clothing sponsorship, Setup a tool hire business

(internal & external customers), Setup hire business offering vehicle /minibus hire over weekend. Advertise

on appropriate web site to dispose of all old vehicle & plant, Purchase second hand vehicles. Setup a rapid fit

centre. Setup a training centre which would cover DCPC, Midas & operator Manual handling etc. Bring in-

house tyre contract.

Introduction of alternative fuel vehicles Extend life of vehicles.

Carry out taxi plating for other authorities. Levy on vehicle and plant hire charges. Offer fleet management

service to schools, other Authorities & private companies


production


26

Appendix F

Vehicle Maintenance


Housing 2012/13 2014/15


BUDGET BUDGET

Vehicle Maintenance £'000 £'000 £'000 £'000

Employees 361 298 313 315

Premises 17 11 8 8

Transport 1097 851 850 865


Income 0 -1 0 0






ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 11.50 11.50

Headcount 12 12

Savings Targets

Description 2015/16 2016/17 2017/18

£000 £000 £000

None





Service Description

2013/14

Extend MOT opening hours Market MOT station, on intranet, internet and local papers. Offer motorbike

MOTs. Undertake taxis road side checks/enforcement. Train fitters to undertake HAV inspections. MOT

reminders sent to members of the public. Introduce flat rate working times for repairs/service. Undertake

legislative inspections and services on school minibuses every 10 weeks. Ensure all vehicles owned by Vale

of Glamorgan Council are maintained in house, Introduce night shift or weekend working to maintain vehicle’s

outside of normal working hours to reduce downtime for individual services. Explore ability to offer the supply

and fitting of fast moving consumable items to the general public and Taxi drivers that have failed their

MOTs. Explore the possibility to offer pre MOT checks for Taxi’s. Oil sampling to reduce the amount of oil

changes required to vehicles.

Tracking system introduced to monitor vehicles to save money by reducing fleet and saving on fuel and

improve services. Review procurement of parts. Carry out HAV testing in house. Introduce a HGV test lane to

undertake MOTs for internal and external customers.

Increase number of MOTs carried out, increase charge more for MOTs. Carry out taxi plating for other

authorities. Become an ALMO and carry out repairs on vehicles for companies or private individuals. Taxis

road side checks. Service growth. Motorbike MOTs. Offer minor repairs to the general public and Taxi drivers

for vehicles that have failed their MOT, Offer service to Town and Community Councils to increase levels of

income.

Joint provision with other public sector bodies, delivery by external partners, council-owned companies

Maintenance of all council vehicles and items of plant. Repairs of all council vehicle and items of plant.

Inspections to comply with the ‘Goods vehicle Operator’ licence regulations. Pumping stations inspections

and repairs. Servicing of vehicles to Manufacturers standards. MOT testing of council and private vehicles.

Class IV V and VII Inspection of Hackney carriages and Private hire vehicles .Preparation and

commissioning of new vehicles. Decommissioning of vehicles at ‘end of life’ ready for disposal Maintenance

and repair of generators for social services.


27

Appendix F

Community Safety


Housing 2012/13 2013/14 2013/14 2014/15


BUDGET BUDGET

Community Safety £'000 £'000 £'000 £'000

Employees 231 226 241 248


Transport 3 3 1 3




Income -944 -211 -172 -168



Total Budget 255 300 295 341

Staff Numbers 2013/2014 2014/2015

ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 7.8 7.8

Headcount 8 8


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0






Service Description

To make the Vale of Glamorgan a safe place to live, work and visit by reducing crime and disorder and the

fear of crime.

Relocate to more cost effective accommodation

Very few core funded staff in the team

n/a

Joint provision with other public sector bodies

28

Appendix F


Housing 2012/13 2014/15


BUDGET BUDGET

Director of Housing & Visible Services

and Head of Housing services

£'000 £'000 £'000 £'000

Employees 260 203 279 271

Premises 5 0 0 0

Transport 4 1 6 7




Income 0 0 0 0


Controllable Budget -26 -34 90 -8




ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 4.50 4.50

Headcount 4.5 4.5


Description 2015/16 2016/17 2017/18

£000 £000 £000

Procurement (to be allocated) 61 61 0







Director of Housing & Visible Services and Head of Housing services

Considered as part of Directorate Baseline Assessments.

2013/14





Service Description

29

Appendix F

Civil Protection


Housing 2012/2013 2013/2014 2013/14 2014/2015


BUDGET BUDGET

Civil Protection £'000 £'000 £'000 £'000


Premises 0 0 0 0

Transport 2 2 3 3




Income 0 0 -3 -3



Total Budget 133 129 133 124

Staff Numbers 2013/2014 2014/2015

ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 2 2

Headcount 2 2


Description 2015/16 2016/17 2017/18

£000 £000 £000

None 0 0 0





COMAH Planning charges are on a cost only recovery basis. Look at opportunities to take on business

continuity planning for other organisations.

Joint provision with other public sector bodies. Further integration of the SWRT.

That the CPU is transferred to Visible Services and Housing Directorate, the function has a synergy with

Visible Services there is opportunity to use some of the current skills within the team to support and enhance

current work programs to maintain resilience in the face of further staff cuts and may be a financial saving

within these teams.

Redistribution of current work to enable structural changes to be considered. Further development of the

work program within the SWRT.


Service Description

Civil Protection Unit

30

Appendix F

Alps Stores


Housing 2012/13 2014/15


BUDGET BUDGET

Alps Stores £'000 £'000 £'000 £'000



Transport 8 5 7 7







ORIGINAL ORIGINAL

BUDGET BUDGET

FTE 3.50 3.50

Headcount 3.5 3.5


Description 2015/16 2016/17 2017/18

£000 £000 £000

None





None identified.

Increase in sales will have a positive impact on overhead distribution and see service costs improve.

Additionally, increased confidence in the order book will enable a robust business plan to be developed.

Provision of supplies for other teams to enable efficiencies to be realised as a result of bulk purchase.

Joint provision with other public sector bodies, Delivery by external partners, Council owned companies and

Co-production


Service Description

Procurement ordering and supply of manuals, management and issue of fuel for the Council's fleet,

undertaking quarterly stock takes. Management and disposal of illumination fixtures/skips etc. Providing

Control of Substances Hazardous to Health and Risk Assessments, Replenish impress vans for Building

Services. Acceptance of deliveries

2013/14

31

Appendix F - valeofglamorgan.gov.uk Reports/Cabinet... · Premises 20 Transport 7 8 11 ......

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Transcript of Appendix F - valeofglamorgan.gov.uk Reports/Cabinet... · Premises 20 Transport 7 8 11 ......