CardiffCouncil ImprovementPlan · CardiffCouncil ImprovementPlan2010/11 PAGE 2 Contents...

A Proud Capital

Cardiff Council

Improvement Plan2010/11

Cardiff Council

Improvement Plan 2010/11

PA G E 2

Contents

PAG E 2

Foreword – Leader of Council 3

Context – Chief Executive 4

Introduction 5

Cardiff Council’s Budget 2010/11 6

Efficiency Savings 7

People in Cardiff are safe and feel safe 8

Cardiff has a thriving and prosperous economy 11

People in Cardiff achieve their full potential 15

Cardiff is a great place to live, work and play 20

People in Cardiff have a clean, attractive and sustainable environment 25

People in Cardiff are healthy 33

Cardiff is a fair, just and inclusive society 37

The Council delivers positive outcomes for the city and its citizens 43through strong partnerships

During this challenging economic period wehave continued to help support peoplecommunities and business and make access toservices easier. We are continuing to work withour partners across the public, voluntary andprivate sectors to deliver creative solutions tolocal problems.

This Improvement Plan demonstrates theprogress that we made during 2010/11. Somekey highlights being:-

• working with our partners to effectivelytackle Anti Social Behaviour, focussing onhow we can all work together to solveproblems

• creating the Cardiff Business Partnership(CBP) which will represent leading businessesCardiff, ensuring that the views of enterpriseare at the heart of the development ofCardiff and Wales as a competitive businesslocation

• supporting the City Region economythrough the announcement of thedevelopment of the Cardiff Business District

• working with cities along the Great WesternCorridor to make the case for electrificationof the railway line through to Cardiff

• supporting targeted improvements inliteracy to improve the life chances of thecitizens of the future

• successfully taking over parking enforcementwhich has improved the flow of trafficaround the city

• opening the Cardiff International WhiteWater centre which welcomed over 24,000visitors during its first year. The Centre wasawarded the Best Visitor Experience inWalesat the 2010 National Tourism Awards

• reducing the amount of waste sent to landfillby over 3.5% in 2010/11. We composted18.79% and recycled 23.12% of wasteduring the year

We havemade significant improvements to theway that we manage the performance of thecouncil, specifically in relation to the way thatsenior managers, the Executive and Scrutinymembers engage with a range of performanceinformation to help us set out priorities andimprove service delivery.

We have also introduced clearer mechanism forensuring responsibility for achieving targets isallocated appropriately to managers and thatthey are in turn held accountable for deliveringon those targets.

Cardiff Council


Foreword

PAG E 3

Councillor Rodney BermanLeader of Cardiff Council

Over the next 3 to 4 years we aim to deliversavings of £100million. A number of key projectsas part of our Transformation Programme havegeneratedmajor savings, eliminated unnecessarywaste and provided better services to ourcustomers. By putting the citizen at the centre ofour improvement agenda, and making oursystems leaner and more responsive we will beable to redirect valuable resources towardsfrontline services. To achieve this we are:-

• delivering savings through improvedcommissioning and procurement arrange-ments

• improving the way that businessadministration is delivered across the Council

• working towards using our office accom-modation and buildings through the ‘OurSpace’ project

• establishing an Integrated Partnership Boardto replace the Children and Young People’sPartnership, Health Alliance, Safer Capital andthe Cardiff Local Service Board

• implementing a new streamlined manage-ment structure

• redesigning services

Protecting front line services is vital, especiallythose services that matter most to the citizens,and communities we serve. It is thereforeessential that we build on the Programme to takeforward more fundamental transformation,concentrating on:

• delivering services through ‘Citizen Hubs'. Thisapproach will be piloted to test the concept ofdelivering more than one service, includingthose services provided by external partners.from a single location making it easier toaccess services

• delivering a sustainable and improvedHighways service by looking at new methodssuch as improved technology to enable mobileworking, and rationalising current processes

• focussing on short term interventions to helpolder people (aged 65+) and people who havea physical and/or sensory impairment toregain andmaintain their independence whilesafeguarding standards in the long term

• delivering significant improvements to parksand sport through the consolidation of Sportsfacilities and promotion of Parks & Sportsfacilities

• developing a new model for deliveringimproved Transport and Traffic Managementservices including; Civil Parking Enforcement,local traffic management (including cyclingfacilities), road safety, and public transport

• delivering a cost effective, customer-focusedand efficient waste management and streetcleansing service which encourages wasteminimisation and achieves much higherrecycling rates

• delivering an improved housing repairs service,based around customer needs and prioritieswhich is supported by modern technology

Cardiff Council


Context

PAG E 4

Jon HouseChief Executive

The Corporate Plan 2010/13 set out a moreoutcome focussed approach across the publicservices in Cardiff and as a result is structuredaround theagreedoutcomesandour priorities forachieving these outcomes over the 3 years of thePlan.

This Improvement Plan presents our progressduring 2010/11 in delivering these Outcomes.

We are continuing to strive towards an integratedperformance management framework that linksthe Policy, Performance, Risk and Budgetaryframeworks together.

Further detailed information is containedwithin anumber of key documents including:-

• ‘Proud Capital’ Community Strategy

• Corporate Plan 2010/13

• Health, Social Care andWell Being Strategy

• Children & Young People’s Framework

• WhatMatters Integrated Partnership Strategy

• Service Area Business Plans

• Wales Audit Office Assessments under theLocal

• Government (Wales) Measure

• The Council’s Outcome Agreement with theWelsh Government

These documents can be accessed via theCouncil’s website, www.cardiff.gov.uk or bycontacting the Council’s Improvement andInformation Team on 029 2087 3340.

Cardiff Council


Introduction

PAG E 5

As part of the ongoing alignment of the policy,performanceandbudgetaryprocesses theCouncilcontinued to implement a budget strategy thathighlights the need tomaximise opportunities forcost reductions and efficiencies, and to targetresources on core services. The final financialoutturn position for 2010/11 indicates that theCouncil has maintained its spending within itsoverall net Revenue Budget of £533million.

As part of themonitoring process during the year,several issueswere identified and this provided anopportunity for management to address thedifficulties and to try to offset any in-yearoverspends. However the impact on some serviceareas has been such that it was not possible toachieve this. The areas particularly affectedincludeAdults andChildren’s Services, andSchools&Lifelong Learning. Thedifficulties faced in theseareas are the increasing complexity and demandfor services in relation to

• domiciliary care packages for older people

• looked after children

• special educational needs

The Council approved a General Fund CapitalProgramme for 2010/11 of £123.4 million. Theoutturn position shows capital expenditure of£73.3 million against the programme. Thevariance of £50.1million is due to slippageof £45million and a net underspend of £5.1million.

The capital programme budgeted for £2.6milliongeneral fund capital receipts during 2010/11.However, due to a challengingmarket and delaysin the disposal of some sites, receipts totalled£1.02 million. Should receipts fail to materialisenext year, there could be a significant impact onthe level of additional borrowing that would berequired for currently approved schemes toprogress.

Cardiff Council


Cardiff Council’s Budget 2010/11

PAG E 6

As part of our ongoing response to making theCouncil more efficient and maintainingimprovement in services we have continued toinvestigate ways of releasing cashable and non-cashable efficiencies. During 2010/11 we savednearly £2,400,000 combining both efficiencysavings and cost avoidance over a number ofprojects including:

• £1,243,000 in Central Transport Services. TheCentralised Transport Services Project hasresulted in themoreefficientmanagementanda reduction in thenumberof vehicles across theCouncil. Benefits also include a reduction inexpenditure on vehicle hire andmaintenance.

• £425,000 was achieved in Adult CommunityLearning through revised managementarrangements and voluntary severanceof non-teaching staff. Benefits also include theintroduction of a neighbourhood basedapproach to learning, the transfer ofresponsibility for a number of properties toSchools and the Youth Service, the preparationfor the transfer of caretaking staff to a newFacilities Management function and Childcarestaff to a new Corporate Child Care sharedservice.

• £217,000 was saved through a restructure ofthe top tiers ofmanagement.

For 2011/12 the transformationagendahasbeenrealignedand refocused todelivermore savings inthe short and medium term and building on ourinternal capacity in order to ensure the new waysof working are sustainable in the long term. Weestablished a ‘Transformation Portfolio’, withseven programmes prioritising projects thatforecast todeliver savingsandefficienciesandaimtomaintain or improve services.

The seven programme areas are:

• Service Redesign

• Shared Services

• Citizen Focused

• Commissioning and Procurement

• Land and Buildings

• People and Leadership

• Enabling Technology - this project underpinsthe above as appropriate.

Revised, robust governance and reportingarrangements have been implemented to ensurethat benefits are released and that budgetedsavings targets are achieved.

Cardiff Council


Efficiency Savings

PAG E 7

Cardiff Council is committed to workingin partnership to createa city that is safein thebroadest possible senseandwherecitizens are empowered with theknowledge and confidence to feel safe.

Are we delivering the vision?

Safeguarding VulnerableCitizens

We worked towards protecting childrenand vulnerable adults fromharm, by:

• Increasing our social worker capacity. Weundertook a review of capacity and workloadand reviewed our Child in Need processes.Roles and responsibilities were realigned tooptimise socialworker capacity for priority casemanagement. Recruitment to vacant socialworker posts is underway.

• Progressing improvement actions to takeaccount of recent national reviews ofsafeguarding inadult and children’s services.A number of improvements came out of the

review including the introduction of riskassessments, all investigationsbeingcarriedoutby appropriately trained staff and a dutysystem introduced where all POVA (ProtectionofVulnerableAdults) calls are screenedbya co-ordinator. An audit identified thatimprovements could be made with regard tocase recording. These recommendations havenow been implemented, and a later reviewshowed that improvements are being seen.

We promoted the recognition andsafeguardingof vulnerablepeopleacrosspartner agencies and the widercommunity by:

• Establishing a joint adult area protectionofficer committee across both Cardiff andthe Vale, to build on thework of the recentlyestablished Joint Operational Group. TheSouth Wales Adult Protection ManagementBoard was established and in place by April2011.

• Ensuring shared understanding on theapplication of Adult Protection proceduresand deliver consistent outcomes forindividuals deemed to be in need ofprotection.

Cardiff Council


People in Cardiff are safe and feel safe

PAG E 8

We implemented the revised All Wales Policyand revised and improved our trainingprogramme which is to be delivered toDesignated Lead Managers and all casemanagers.

We promoted seamless joint delivery ofhealth and social services by focusing onareas such as integrated hospitaldischarge arrangements by:

• Working with partners to help ensure thatlocal health and social care professionalswork jointly together to assess and respondto individual need, with particular focus onindividuals who, following admission tohospital require multi-agency assessment.We introduced joint Assessment and Transferof Care (AToC) Teams and implementedContinuing Health Care guidance. Work isongoing to finalise the AToCmodel.

• Establishing with partners integrated healthand social care team/s. Nine neighbourhoodareas have been identified for Cardiff and theVale, and three Locality Teams have been setup. Work also began on specific initiatives toincrease capacity such as the use of NursingHomes toprovideTransitionalCareandRespiteCare during winter pressures, which has savedover 200 bed days in 2010/11.

We worked on reducing crime, fear ofcrime and anti social behaviour by:

• Working with partners to renew a Cardiff -wideStrategy toeffectively tackleAnti SocialBehaviour, developing a new set of processesandworkingguidelines focusingonpartnershipproblem solving mechanisms to tackle antisocial behaviour. A South Wales Anti SocialBehaviour Strategy is being created in

partnership with Community Safety Partner-ships and the SouthWales Police.

• Developed and implemented an Anti-socialBehaviour Unit – staff have been recruited tothe Anti-social Behaviour Unit, and processesdeveloped to support and ensure informationsharing and regular case management isunderway between officers and team leaders.The Anti Social Behaviour (ASB) Managerraised the profile of the ASB Team inmeetingswith Tenants Federation, ManagementMeetings andwith Partner agencies.

We promoted public confidence andprovided reassurance on crime to thepeople of Cardiff, by:

• Successfully embedding the ‘TransformingNeighbourhoods’ neighbourhood manage-ment approach. The Neighbour hoodManagement Officers provide the day to daycoordination of activities within definedNeighbourhood Management Areas,supported by a monthly TransformingNeighbourhoods Tasking meeting which isattended by officers from the Council andpartner senior strategic leads. A CommunityCohesion Officer, a Community EngagementOfficer andaSeniorAnalyst provide support forthe NeighbourhoodManagement approach.

The model and way of working has beenpromoted to other agencies, partners andgroups and other services are beginning toreconfigure in line with the Council’sNeighbourhood Management process. Wewon the Stand Alone Category of the TilleyAwards 2010 for our approach to embeddingand mainstreaming a problem solvingapproach.

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PA G E 9

The first draft of the Preventing ViolentExtremism (PVE) plan has been drafted, theCONTEST board have signed it off and it hasbeen submitted to theHomeOffice andWelshGovernment.

• We launched the ‘Scores on the Doors’initiative with partners in October 2010,listingofficial local authorityhygiene ratings forfoodbusinesses topromote safetyand reassureour citizens.

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Ref Description 2009/10Outturn

2010/11Target

2010/11Outturn

AnnualTrend

Progressagainsttarget

SCA/016(biii)

Of the adult protection referrals completedduring the year, the percentage where the riskhas been removed or reduced.

80.3 48 80.5 � ☺SCA/016(bi)

Of theadult protection referrals completedduring the year, the percentage that led to anadult protection investigation

87.4 90 84.3 � �Adultprotection referralsare subject toanumberof screeningprocessesbeforeadultprotectionproceduresare implemented. Ateachstagethe referral is riskassessedandonly referrals thatprogress through theentireprocesswill havea recordof investigation.

SCA/005 (a) The average number of working days betweeninitial enquiry and completion of the careplan, including specialist assessments

33 30 30 � ☺SCC/034 The percentage of child protection reviews

carried out within statutory timescales duringthe year

99.5 100 99.2 � �Performance against this indicator is consistently high andwell above the 70% threshold which would suggest that there are nosignificant issues inmanaging the workload.

SCC/021 The percentage of looked after childrenreviews carried out within statutory timescalesduring the year.

96.2 100 96.4 � �Performance against this indicator is consistently high andwell above the 70% threshold which would suggest that there are nosignificant issues inmanaging the workload.

Ask CardiffSurvey

Percentage of people that agree the policeand local council are dealing with the anti-social behaviours and crimes thatmatter intheir area

40.1 N/A 38.4 N/A N/A

It is not appropriate to set a target and themeasure is collected for information purposes only.

KEY ☺ Annual targetmet � Annual target notmet � Annual target almostmet

� Improving � Declining � Static

Over the last decade Cardiff Council hasworkedwith partners tomake consistentprogress in improving the number andquality of employment opportunities inthe city, leading and facilitating thetransition to a high value knowledge-based economy.

Arewe delivering the vision?

We supported businesses andcommunities by:

Continuing to support businesses andcommunities through the economicdownturn, including:

• providing benefits advice, information ontraining opportunities and an enhancedapproach to business continuity support. Werefurbished the Central Enterprise Centre andranapilotBTECforButetownTaxidrivers,whichall participants completed successfully. Bothlocal further education colleges have begun toactively signpost their students to Learning,Training & Enterprise employment preparationprovision.

• providing start-up support, social enterprisesupport and grants, combined with equityoptions and loan scheme. We providedBusiness Support and advice to local start-up,existingbusinessesandsocial enterprisesat theCapital Cardiff Event at City Hall. 60 companyvisits were undertaken by Cardiff BusinessServices. In 2010/11 funding of £295,868.98was approved to 23 companies and of thatfunding, £278,790.19 has been paid out, thesurplus being carried over to the next year.These companies forecast creating up to 177new jobs over the next three years.

• We worked to maximise local gains frompublic service procurement arrangements byprogressing initiatives to improve access forlocal companies–TheUniversityofGlamorganwereengaged toundertakeastudy toassist theCouncil in establishing a new procurementinitiative aimed at engaging and supportinglocal companies to participate in procurementactivities – ‘Source Cardiff’. The Source Cardiffreport was published by the University ofGlamorgan in February 2011 and therecommendations endorsed by CorporateManagement Board in April 2011. Therecommendations will be progressed during2011/12.

Cardiff Council


Cardiff has a thriving and prosperous economy

PAG E 1 1

Weworkedwith partner organisations tomatch citizens with emerging employ-ment opportunities in the city by:

• Delivering new employment opportunitieswith partners through the Future Jobs Fund.The initiative was set up during 2010/11 and400 candidatesmatched into job placements

• Using the Training and Employment modelestablished for the St David’s retail centre,working with partners throughout the cityregion to maximise the employmentopportunities for local peopleaffordedby thedevelopments takingplace inRoathBasin, ElyBridge,DumballsRoadandCallaghanSquare.We met with developers and contractors andgotagreement for opportunities tobeprovidedthrough Learning, Training and Enterprise.

• In partnership with neighbouring LocalAuthorities and key local organisations andagencies, use European and other externalfunding tomove offenders, ethnic minoritiesand NEET (Not in Education, Employment orTraining) young people closer to the labourmarket. We applied for European funding foran intermediate labour market scheme inCardiff aimed at NEET and Ethnic Minorityindividuals. 24persistentprolificoffenderswereplaced into jobs during this year.

We worked to strengthen public-privatesector networks to develop and supportsuccessful local businesses by:

• Supporting local business networks includingthe new Cardiff Business Partnership. TheCardiff Business Partnership (CBP) has beencreated as a non-profit membership organis-ation comprising of leading CEOs and businessleaders (‘Partners’) fromCardiff’s topcorporate,

investment and entrepreneurial firms. The CBPwill represent leading businesses Cardiff,ensuring that the views of enterprise are at theheart of the development of Cardiff andWalesas a competitive business location. Instead ofproviding core funding for the CBP, a researchfellowhasbeenappointedandaprogrammeofwork drawn up.

• Linking successful businesseswith funding toimprove business competitiveness throughthe Capital Cardiff fund. The fund was linkedto Cardiff businesses through local marketingevents in conjunction with partners. An event,Capital Cardiff: Investing in Business Potential,took place in April 2011. The event includedseminars on business support, pitchingopportunities for companies looking forinvestment and also a range of local businesssupport agencies in attendance to provideadvice and support to businesses in the cityregion. 23 companies were supported throughCapital Cardiff Funding in 2010/11.

Promoting and supporting key economicsectors, including:

• The creative industries; support the prog-ression of the University of Glamorgan’sAtrium 2 and Cardiff University’s MaindyPark Campus development. The Councilbrokered meetings between the University ofGlamorgan and developers to progress Atrium2. Given planning approval subject to thenecessary agreement, the first phase of theMaindycampusdevelopment is scheduled tobecompleted at the end of 2011.

• The technology sector progress the BusinessTechnology Centre. Outline planning consentfor the development of the new technologycentre has been granted. A new business case

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PA G E 1 2

for the Innovation Centre has been completedproposing options for taking forward thedevelopment at Senghenydd Road.

• The Higher Education Sector: assist with theapplication of research expertise. Weworkedwith Cardiff University on a collaborative bid tothehigher EducationFundingCouncil forWalesto support economic development andinnovation. This bid will need to be completedand submitted in 2011/12.

• Continue todevelopour relationshipwith theUK ‘Core Cities’ by participating in areas ofcommon interest. We continued to work withcitiesalong theGreatWesternCorridor tomakethecase forelectrificationof the line toSwanseaand the Valley lines, and for high speed rail onthe GreatWesternMain Line.

We worked towards becoming a world-class business and visitor destination by:

• Confirming Cardiff’s regeneration prioritiesover the next decade. We developed a newstrategic economic regeneration and citypositioning vision setting out key developmentpriorities for the next 10 yrs, analysing currentstrengths, weaknesses, global economic trends,and identifying the priorities, projects andinitiatives over the coming years. Workshopswith the local business community andstakeholderswereundertaken. Thevisionwill besubmitted to Executive in 2011/12.

Fostering strong partnerships with private andpublic sector organisations to progress thefollowing projects:

• Regeneration of the Central Station areaincluding Central Square. We developed anoutline plan for Central Square which isundergoing review by transport experts prior to

development into a draft masterplan for thearea. Discussions with adjacent owners andpotential developers are continuing to ensure acoherent set of proposals for the entire CentralSquare area.

• AnInternationalConferenceandConventionCentre. We carried out a design and costassessment on a city centre site; we areexploring means of securing this site, and alsolooking into using existing buildings asconference venues.

• A Media Production Village at Roath Basin.Thefirstphaseof theDramaProductionVillagehasbeenhandedover to theBBCfor internalfit-out. Projectmeetings are taking placemonthlywith project partners to ensure that thedevelopments at Roath Basin and the widerMedia Capital vision are progressing onschedule. A planning application for a DigitalMediaCentreonPorthTeigrhasbeensubmittedand it is anticipated that the applicationwill goto committee in April.

• An International Business Park will beconsidered as part of the process of developinga new Local Development Plan.

• AGreenTechnologyParkatWentloogwill alsobe considered as part of the new LocalDevelopmentPlan. Awind turbinewas installedat the G24 Innovations site in January 2011.

• The International Sports Village (ISV)(including the new luxury hotel, permanentice-rink, snowexperience, andwaterfrontandmultipurpose arena). We have prepared arevised outline scheme for the ISV and this willbe presented to Executive in 2011/12. We arecurrently considering alternative deliveryoptions for the Ice Arena.

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• Working with Cardiff & Co to update ourapproach tomarketingandbranding thecity,andcoordinating thiswithpartnersacross keysectors in the city. We promoted theDestinationManagementSystem(DMS)at theCardiff TourismNetworkMeeting in April 2010–25businesses signedup toDMSExtranet and12 businesses to Eviivo Frontdesk. Thesebusinesses are now all bookable through theVisit Cardiff web site delivering 24 hour globalaccess to available bed stock. The DestinationManagement System forms the basis of C&Coonline and socialmedia activitywith increasinguseof twitter, facebook, online shop. An iPhoneapp is being developed for 2011 launch.

• Maintaining the momentum to develop thecity centre by improving the businessenvironment and completing a newpedestrian-friendly environment for HighStreet and St Mary Street. We completedPhase 2 of St Mary Street (Guild Hall Place toGolate Street) and began Phase 3. The pavingof Womanby Street and Quay Street was alsocompleted.

• We supported both large and niche retailersin the city centre to improve and safeguardthe retail offer - marketing campaigns havebeen devised and implemented resulting inattracting record levels of “footfall” which hasenabled Cardiff to buck the national trend andproducea3% increase in retail sales versus lastyear.


2010/11Target

2010/11Outturn

AnnualTrend


EEI001 Number of Jobs Created / Safeguardedthrough Council support

1,068 1,000 1,104 � ☺TE1 Number of centre users assisted into

employment by LTE.2,620 3,000 3,638 � ☺

ECR15c Revenue generated by total visitors £703.6m £710m £851.7m � ☺ECR15a Day Visitors Number per Annum 13.11m 15m 18.3m � ☺



Assisting people to achieve their fullpotential focuses on building values,relations and institutions for a societywhere all individuals, regardless of race,sex, age, ethnicity, disability, sexualorientation, language, religion or non-belief, can fully exercise their rights tolead fulfilling lives.

Such an environment is at the root of anurturing society where all members,including the most vulnerable, enjoyequality of opportunity to progress andlearn.


Improving the quality ofplanning and partnershipworking at both strategic andoperational levels to improvelearneroutcomesandpromotesocial inclusion.

Improveopportunities andoutcomes forall learners, particularly those insecondary schools, those vulnerable tounderachievement and Looked AfterChildren (LAC) by:

• Implementing a tracking system formeasuring progress of learners withadditional learningneeds. TheAnnual Reporton the performance of Cardiff schools nowcontains robust evidence on progressmade bya number of groups vulnerable tounderachievement. The progress of learnersfromEthnicMinoritygroups, theGypsy/travellercommunity and Looked After Children are alltracked at a school, and local Authority level.The progress of more able and talentedlearners is also tracked in the annual report.

Progress of learners with delayed literacy levelsis robustly tracked at a school and LA level aspart of the language, literacy and com-munication strategy. Wehaveundertakenworkwith special schools to further develop trackingfor learners withmore complex needs.

Cardiff Council


People in Cardiff achieve their full potential

PAG E 1 5

Implement a Youth EngagementStrategy to improve attendance,behaviour and youth engagement witheducation and training by:

• Implementing 14-19 learning pathways. Weworked through our local partnerships tosuccessfully achieve the statutory targets forthe local curriculum offer at Key Stage 4 andpost 16 LACs. The Partnerships have nowagreed Key Stage 5 and post-16 local areacurriculum and students have made theirchoices ready for September. Plannedinterventionswith LearningCoaches to supportthemost vulnerable young people in Years 9 &10were developed and implemented.

Implement an Early Childhood Strategyto ensure children and their families aresupported to have the best start inlearning by:

• Establishing further integrated children’sprovision in areas with significant socio-economic challenge. Integrated facilities arebeing developed at four primary school sites(Adamsdown,Greenway,OakfieldandStMarythe Virgin): Greenway facilities are nowcomplete, Adamsdown on site, Oakfield out totender, andconsultationwith local stakeholdersis underway for StMary the Virgin.

Improve communication skills for youngpeople, and in Basic Skills and ESOL foradults by:

• Implementing a Language, Literacy &Communication Strategy and review thecommissioning and delivery of communitylearning with partners. The strategy will beentering its fourthphase fromSeptember2011.A further nine primary schools have joined

elements of the intensive programme. The 21schools targeted in phase 2 and phase 3 willreceive ongoing monitoring and support. FourWelsh-medium schools will remain in theintensive programme.

The School Effectiveness Grant has beendeployed to support improvement in literacyaspart of the national priority given to this.Elements of the fundinghavebeen targetedatschools where the need to improve literacy isgreatest. Early evidence from this year’sNational Foundation for Educational Researchreading tests indicates that there has been a7% improvement in the percentage of pupilsgoing on to secondary school having attainedfunctional literacy. Thismeans that thefigure is82% in 2011-2012 compared with 75% in2009-10.

Implementschool organisationplanningproposalsandan investmentprogrammeto foster community focussed schools,reduce inefficient surplus places andimprove the quality of the learningenvironment.

• Completing the secondary-phase county-wide reorganisation. Investment in existingtwo Welsh Medium High Schools is underwayand should be complete by Autumn 2011.Designs are underway for newbuild secondaryschool in the east of Cardiff for pupils fromLlanrumney and Rumney High schools whichhave been approved to close subject toplanning permission being given by 30thSeptember 2011. Designs are underway fornew build St Teilos CIW high school onLlanedeyrn High School site following WelshGovernment approval subject to planningpermission being given by 31st August 2011.

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A thirdWelsh medium high school on St Teilossite is to be progressed. Reduction in size ofWhitchurch High School will need to beconsidered via the admissions process.

Glyn Derw High School and MichaelstonCommunity College have now federated ontheir existing sites following consultation. Theremaining secondary schools are subject topotential 21st Century Schools funding fromtheWG.

Further develop strategies that supportand challenge schools in their work toimprove outcomes for all learners by:

• Implementing the Maintained SchoolsPartnership Agreement. The majority ofschools have now committed to theAgreement. It continues to guide the work inrespectof school improvement. TheAgreementwill be reviewed in line with statutoryrequirements during 2011/12.

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2010/11Target

2010/11Outturn

AnnualTrend


SCC/002 The percentage of children looked after at 31March who have experienced one ormorechanges of school, during a period or periodsof being looked after, which were not due totransitional arrangements, in the 12monthsto 31March.

13.1 12 20.4 � �

The Better Outcomes for Looked After Children project has been re-launched andwill be specifically tasked with looking into this issue.

SCC/033 (a) The percentage of young people formerlylooked after with whom the authority is incontact, who are known to be in suitable, non-emergency accommodation at the age of 19.

100 90 89.1 � �

While the service will always seek tomaintain contact with young people in these circumstances, the Council cannot impose contact.

SCC/033 (b) The percentage of young people formerlylooked after with whom the authority is incontact, at the age of 19.

86.8 90 90.2 � ☺SCC/033 (c) The percentage of young people formerly

looked after with whom the authority is incontact, who are known to be engaged ineducation, training or employment at the ageof 19.

42.1 45 43.9 � �

Performance demonstrated a small improvement in 2010-11 in the context of an overall rise in unemployment acrossWales. Asadults, care leaversmake their own choices about engagement in Education, Training and Employment (ETE) and Children's Servicesand our partners endeavour to promote engagement. The Looked After Children / Leaving Care Service continues to work withpartners (e.g. CareersWales and Coleg Glan Hafren) to improve the range of opportunities for young people, including a bespokecollege course for care leavers. These have been primarily accessed by 16 and 17 year olds and for this reason wewould expect to seean improvement in engagement in ETE at 19 over the coming years.

SCC/037 The average external qualifications pointscore for 16 year old looked after children inany local authoritymaintained learningsetting

155 157 128 � �

The Better Outcomes for Looked After Children project has been re-launched andwill be specifically tasked with looking into this issue.

EDU/016 (a) Percentage of pupil attendance in primaryschools

92.8 94 92.8 � �Primary school attendance rates have remained constant over the last four years and the Council is giving the improvement ofattendance a high priority in its ESTYN post-inspection action plan. It has reconfigured the work of the education welfare service andincreased the resource to schools to appoint attendance officers to engage proactively with families. The allocation of this resource isweighted to reflect the greatest challenge.

EDU/016 (b) Percentage of pupil attendance in secondaryschools

90.6 91.3 90.4 � �Attendance in secondary schools has improved slightly in the last four years to achieve a rate of just over 90%. However, performanceremains 22nd out of the 22Welsh authorities. Attendance is generally worse at the key points of transition in Y9 and Y11 and there isa strong link between attendance and achievement. The Council's Attendance Strategy has a number of actions designed to supportand challenge schools to improve performance. This includes the delegation of additional resources to clusters of schools to appointattendance officers to engage with families and to improve the impact of policy and procedure.

EDU/010 (a) The percentage of school days lost due tofixed-term exclusions during the academicyear, in primary schools

0.02 0.03 0.02 � ☺

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2010/11Target

2010/11Outturn

AnnualTrend


EDU/010 (b) The percentage of school days lost due tofixed-term exclusions during the academicyear, in secondary schools

0.26 0.18 0.28 � �There has been a significant fall in the number of permanent exclusions but this has not been reflected in the data for fixed-termexclusions where there has been a further rise. The Council's strategy and the implementation of the neighbourhoodmanagementapproach will be the focus formaking improvements in this area.

EDU/002 (i) The percentage of all pupils (including thosein local authority care) in any local authoritymaintained school, aged 15 as at thepreceding 31 August that leave compulsoryeducation, training or work based learningwithout an approved external qualification.

1.26 1.2 1.64 � �

There is a strong link between this indicator and the number of young people who are not in education, employment or training (NEET)asmeasured by EDU/002(ii). Early intervention to address additional learning needs, poor attendance, improvement in literacy andnumeracy skills are all key contributors. The Council is also putting in place strategy to significantly reduce the number of NEETs.

EDU/002 (ii) The percentage of pupils in local authoritycare in any local authoritymaintained school,aged 15 as at the preceding 31 August andleave compulsory education, training or workbased learning without an approved externalqualification.

7.69 20 14.29 � ☺

EDU/003 The percentage of pupils eligible forassessment at the end of Key Stage 2, inschools maintained by the local authority,achieving the Core Subject Indicator, asdetermined by Teacher Assessment

78.76 78 77.9 � �

EDU/004 The percentage of pupils eligible forassessment at the end of Key Stage 3, inschools maintained by the local authority,achieving the Core Subject Indicator, asdetermined by Teacher Assessment

65.3 66.1 69.8 � ☺

EDU/011 The average external qualifications pointscore for 16 year olds, in learning settingsmaintained by the local authority

367 358 376 � ☺EDU/015 (a) The percentage of final statements of special

educational need issued within 26weeksIncluding exceptions

92.02 77.5 88.27 � ☺The indicator is well over target and has shown significant improvement in recent years, the slight decline in performance from2009/10 is not a cause for concern.

EDU/015 (b) The percentage of final statements of specialeducational need issued within 26weeksexcluding exceptions

95.77 82.5 94.24 � ☺The indicator is well over target and has shown significant improvement in recent years, the slight decline in performance from2009/10 is not a cause for concern.



Cardiff’s development over recent yearshas led to a commercial, creative, andcultural rebirth of a city where manypeople choose to live,work, andplay. TheCardiff experience offers world-classsporting events, entertainment, leadingcultural attractions, nightlife andmore.

All of this is based on an appealing andaccessible built environment that drawstogether a high quality transportinfrastructure,wellmaintainedparks andgreen spaces and a technology networkthat realises people’s aspirations for theirprofessional and personal lives.


We worked to deliver sustain-able travel choices by:

Increasing the range and choice ofalternative travel options through thefurther development of the SustainableTravel City initiative:

• We reviewed the strategic cycling networkand developed a prioritised strategic cyclenetwork development planwhich is due to besubmitted toExecutive for approval in2011/12.

• We progressed a regional transport projectfocusing on public transport integration,submitting a bid to theWelsh Government forthe 2011/12 Sustainable Travel CityProgramme.

• We continued to roll out the Council’sSmarter Choices programme including, theestablishment of a Car Club, development ofa personalised travel planning project andlaunch of a travel awareness campaign. TheCarClub schemewas launchedon1December2010 and work is continuing with the City CarClub to promote the scheme. The TravelPlanning Project is on hold as Sustrans havebeenawarded funding for aPersonalisedTravelPlanning project to cover up to 50% ofhouseholds in Cardiff.

Delivering improvements to the transportinfrastructure, including by:

• Completing Pont-y-Werin, which opened on14 July 2010.

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• Delivering infrastructure improvements forHigh Street and St. Mary Street to create apedestrian friendly environment. WecompletedPhase2ofStMaryStreet (GuildHallPlace toGolateStreet) andbeganPhase3. Thepaving of Womanby Street and Quay Streetwas also completed.

• Redeveloping Stand A of Cardiff Bus Stationto provide new bus stands and passengerfacilities. We undertook a public consultationon the bus station which received over 2000responses. This information fed into the reportof the Environmental Scrutiny Committeewhich reviewed the options put forward. TheCommittee’s report will be considered by theExecutive in 2011/12.

• Implementing further improvements to thecity centre bus network 2010/2011. Wehavecompleted the year 2 work of a 5 year plan,including bus priority and infrastructure worksat Kingsway/Boulevard de Nantes junction,Kingsway,Castle Street,WestgateStreet/CastleStreet junction. Bus priority measures atChurchillWayPhase IIandLowerChurchillWaywere also completed. Phase III of ChurchillWay has been progressed to detailed designwork.

• Implementing phase 2 of the Cardiff eastpark and ride scheme subject to funding. Weadded further parking spaces to provide over950 spaces. An approach is now in place tofocus on increasing patronage and uptake ofnew spaces.

• We installed a public information portal atCentral Station to provide public transporttimetables and live travel information. Afurther portal is due to be installed in Queen

Street Station in 2011/12, once permission isgranted.

• Progressing delivery of schemes identifiedwithin the Sewta Regional Transport Plan,subject to funding. A feasibility study of Elylink to the Taff Trail is being undertaken and abidwill beput forward toSewta. WecompletedPhase 1 works of the bus priority measures onthe A470 in June 2011, a scheme that aims toimprove reliability and journey times on buslinks to the areas North of Cardiff. Work isprogressing on a tender for the WesternCorridorRegional Transport Plan scheme,whichis intended to improve bus travel to thewest ofthe city.

Improving public information throughimproved management and mainten-ance of the transport network by:

• Working on implementing a new TransportNetwork Management Plan to improvefacilities and accessibility for all modes oftravel. We have completed gathering thebackground data and a draft plan is due to becompleted during 2011/12.

• Taking over responsibility for enforcingparking regulations from the police. We tookover parking enforcement in July 2010 andhave 40 Enforcement Officers, includingsupervisors in post.

• Completing a review of residential parkingpolicy. We have undertaken a consultationexercise with residents and drafted newResidential Parking and Disabled Parking BayPolicies. These will be submitted to theExecutive in 2011/12.

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We continued developing Cardiffas an international centre for arts,culture, entertainment, heritage,sport, leisure and events by:

Enhancing Cardiff Bay’s profile andattractions by:

• Opening thenewCardiff InternationalWhiteWater attraction and progressing thedevelopmentof apermanent ice-rink. CardiffInternational White Water was officiallyopened in March 2010 and welcomed over24,000 visitors during its first year. It wasawarded the Best Visitor Experience in Walesat the 2010 National Tourism Award.Alternative delivery options are beingconsidered for the Ice Arena.

• Progressinganewvisitor centre inCardiff Baywith an environmental focus. We relocatedthe visitor centre to the Wales MillenniumCentre and opened this to the public on 11September 2010.

Developing and promote Cardiff’sinternational profile by participating intransnational city networks and jointprojects.

• As lead city in the Conference of Atlantic ArcCities on Climate Change, we worked withothermember cities to develop and deliver atrans-national project on communicationsand behaviour change. We worked withpartners tobid for funding for a climate changeproject but unfortunately the bid wasunsuccessful.

• Deliver in partnership with European citiestrans-national projects relating to the

creative industries, the knowledge economyand connecting to citizens, and develop newprojects with European partners relating toTourism and Urban Mobility. We continuedtoworkonprojects relating toECCE Innovation(European Clusters of Creative and CulturalEnterprises), KNOW Cities (sustainable citymanagement) and AA Public Services(Connecting Citizens). A project bid for UrbanMobility was developed for submission in2011/12. The feasibility of a Tourism projectwas investigated, but found to not align toCardiff’s objectives so no bid will be putforward.

• We took forward the Best Practice SchemeProject with Vadodara, Gujarat, onwaterfront regeneration and economicdevelopment, giving training sessions totechnical staff and carrying out an audit ofinformation to assist the MunicipalGovernmentofVadodora toprepare their draftregeneration plan associated with their majorriver regeneration project.

Collaborating with partners to deliverleading sporting, cultural, arts andentertainment events across the city by:

• Successfully hosting the CommonwealthLocal Government Forum Conference as amajor international event in March 2011where over 450 international delegatesattended with 51 of the 54 Commonwealthcountries represented.

• Successfully hosting the national armedforces day in June 2010. This event attracteda 70,000+ audience from across the country.The eventwas the second of its kind to be heldin the UK and the first time inWales.

• Exploring the feasibility of hosting the 2022Commonwealth Games. We have heldmeetings with the Commonwealth GamesCouncil forWales and a scoping document hasbeen put together for presentation to theMinister for Heritage in 2011/12. If approved,a feasibility study will be carried out.

• We successfully hosted the WBC ‘Night ofChampions’ and the international amateurboxing tournament ‘GreatBritain vs. the restof the world’ in July 2010.

• We successfully opened The Cardiff CastleMuseum of theWelsh Soldier in June 2010.

Progressing Cardiff as an internationalvenue for sports, with a first classsporting infrastructure that offersexcellent participation opportunities, by

• Securing maximum benefits from theforthcoming Olympic and ParalympicsGames 2012. The first event of the 2012Olympic Games, the women’s football, will beheld at the Millennium Stadium in Cardiff andCardiff is one of the stops of the torch relay.Partnership funding was secured andconstructionworkbeganon twoAdizones, free,open spaceamenities designed in the shapeofthe London2012Olympic logo. Cardiff openedthe first Adizone in Wales, based at CardiffBarrage, inMay 2011.

The Trinidad and TobagoOlympic Committee,Australia and South Africa Paralympic teams,South Africa Swim Olympic Team and theOceanic team (including Fiji, Tonga, Samoa,Vanuatu, PapuaNewGuineaand theSolomon

Islands) and the InternationalAmateurBoxingAssociation road to2012boxingcampwill basetheir pre-games training camps in Cardiff.

• Implementing the second phase of a reviewof charges in the Council's leisure facilities.We have appointed a sales/marketing partnerto work with the service from April 2011. OurActive Card sales continue to grow by anaverage of £23,000 per month. Committedmemberships havebeen introduced,where thecustomer signs in to a longer term agreementin return for a lower monthly price than anuncommittedmembership.

• Working with Newport to ensure that RyderCup visitors enjoy aworld class experience inSouth East Wales. We successfully held theopening ceremony in Cardiff Castle.

• Developing a bid for Cardiff to be recognisedas the European Capital of Sports, 2012. Abid was developed and presented but Cardiffwere unsuccessful. Cardiff were awardedCapital City of Sport status 2014, which will tieinwith theCommonwealthGames tobeheld inGlasgow as Cardiff will play a key role in pre-games training.

• Work with partners to deliver the House ofSport development in Leckwith. Phaseoneofthis development was completed ahead ofschedule and launched by hosting the NPowerNational Academy finals. A number ofawareness evenings were held for localcommunity users and clubs to access thefacility. Phase twodiscussionsareongoingwitha number of potential developers.

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2010/11Target

2010/11Outturn

AnnualTrend


LTPPI11 Percentage of travel to work by sustainabletransport

40.3 44.3 47.7 � ☺LTP PI2 (a) Number of Bicycles crossing the city centre

cordon3,967 3,630 4,069 � ☺

ECR15c Revenue generated by total visitors £703.6m £710m £851.7m � ☺ECR15a Day visitor numbers per annum 13.11m 15m 18.3m � ☺LCL/001 The number of visits to Public Libraries during

the year, per 1,000 population9,756 5,722 9925 � ☺



The successful cities of the future will bethose that achieve social and economicprosperity within environmental limits.As cities regenerate and flourish there isa realisation that economic growth doesnot come through trade-offs with socialand environmental quality.


Weworked to deliver effectiveand efficient waste manage-mentmeasures by:

Developing and implement a new longtermwaste strategy by;

• Working with partners and the citizens ofCardiff tomaximisewasteminimisation. Weran home composting and wormery saleswhich resulted in sales of 468 compost bins,195 waterbutts and 38 wormeries. Otherinitiatives have included bike reuse and paintreuse in the community andmultimedia (DVD,

CD, books etc) banks introduced to HouseholdWaste Recycling Centres and we also workedwith IKEA to promote waste minimisationinitiatives such as Real Nappies and No JunkMail forWorld Environment Day.

• As part of the newwaste strategy, completea full public andkey stakeholder consultationonallwaste issues includingweekly recycling.Wecarriedout consultationwhichhas informedthe proposed Municipal Waste Strategy. Thisstrategy was agreed by the Executive inJanuary 2011.

Promoting reduction, re-use and recycling,including:

• Working with partners to implement KeepCardiff Tidy (KCT) campaigns such as ‘Get ItOut for Cardiff’ and the Really RubbishCampaign (including delivery of schoolworkshops, campaigns and awards).Campaigns such as:-

- Schools Against Litter was run in FitzalanHigh, Cathays High, Llanrumney High,Llanishen High andWillows High Schools.

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- Smoking Litter Campaign, where aneducation road show took place on QueenStreet, talking to smokers about theirresponsibilities and giving out free portableashtrays.

- KCT have engaged with the student unionin preparation for campaigns for the nextfinancial year and to review ourcommunication channels to ensure wedeliver the most effective targetedmessages.

- People were fined for dropping smokingrelated litter whilst drug litter has beentackled through partnership event workingwith South Wales Police, Substance MisuseAction Team, Street Cleansing, Bute ParkTeam and City CentreManagement

• Door-to-door education in areaswhere thereare waste issues or low recycling rates. Wefocussed our Education Enforcement activitieson the Cathays area to improve how waste isput out for collection through door to dooreducation.

• Attendance at various local events topromote recycling and waste minimisationinitiatives such as Real Nappies.We ran:

- 15 supermarket recycling road shows- 13ReallyRubbishworkshops, 1ofwhichwasinWelsh

- 2 Prosiect Gwyrdd roadshows- 5 high school litter roadshows- 1 teacher training day

- 73 blocks of flats in Plasnewydd,Adamsdown and Penylan areas and 56large blocks in Butetown and Grangetownareas were educated and issued withcommunal bins/caddies.

- We also updated the web informationrelating towasteminimisationactivities andschemes such as the credit union for realnappies schemeandgood shoppingguides.

• Deliver a new local environmental qualitystrategy to maintain the local environmentby addressing issues such as litter, dogfouling, graffiti, fly-posting and fly-tipping.The new strategy was approved as part of theoverall Waste Strategy for 2011-16. Plans arenow underway to implement the strategy; aCommunication Plan for 2011/12 addressingkey local environmental quality issueshasbeenestablished and keymilestonesmapped out.

• Maximise waste diversion from landfill. Thenew Waste Strategy was approved in Januaryand a project team has been established toworkon thedetailed implementationplan. Thefirst phase of the collection changes wassuccessfully delivered, with all tri-bag areas ofthe city receiving the kerbside caddy in March.Further consultation for wheeled binexpansions in three bag areas has beencompleted and further containerisation takenplace. Post sorting of Household WasteRecycling Centre residual skip waste has beenestablished. Thepercentageofmunicipalwastelandfilled reduced by over 3.5 percentagepoints in 2010/11 compared to the previousyear.

• Deliver an outline business case for a longterm sustainable composting solution. Wehave completed the initial Outline BusinessCaseand thiswasapprovedby theExecutive inJanuary 2011. The document was thensubmitted and approved by the WelshGovernment. A draft project timetable hasbeendrawnupand theproject team identified.

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• Progress a long-term solution for residualwaste to replace landfill by commencing theprocurementprocessassociatedwithProsiectGwyrdd. The Prosiect Gwyrdd joint residualwaste treatment procurement with four otherCouncils achievedakeymilestone inDecember2010 when the Short List for the next stage ofcompetitive dialogue was agreed andannounced. This stage defined the technologyproposedby theparticipatingmarket providers– energy from waste – and proposed siteswithin the five authorities.

We worked towards creating a cleanercity by:

• Realigning the waste collection service toincrease effectiveness and efficiency byimproving the alignment between streetcleaning and waste collection through themerging of these services. Street cleansing isnow undertaken on a zone basis, similar to thewaste collections, but one working day later.The resourcing of the street cleansing andwaste collectionoperationshasbeencombinedand a jointwinter weatherworking agreementwas in place by October. As a result of theseimprovements when two significant servicedisruptions occurred, both cleansingandwastecollectionoperativeswere inaposition toassistHighways in undertaking snow clearance andgritting activities. In both instances servicerecovery commenced quickly.

Creatingamore sustainableandgreenercity by:

• Progressing the Carbon Lite Agenda incollaboration with partners

• Signing the Covenant of Mayorscommitment to go beyond the objectives ofEU energy policy in collaboration withpartners at the Proud Capital Conference inJune 2010.

• We launched the Carbon Lite Action Planwith our partners at the Proud CapitalConference in June 2010. Work is alsounderwayon theadaptationproject ChangingClimate, Changing Places which includesparticipation in a Wales-wide disseminationevent.

• We did not begin carbon trading toincentivise carbon reductionacrossCardiffasat the comprehensive spending review thegovernment abandoned carbon trading.

• Implementing theSustainableDevelopmentAction Programme to integrate sustainabledevelopment into Cardiff Council’s strategicand business planning processes. Weachieved Green Dragon Level 2 in April 2010and have been working towards Level 3.Cardiff’s FairtradeCity statuswas confirmedbythe Fairtrade Foundation for the next 2 yearsand Fairtrade Fortnight was held in early 2011with a Fairtrade Fun Zone in the City Centre.

We updated the Policy Integration Tool (PIT)and the Corporate Plan was subject to a PITsession.

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• Progressing and evaluating a sustainable‘Street Lighting’ project within the city. Wehave prepared an outline business case toevaluate a range of street lighting optionsincluding LED technology. As a result of thisevaluation it was determined that none of theoptions provided a sufficient invest to savebenefit to be progressed at this time.

• Maximising innovative refurbishments toimprove energy efficiency of public andprivate dwellings, e.g.

- Over cladding to improve thermalefficiency. Wewere successful in acquiringCommunity Energy Saving ProgrammeandArbed funding for a Home Improvementscheme in the Bryn Celyn, Heddfan Northand Heddfan South area of Pentwyn. Thisscheme seeks to install overcladding on allproperties in the project area and replaceboilers and install loft insulation wherenecessary. The project will improve 217properties (114 council, 102 private and 1RSL) and is due to finish in June 2012.

- WedeliveredWarmerWalesGrantswithpartners, insulating 409 lofts and 161cavity walls. 2 free gas central heatingsystemswerealso installed. Theestimatedsaving on energy bills is £91,249 per year,andCarbonDioxideemissionswere reducedby 799 tonnes per year. Benefit Advice wasalso supplied through the programme andover 270 clients took advantage of thisservice.

• Embeding effective land use anddevelopment guidelines in planningprocesses to shape a green and sustainablecity, by progressing the Local DevelopmentPlan and the Supplementary Planning

Guidance. We have prepared a draftSupplementary Planning Guidance for smallinfill sites, which will provide urban designguidance for residential infill, backlandand sitedevelopment. We are continuing to work onthe Local Development Plan.

• Reviewing theallotment strategy, undertakea site audit of existing allotments anddevelop new allotments. We undertook siteaudits of existingallotmentsandclearanceandlevellingworkswere completedatCollegeFarmallotment site inautumn2010. It is anticipatedthat the site will reopen for cultivation insummer 2011. The draft Allotment Strategywas presented to the Economy and CultureScrutinyCommittee inNovember2010andweare implementing the action plan

• Further developing Cardiff’s flood defences,includingbydelivering theWhitchurchBrookflood alleviation scheme. The projectappraisal report for the Whitchurch Brookscheme was presented to the WelshGovernment. EuropeanandWelshGovernmentfunding was confirmed..

The Cardiff-wide Preliminary Flood RiskAssessment was agreed by Executive andsubmitted to the Environment Agency in early2011/12.

We worked to regenerate LocalNeighbourhoods by:

• Leading the multi-agency neighbourhoodmanagement work with partners to delivermore responsive and joined up services. TheNeighbourhood Profiles are available toneighbourhood management teams (whichincludepartners) via theProudCapitalwebsite.

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- Improving the quality of private andsocial housing across the city. Keeping ontarget to secure the Welsh HousingQuality Standard (WHQS) by December2012.

Enhance and protect the built and naturalenvironment, by:

• Delivering the Bute Park restoration projectand improving the user experience andsafety within the park through improvedaccess and the segregation of pedestriansand vehicles. We have upgraded the existingpathways and completed newpath linkages inButePark. Anewevent service road forCoopersField was also constructed to facilitate events.The upgraded path network links to the newvehicle access bridge which provides adedicated vehicle entrance and exit point.

Work commenced inNovember2010onanewEducation and Training Centre as part of theBute Park Restoration Project. This is aimed tobe completed by autumn term 2011.

• Developing the Parks & GardensApprenticeship Scheme through the ButePark Restoration Project and by introducingan exchange programme with internationalpartners. Wehosted fourhorticultural studentsfromNantes for a 3 week placement andwereprovidedwith awide range ofwork experiencewithin glasshouse, conservatory, fine turf andconservation. A further placement for alandscape design student from Nantes wasprovided for a 2 week period.

A Leonardo Programme bid for a work basededucation programme was successful and willgo ahead in Spring 2012.

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• Delivering refurbishments at the Cathayslibraryandworkingwithappropriate fundingpartners to secure the second phase of theCardiff StoryMuseum and the developmentof the first floor gallery spaces at the OldLibrary building. Cathays Library re-opened tothe public in June 2010 following an extensive10month refurbishment. The£1millionprojectwas funded with the additional support of a£300,000 grant from theWelsh Government.

The Cardiff Story Museum held a St David’sDaypreviewevent. Thiswas followedbya seriesof preview evenings for contributors,consultative groups, advisors, business sectorand local media. The Cardiff Story staged asuccessful public opening in April 2011 .

• Delivering a comprehensive regenerationscheme for Loudoun Square in Butetown,including new health, community andshopping facilities. Work on a 32-month,phased redevelopment programme began inJune 2010. We completed Phase 1; retailershave been moved to temporary units and theexisting shops demolished. We alsocommenced Phase 2, which will see theconstruction of a new shopping parade, healthcentre and community space.

• Completing the environmental renewalprogramme in North Grangetown and WestAdamsdown. We prepared environmentalschemes, completed resident consultation anddelivered schemes at Allerton Street / StaffordRoad in North Grangetown and System Street/ Planet Street inWest Adamsdown.

• Bringing forward a District Centres strategyto enhance their role at delivering 14environmental improvement projects underthe Neighbourhood Renewal Schemesprogramme, based on ideas put forward bylocal Members. We have prepared a draftstrategy taking into account the results ofconsultation and this will be presented to theExecutive during 2011/12.

We completed the Neighbourhood RenewalSchemes at Canada Road, Lawrenny Avenue,Meirion Place, Hillview, ABC Park and ShelleyGardens.

• Progressing a regeneration scheme forBeechley Drive shops, in accordance withpriorities established in the local centresstrategy. We completed the refurbishmentscheme for Beechley Drive Lower Shops and afeedback survey found that90%of tradersandshoppers were satisfied with the scheme.ACommunity ActionGroupwas established todiscuss ideas for Beechley Drive Upper Shopsand thefinancial viability of the redevelopmentproposal was appraised.

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2010/11Target

2010/11Outturn

AnnualTrend


EEF/002 Percentage reduction in carbon dioxideemissions in the non domestic public buildingstock

6.49 2 1.8 � �The results for 2010-11 show a continued reduction in overall emission from fossil fuels (gas and heating oil) which correlates with thesignificant investments the Council hasmade in improving heating controls, heating plant and building insulation in recent years.However electricity use has risen compared to the previous year & this has offset the reductions in fossil fuel use. There are continuingrising electricity demands in schools from the growth in IT equipment and a number of significant energy intensive buildings such asthe new Central Library opened during the reporting year. More focus will have to be given to reducing electricity use in Councilbuildings alongside the work that it is already being undertaken with regard to reducing gas & oil use.

STS/005 (b) The percentage of highways and relevantland inspected of a high or acceptablestandard of cleanliness

89.03 90 83.75 � �Heavy snowfall resulted in amissed LEAMS survey for Dec/Janwhich impacted the result.

STS/006 The percentage of reported fly tippingincidents cleared within 5 working days

87.16 90 94.48 � ☺WMT/004 The percentage ofmunicipal wastes sent to

landfill61.09 56 57.52 � �

Performance has increased from the previous year, new recycling projects have been introducedmid year, but require a full year todemonstrate the full benefits. TheWaste Strategy has been approved which will bring forward new initiatives in 2011/12.

WMT/001(i)

The percentage ofmunicipal waste reusedand/or recycled.

Combinedin2010/11WMT/009

44 41.97 N/A �WMT/001(ii)

The percentage ofmunicipal waste com-posted or treated biologically in another way.

New recycling projects were introducedmid year, but require a full year to demonstrate the full benefits. An Environment Agencydecision to not allow the inclusion of aggregates in the 2010/11 figures hasmeant that we did not achieve our target 44%. TheWaste Strategy has been approved which will bring forward new initiatives in 2011/12.

WMT/002 The percentage of bio-degradablemunicipalwaste sent to landfill

53.69 60 50.48 � ☺SC/KPI01(a)

Removal of non offensive graffiti within 5working days

93 85 92 � ☺SC/KPI01(b)

Percentage removal of offensive graffiti within1 working day

79 85 83 � �The location of some of the graffiti requires specialised access andworking at height, delaying removal on a small number ofoccasions.

WM/KPI001

Total carbon emission equivalent [CO2equivalent in T/Y] frommunicipal waste

60,636 59,245 54,517 � ☺CT3 The%of Council Stock which complies with

theWelsh Housing Quality Standard (WHQS) -(kitchens)

39.1 60 62.14 � ☺CT4 The%of Council Stock which complies with

Welsh Housing Quality Standard (WHQS) -(bathrooms)

40.23 60 62.78 � ☺CT6 The%of housing stock, underWHQS

compliance, has a SAP rating of >65New for2010/11

50 51.64 N/A ☺HD1 The number of householders who have had

energy efficiency/conservation adviceNew for2010/11

1000 1168 N/A ☺

The health of the population is vital toachieving a world-class quality of life inthe city. Delivering better health, socialcare andwell being for residents througha range of preventative, curative andsupport services is therefore afundamental part of Cardiff’s agenda.Thiswill ensure that Cardiff residents areable to enjoy a healthy and active lifewithpromptaccess toappropriatehealthand social care services when needed.


We promoted and supported Healthyand Active Lifestyles by:

• Working in partnership with Sport Wales(formerly the Sports Council for Wales) todevelop and deliver the Local AuthorityPartnership Agreement (LAPA) to help meetthe sport and physical activity needs incommunities across Cardiff. LAPA projectsmet and delivered their objectives within theallocated budget and we have securedadditional funding of £46,000 to create newsporting programmes for future years.

Responding to thepriorities andgoals identifiedby the Healthy City programme by;

• Working with partners to develop a new 5year plan to address short and long termhealth inequalities and issues and exploredfurther engagementopportunities across thecity.

- A website has been developed,www.cardiffhealthycity.com,

- Cardiff hosted the UK and Ireland HealthyCityCo-ordinatorsNetwork inOctober2010.

- A DVD and leaflet have been developed tosupport awareness raising activities

- TheHealthPartnershipTeamsupported theMinority Ethnic Community Health Fayre inMarch 2011.

• Focusing activities on reducing obesity,promoting active lifestyles,managing stress,encouraging healthy food choices andsensible drinkingandhealthyurbanplanningby developing, with partners, the “HealthyWeights, Healthy City” strategic framework totackle obesity issues. This framework wasadopted by the Health Alliance and an action

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plan was developed to address these issuesalongside the Healthy City programme.

With the Cardiff City Football Foundation wedeveloped the Healthy Lifestyle Programme,which is to be delivered to year 6 pupils in 8schools.

We ensured people’s health is maximised byreducing and managing chronic conditionsmore effectively by:

• Working to prevent and delay the onset ofchronic conditions by promoting healthierlifestyles, taking forward the WelshGovernment’s Change4Life campaign whichaims to prevent obesity and supportingNationalHealthy LivingWeekandNoSmokingDay. We promoted key food and health andphysical activity messages across the city. Inaddition we ran a Christmas campaign onHealthy City website to promote healthy livingmessages on: Alcohol and Christmas, Copingwith Christmas, KeepWell ThisWinter, HealthyEating, Safer eating, Preventing accidents , BeActive at Christmas, Dealing with Loneliness,New Years Resolutions.

• Working to improve the quality of life forthose living with chronic conditions bysupporting themand their carers, tomanagetheir conditions in their own homes. TheChronic Conditions demonstrator project, apilot scheme in partnership with the HealthBoard looking at supporting people living withchronic conditions, came toaclose. Theprojectmadeprogress in themanagementof epilepsyand diabetes and the Epilepsy Steering Groupwill continue to meet and advance the workfurther. ThenewEpilepsynurse ledA&EServicehasbeen shortlisted for aNursingTimesAward

which is notable acknowledgement of theachievements.

• Developing and implementing a new carerspolicy and guidance, and developed a jointstrategy for carers with the Vale of GlamorganCouncil and the Cardiff and Vale UHBwhich iscurrently under consultation. We piloted apolicy for Recording and Completing Carers’Assessments and introduced this to all AdultServices staff in linewith the rolloutof recordingCarers Assessments electronically. Other carerpolicies will be introduced and/or updated asappropriate.

Ensuring High Environmental Standards

Wecontinued todevelop innovativeactivities todeliver leading environmental standards by:

• Progressing activities under the e-coli Group.TheNational FoodHygieneRating systemwaslaunched inOctober2010. Our corporateE-coliworking groups continued to meet and acorporate E-coli officer has been appointed toprogress this issue. We have agreed the FoodSafety Broadly Compliant policy to implementrecommendations made to local authoritiesfrom the Pennington Inquiry into food safety.

Take forward measures to address air, land,water, noise, and light pollution by:

• Monitoring air quality in ‘hot spot’ areaswhere action has been taken, such as St.Mary Street. Monitoring in and around the StMary Street Air Quality Management Area(AQMA) and the Ely Bridge AQMA is ongoingand action plans are being implemented.Monitoring continues in and around theStephensonCourt areaofNewportRoadwhere

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the Public Protection Committee approved thedeclarationofa furtherAQMAat itsmeeting inJune 2010.

• Review the deployment of the ‘after-hoursnoise team’ tomaximise their impact. A jointoperation between South Wales Police andCardiff Council theOut ofHoursNoise team torespond to out of hours calls regarding noisenuisance in the student occupiedareas aroundFreshersweek. Theoperation resulted in severalsuccessful interventions and spread themessage tonewstudent residents of the toughapproach taken to deal with noise nuisanceand anti-social behaviour. This operation builton work between the Private Sector HousingTeam inmaking landlords in Cathays aware oftheir duties in respect of anti-social behaviourunder the new Licensing regime.

The Noise & Air Team have attended PACTmeetings in other wards with a relatively highrate of noise complaints to discuss the work ofthe teamandhowresidentsmayaccess theoutof hours service.

Ensuring that vulnerable people haveaccess to services to reduce healthinequality

We ensured people have the opportunity to beas healthy as possible by:

• Increasing the flexibility of support withregards to domiciliary and home care. Weprocured new domiciliary care contracts withthe independent sector for older andphysicallydisabledpeople to improve theeffectiveness ofservices to this group of service users.

• Meeting the needs of individuals andsupporting carers with the provision ofrespite services. A voucher scheme wasdeveloped and piloted to enhance the choiceavailable to carers in respite careprovision. Thescheme offered 36 additional respite hours touse with preferred providers. A new schemewithmoreflexibility is nowbeing considered for2011/12.

• Expanding and enhancing assistivetechnology through the community alarmservice and reviewing operating arrange-ments involving the tele-care service. Wetransferred the Management of theCommunity Alarm Service to our Housingsection. We continued to contribute to theSouth East Wales Improvement CollaborativeProject for Telecare and Telehealth. Thenumber of telecare users on contract increasedby over 8.5% between June and December2010.

• Broadening and deepening the approachesto integrated health and social care incollaboration with the Cardiff and ValeUniversity Health Board. The Health andSocial Care Integration Board made goodprogress in Adult Mental Health. Assessmentand Care Management focusing on HospitalDischarge, Joint Learning Disability Servicesand Joint Commissioning. Results BasedAccountability workshops were completed forthe establishment of the Assessment andTransfer of Care team, the project structure fordevelopment of the Unified Assessment wascreated and weekly patient flow meetings('Super Tuesday') are now well established.Principles of patient discharge to 6 week ShortTerm Assessment and Response Service /reablement services have been agreed withCardiff Social Services.

Cardiff Council


PA G E 3 4

We developed the role of Adult Services as alead commissioner and shaper of public servicesresponsive to local needs for older andvulnerable people by:

• Planing the services thatare required to caterfor thebroaderneedsof clientgroups. Wearerevisingour JointCommissioningStrategies forPeople with Physical Disabilities, Older Peopleand LearningDisabilities. It is anticipated thatnew strategies will be completed in Autumn2011.

• Transforming caremanagementprocesses tobecomemoreoutcomecentredand toutiliseexisting community resources to maintainpeople in their own homes. We worked onremodelling our Unified Assessment processwhich required large changes to CareFirst, thesystem used in Social Care. Training for casemanagers and managers in outcome-basedapproaches to assessment and care planningcontinues.

• DevelopingNeighbourhood focused teams inpartnership with Cardiff and Vale UniversityHealth Board. he development ofneighbourhood teams will follow on from theimplementation of the new Cardiff and Valelocalities. The locality boundaries were agreedbetween Adult Services and the Health Boardand work is now ongoing to finalise theAssessment and Transfer of Caremodel.

We promoted good health for children in need,including looked after children and care leaversby:

• Workwith youngpeople inChildren’sHomesto reduces smoking and improveunderstanding of healthy eating. OurChildren’sHomesarenowsmoke freeandworkcontinues on food safety and promotinghealthy diets and exercise.

Cardiff Council


PA G E 3 5


2010/11Target

2010/11Outturn

AnnualTrend


SCA/001 The rate of delayed transfers of care for socialcare reasons per 1,000 population aged 75 orover

6 5.8 7.12 � �The increase in the rate of delayed transfers relates to the increased pressure on the hospital social work services inMarch 2011

SCA/002 (a) The rate of older people (aged 65 or over)supported in the community per 1,000population aged 65 or over at 31March

47.03 42 45.89 � ☺SCA/002 (b) The rate of older people (aged 65 or over)

whom the authority supports in care homesper 1,000 population aged 65 or over at 31March

19.57 19.5 20.05 � �

Results based on number of clients on the books receiving services in care homes on the last day of the period (31stMarch). The totalnumber of people supported in Care homes in 2010/11 actually shows a decrease from 2009/10.

SCA/003 (b) The percentage of clients, in the following agegroups, who are supported in the communityduring the year aged 65+

83.2 83 83.21 � ☺PSR/002 The average number of calendar days taken

to deliver a Disabled Facilities Grant.189 280 307 � �

During 2009/10 an increase of 43%of referrals received against the previous year and a reduction of Capital funds resulted in abacklog, the winter weather also had an impact on external work. We have implemented newmeasures e.g. systematic review of oldcases including additional consultation with occupational therapist tomonitor our longest standing cases to ensure they aremovedthrough the systemwithin prescribed time frames.

Cardiff Council


PA G E 3 6


2010/11Target

2010/11Outturn

AnnualTrend


PSR/006 The average number of calendar days takento deliver low cost adaptation works in privatedwellings where the Disabled Facilities Grantprocess is not used

83.95 90 101.75 � �

2011 saw the end of an existing contractual arrangement for service delivery. The following procurement process was challenged byan unsuccessful contractor. A review of the process, and a subsequent complete re tender round, had an adverse effect on deliveringtimely services. We are undertaking a remodelling exercise in partnership with Care & Repair and it is anticipated that performance willimprove bymid 2011/2012.

PPN/008 (i) The percentage of new businesses identifiedwhich were subject to a risk assessment visit orreturned a self-assessment questionnaireduring the year for Trading Standards

67 50 57 � ☺

Budget constraints and reductions in staffingmeant that less proactive work could be carried out in identifying and inspecting newbusinesses.

PPN/001 (i) The percentage of high risk businesses thatwere liable to a programmed inspection thatwere inspected, for Trading Standards

100 100 100 � ☺PPN/007 (i) The percentage of significant breaches that

were rectified by intervention during the yearfor Trading Standards

89.9 85 90.9 � ☺PPN/008 (ii) The percentage of new businesses identified

which were subject to a risk assessment visit orreturned a self-assessment questionnaireduring the year for Food Hygiene

72 100 57 � �

The number of new businesses which are set up during the year is unpredictable. During 2010/11, 506 new premises were identifiedand 202 additional inspections required. Given the additional programmed inspections required during the year, resources weretargeted at high risk premises. We inspected all new businesses outstanding from 2009/10 and a desk top risk assessment process wasapplied to any additional new premises identified during the year. Any premises considered to be high risk premises were alsoinspected. It is intended that additional resource is targeted at this area in 2011/12 to deal with the premises that remainoutstanding.

PPN/001 (ii) The percentage of high risk businesses thatwere liable to a programmed inspection thatwere inspected, for Food Hygiene

100 100 100 � ☺PPN/009 Percentage of food establishments broadly

compliant with food hygiene lawsNew for2010/11

Baseline tobe

determined

67.61 N/A N/A

This is lower than the national average due to the high turn over of premises in Cardiff. Resources are being switched to this activity in2011/12.

LCS/002 The number of visits to local authority sportand leisure centres during the year per 1,000population where the visitor will beparticipating in physical activity.

9,777 9,823 9,728 � �

Cardiff suffered the worst winter conditions in 100 years in December 2010which included very heavy snowfall. All Cardiff’s Leisurefacilities were forced to close during this period due to the severity of the weather which adversely affected the result. Improvementsin data collection of attendance figures have also led to a reduction in this indicator.



Continuing Cardiff’s proud tradition ofsocial justice, the Council will work topromote opportunity and respect andlead the way in engaging andmanaging diversity. Integration andparticipation remain important partsof social cohesion and reflects thecapacity of a society to ensure thewelfare of its members.


We worked to establish the CardiffNeighbourhood Management Modelby:

• Progressing the Transforming Neigh-bourhoods approach to reduce theprosperity gap between neighbourhoods.The strategic needs assessment is now beingdisaggregated to neighbourhood levels and6 Neighbourhood Management teams areconsidering the findings with a view todeveloping 2011/12 action plans for eachneighbourhood to support the achievementof the What Matters strategy.

We worked to effectively respond tothe way citizens want to accessservices:

Working with partners to deliver informationand services in a way that is tailored to meetthe needs of citizens, by:

• Working with voluntary advice centres toimprove the provision of advice in the city.We have engaged with a number of partnervoluntary organisations in order to improveservices with the long-term aim ofdeveloping a geographically united locationfor a voluntary service centre for the citizensof Cardiff. In the short term, work is beingundertaken to promote the services of anumber of voluntary organisations viacorporate channels such as cardiff.gov.uk,cardiffdigs.co.uk and internally via theintranet.

Awareness sessions for the Guide Dogs forthe Blind organisation have begun at CentralLibrary in collaboration with the C2C HelpCentre. Work was also completed to install aCitizens' Advice Bureau kiosk on the groundfloor of Cardiff Central Library with C2C andlibrary staff able to guide customers tofinding the advice that they need.

Cardiff Council


Cardiff is a fair, just and inclusive society

PAG E 3 7

• Developing and implementing anaccessible communications policy. Theactions from this policy are included in theSingle Equality Scheme which is due to beprogressed throughout 2011/12.

• Providing a secretariat function for theemerging Equalities Network in Cardiffand improve engagement with otherequality organisations across the city. Werecruited an Equality Network Officer whomet with all the Quality and Human RightsNetwork (EHRN) partners. The EqualitiesTeam also facilitated the involvement oflocal voluntary and community equalitiesorganisations in the ‘What Matters!’community engagement events in March2011 through the EHRN. Plans for the EHRNto work in partnership with the Council inmanaging community engagement on theCouncil’s Equality Scheme have beenfinalised and the events will take placeduring 2011/12.

Voluntary Action Cardiff has produced anEqualities Code of Practice (through theCardiff Voluntary Sector Compact) to adviselocal voluntary organisations how best tomainstream equality and manage diversityin their work.

• Exploring options to adjust opening hoursacross libraries to meet customer needs,within existing resources. Due to fundingissues this is now being considered as onestrand of the Citizen Focus Programme.

• Delivering a generalist advice service inline with priorities identified by thecommunity to ensure available funding iseffectively targeted. Citizens contactingC2C are able to make customer suggestionsbased on the services that they receive from

the Council. We introduced outboundcustomer satisfaction surveys which alsoseek to identify the areas that callersappreciate or feel could be improved.Customers can also provide feedback onC2C's services by using an online surveyform. Customer feedback is passed ontoservice areas.

We improved access to housing across thecity by:

• Reviewing the Private Sector HousingRenewal Policy including financialassistance services. The HousingImprovement Trust will partner with Cardiffto deliver externally funded loans. Thisaction will be progressed further during2011/12.

• Delivering a single assessment centre forhomeless people which includes healthand training facilities, along withreplacement day centre and supportedaccommodation units. We relocated staffinto alternative accommodation at the endof 2010. Work has begun on site for the newsingle assessment centre, with a reoc-cupation date in summer 2012.

• We reviewed the existing provision ofservice delivery within physical locationsacross the city.Our Customer Services Teamare leading on work to identify opportunitiesto restructure service provision from backoffice locations to frontline positions in orderto deliver operational efficiencies andimprovements in customer service. A numberof projects are underway at present and areinvestigating the potential to simplify,relocate and review service provisionincluding the development of multi-service,face-to-face Customer Hubs.

Cardiff Council


PA G E 3 8

We worked on promoting equality ofopportunity and participation indecision making by:

• Increasing provision of appropriateresources in areas of most need, andexploring and progressing opportunitiesfor local area working. A number of projectswere developed with key service providerswithin the communities, particularlyprogrammes of Summer Activities to engageyoung people. Neighbourhoodmanagementteam meetings have been attended byCommunities First coordinators, and theProgramme Manager, Senior Coordinatorand Business Support Manager have alsorepresented the needs of Communities Firstcitizens by attending other meetings withservice providers, including the Children &Young People’s Partnership, Action on ChildPoverty Sub-group and Schools & LifelongLearning.

• Identifying barriers to participation inCouncil services, and working withpartners to remove or reduce thosebarriers. Our Customer Services Team areinvolved in the development of accesschannels to reduce social and digitalexclusion. Through the use of technologiessuch as the internet and interactive digitalTV, citizens in harder to reach or traditionallyexcluded groups will be encouraged toengage and transact with the Council inways that have not been available to thempreviously. Work continues to encourage useof these alternative access channels with asoft launch of the iPhone and Android appsdue in 2011/12. We are also beginning toengage with citizens using Twitter, Facebookand other emerging web technologies.

The Connect to Cardiff Outreach servicecontinues to expand its base of partners byworking in a wide range of locationsthroughout the area and in conjunction withcommunity groups, public services andprivate companies to deliver accessible face-to-face services.

• Developing and implementing a new‘Customer Service Approach’. TheConnecting Citizens 2 Project created theCustomer Service Advisory document suiteto provide a corporate framework for theprovision of exceptional customer service.The suite currently consists of the CustomerService Strategy, Corporate CustomerService Standards, Access Channel Strategyand Plain Language Guidelines. Theapproaches and techniques laid out in thesedocuments are being actively rolled outacross the Council in order to standardise thecorporate approach to customer service.

We focused engagement and participationactivities for those that require greaterassistance to access services by:

• Enhancing the gypsy travellerengagement initiatives with significantimprovements to living accommodation atthe Shirenewton site. We carried out Phase3 of the improvement works, including newboundary walls to each pitch, repairs to outerboundary fence, extending internal andexternal pitches to incorporate more greenspace and providing a single metered watersupply and an external plug socket to eachpitch. The Council is negotiation withWelshWater regarding individual supply.

Cardiff Council


PA G E 3 9

We provided appropriate support anddevelopment opportunities for children inneed, including looked after children, by:

• Improving the range of foster careplacements. We have worked in partnershipthrough the South East Wales ImprovementCollaborative (SEWIC) to develop and agreea framework for increasing foster andresidential care placements. Work is ongoingon a communication strategy for foster carerecruitment and significant work has beenundertaken in respect of developing thedelivery plan for the Placements Strategy.

• Redeveloping a children’s home at the oldJohn Kane site in Thornhill. We aresubmitting an application for registration ofthe premises as a children’s home. The staffgroup are engaged in a programme offamiliarisation with the premises and groundand a training programme. The first intakeof children should be able to be received in2011/12.

• Improving the integration of supportservices for children in need and the adultswho look after them where adults haveneeds that require assessment and/orservices to meet them. We are developinga small scale Integrated Family SupportTeam (IFST) pilot in one neighbourhood. Weheld a Joint Conference of Adult andChildren’s Services which resulted inimprovements to our working protocols andupdated the delivery plan.

• We progressed the Job Evaluation processto deliver an equality proofed fair andtransparent pay and grading structure andassociated terms & conditions for Council

staff. Detailed negotiations commencedwith the Trade Unions and animplementation plan is being developed toinclude a communications strategy,resourcing of a Single Status Help Desk anddevelopment of specific approach toSchools.

We improved, with partner agencies, therange and quality of services for children whoare disabled and with complex health needs,through:

• A new school at Ty Gwyn for children withprofound andmultiple learning difficulties,including enhanced capacity for severeand challenging autism, which has openedin September 2010.

• Establishing an Autism centre at theBishop of Llandaff High School subject toapproval. The Autism Centre has beenestablished on site in temporary accom-modation, pending completion of the newbuild which is scheduled for completion in2012.

• Working with partners to develop andsupport effective community developmentthrough the new Ask Cardiff citizenengagement framework which coordinateslocal information. The Ask CardiffManagement Board (Cardiff Council, Health,Police, Fire, VAC) established a set of jointobjectives andmade the Ask Cardiff websitemore user friendly. Ask Cardiff consulted onthe newWaste Strategy, Local DevelopmentPlan, Childcare Strategy, Resident Parkingand changes to waste collection inPlasnewydd.

Cardiff Council


PA G E 4 0

We modelled the outcomes from the JointNeeds Assessment down to a neighbour-hood level. This has allowed for thepreparation of detailed neighbourhoodprofiles for neighbourhood managementteams to utilise when developing their actionplans for 2011-12. The Ask Cardiff teamhave also been working with the WelshGovernment to develop a local dataobservatory.

• Ensuring that social care is delivered in away that allows citizens to fully receivetheir entitlements. We continued to be partof the Citizen Centred Support Network withthe Social Service Improvement Agencyexploring practice. We consulted onproposed changes to the Direct PaymentsScheme will offer further opportunities forservices for individuals who do not havecapacity to consent. We started arranging asteering group meeting for Citizen DirectedSupport.

We identified and engaged in activities toreduce child poverty and its impact onchildren’s life chances.

• Developing with partners a new strategyand action plan to address child povertyand support the child poverty strategygroup being taken forward by the Childrenand Young People’s Partnership andCommunities First. We have incorporatedthe Child Poverty Strategy that waspresented to the Children and YoungPeople’s Partnership Board into the finaldraft of the What Matters IntegratedPartnership Strategy. The strategy will moveinto the implementation phase in 2011/12.

• Progress workshops to explore the issuesof income poverty, service poverty andparticipation poverty. The workshops werecompleted as planned and contributedtowards developing indicators that wereincluded in the results based scorecards forthe What Matters Integrated PartnershipStrategy.

Cardiff Council


PA G E 4 1

Cardiff Council


PA G E 4 2


2010/11Target

2010/11Outturn

AnnualTrend


BNF/004 Time taken to process Housing Benefit (HB)and Council Tax Benefit (CTB) new claims andchange events.

17.02 17 11.38 � ☺BNF/005 The number of changes of circumstances

which affect customers’ entitlement toHousing Benefit (HB) or Council Tax Benefit(CTB) within the year.

1,964 N/A 1,995 N/A N/A

CT3 The%of Council Stock which complies withtheWelsh Housing Quality Standard (WHQS) -(kitchens)

39.1 60 62.14 � ☺CT4 The%of Council Stock which complies with

Welsh Housing Quality Standard (WHQS) -(bathrooms)

40.23 60 62.78 � ☺CT6 The%of housing stock, underWHQS

compliance, has a SAP rating of >65New for2010/11

50 51.64 N/A ☺HHA/013 The percentage of all potentially homeless

households for whomhomelessness wasprevented for at least 6months

11.26 30 18.79 � �Following a very low outturn for 2009/10, the data collectionmethod has recently been reviewed and further prevention details arenow being collected.We have seen some of these initial changes impact on the figure which indicates an improvement of 7%. As thisPI relies on data 6months in arrears, it is anticipated that significant improvement will occur later in the year as figures feed in afterthe 6month period.

PLA/006 The number of additional affordable housingunits provided during the year as apercentage of all additional housing unitsprovided during the year.

34.95 10 13.45 � ☺

Performance in 2009/10 was exceptional and the number in 2010/11 has fallen back to amore realistic level.

PSR/004 The percentage of private sector dwellingsthat had been vacant formore than 6monthsat 1 April that were returned to occupationduring the year through direct action by thelocal authority

6.8 4.94 4.94 � ☺

From a recentWelsh Audit Office audit and our ability to obtain a definition from theWelsh Government as to what constituted"newly completed" dwellings, we had to amend our figures to include purpose-built flats in Cardiff Bay. This resulted in thedenominator increasing and the resultant decrease in our performance figure.

THS/007 The percentage of adults aged 60+who holda concessionary bus pass

94.43 100 96.98 � �Improved datamanagement has contributed to a better result than achieved in 2009/10. However, whilst eligible people areencouraged to take up concessionary passes, not all do so.



The Council is taking forward aprogressive agenda for change. Werealise that we cannot deliver thisambitious programme in isolation,whichis why we are leading the way withinnovative partnerships with both thepublic and private sector. This marks afundamental change in how the Counciloperates, as we seek to simultaneouslyimprove organisational efficiency andrespond to the needs of citizens.


We continued implementing theStrategic Trans-formational Changeapproach to achieve innovation andefficiency in thedeliveryofpublic servicesby:

• Actively working with the StrategicTechnology Partner, Tata ConsultancyServices (TCS) to deliver technology enabledprojects, including the first of these projects-Internal SharedServices. The Internal SharedServices project has continued to roll out

modules of the DigiGov system, including;Develop – Personal Performance andDevelopment Review process; and Manage –Grievance process.

• Progressing the procurement of a SocialInfrastructure Partnership and a BuiltEnvironment Partnership. The Executiveauthorised the replacement of the proposedBuilt Environment Partnership and SocialInfrastructure Partnership procurements withan accelerated internal transformationapproach.

• Working with the Strategic Risk Partner,Marsh, to ensure that all strategic risks areeffectively managed. Marsh continues toattend and input to the Risk ManagementSteering group and contribute to developmentof risk management in different areas. Theyhave provided a Project Brief to undertake anassessment, from an external perspective, ofthe governance arrangements andmanagement of risks of the transformationagenda. This work will provide assurance keyrisks are being identified and managedeffectively against a backdrop of soundgovernance arrangements.

Cardiff Council


The Council delivers positive outcomes for thecity and its citizens through strong partnerships

PAG E 4 3

• Develop a Land and Property Strategy tomaximise the Council’s assets. This work wasincorporated into the Land and BuildingsTransformation Programme as part of thecouncil wide Strategic TransformationInitiative. Our work on rationalising officeaccommodation - “Our Space” Project wasendorsed by Executive in December 2010. Areview of the council's non operational estatecommenced.

We progressed seamless public servicesfor citizens and communities within thecontext of strong democraticaccountability by:

• Developing a new Community Strategy andthe statutory Children and Young PeoplePlan, Health Social Care andWell-being Planand Community Safety Plan within anintegrated framework. We brought togetherthese strategies and plans under a singleIntegrated Partnership Strategy - WhatMatters. In this way we will better align our

provision of service, minimise wastefulduplication to make the public pound gofurther and focus our respective expertise onareas where there is an agreed need.

• Building on the out of hour service for adultand children social services that CardiffCouncil shares with the Vale of GlamorganCouncil, and explore the potential for closerintegration of health out of hour services.The Emergency Social Work Service for Cardiffand theVale continue toworkalongsideHealthout of hours. Adult Services are continuing towork towards a joint basewithGP’s andOut ofHours District Nurses in the refurbished CardiffRoyal Infirmary premises.

• Working with partners to bring togetheradult community mental health servicesacross Cardiff and the Vale of Glamorgan,integrated under the management of theUniversity Health Board. We made progressduring 2010/11 and plans are now in place tointegrate information systemsduring2011/12.

Cardiff Council


PA G E 4 4


2010/11Target

2010/11Outturn

AnnualTrend


Ask CardiffSurvey

Percentage of people that like Cardiff as aplace to live

92 92 93 � ☺Percentage of people who are satisfied withthe way the Council is running the city

68 70 AutumnSurvey

N/A N/A

Percentage of people who think the quality ofCouncil services are good overall

64 60 66 � ☺Percentage of people who think the Counciloffers residents good value formoney

41.3 40 44 � ☺Percentage of people who are satisfied withthe level overall of services the Councilprovides

82 85 AutumnSurvey

N/A N/A

F/CP/TA01 Level of cumulative efficiency savings reportedtoWelsh Government

£6.5m £4.5m No longer collected

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