CARDIFF COUNCIL

CYNGOR CAERDYDD

COUNCIL: 24 FEBRUARY 2011

EXECUTIVE PROPOSAL AGENDA ITEM:

BUDGET PROPOSALS 2011/12

Reason for this Report

1. To enable the Executive

(i) To submit to Council their proposal of the estimates of

expenditure and income in order to set the Council Tax in
accordance with the Local Government Finance Act 1992.

(ii) To recommend to Council the strategy and plan for the control
of the Authority’s borrowing and investments for the year
2011/12 (the Annual Treasury Management Strategy).

(iii) To recommend to Council the Prudential Code capital

expenditure and treasury indicators for 2011/12–2013/14 and
the Council’s Minimum Revenue Provision Policy for 2011/12.

(iv) To set the rent levels for Housing Revenue Account properties,
service charges and management fees for leaseholders for
2011/12.

(v) To agree the rates of fees and charges for Council services for
2011/12.

Background

2. The Council’s key Strategic documents are the Community Strategy,

Corporate Plan and Budget. For 2011/12, the Corporate Plan has
been prepared alongside the budget and priorities in the plan are
resourced within this budget proposal. The Corporate Plan itself is
considered elsewhere on the agenda for this meeting and it can be
seen that it continues to be outcome focussed following the
establishment of this new approach last year. The Council’s budget
supports these outcomes through detailed activities set out in the
individual Service Plans.

3. The report to the Executive Business Meeting in October 2010 on the

Budget Strategy for 2011/12 set out a broad framework to enable work
to commence on budget preparation. The strategy was written within

Page 1 of 71
 the context of continued uncertainty of public sector finances that was
not expected to become clear until after the Welsh Assembly
Government (WAG) had published its budget in late November
following the announcement of the Comprehensive Spending Review
(CSR) in October 2010. Thus the strategy was compiled using the
WAG’s financial planning assumption of a 3% reduction in Aggregate
External Finance (AEF) funding in each of the three years from
2011/12 while also protecting secondary healthcare and expenditure
on schools.

4. As a result of the significant uncertainty, the budget strategy required

service areas to identify potential savings based on two scenarios of
12.5% and 16% of controllable budgets in order to allow some
flexibility when the Provisional Settlement was received. Although the
strategy continued the policy to protect school delegated budgets from
contributing to required savings, the report made it explicit that the
position would be reviewed if the settlement was worse than expected.

5. In anticipation of the requirements of the strategy, employees were

invited to be considered for voluntary severance (VS) subject to the
approval of a business case. Discussions have subsequently been
held with both staff and trade unions and individual business cases
have been identified. In some cases where early release of an
employee was possible this has taken place in order to improve the
financial position in the current year. These form part of the overall
number of voluntary severances that have been agreed and their
impact has been included as part of this budget proposal. In addition
and in order to maximise the number of applications that could be
supported a council wide exercise was undertaken to ensure that
opportunities were not restricted within individual service areas.

6. The strategy also reviewed the Council’s approach to transformation

and recognised that more focus must be given to driving the projects
forward in order to extract the achievable savings from the
organisation. To support the acceleration of tangible savings being
achieved, seven programmes were identified in order to transform in-
house services and become more responsive to our citizens. The
report also recognised the need to invest in and build upon the
Council’s internal capacity in order to ensure that the new ways of
working are sustainable in the long term.

7. Work on the savings proposed by service areas was carried out during
the Autumn and Winter to ensure that those taken forward were
realistic and achievable. This included a robust risk assessment
exercise and an equality impact exercise where applicable.

8. The Budget Strategy report also considered the Capital Programme as

this is a key element of the Council’s budget. It is important that the
long term priorities identified together with the resources to fund that
investment are considered along with their associated risks.

Page 2 of 71
9. The Budget Strategy Report in October 2010 reiterated that the
current Capital Programme (2010/13) requires resources from
additional borrowing and general capital receipts of £12.4 million and
£12.1 million respectively. With concerns over the high level of
national debt the outlook for future capital funding was forecast as
bleak, leaving little if any opportunity for new schemes funded by the
Council. However it was deemed important to provide opportunities
for investment which were affordable, sustainable and in accordance
with the Corporate Plan. Such schemes would:

• Be self financing over a prudent period of time through revenue

savings or additional income demonstrated by a robust business
case.
• Be self financing by releasing land and property with certainty of
disposal within a short period of time.
• Attract a significant level of partner/external grant support where a
Council contribution is necessary.

10. As part of budget preparation, consultation has taken place through:

• Ask Cardiff Survey

• Scrutiny Committees
• Trade Unions
• School Budget Forum

11. Appendix 1 attaches the letters received from Scrutiny committees

consideration of the Executive’s budget proposal and draft Corporate
Plan. In addition it includes a summary report of the results of the
2010 Ask Cardiff Survey, including a comparison with findings from
previous years.

12. The main findings of the 2010 Survey show that community safety and
crime prevention is the top spending priority for Cardiff residents
followed by street repairs and traffic management and attracting and
retaining jobs. These findings are largely consistent with the findings
from the 2009 Ask Cardiff Survey although street repairs and traffic
management has replaced litter, street cleansing and recycling as a
key priority for residents of Cardiff.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010
1st Community Community Community Community Community
Highest safety and safety and safety and safety and safety and
Priority crime crime crime crime crime
prevention prevention prevention prevention prevention
2nd Litter, street Litter, street Litter, street Attracting Street repairs
Highest cleansing cleansing cleansing and and and traffic
Priority and and recycling retaining management
recycling recycling jobs
3rd Education Education Street repairs Litter, street Attracting and
Highest and traffic cleansing retaining jobs
Priority management and
recycling

Page 3 of 71
 13. The findings of the survey also show that major events and venues,
regeneration of the City Centre and Cardiff Bay and libraries are the
lowest spending priority areas for Cardiff residents. Again these
findings are largely consistent with the findings from previous Ask
Cardiff Surveys.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010
1st Major events Major events Major events Libraries Major events
Lowest and venues and venues and venues and venues
Priority
2nd Libraries Natural and Regeneration Regeneration Regeneration
Lowest built of the city of the city of the city
Priority environment centre & centre and centre and
Cardiff Bay Cardiff Bay Cardiff Bay
3rd Regeneration Regeneration Libraries Major events Libraries
Lowest of the city of the city and venues
Priority centre & centre &
Cardiff Bay Cardiff Bay

14. Comments received from the Trade Unions are summarised in

paragraph 287. The School Budget Forum met on 4 and 10 February
to consider the Executive budget proposal as it affected their remit.
The Forum was generally supportive and commended the Executive
on being able to protect and increase overall school budgets although
Headteachers would need to wait to see how the budget changes
impact on individual schools. The timing of the Scrutiny committees
mean that any written comments that are received will be circulated at
the Executive Business Meeting.

15. In addition, the Members’ Budget Forum has received briefings from
the City & County Treasurer during the budget preparation period.

Issues

Budget 2010/11

16. The Council’s Budget Report for 2010/11 identified significant

operational and financial challenges in the medium term. These were
reviewed as part of the Budget Strategy Report and are set out below:-

• Continuing demographic demand for social services if trend lines

vary significantly from the anticipated position (i.e. January 2010).
• Continuing challenges in achieving income from fees and charges.
• Ability to comply with arrangements at waste facilities and as
advised by the Environment Agency.
• Maintenance of facilities and assets where no commuted sums are
available to assist.
• Total impact of new pay and grading model when implemented.
• Realisation of cashable benefits from the (Strategic)
Transformational Change Programme.
Page 4 of 71
 • Service impact of the significant reduction in headcount expected
over the medium term.
• Level of Harbour Grant to be approved by the WAG and any
consequential impact on service provision and employees.
• Increasing pressure on the capital financing budget resulting from
the impact of additional borrowing undertaken in support of the
Capital Programme.

17. The Month 8 Monitoring position is included elsewhere on the Agenda

for this meeting and shows a projected surplus of £210,000 for the
Council as a whole. This is a slightly better position than that reported
at Month 6 and is despite significant financial pressures continuing to
be evident in a number of service areas but particularly in relation to
the Adults, Children’s and Schools and Lifelong Learning services.
Although there is still some evidence of financial pressures being
linked to the economic downturn, the real concern remains as to the
long term budget needs of the three service areas mentioned above
and which need to be considered as part of the 2011/12 budget.

The 2011/12 Settlement

18. The dates of the budget settlement have been later this year as a
result of the CSR and the subsequent compilation of the WAG budget.
The final Local Government Revenue and Capital settlement for
2011/12 was announced by the WAG’s Minister for Social Justice and
Local Government on 2 February 2011. This followed the
announcement of the Provisional Settlement on 23 November 2010
and took into account responses that had been received during the
consultation period. The main points to note in the settlement at an all
Wales level:

• An overall reduction in AEF for 2011/2 of 1.4% with indicative cash

increases of 0.2% and 1.3% for 2012/13 and 2013/14 respectively.
• Inclusion of a floor mechanism set to avoid authorities receiving a
reduction of more than 1.7%. Twelve authorities contributed to the
floor for 2011/12.
• A number of grants were transferred into the Revenue Support
Grant (RSG) which serves to reduce the amount of hypothecated
funding provided outside the settlement.
• The requirement for local authorities to protect schools and social
care budgets by 1% more than the change in the WAG’s budget in
each of the next three years.

19. Within the Settlement papers, the Minister made it clear that the level
of any council tax increase was the subject of local determination
although as in previous years he stands ready to use the capping
powers vested in Welsh ministers to limit any increases that he
“considers unreasonable in all the circumstances”.

Page 5 of 71
20. The final allocation of funding produced a range of change in AEF of
between 0.053% and -1.7% with Cardiff’s settlement being the only
increase and which delivered additional resources over 2010/11 of
£208,000. Within this figure is Cardiff’s contribution to the floor
mechanism which has been calculated at circa £1.1 million.

21. The main reason for Cardiff’s above average increase is the fact that
Cardiff’s general population increase was again the highest in Wales
and serves to help explain the demographic and service pressures
that are being experienced in some of our demand led services as
mentioned previously in this report.

22. In addition, as part of the overall settlement for Wales, information on

specific grants amounting to £473 million (£766 million in 2010/11 after
restatement to reflect some grants being transferred into RSG in
2011/12) was published although this is not a final list and details of
some significant grants are not yet available. Appendix 2 sets out the
current list of known grants. At a local authority level the position is
even less certain with the only information currently available for
Cardiff shown overleaf:

Grants announced listed for Cardiff but still liable to change

Grant Name £
Appetite for Life Specific Grant 198,563
CBDC Cardiff Bay Regeneration Grants 7,500,000
Community Purposes 374,276
Cymorth – the Children and Youth Support Fund 4,725,931
Flying Start Revenue grant 4,844,853
Foundation phase 8,934,433
Induction 45,035
Learning Disability Strategy (Resettlement) 7,663,283
Learning Pathways 14-19 1,345,447
Local Transport Services Grant 778,010
Resources for Local Planning Authorities 70,000
Unlocking the Potential of Special Schools 92,064
Welsh Medium Bilingual Grant 116,697
Youth Service Revenue Grant 189,020
Total 36,877,612

23. Generally these specific grants will be available to the particular

service area as additional resources, subject to the relevant terms and
conditions.

Protection for Schools and Education Indicator Based Assessment

(IBA)

24. The WAG First Minister made a commitment to protect Schools

funding by 1% above the Revenue Block Grant received by the WAG
from the UK Government.

Page 6 of 71
25. In order to evidence this level of protection, each Local Authority has
been asked to demonstrate for each of the following three financial
years that Individual Schools’ Budgets (ISB) are adjusted in
accordance with the indicative target set for each year.

26. The broad principle is that each council’s net ISB should be adjusted
to deliver a 1% better settlement than the WAG revenue budget
received in the CSR (see table below), adjusted to take account of any
increase or decrease in pupil numbers each year (as this will impact
on the level of funding each council receives through AEF).

WAG Budget Level of

Protection
% %
2011/12 -1.33 -0.33
2012/13 +0.58 +1.58
2013/14 +1.08 +2.08

27. The table shows that for 2011/12, ISBs should decrease by no more
than 0.33%. The mechanism designed to ensure that all Authorities
can demonstrate this protection has been agreed. Having considered
this mechanism, the figures contained within this budget proposal
suggest that Cardiff will be able to demonstrate growth in 2011/12 of
1.82% to ISBs. This equates to extra resources of £3.21 million
against a target of not cutting ISBs by more than £0.58 million. This
translates as £3.79 million being allocated to ISBs in Cardiff in excess
of the target guidance issued by the WAG. However, the WAG have
now provided confirmation of the Post 16 Funding Grant for Cardiff
which is a 3.13% reduction on the level received in 2010/11.

28. The demonstration of the protection of ISBs can not include any
growth as a result of increasing pupil numbers. Cardiff has allocated a
further £0.4million to ISBs in respect of a net increase of pupil
numbers. This equates to a total growth to ISBs of 2.04%

29. The WAG’s response to the report of its School Funding Committee in
2006, stated that pending the outcome of their review of the
Education formula, the Education IBA for each local authority would be
used as the local target for Education spend. However, it should be
remembered that the WAG financial settlement is an unhypothecated
funding stream and consequently the comparison can be for
information only.

30. The relevant comparative figures for Cardiff are:-

YEAR IBA BUDGET DIFFERENCE

£m £m £m %
2009/10 209.2 212.30 3.10 1.50
2010/11 215.5 223.06 7.56 3.51
2011/12 216.53 226.24 9.71 4.48

Page 7 of 71
31. The above table indicates an excess of £9.71 million (4.48%) over the
WAG local target in 2011/12 as a result of Council priorities within the
overall budget, and shows a continuing increase in the surplus of
budget over IBA.

Protection for Social Care

32. In line with the position on schools, the WAG First Minister also made
a commitment to protect social care funding by 1% above the
Revenue Block Grant received by the WAG from the UK Government.
The level of protection is as set out in the table in paragraph 26 and
indicates that for 2011/12 the level of funding allocated to social care
should not decrease by more than 0.33%.

33. In Cardiff the increase in the level of budget allocated to social care
easily exceeds this target figure, reflecting the significant pressures
faced by Adults and Children’s Services both in the current year and in
relation to future demographic trends. In meeting these pressures the
Council’s budget includes a net increase of an additional £1.301
million for Adult Services (+ 1.6%) and £3.305 million for Children’s
Services (+ 8.9%). This represents an overall increase of £4.606
million (+ 3.9%).

Resources Available

34. The unhypothecated resources available to the Council from the WAG
as part of the settlement are set out below:-

£000
Revenue Support Grant 315,271
NNDR 80,067
Outcome Agreement Grant 2,413
Concessionary Fares 11,700

Unhypothecated resources from the WAG 409,451

35. The receipt of the Outcome Agreement Grant is dependent on

achieving the outcomes agreed jointly between the WAG and the
Council and requires evidence of collaborative working. Deductions
will be made from the grant where the outcomes are only partially or
not achieved at all based on the following scale:

Match to Outcome achieved % grant

25-30 points 100
20-24 75
15-19 50
0-14 0

36. As the maximum grant will be awarded only where all outcomes are
successfully delivered in collaboration, this budget takes a prudent

Page 8 of 71
 approach and assumes that 75% of the grant will be received in
respect of 2011/12.

37. The report to Council in December 2010 in respect of the Council Tax
Base implied a marginal increase in the number of Band D equivalent
properties expected by the end of March 2012. This increase will
generate an additional £407,000 in Council Tax without any increase
in the rate of tax.

38. The level of earmarked reserves, together with their purpose, has
been reviewed and this budget proposal includes the use of these
amounting to £1.568 million.

39. The following table sets out the total resources available to finance the
budget before any increase in the rate of Council Tax.

£000
Resources from the WAG Settlement 409,451
Use of earmarked reserves 1,568
Council Tax (at nil increase) 123,450
Total resources available 534,469

Resources Required

40. The table below summarises the spending required to cover base
expenditure, commitments and budget realignments:-

£000 £000
2010/11 Base Budget (after transfers) 536,262
Item from settlement (First steps initiative) 868
Employees (pay awards and increments) 4,429
Service expenditure and income realignments 6,091
Previous year commitments 509
Concessionary Fares 760
Actuarial review of Pension Fund 1,500
Landfill Tax and Carbon Allowances 1,390
Other items 2,421
17,968

Total resources required 554,230

41. An expanded breakdown of the above including the total amount of

accepted financial pressures and savings is shown in Appendix 3.

Funding Gap

42. A comparison of the resources available to the Council (with no

increase in the rate of Council Tax) with the resources required before
the inclusion of any new financial pressures results in the following
shortfall:-

Page 9 of 71
 £000
Resources required (before new pressures) 554,230
Resources available (at nil Council Tax increase) 534,469
Shortfall before new pressures and savings 19,761

43. In preparing this budget proposal, the Executive has been mindful of
the need to balance Corporate Plan priorities and service
requirements with the impact on council tax payers particularly at this
time of financial restraint. Consequently, the Executive with officers
have considered new financial pressures together with savings options
proposed by service areas. In addition, benefits to be achieved from
transformation have been assessed and included as part of the
savings to be delivered by services.

44. The Executive budget proposal acknowledges new financial pressures

totalling £4.626 million which supports achievement of the objectives
in the Corporate Plan for 2011/12. Within the figure an amount of
£0.45 million has been provided for investment in transformation to
ensure that the activities necessary to achieve transformation over the
medium term are resourced. Appendix 4 shows the details of the
financial pressures.

45. Savings accepted within this budget proposal amount to £21.989

million and equate to 8.1% of the overall controllable budget although
there is considerable variation between service areas. Savings to be
achieved from transformation are incorporated within the detailed
service area proposals to ensure engagement with the tasks ahead
and to recognise that transformation is not a separate part of the
organisation. Appendix 5 sets out the savings in detail.

46. The following table concludes that the amount to be raised from
additional Council Tax in 2011/12 is £2.398 million and will result in a
Council Tax increase of 1.94%.

£000
Shortfall before pressures and savings 19,761
Add new financial pressures 4,626
Sub total 24,387
Less savings 21,989
Amount to be raised from additional Council Tax 2,398

Financial Standing & Risks

47. In considering their budget proposals, Members must have regard to

the financial standing of the Council and the impact of budget
decisions on services, citizens and council tax payers.

48. In his Annual Improvement Report (successor document to the Annual

Letter) of January 2011, the External Auditor has commented that the
Council has:- “Well-managed its budget in recent years with balanced
budgets achieved at the corporate level. This places the Council on a
sound footing going forward into a period of significant change and

Page 10 of 71
 financial cuts as it has a track record of making sure its services are
delivered with the resources it has available.”

49. The level of the General Fund Balance at the beginning of 2010/11
amounted to £11.1 million and no drawdown is assumed as support
for the 2011/12 budget proposal. However, it is proposed to use
earmarked reserves amounting to £1.568 million to support the budget
proposal of which £1.341 million relates to expenditure linked directly
to the purpose of the particular earmarked reserve.

50. A list of the General Fund earmarked reserves estimated at 31 March

2012 is attached as Appendix 6(a) while Housing Revenue Account
and School’s reserves are shown in Appendices 6(b) and 6(c)
respectively.

51. The Council has previously indicated a continuing need to reduce its
headcount if it is to transform services while also reducing its resource
base to manage the constraints on public expenditure. During
2010/11, chief officers have considered and supported voluntary
severance applications where there is a clear business case for the
release of those employees. These actions have supported in-year
expenditure reductions and budget saving proposals for 2011/12. They
also anticipate the reduction in headcount arising from the
transformation programmes together with other restructuring including
the impact of the revised Hafod arrangements in social care.

52. The level of financial support necessary to allow the progression of

these initiatives has required approval of a capitalisation directive by
the WAG for the second year in succession in order to cover the
statutory element of the cost of release. The discretionary element of
the cost of release will be covered from any appropriate current year
resource as part of the consideration of the out-turn position for
2010/11. Following this, any balance will be covered by the Council’s
available cash-backed balance sheet resources. Profiles of cash
requirements will be constructed prior to any interim use of such
resources for this purpose. It is expected that the total discretionary
element of release will amount to £3.9 million.

53. When reviewing the financial standing of the Council, it is also

necessary to consider the level of financial risk inherent in the revenue
and capital budgets.

54. In recognition of the importance of understanding the implications of

budget options, chief officers were required to assess the residual risk
and achievability of each new financial pressure and saving proposal
submitted. This service risk assessment was supplemented with a
corporate moderation exercise that considered the submissions with
reference to the current Corporate Plan and Corporate Risk Register.

55. The outcome of this exercise can be seen in Appendices 4 and 5

where the risk assessments are shown against the new pressure
submissions and individual saving proposals. The analysis shows that

Page 11 of 71
 there are some underlying risks that will need to be managed either at
operational level or as part of the review of the Corporate Risk
Register when reported to the Executive and Corporate Management
Board.

56. These significant residual risk items together with their mitigations are
described in the relevant service paragraphs but in summary are the:-

• Continuing demographic demand for social care services if

trendlines vary significantly from the anticipated position.
• Potential financial impact of the changes to the Continuing Health
Care guidelines together with fee structures in the independent
care sector.
• Possible increase in the number of children with Special Education
Needs who require additional Council support.
• Cumulative challenge to achieve income from fees and charges in
a period of financial constraint.
• Significant reduction in the Corporate Initiatives budget that will
restrict the Council’s ability to react to economic, commercial and
community opportunities that arise during the year.
• Total quantum of savings to be achieved from Waste Management
and Street Cleansing as a result of the implementation of the
Waste Strategy together with continued reliance on income from
recyclates.
• Necessity to deliver cashable net savings from transformation
across the programme areas and from within the service areas.

57. In addition, other general risks to be managed include:-

• Total impact of new pay and grading model when implemented.

• Service impact of the significant reduction in headcount expected
over the medium term.
• Operation and control of pooled budgets especially where joint
appointments are made.
• The ability to react to new service demands such as homelessness
as the impact of the cutbacks signalled in the CSR continue to be
felt by society in general.
• Potential for financial pressures to emerge such as any emanating
from the recent Snow Review.
• Accumulative effect of resources needed to finance the Schools
Organisation Plan (SOP).
• Achievement of capital receipts required to support the Capital
Programme.

Page 12 of 71
 • The level of additional borrowing undertaken in previous years and
proposed will require more revenue resources to be diverted for
capital financing in future years.
• Self funding capital schemes that are approved on the basis of
generating savings, increasing income or capital receipts but which
fail to do so will also increase pressure on the revenue budget.
• The risk that the cost to Cardiff Council of services delivered in
collaboration with others is not understood and considered
appropriately.
58. Extreme care will continue to be required to ensure that the significant
changes to business processes do not impact on the financial control
environment in a negative manner.

Service Implications of the Revenue Budget

59. In compiling the budget for 2011/12 the Executive understands that
the economy remains in an uncertain state with the general public still
subject to severe financial pressures. To that end, the budget
proposal has sought to protect services and stimulate or safeguard the
Cardiff economy wherever possible and also to be mindful of the effect
on council tax payers.

60. The budget provides for the Council’s estimated cost of known pay
awards together with related employee issues. The full year effect of
the Teachers’ September 2010 pay award of 2.3% has been included.
The position for next year’s pay awards is not known. The latest
position is that the Employer’s Association acknowledges the
Government’s budget statement in respect of a £250 award for those
earning less than £21,000 per annum but state that this is not
necessarily the form that any 2011/12 pay award would take.
Nevertheless, this budget proposal does make a provision for that
award at this stage.

61. An allowance for the cost of increments (£2.6million) has been set at
levels to allow for employee turnover and the reduction in headcount
evident in this budget proposal.

62. The triennial revaluation of the Local Government Pension Fund will
be effective from April 2011 and this has required a budget increase of
£1.5 million in each of the next three years.

63. The allowance for the non-teaching pay award included in the 2010/11
budget was not needed as the Employer’s Association decided not to
make any award for that year. Consequently the available budget of
£1.9 million has been used to offset the increase in employee costs in
2011/12 so that in total £5.93 million has been added to the budget for
employees.

64. As in recent years, no allowance for general inflation has been

allocated to service areas. However, research undertaken has
identified that budgets should be increased where there is evidence of

Page 13 of 71
 particular pressures which have been included in the budget. These
are:-

• Special Education external provider costs

• Fee increases in the independent care sector

65. Utility prices continue to be uncertain with the risk of volatility during
next year although it is expected that any increases will be able to be
contained within the existing budgetary provision. However, the
requirement to purchase carbon allowances during 2011/12 in respect
of the Carbon Reduction Commitment Scheme that commences in
April 2012 will cost the Council £600,000. Because of lower than
expected price rises there will be an underspend on utility costs in
2010/11 and this has been transferred to an earmarked reserve. This
reserve will be used as a smoothing mechanism for any price
increases in excess of the current budgetary provision should that be
necessary and also as a contribution towards the cost of the Carbon
Reduction Commitment Scheme in 2011/12.

66. A list of posts created or deleted as part of the budget proposals is

shown in Appendix 7. The Appendix shows that there will be a net
reduction of 292 full time equivalent posts (FTE) overall, and within
that total 6 posts will be created. It is assumed that 64 FTE posts that
are vacant will be deleted, 77 FTE posts will be deleted through
redeployment and 144 FTE posts deleted through VS. In addition, a
further 112 FTE posts have been released through other
arrangements including as part of the realignment of residential care
for older people in respect of the Hafod contract changes approved by
the Executive in 2009. New posts created as part of the budget and
required posts that become vacant through natural turnover will be
filled, where feasible, through the appointment of existing employees
or transfer of employees through redeployment. In this way, it is
expected that the Council will be able to achieve the reduction in
headcount required in the medium term.

67. The Equality Act 2010 places a general duty on Cardiff Council to
eliminate illegal discrimination and promote equality according to the
nine “equality characteristics”. To comply with this duty, chief officers
undertook equality risk assessments for their saving and financial
pressure submissions. Following moderation by the Council’s equality
team, these assessments have informed the budget setting process.
One of the outcomes agreed as part of the initial impact screening
exercise was to forward the equality impact assessment to the Cardiff
and Vale equality and human Rights Network for their feedback once
the budget has been approved.

68. This budget proposal does not include an allowance for a general
increase in fees and charges. Chief officers were advised that they
should consider the particular circumstances for which they charge for
their services and reflect any changes in their savings proposals. The
list of proposed revisions to fees and charges in 2011/12 is shown in

Page 14 of 71
 Appendix 8. Where this report proposes increases in fees and
charges in respect of which statutory or other consultation is required,
such increases will be subject to that consultation and proper
consideration of any representations received. Accordingly, Members
should be aware that the final level of charges for these items cannot
be determined at this stage.

69. The savings proposals that have been accepted include areas of
income growth potential which will generate an additional £522,000.
The Registration service will offer a same day service for copy
certificates and increase the price accordingly to reflect the better
quality service. This same day service as well as an increase of fees in
bereavement and wedding / civil ceremonies will generate £190,000
additional income. A new charge will also be put in place for pre-
planning application advice that is anticipated to generate £25,000.
Reviews have also taken place within the Music Service, Storey Arms,
Adult Community Learning and Summer Learning Festival in order to
ensure that the trading models of each of these are taking advantage
of income opportunities as well as reviewing the cost of delivery of
service. As a result of these reviews it is anticipated that £165,000
savings will be generated through a combination of additional income
and reduced costs. A number of these proposals will have benefited
from the preparatory work undertaken as part of the Revenue Income
Optimisation initiative and the Council’s Fees and Charges strategy.

70. There have also been a variety of price increases for services such as
Heliport, Pontcanna Caravan Park, Allotments, Sports Facilities and
Pitches which will generate an additional £54,000. The Sports
Development team will also be introducing a combination of after
school clubs and holiday activities which will deliver an additional
£10,000. There is also an anticipated increase in income of £15,000
for workshops as well as an additional £50,000 from reducing costs
and increasing revenue from City Hall functions. There are also
proposals to improve income generation from New Theatre, Tourist
Service, Mansion House and Event park and ride by £78,000.

71. In order to ensure that the Council reacts quickly and appropriately to
changing economic market conditions it is recommended that the
appropriate chief officer is delegated the responsibility to introduce and
amend prices as and when needed. This decision will be taken in
conjunction with the Chief Corporate Services & Section 151 Officer
and the Executive Member for Finance and Service Delivery. Where
appropriate a report will be placed before the Executive within a
reasonable timescale of the decision

72. The capital financing budget reflects both the repayment of principal
and interest on loans for capital expenditure together with generation
of interest from short-term investment of surplus cash. Recent years
have seen a significant reduction in the potential to achieve income
from investments as a result of extremely low interest rates but it is not
expected that this will continue beyond the medium term. In arriving at

Page 15 of 71
 the budget for 2011/12 an estimated average interest rate of 1.4%
from investments has been assumed.

73. The 2010/11 budget included an indicative base budget allocation of

£5 million towards the cost of new pay and grading model following the
completion of the job evaluation exercise. This exercise is due to be
completed shortly and following that negotiations in respect of the new
arrangements will commence with trade unions. The base allocation
of £5 million will be retained in 2011/12.

74. The following paragraphs provide a commentary on significant areas

of change within the budget. The service area analysis in this section
is consistent with the Council’s structure as at August 2010 when chief
officers were required to develop their proposals. Subsequent
changes to the organisational structure will be addressed through
financial aggregations and disaggregations as they are determined.
The overall changes to service area budgets between 2010/11 and
2011/12 are shown in Appendix 9 and are reflected in the new service
area arrangements.

Adults

75. Additional resources of £2.57 million have been provided in the budget
to assist in meeting the service pressures that are evident in the
current financial year and which are expected to continue as reported
in the 2010/11 monitoring reports. This includes the full-year effect of
these pressures. Resources of £2.2 million as identified within have
also been provided towards future anticipated pressures in respect of
fee increases, demographic changes and the 2010 amendments to the
Continuing Health Care regulations. Growth of £80,000 and £60,000
has been accepted for new mental health staffing pressures and day
activities respectively while the WAG’s Settlement itself included a
sum of £868,000 for the First Steps initiative. This initiative imposes a
cap on the level of charge to be levied on those able to pay for
domiciliary care.

76. Savings amounting to £5.1 million representing 6.3% of the

controllable budget have been accepted.

77. The continuation of the policy to move from a traditional home care
service to one of reablement will save a further £425,000 in 2011/12
through both natural turnover and supported VS applications. The
implementation of the new domiciliary care contract together with other
procurement initiatives will achieve budget reductions of £1.9 million.
Employee savings including the deletion of vacant posts, approval of
VS and consequential restructurings have been accepted in the
internal Supported Living Service (£70,000), Learning Disabilities Day
services (£184,000), Business Support (£260,000) and generally
across the service (£329,000).

78. As a result of the preference for service users to receive care in their
own homes the demand for residential places continues to decrease.

Page 16 of 71
 Consequently it is proposed to close the Council’s two remaining
residential homes saving £800,000 in 2011/12 and further savings in
2012/13 as sufficient capacity is evident in the city to meet the needs
of residents. This is subject to the necessary consultation processes.
In addition, the further release of savings from the Hafod arrangement
including the impact of their earlier than planned closure of
Countisbury residential home will increase the savings from residential
care homes in 2011/12 to £1.15 million.

79. In addition £697,000 will be delivered through continued engagement

with the current transformation programme.

Children’s

80. The financial pressures currently evident in this service area have
been recognised in this budget proposal with the allocation of an
additional £2.15 million. Also, decisions from previous budgets have
resulted in residual growth in respect of the ten additional social work
posts (£126,000) and the new home at 150 Thornhill Road (£120,000)
being included in 2011/12. Part and full year funding for three posts,
additional provision for Child, Health and Disability and Family
Intervention Service including short breaks and sessional support
totalling £231,000 have also been included. This provides overall
growth of £2.6 million.

81. Savings of £502,000 representing 1.4% of the controllable budget

have been accepted. This sum includes £120,000 to be saved from
the current cost of agency placements through more effective
procurement and £100,000 from budgets that have historically
underspent their targets. In addition, a realignment of the Operational
Manager structure will result in a net saving of £120,000 while
£137,000 will be delivered through continued engagement with the
current transformation programmes.

Citizen and Democratic Services

82. A range of savings amounting to £273,000 (6% of controllable budget)

have been accepted. These include a reduction in the number of
research and community engagement staff due to changes in priorities
(£73,000) and the staff available to support Members in administrative
and word-processing duties (£31,000) together with the deletion of a
vacant post in Electoral Services (£21,000). In addition, an
Operational Manager will be granted VS partly offset by the creation of
a Principal Officer to cover essential duties (£40,000) and £68,000 will
be achieved through continued engagement with the current
transformation programmes.

Corporate Management

83. Service area saving proposals amounting to £828,000 have been

accepted including £604,000 from Corporate Initiatives budget and
£180,000 as a result of residual savings from previous restructuring

Page 17 of 71
 exercises. The balance of £44,000 is achieved through a reduction in
voluntary sector grants. The grant programme is run on a three year
cycle with the current arrangement ending in 2011/12 and thus
allowing savings to be made without withdrawing support without
notice.

84. In addition, savings from transformation amounting to £1.086 million

have been logged against this service although the majority of this
sum relates to management restructuring and will be moved to other
services once the actual proposals have been agreed.

85. The reduction in Corporate Initiatives budget has removed any

flexibility for 2011/12 with the vast majority of the budget being
committed to support approved events and activities such as:

• Street dressing and Christmas lights.

• Wales GB rally.
• Sporting activities such as Boxing, Speedway and Devil’s
Foundation.
• Commemoration events such as St David’s Day and Holocaust.

86. The Corporate Initiatives Reserve stands at £1.08 million and is

available to fund economic, commercial and community opportunities
that may arise during the year and which may not otherwise be
affordable.

87. Additional resources have been provided in this budget proposal to

provide extra grant support to Menter Caerdydd (£50,000), Families
need Fathers (£30,000) and to create a Sport and Culture bursary for
young people (£10,000). The budget also includes a further £450,000
for investment in infrastructure and support to advance transformation
activities.

Corporate Services

88. Savings of £1.896 million representing 16% of the controllable budget

have been accepted. Reductions to staffing budgets amounting to
£717,000 have been made across the service area including a saving
of £133,000 on senior management costs. This will be managed
through a combination of voluntary severance, flexible retirement and
deletion of vacant posts with impacts on service delivery being
reduced through a combination of service realignment and reallocation
of duties. The expiry of the ICT maintenance contract for the 101
service provides savings of £100,000 with further savings of £109,000
being realised in relation to software licences, network support and
hardware contracts on the Council's ICT budgets. Increased income
including additional NNDR admin grant provides further savings of
£106,000. The decision to discontinue the use of the Treasury
Management Fund Manager and to undertake investments in-house
will save £35,000 with further savings of £376,000 being found through

Page 18 of 71
 a combination of efficiencies and reductions across a range of budget
headings including reduced SAP external support costs arising from
the re-tender of the service. In addition £453,000 will be delivered
through continued engagement with the current transformation
programme.

89. Funding has been provided to compensate for the WAG’s changes to
the exemption level for empty property rate relief (£106,000) and also
as a result of a cap placed on income to be recovered from court costs
for Council Tax and Business Rate recovery work (£110,000).

Culture, Tourism and Events

90. Additional resources have been provided to offset the impact of grant
fall-out in respect of the Tourist Information Centre and St David’s Hall
(£40,000) together with a new budget line of £25,000 to support St
David’s Day events.

91. A review of the VAT arrangements in respect of the New Theatre has
recently been undertaken with the result that income receivable will
increase by £83,000 in 2011/12 through a different technical
arrangement.

92. A range of other savings amounting to £469,000 (9% of controllable

budget) have been accepted. These include employee savings
relating to the VS of the New Theatre Manager and five employees
from St David’s Hall (£110,000) together with the full year financial
impact of the retirement of the Arts Development Manager (£35,000)
and other employee savings amounting to £81,000.

93. Minor reduction in spending on the Mansion House together with

increased income will produce £24,000 while other income earning
opportunities are expected to generate £92,000. The deletion of
grants paid to SAFLE and the Women’s Art Association as both
organisations have ceased to exist in 2010/11 will save £32,000.
Continued engagement with the current transformation programmes
will achieve £44,000 while the balance of savings amounting to
£51,000 will come from a variety of other headings including the
review of the civic fleet as the lease periods come to an end.

Development, Projects and Partnerships

94. A review of the VAT arrangements in respect of the Castle has

recently been undertaken with the result that income receivable will
increase by £217,000 in 2011/12.

95. Other savings amounting to £492,000 have been accepted (10.6% of

the controllable budget). Increasing the utilisation of the ISV project
office will generate income of £147,000 while an additional £50,000
will be achieved through City Hall functions and a further £18,000 from
workshop rental income. The Design and Construction Manager post
will be deleted following VS saving £45,000 while continued

Page 19 of 71
 engagement with the current transformation programmes will deliver
savings of £167,000. Various efficiency savings throughout the
service will account for the balance.

Direct Services

96. Additional resources of £250,000 have been included for highway

maintenance work.

97. Savings of £971,000 (4.9% of controllable budget) have been

accepted, the most significant as a result of the changed procurement
arrangements for building maintenance activity that is currently the
subject of a tender process (£400,000) and will realise savings in
relation to repairs to all council buildings across service areas.
Reductions to the street lighting budget through a staffing restructure
and procurement efficiencies will save £191,000 while the transfer of
gymnastics from the Central Gym to Eastern Leisure Centre will
reduce expenditure by £120,000. Within the details of the savings
proposed, £400,000 can already be attributed to transformation
activities while £175,000 will be delivered through continued
engagement with the current transformation programmes.

Housing and Neighbourhood Renewal

98. Savings of £1.07 million representing 8.9% of the controllable budget

have been accepted across the service. Within the total savings are
£40,000 to be achieved from the Libraries element of the service. This
relates to the deletion of a stock assistant due to the reduction in
workload and the closure of the Central Library on Sundays as a result
of low patronage on that day.

99. Various merger and restructuring proposals affecting the Community

Safety, Communities First, Housing Advice, Disabled Facility Grants
and Private Sector Housing sections are proposed that will produce
net savings of £344,000. In addition the realignment of the work of the
Housing Strategy unit with the Social Lettings unit will result in further
savings of £123,000. Additional income of £32,000 will be generated
from recharging the Housing Revenue Account while various overhead
savings will amount to £80,000 and continued engagement with the
current transformation programmes will achieve £96,000. The balance
of savings amounting to £355,000 will be achieved through a series of
changes to posts although many will require redeployment of
employees to posts elsewhere in the Council.

100. Although there has been a general expectation that the homelessness
budget will come under pressure in the current economic climate, this
has not been evident in the current year. However, in order to provide
a degree of protection for such an eventuality it is anticipated that a
proportion of any underspend on this service in 2010/11 will be carried
forward as an earmarked reserve and used for this purpose as
necessary.

Page 20 of 71
Infrastructure

101. Additional resources have been provided to support the new

requirement to prepare a Flood Risk Strategy (£50,000).

102. Savings of £1.42 million (10.6% of controllable budget) have been

accepted from across the service area. Restructuring proposals in the
Parks Operation, Aboricultural Management, Telematics and the
Strategy, Design and Land Management Groups will produce net
savings of £286,000 while increases in various income streams will
generate an additional £120,000. Other savings of £121,000 relate to
the transfer of staff dealing with Traffic Management Orders and
related advertising costs to the Civil Parking Enforcement (CPE)
section, cessation of free travel for railcard holders using the Baycar
service of £70,000, and reduction in telematic maintenance of
£80,000. Changes to operational arrangements at a number of bowls
pavilions and withdrawal of the Cardiff North park and ride facility will
reduce the current budgets by £61,000 overall while continued
engagement with the current transformation programmes will achieve
savings of £604,000. The balance of savings will be achieved from a
range of other expenditure headings.

Schools and Lifelong Learning

103. The 2010/11 budget committed new resources of £500,000 over two
years to increase the general special schools budget and this proposal
includes £208,000 as the balance of that agreement. In addition, the
budgets for children with special education needs have been
increased by £1.2 million to recognise the current demand both on
independent placements and the cost of support in the Council’s
mainstream schools. These particular budgets have been increased
in each of the past 5 years amounting to a total increase of £3.5
million. In order to strengthen accountability and attempt to constrain
the upward expenditure trend, it has been decided in conjunction with
the School Budget forum, to delegate the realigned budget for current
Matrix payments to individual schools with effect from April 2011. In
order to respond flexibly to new cases of complex needs an additional
sum of £100,000 will be held centrally for pupils with visual and
hearing impairments.

104. Similarly, in order to provide more focussed support to schools in

managing attendance this responsibility will be delegated to schools
from April 2011.

105. The budget also makes specific inflation allowances for the increasing
cost of the independent sector (SEN) provision (£103,000), free school
meals (£105,000) and business rates (£118,000) while increasing
pupil numbers in the nursery and primary sectors have required
additional budget of £401,000. Increases in employee costs for pay
awards, increments and national insurance contributions for both
school based and non-school based and pension contributions

Page 21 of 71
 increases for non-teaching employees amount to £3.417 million and
have been included in this budget proposal.

106. Savings of £1.851 million representing 4.9% of the controllable budget

have been accepted including reductions of £65,000, £20,000 and
£80,000 from the Music Service, the Summer Learning Festival and
Storey Arms respectively. This budget proposal also includes the
removal of the top-up for the Better Schools Fund (£250,000) together
with employee reductions in the Education Advice and Advisory
service groups (£175,000 and £250,000 respectively).

107. The budget for new premature retirements for teaching staff has been
reduced by £200,000 which is possible through more intense use of
redeployment and other employee support policies in schools. All
schools will be encouraged to ensure that any staff displaced by
structural changes are given the opportunity to be considered for
similar appointments across the Cardiff Education region.

108. Within the details of the savings proposed, £175,000 can already be
attributed to transformation activities while £427,000 will be delivered
through continued engagement with the current transformation
programmes.

Shared Services

109. New resources of £350,000 have been provided for the Cardiff
Academy and Officer Development while increased school transport
costs related to the School Organisation Plan has required an extra
£154,000.

110. Savings of £980,000 have been accepted from across the service area
with £730,000 being achieved by the Centralised Transport Service
unit. Within this amount, further home to school route optimisation will
deliver savings of £219,000 while improvements to vehicle tracking,
new procurement arrangements and vehicle related efficiencies will
achieve £511,000. The balance of the savings will come from better
co-ordination of communications and media expenditure (£50,000)
and a reduction in the budget for equalities training due to the
implementation of the new Single Equality Duty (£13,000). In addition,
transformation savings of £187,000 are also included.

Strategic Planning and Environment

111. The budget allows for the confirmation of base budget funding for a
Council E-Coli Officer and related resources of £60,000, and an
increase in the budget for neighbourhood renewal initiatives of
£100,000.

112. Savings of £1.275 million across the service have been accepted
mainly from employee budgets (£467,000) although increases in
Bereavement and Registration fees together with new income streams
for development and pre-planning application enquiries will generate

Page 22 of 71
 £221,000. Other savings will be achieved through the negotiation of
improved rates for essential user car parking of £70,000 and general
efficiencies of £24,000. The employee savings are due to deletion of
vacant posts, approval of VS applications and consequential
restructurings. In addition transformation savings of £365,000 are also
included.

Waste Management and Street Cleansing

113. The budget provides for the part year cost of the implementation of the
Waste Strategy amounting to £550,000 as approved at the Executive
Business Meeting on 16 January 2011. In addition, resources have
been provided for the effect of Central Government’s increase in the
rate of landfill tax (£790,000), a shortfall in third party income
(£290,000), and realignment of NNDR budgets (£118,000).

114. Savings of £3.479 million have been accepted which equates to 14.8%
of the controllable budget. The reduction in landfill tax payable as a
result of increased diversion of waste through composting and
recycling will save £920,000 while income receivable from commercial
waste and materials recycling will generate an additional £600,000.
The full year effect of the improvements made to the waste collection
and cleansing services in 2010/11 will deliver savings of £574,000
while the recent proposal to rebalance domestic waste collection
rounds will reduce the current budget by £376,000. More efficient
procurement of the material used as landfill cover together with
optimising funding sources for eligible expenditure will produce
savings of £100,000 and £300,000 respectively. A further £194,000
will result from continued engagement with the current transformation
programmes. Other savings will come from changes to employee
budgets in the Material Recycling Facility (£100,000) on the landfill site
(£60,000) together with the approval of applications for VS and flexible
retirements (£145,000).

Transformation

115. The Budget Strategy Report approved by the Executive on 22 October

2010 outlined the Council’s approach to transformation and
recognised the increasingly important role that the Transformation
Programme will have on the Council’s finances. It also acknowledged
the need to reprioritise internal resources, focussing on areas of the
Council with the greatest potential to deliver efficiencies, whilst
maintaining flexibility to respond to political priorities. Revised, robust
governance and reporting arrangements have been implemented
which should help to ensure that benefits are released and that
budgeted savings targets are achieved. In line with this, senior
responsible officers have been allocated to each of the seven
programme areas:-

• Service Redesign
• Shared Services

Page 23 of 71
 • Citizen Focused
• Commissioning and Procurement
• Land and Buildings
• People and Leadership
• Enabling Technology

116. A mixture of internal and external resources will be used to support the
programmes with a clear strategy to develop and deploy internal
resources whenever possible. Where it is necessary to use external
resources this will be for time limited periods to complete specific work
packages, with a mandatory requirement to transfer knowledge to
internal staff through mentoring and instruction. Council staff involved
in supporting the Transformation Programme will also have access to
development opportunities via the Cardiff Academy which will be the
Council’s strategic learning and development approach for all staff.

117. The transformation savings included within the 2011/12 budget are set
out in Appendix 10 to this report. This includes transformation savings
that have already been identified and included in the service area
detailed proposals together with the additional savings that will be
achieved though the transformation programmes identified above.
Overall, the budgeted savings from transformation total £8.713 million
of which £4.013 million are included in the service area detailed
proposals. A summary of the savings is set out in the following table:-

Theme Savings in Further Total

Service Area Savings Transformation
Proposals required Savings
£000 £000 £000
Service redesign:
Organisational structures 1,290 2,070 3,360
Process savings 539 800 1,339
Commissioning and Procurement 1,650 400 2,050
Shared Services:
Business Admin 534 550 1,084
Process savings 0 880 880

Total 4,013 4,700 8,713

118. The £4.7 million of further savings includes £1.0 million which has
been carried forward from the £3.5 million savings target in 2010/11.
This is mainly in relation to savings from organisational structures and
business administration which will be achieved as part of the
programmes set out above.

119. Service redesign organisational structures includes savings at various

levels within the organisation including senior management savings
arising from the changes to the Council’s organisational structure
approved at the Executive Business Meeting on 2 December 2010. It
also includes management and supervisory savings across a range of
Page 24 of 71
 services within the Council including at operational manager level.
Service redesign processes include savings in assessment and care
management, Parks Operations, Transport and Waste Management.
A range of commissioning and procurement savings have already
been identified and included in service area budget proposals. This
includes cost reductions in areas such as building maintenance,
transport and Adult Services commissioning. Further targeted savings
of £400,000 are also anticipated across a range of procurement
initiatives. A review of the Council’s business administration
arrangements is currently being undertaken and is expected to
generate a further £550,000 of savings in 2011/12 in addition to the
£534,000 reductions to business administration costs already included
in service area savings proposals. The Shared Services Process
Savings mainly relate to a review of facilities management but with
savings also anticipated from ICT organisation, customer and
business knowledge and information and performance management.

120. The budget also includes additional resources to support investment in

the programme, providing the necessary funding and impetus for
projects that will release savings in future years. The revenue budget
includes an additional £450,000 for this purpose which adds to the
£1.5 million which was allocated as part of the 2010/11 budget. The
revenue budget will support the infrastructure and governance
arrangements necessary to ensure benefit release including
knowledge transfer from external resources. It will also provide scope
for investment in areas such as service redesign and in the technology
required to support shared services including an increasing emphasis
on information and performance management. An Enterprise
Architecture Team will be set up in order to focus on and manage the
delivery of the IT requirements necessary to support the
transformation programme with all investment decisions, including
those identified in conjunction with the Council’s Strategic Technology
Partner (Tata Consultancy Services -TCS) being based on a business
case and the release of future benefits.

121. The Capital Programme also includes resources to support

transformation including funding for an investment strategy which
forms part of the Invest to Save schemes. This provides £2.5 million
in 2011/12 and further sums in subsequent years of the programme in
order to meet capital expenditure arising from transformational
change. It is envisaged that these projects will be self-financing but in
the short term the costs arising from these investments will be paid for
from the base budget identified above. The Capital Programme also
includes sums to support the strategic property and accommodation
rationalisation and funding to support Central Transport Services with
the acquisition of a new vehicle maintenance depot and disposal of
existing depot sites.

Medium Term Financial Plan

122. The following table sets out, as far as possible, the financial
challenges facing the Council over the next four years. It draws on the

Page 25 of 71
 October 2010 CSR and the WAG’s subsequent budget.

123. It is evident from the table that anticipated resources are unlikely to
cover emerging financial pressures. The funding shortfall identified at
the foot of the table will therefore need to be addressed through a
combination of transformation and service area savings, use of
reserves and potential council tax increases.
Medium Term Financial Plan
Budget Element 2011/12 2012/13 2013/14 2014/15
£000 £000 £000 £000
Adjusted base budget b/f 536,262 536,867 558,914 580,409
Employee Costs increases 5,929 8,784 8,585 9,960
Unavoidable Commitments 11,264 6,113 5,910 3,120
Specific inflationary pressures 554 2,000 2,100 1,900
Fire levy and precepts 221 400 400 400
Financial pressures 4,626 4,750 4,500 4,500
Accepted Savings (21,989)
Total expenditure 536,867 558,914 580,409 600,289
Finance by:-
Aggregate External Finance 395,338 398,817 405,782 409,840
Improvement Agreement Grant 2,413 2,413 2,413 2,413
Concessionary Fares 11,700 12,450 13,200 13,950
Contributions from Reserves 1,568
Council Tax at 2011/12 rate 125,848 125,848 125,848 125,848
Financing of previous shortfall 19,386 33,166
Total Financing 536,867 539,528 566,629 585,217
Shortfall to be met from savings /
use of reserves / Council Tax 19,386 13,780 15,072
increase

Future Funding

124. Local Government has received an indicative three year settlement

from the Welsh Assembly for the financial years 2011/12 – 2013/14.
This has made the Council’s medium term funding position clearer,
and the plan reflects indicative AEF figures for 2012/13 and 2013/14.
It should be noted however, that indicative funding is subject to
change and can be affected by a number of factors including
population fluctuations and the use of floor funding mechanisms. The
output from the 2011 national census is likely to begin to flow through
into Revenue Support Grant (RSG) datasets from 2013/14 onwards
but it has not been possible to anticipate any impact at this stage. A
further note of caution is that if Government proposed savings in other
areas are not achieved, it is possible the AEF figures above could be
reduced. There is also the risk of distribution changes to the formula
which could adversely affect future AEF.

Page 26 of 71
125. The paragraph above refers to the general grant funding that the
Council receives from the WAG. In addition to this, the Council also
receives a significant amount of grant income to fund specific services
and the outlook in respect of these grants is unclear at this stage. In
an effort to provide greater flexibility and to reduce the administrative
burden on Local Authorities, the Assembly has expressed an intention
to transfer specific grants into the RSG where possible. Whilst this is
helpful, there is a risk that upon transfer, the overall quantum and / or
the distribution mechanism of the grant will be altered. There is also a
risk that remaining specific grants could reduce or fall out altogether.

126. Given the difficulties in pre-empting any changes to future specific

grant allocations, the MTFP includes a general provision of £1.5
million per annum to address grant fall out. This is in recognition that
there are likely to be grant reductions in future years in respect of
activities which the Council may decide to continue, and for which core
funding will therefore need to be identified.

127. The use of reserves to support the budget creates a resource gap that
must be filled in the following year. This is because reserve funding
can be used only once. Care has been taken in the 2011/12 budget
and later years of the MTFP to avoid a large impact in this regard.

Future Expenditure

128. Commitments arising from the 2011/12 budget are included in the
MTFP but these are the only service improvement items that are
assumed after 2011/12. Undoubtedly, there will be other issues that
arise, not yet considered by the Council that will also have an impact
in the future.

129. The effects of decisions taken in respect of the Capital Programme are
included in the plan, both in terms of capital financing implications and
increased operational costs. Cardiff’s capital grant allocations will
decrease by approximately 20% in 2011/12 and although the
settlement does not include any indicative future amounts for capital,
this funding position is unlikely to improve.

130. Reduced capital resources may have revenue implications in the

medium term, including additional maintenance costs as a result of
reduced annual sums for property asset renewal, and the potential
workload implications of a limited capital programme. These issues
will need to be monitored but at present the plan includes provision for
additional direct revenue financing.

131. The demographic challenges facing Cardiff are the main reason for the
above average settlement that the Council has received from the WAG
in respect of 2011/12. These pressures are set to continue over the
medium term particularly in the areas of Social Care and Special
Educational Needs where an increase in both the level and complexity
of demand is anticipated. Pupil numbers are also expected to increase

Page 27 of 71
 over the medium term. These ongoing pressures are reflected in the
medium term financial plan.

132. Within the WAG budget, social care and education have been
protected at a level of 1% above the WAG’s funding allocation from
Central Government. The Assembly has made it clear that Local
Authorities will be expected to honour this level of protection in setting
their own budgets over the next three years. The protection required is
set out in the following table:-

2011/12 2012/13 2013/14

WAG budget allocation from Central Govt. -1.33% +0.58% 1.08%
Education / Social Care Protection
-0.33% +1.58% 2.08%
required

133. Recognition of the demographic pressures outlined above means it is

likely that the Council would achieve the required element of protection
over the next three years. However, there is another challenging issue
which arises from the requisite protection. Together the protected
areas account for well over half of the Council’s net budget; this
means that the task of balancing the funding shortfall identified above,
becomes concentrated on remaining service areas.

134. Inflation levels are currently running well above the Bank of England’s
2% target. In line with the policy of recent years, service areas will be
expected to absorb the impact of price inflation within their existing
resource base except in instances deemed to be truly exceptional.
Inflation is very difficult to predict in the current economic climate,
however the plan includes estimated provision for fee increases within
Adult Services, energy and NNDR.

135. Provision for increments within future years of the plan are at 2011/12
levels and 80% of total estimated liability. Budgeting at this level is
intended to reflect staff turnover and the reducing head-count across
the Council.

136. In June 2010, the Chancellor’s budget statement expressed the

intention that there should be no public sector pay increases for two
years with the exception of a £250 pay award for staff earning less
than £21,000 per annum. Within Local Government, pay is a matter for
collective bargaining between the national employers and trade unions
through the National Joint Council. As it is not possible to pre-empt
this bargaining process, provision within the plan for 2012/13 pay
award reflects the Chancellor’s budget statement. Later years of the
plan include provision for a 1% pay award for all non-teaching staff
and a 1.5% pay award for teachers. These percentages are purely
estimates which aim to balance the general message of restraint
regarding public sector pay awards with preparedness from a
budgeting perspective.

Page 28 of 71
137. The Council’s pension fund has recently undergone its latest statutory
review. In order to address the pension fund deficit, the actuary has
recommended annual increases in employer’s contributions of £1.5m
per annum for each of the next three years. These figures are
reflected within the medium term plan. A collaborative exercise
involving the eight Welsh local government pension funds is currently
examining all possible areas of future savings including potential
mergers. Any savings will be incorporated in the next actuarial review
in 2013 at the earliest, and so does not form part of this MTFP.

Housing Revenue Account

138. The Housing Revenue Account (HRA) is a ring-fenced account which

records income and expenditure in relation to Council housing. The
Local Government and Housing Act 1989 places a statutory duty on
local authorities to maintain a separate account for the costs
associated with the management and maintenance of Council
dwellings. The ring fencing of the account means that local authorities
may not subsidise any costs relating to Council housing from the
General Fund (i.e. from Council Tax or from AEF).

139. The main expenditure items within the account include maintenance
and repair costs, management costs (including rent collection, housing
allocations, property and estate management) and capital financing
charges on the HRA’s outstanding loan debt.

140. The major income streams come from Council house rents and
income from service charges.

141. The 2011/12 Final Determination received from the WAG on 10

February 2011 provides for a guideline rent for Cardiff Council of
£71.84 per week in 2011/12. This level of guideline rent means an
increase for Cardiff of £4.17 per week based on the 49 week
collection. This equates to an increase in actual rents of 5.61%, as
compared to the all Wales increase of 5.39%.

142. In setting the Determination and in its calculation of HRA Subsidy

payable, the WAG makes the assumption that local authorities will
increase rents in line with the guideline increases. If rents are set at a
level below the guideline increase, there will be a direct loss of income
to the HRA, as the assumed level of rental income in the subsidy
calculation will remain unchanged.

143. Tenants were consulted on the proposed rent increases at the

Tenants Consultative Panel on 9 February 2011. Tenants expressed
concern about the draft rent increase and the Tenants Federation
intends to make representations to the WAG.

144. A fairer way of deciding the rent each tenant pays will be introduced
from April following Executive approval in 2010. The aim of the review
was to resolve the anomalies in the current charging systems and no
additional rental income will be raised as a result of the review.

Page 29 of 71
 Related increases will be capped at £3.00 per week. This is in
addition to the percentage increase outlined above.

145. The detailed proposals for changes to the HRA charges which can be
found in Appendix 8(b) are summarised as:

• A rental increase of 5.61% in line with the WAG Guideline

increase.
• An increase in the service charges for Council tenants and hostels
of 2%.
• An increase in the leaseholder management fee of 1.26%.
146. Other factors which make up the budget proposal include the following
main items:

• Provision is made for employee increments.

• Provision is made for the final instalment of pension strain costs
relating to posts deleted through VS in the Housing Services
restructure carried out in 2009/10.
• A reduction in the percentage of staff costs previously charged to
Capital and Right to Buy schemes results in reduced income.
• HRA element of the Direct Services savings proposal in respect of
DSU efficiencies resulting from a ‘one store’.
• There is a standstill budget for housing repairs in 2011/12.
• The direct revenue financing budget for capital expenditure
assumes a contribution of £1.35 million in 2011/12.
• An increase in capital financing costs relating to Prudential
Borrowing levels.
• A budget has also been included for additional direct revenue
financing. This will be used either to fund additional capital
expenditure or to reduce future borrowing costs to the HRA.

147. The proposed 2011/12 budget is shown in Appendix 11. Local

Authorities in Wales are required to take action to ensure that all
Council homes reach the Wales Housing Quality Standard (WHQS) by
2012. The HRA Business Plan for Cardiff identified that the WHQS is
achievable by 2012 but this will necessitate a significant contribution to
the required capital expenditure. As detailed above, the proposed
2011/12 budget includes a revenue contribution of £1.35 million which
will assist in the programme of works required to meet the WHQS. In
addition, there will be a £1.98 million contribution from the HRA
General Reserve in 2011/12.

School Organisation Plan

148. The School Organisation Plan (SOP) relates to the significant

programme of capital investment which aims to reorganise school

Page 30 of 71
 places in Cardiff thereby using resources more effectively and
ensuring that schools are fit for purpose.

149. The Plan is designed to be self-funding and the particular projects to

be undertaken are detailed in the Council’s Capital Programme.

150. The Consolidated Financial Model for the SOP brings together the
Fast Track, Welsh Medium, Cardiff East and Whitchurch proposals.
The Summary Consolidated Financial Model provides an updated
projection for both capital expenditure and capital funding over the life
of the plan is shown as follows.
FUNDING EXPENDITURE
£m £m
Capital Programme 171.1
Capital Receipts 17.7
Capital Grants 53.9
Asset Renewal for SOP 0.6
Section 106 Contributions 0.7
Capital Programme Allocations 19.2
Direct Revenue Financing 38.5
Additional Borrowing 40.5
171.1 171.1

151. The capital investment programme within the model totals

£171.1million. This is based on Initial Development Appraisals (IDAs)
adjusted for construction cost inflation over the life of the model. An
additional contingency sum of 10%, is added and is adjusted as
proposals progress. The expenditure projections are regularly
monitored and updated, along with the project funding sources, to
identify changes in either the value or timing of expenditure.

152. As part of the 21st Century Schools programme the Council submitted
a funding bid to the WAG in December 2010. As the Council will not
receive a response from the WAG until later in 2011/12 no figures
have been included in the new Capital Programme.

153. Funding for the model comes from a number of sources. Where
proposals include the disposal of school land, the capital receipt is
reinvested into the SOP. The model relies upon £17.7 million of future
capital receipts. Funding is also secured as capital grants from the
WAG, with a total of £53.9 million in the form of scheme specific grants
such as Ty Gwyn, Flying Start Grant for early years schemes, and
Schools Building Improvement Grant (SBIG). Finance has also been
allocated from the Council’s own Capital Programme, Asset Renewal
Fund and Section 106 Contributions where available.

154. The balance of funding is provided by Direct Revenue Financing £38.5

million and additional borrowing of £40.5 million. The capital charges
arising from this additional borrowing are funded from revenue release
savings as described below.

Page 31 of 71
155. In addition the SOP includes revenue expenditure of £14.9 million in
connection with organisational restructure costs attached to the
proposals. These include project management costs, additional costs
incurred by schools which are closing or are in transition, and pump
priming for the establishment of new educational provision. The risks
around organisational restructure costs increasing should be noted
and officers regularly review the potential financial implications
attached to the proposals.

156. To fund the above two elements revenue release savings have been
identified which come from a number of sources and are identified
below.

• Facilities Management Savings - Based on the facilities

management element of the budget for closing schools that is no
longer needed – for example lump sum for school heating, lighting,
building maintenance.
• Falling Pupil Number Savings – the amount no longer allocated
to schools as delegated budgets reduces as a result of the fall in
pupils.
• Efficiency Savings - an annual efficiency saving of 0.5% has
been captured against the teaching element of all delegated
schools budgets for a period of five years from 2009/10.

157. The overall Consolidated Financial model represents a significant

financial exposure for the Council and the following capital and
revenue key risks have been identified and are continually reviewed:

• Changing scope of works following the IDAs as schemes progress

through feasibility studies and design.
• The management of cost over-runs and fluctuating construction
cost inflation which may lead to expenditure exceeding
contingency levels.
• Potential for underachievement of capital receipts within the
current climate, failure to obtain planning consent or changes in
Council policy in respect of land sale.
• Potential for the WAG funding levels to be reduced or changed.
• The potential for revenue costs of closing schools and opening
others to be higher than estimated.
• The potential for the underachievement of revenue savings.
• The additional risks attached to taking an incremental approach to
the implementation of the schools organisational proposals.

158. A further challenge attached to the Consolidated Financial Model is

the cash flow impact in the timing of both capital and revenue
expenditure and income. A reserve has been established for the SOP
and this is used to manage these cash flow fluctuations. The balance

Page 32 of 71
 carried forward at the end of each year reflects the additional costs
anticipated in affected schools. Projected movements on the reserve
are shown within Appendix 12 and summarised in Appendix 6(a).

Activities Inherited from Cardiff Bay Development Corporation

including
Harbour Authority

159. The Council established the Harbour Authority in April 2000 following
the closure of Cardiff Bay Development Corporation (CBDC). The
functions and responsibilities of the Harbour Authority are detailed in
the Agreement made between the Council and CBDC (now the WAG)
under Section 165 of the Local Government Planning and Land Act
1980. The funding required to discharge these obligations is provided
by a specific grant received from the WAG. This funding and any
income generated are ring fenced.

160. The revisions to the Section 165 Agreement approved during 2006/07
ensured that a sufficient funding level was made available to the
Harbour Authority to meet the liabilities under the agreement and any
additional duties relating to the Cardiff Bay Barrage Act 1993.

161. During 2010/11 negotiations have taken place between the Council
and the WAG officers to agree a new three year budget for the period
2011/12 to 2013/14. As part of these negotiations the WAG indicated
their expectation that the level of funding allocated for this function
would be significantly reduced.

162. Following a critical examination of the future resource requirements a

proposed fixed cost and asset renewal budget incorporating savings
was submitted to the WAG for agreement between the two parties. An
agreement has not been finalised but significant progress has been
made in reaching a substantial level of reductions. This identified a
total funding requirement of £8.033 million for 2011/12.

Harbour Authority Funding Requirement 2011/12 £000

Fixed Cost budget 7,500
Asset Renewal 533
Total 8,033

163. The Fixed Cost budget of £7.5 million covers staff costs & overheads,
barrage maintenance, environmental monitoring, community liaison
and leisure. This represents a reduction of £2.01 million (21.1%)
compared to the 2010/11 budget and requires efficiency savings
across most headings.

164. The three year budget for 2011/12 to 2013/14 will require a new
agreement to be approved that will include the sharing of financial risk
(or benefit) between the Assembly and the Harbour Authority. The
Assembly and the Harbour Authority will now share any over (or
under) spend against the Fixed Cost budget on a 50/50 basis.

Page 33 of 71
165. Also under the new agreement it will be proposed that, income should
be offset against the Fixed Cost budget which is a change from the
current arrangements and this will form part of the savings required to
achieve the £7.5 million Fixed Cost budget. It is expected that income
generation amounting to £500,000 will be achieved in 2011/12
primarily from car parking and mooring fees.

166. Another significant change proposed under the new agreement will be
that the balance of the Enhancement Fund that remains at the end of
2010/11 will pass to the Council to cover the additional risk of any over
spend on fixed costs and to fund future agreed Harbour Authority
projects. The balance on the Enhancement Fund at the end of
2010/11 is currently predicted to be £2.2 million.

167. A report on the Cardiff Harbour Authority function will be presented to

the Executive Business Meeting shortly. This will include a
recommendation to provide delegated authority for officers to conclude
a revised legal agreement with the WAG for the continued provision of
Harbour Authority activities pending a satisfactory outcome to ongoing
discussions.

Civil Parking Enforcement (CPE)

168. Following approval from the WAG to designate Cardiff as a “Civil

Enforcement Area”, within which parking violations and eventually also
certain moving traffic offences, including bus lane enforcement, would
be enforced, CPE was introduced on 5 July 2010.

169. The advantage to the Council in taking these powers is that it has
been given direct day-to-day control of the deployment of enforcement
staff across the highway network thus allowing targeted enforcement
in support of transportation strategies and more effective responses to
local needs.

170. CPE is a ring-fenced account. The income generated from car parking
fees is used to fund the operational costs and to subsidise the
enforcement unit. Any surplus or deficit will be transferred to a Parking
Reserve and can only be used for specific purposes such as
supporting public passenger transport services in accordance with
section 55 of the Road Traffic Regulations Act 1984. When the
anticipated trading surplus and eligible expenditure for the current year
is applied to the brought forward figure the balance in the Parking
Reserve at 31 March 2011 will be £1.992 million.

171. For 2011/12 income from car parking fees and residents permits is
forecast to be £3.691 million. This is partly offset by the £1.464 million
annual revenue commitment which reflects contributions to existing
revenue budgets. Operating costs are anticipated to be £671,000 and
the enforcement subsidy is estimated at £868,000. The net effect is to
leave a trading surplus of £688,000. Eligible expenditure of £1.004
million, which includes a contribution to the cost of the Pentwyn park &
ride facility and upgrading of surface car parks, will reduce the reserve

Page 34 of 71
 to a balance of £1.676 million at 31 March 2012. The current and
planned position on the reserve is set out in Appendix 13.

172. It is planned to create an additional 10 Civil Parking Enforcement

officers in order to increase the presence throughout the city. It is
anticipated these will be self-financed from the generation of
enforcement fines.

Capital

Capital Expenditure Pressures

173. Members will be aware of the significant increase in the level of the UK
National Debt and measures put in place to reduce the level of debt in
the medium term. As expected this has resulted in a reduction in
specific capital grants and in general capital funding. This has
necessitated a review of recurring annual capital allocations to ensure
only essential investment is undertaken and will require service areas
to continue to secure value from sums allocated.

174. The Council will in 2011/12 receive circa £17 million in grant and
borrowing approval from the WAG in order to determine its own
spending priorities for capital items. This is a reduction of 20% from
the previous year, and is forecast to reduce by a further 20% by
2013/14.

175. Set against the demand for these capital resources and the current
economic climate, tough choices are required. Pressures include:-

• Ensuring that existing property is fit to deliver service

improvements, by addressing the maintenance backlog of over
£85 million, disabled access and health and safety improvements.
• Meeting the aspirations of service areas to change existing assets
or create new capital assets in order to improve service delivery in
accordance with the Corporate Plan.
• The need to spend £19 million annually in order to maintain the
highway and associated infrastructure such as roads, traffic
signals, bridges, street lighting etc and address the backlog of
repairs.
• The need to create new transportation infrastructure in the City.
• The costs of dealing with residual waste and the post closure
commitments of the Lamby Way landfill site.
• Meeting the Capital City aspirations of Cardiff citizens and the
region for capital assets.
• Meeting the Welsh Housing Quality Standard. (WHQS)
• Mandatory Disabled Facilities Grants and the need to minimise the
time citizens have to wait for such adaptations.

Page 35 of 71
Capital Position Statement

176. The following paragraphs set out the context within which decisions on
the level of capital expenditure should be taken.

177. The Prudential Code of Borrowing includes a number of indicators that

must be used and factors which are to be taken into account by the
Council when setting its borrowing limits. These indicators are set out
in paragraphs 201 to 222 inclusive. Whilst there are currently no
national restrictions on the level of borrowing, the Government has in
October 2010 raised the cost of local authority borrowing through the
Public Works Loan Board (PWLB). However further measures remain
a risk to the Capital Programme and investment aspirations.

178. There is a high dependency on generating capital receipts to reduce

capital financing costs. Over the five years of the 2011/12 – 2015/16
Programme some £16.5 million in capital receipts (excluding Major
Projects and SOP) are assumed for the General Fund Programme.
Experience in previous years has demonstrated the difficulties and
uncertainties in the assumptions in generating receipts. In some
cases disposal of assets predicated on a scheme progressing did not
happen. In other cases receipts are no longer feasible because of
difficulties in achieving them due to the volatility and unpredictability of
the property market which shows little sign of settling down within the
immediately foreseeable future.

179. A number of initiatives are being undertaken to accelerate the capital

receipts programme as part of the Council’s Land and Buildings
Strategy including a review of office accommodation and the Council’s
non-operational estate. The release of some sites for disposal may
require initial capital investment to enhance value or relocate Council
services resulting in additional risk to the affordability of the Capital
Programme.

180. Initiatives such as the Pilot Fund are available to assist in securing
receipts. It is essential that close monitoring of the capital receipts
position continues as the consequences of a significant shortfall in not
only the level but the timing of capital receipts would result in the need
for further additional borrowing if the proposed programme is to be
fully implemented.

181. During 2011/12, options may be considered to determine the potential

and implications for appropriations of land to the Housing Revenue
Account for provision of additional affordable housing and other
initiatives in accordance with Housing regulations and the Local
Development Plan.

Capital Programme 2011/12 – 2015/16

182. The inclusion of schemes in the Capital Programme has been profiled
in accordance with technical advice relating to regulatory processes,
timetables and work plans. However, with such an extensive

Page 36 of 71
 programme there remains a residual risk that expenditure may slip
between years. Service areas must ensure they notify Corporate
Services of slippage at an early stage to ensure best use of available
resources by bringing forward schemes within the programme in
accordance with Members’ wishes. This has also been recognised by
the Welsh Audit Office in their recent Annual Improvement Report.

183. The proposed Capital Programme is summarised in the following table

and paragraphs.

Capital Programme Indicative Indicative Indicative Indicative

2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
Ongoing schemes 13,041 10,210 5,604 2,285 2,090
Annual sums 16,174 12,822 13,027 12,664 12,304
New/enhanced schemes 4,835 9,095 3,100 3,100 100
Schemes funded by grants and
25,666 40,868 15,330 7,499 6,700
contributions
Invest to Save schemes 30,730 37,143 26,873 13,612 6,100
Total General Fund 90,446 110,138 63,934 39,160 27,294
Public Housing 20,334 14,488 10,051 10,201 10,201

Total Capital Programme 110,780 124,626 73,985 49,361 37,495

184. Further details of the programme are shown in Appendix 14 and cover
the following areas:-

185. Provision for ongoing schemes including:-

• Capping and engineering works at Lamby Way landfill site in order

to meet the post closure planning obligations once the site is full.
Over a five year period £5 million is required.
• The full financial implications of Prosiect Gwyrdd are yet to be
determined and are not included in the programme, apart from the
potential option to purchase a site for the residual waste scheme.
• The balance of a £1 million General Fund contribution to a Single
Assessment Centre to coordinate homelessness services in the
City.
• Over £6.5 million for Eastern Leisure Centre refurbishment.
• Contribution to the SOP of over £12 million in the next five years.
• Public realm improvements in the City Centre including completion
of St. Mary Street £2.3 million.
• Thornhill crematorium and other enhancements totalling £2.3
million in accordance with the bereavement strategy.
186. Provision for Annual Sums including:-

• Investment of nearly £25 million in the next five years on Disabled

Facilities Grants, maintains the significant investment that the

Page 37 of 71
 Council has previously undertaken. Adaptations to public housing
will be met from the Housing capital programme in 2012/13
following the achievement of the WHQS.
• Investment to improve Council buildings, prioritised in the medium
term to achieve efficient floor space utilisation, yielding financial
benefits in the longer term.
• Investment in highways and transport infrastructure to address the
condition of roads, footpaths, structures and lighting. The 2011/12
programme includes a £200,000 allocation from Insurance
reserves for risk management initiatives, subject to the year end
position on the reserve.
• Funding for strategic cycling initiatives in accordance with the
cycling strategy and to supplement bids for external grant funding.
• Continued investment in parks infrastructure and play equipment.
• Public realm and local shopping centre improvements as part of
the Community Investment Budget.
• Maintaining allocations for alleygating, and heritage schemes in
conservation areas and in relation to public buildings.
187. Provision for New/Enhanced Schemes including:-

• Contribution to community facilities as part of the Maelfa Centre

regeneration scheme to kickstart significant private sector
investment.
• The development of central square and business district including
a central transport hub, public realm and a convention centre
subject to external support. Funding may be brought forward in
early years of the programme to undertake any land purchases
required.
• Additional funding for neighbourhood renewal and environmental
improvements throughout the City.
• Improvements to library services including Radyr and Canton.
• Surface car park upgrades in the City to improve condition and
install automatic number plate recognition where required.
• Additional funding for highways resurfacing.
• A replacement vehicle maintenance depot at Brindley Road,
allowing the rationalisation of existing depot sites throughout the
City.
• Funding to complete City Centre public realm improvements.
• Additional resources for the Cardiff Capital Fund to support Small
to Medium Enterprise investment.
• Tourism development including the relocation of the castle ticket
office as well as match funding for grant bids in order to develop
further phases of Cardiff Museum.
• A lift at the New Theatre to improve disabled access.

Page 38 of 71
 • Funding for improvements at Shirenewton Traveller Site in
conjunction with additional WAG grant.
188. Provision for Schemes funded by grants and contributions including:-

• Essential bids to the WAG for investment in Sustainable Travel as

well as further enhancements to transportation infrastructure.
• Renewal area funding for North Grangetown and Adamsdown. The
level of the WAG funding is forecast to reduce which will require
consideration of extending the period of the schemes as well as
their scale.
• Heritage Lottery funding for completion of Bute Park Restoration.
• Grant funding approved by the WAG for a new Autism facility to
provide specialist education for children in Cardiff. This is to be
supplemented by an invest to save bid of £3.0 million which is
intended to be repaid from savings achieved through reductions in
the use of independent sector provision.
• Grant funding approved by the WAG towards St Teilo’s Church in
Wales School as part of the SOP proposals.
• European and WAG grants for regeneration schemes in Butetown
and flood alleviation schemes in Whitchurch.
• Harbour Authority funding for asset renewal and bids to be made
for use of the Enhancement Fund.
Invest to Save Schemes

189. Subject to feasibility and a robust business case, the programme

includes significant borrowing commitments (over £110 million) to
schemes modelled to pay for themselves over a set period of time
either from revenue savings, income generation or capital receipts.
Service areas must repay these loans from their savings or increased
income, accordingly they represent an enhanced financial risk to the
Council and the affordability of the revenue budget.

190. New capital schemes to be funded in this way include:-

• New commitments arising from SOP.

• The development of hydropower at Radyr Weir.
• Consolidation of the existing loan and a further loan to Glamorgan
County Cricket Club in recognition of additional infrastructure
works required to upgrade the venue.
• Improvements to seating at New Theatre based on a surcharge on
admission prices.
• Initial provision for capital expenditure arising from the
Transformation Programme. Careful review will be required of all
business cases. Projects once agreed will need regular monitoring
and may even require escalating or delay to ensure that the
financial exposure of the schemes in total is minimised and kept

Page 39 of 71
 within the revenue budget made available to support this
investment and within the payback periods initially identified.
191. Expenditure previously approved from additional borrowing intended to
pay for themselves include:-

• Contribution to the Cardiff International Whitewater Centre.

• Civil Parking Enforcement set ups.
• The balance of funding to build a new Autism centre in Cardiff.
• A range of energy efficiency improvements in Schools.
• The information technology costs of developing Internal Shared
Services.
• Contribution towards the Single Assessment Centre for
homelessness.
• Capitalisation directions for statutory redundancy costs in 2009/10
and 2010/11.
192. The approval of smaller Invest to Save schemes during the year is
delegated to the Chief Corporate Services & Section 151 Officer, and
will be conditional upon a satisfactory business case.

Public Housing

193. The proposed 2011/12 Public Housing programme is £20.3 million.

Resources will be found from the Major Repair Allowance (MRA)
grant of £9.6 million, £0.92 million from council dwellings and land
sales, £6.5 million of additional borrowing and £3.3 million of housing
revenue reserves including an in-year revenue contribution.

194. The aim of the Programme is to ensure that Council housing stock and
its surrounding environment meet the WHQS through progressing the
HRA Business Plan, co-ordinating capital and revenue expenditure
and working strategically so that improvements are maximised across
mixed tenure estates. The programme includes continued investment
in the physical regeneration of estates and the fabric of Council
dwellings themselves. However, the focus is on investment in
kitchens and bathrooms where the intention is to exceed the minimum
standard and incorporate tenants’ expectations. Additional borrowing
is planned to be undertaken specifically to meet these priorities as well
as the replacement costs of Tresillian and Greenfarm hostels.

195. The system of housing finance is currently under review in England

with change effective from April 2012. Should Wales adopt a similar
review and after completion of the WHQS on existing properties, the
Council will explore all opportunities to build new Council dwellings
subject to revised financial and operating business plans.

Page 40 of 71
Capital Resources 2011/12

196. The resources required for the 2011/12 Capital Programme total
£110.8 million, of which £30.7 million relates to resources to support
schemes deemed to pay for themselves over a period of time and
£20.3 million for public housing schemes which includes additional
borrowing towards achievement of the WHQS. In many cases and
particularly beyond 2011/12, the levels of external grants included are
based on assumptions due to the lack of data being available from
grant funding bodies. This clearly causes difficulty in longer term
planning which is a necessity when considering capital investment
decisions.

197. Resources forecast to be available, including the necessary level of

additional borrowing to support the general level of investment, are
detailed in Appendix 15.

Planning Gain (Section 106) and Other Contributions

198. The potential for financing capital schemes from these categories has
become far more uncertain due to reductions in development.
However, there remains a significant level of contributions which
service areas must focus on utilising within relevant timescales in
accordance with the terms and conditions of the agreements. Where
this is not achieved the developer may seek the return of the
contribution.

199. The following table summarises the balances projected to be held by

the Council at 1 April 2011 on a service area basis, together with a
planned profile of spend of these over future years. The projected
balance takes account of the anticipated expenditure of £4.459 million
included in the month 8 monitoring report.

Projected Planned Planned Planned

Balance at Use Use Use
April 2011 2011/12 2012/13 2013/14
and beyond
£000 £000 £000 £000
Transportation 2,962 1,468 820 674
Parks 3,414 1,449 1,099 866
Strategic Planning &
Environment
675 405 246 24
Housing 2,241 1,466 375 400
Schools 948 768 180 0
Business Development 86 86 0 0
Libraries 457 357 100 0
Other 979 100 879 0
Total 11,762 6,099 3,699 1,964

200. The profile above for 2011/12 includes expenditure on the following
schemes:

Page 41 of 71
 • Transportation - public transport; bus shelters, bus services and
other infrastructure improvements.
• Parks – Canal Park; Cemaes Crescent Park, Ferry Road Nature
Reserve, Cemetery Park Phase 2 and Parc Coed y Nant.
• Housing – completion of the Single Assessment Centre scheme.
• Strategic Planning & Environment – Environmental improvements
at Thornhill District Shopping Centre and Fishguard Road shops.
• Libraries – improvements at Radyr Library.

Capital Prudential Indicators 2011/12 – 2013/14

201. The Council is required to set a number of indicators to ensure it

establishes a prudent, affordable and sustainable Capital Programme.

202. The actual capital expenditure incurred in 2009/10 and estimates of

capital expenditure for the current and future years as set out in the
programme are as follows:-

Capital Expenditure
2009/10 2010/11 2011/12 2012/13 2013/14
Actual Estimate Estimate Estimate Estimate
£m £m £m £m £m
General Fund 91 82 90 110 64
HRA 16 19 20 14 10
Total 107 101 110 124 74

203. The programme has been set on the assumption that external grants
and other contributions will be available towards financing capital
expenditure. These are subject to bidding processes and change over
time and are rarely confirmed or predictable beyond the following year.

204. It is a statutory requirement under Section 33 of the Local Government

Finance Act 1992, for the Council to produce a balanced budget. In
particular, Section 32 requires a local authority to calculate its budget
requirement for each financial year to include the revenue costs that
flow from capital financing decisions. This, therefore, means that
increases in capital expenditure must be limited to a level whereby
increases in charges to revenue are affordable within the projected
income of the Council for the foreseeable future. This relates to:-

a) Increases in interest and principal charges caused by increased

borrowing to finance additional capital expenditure, and
b) Increases in running costs from new capital projects

205. An estimate of the incremental impact on Band D Council Tax and on

the weekly housing rent of the running costs and capital financing
costs of new capital investment decisions proposed in this budget
based on current gearing levels between central and local taxpayers
are as follows:-
Page 42 of 71
 Incremental Impact of New Capital Investment Decisions
2011/12 2012/13 2013/14
Estimate Estimate Estimate
£ £ £
For the Band D Council Tax 0.27 1.47 2.83

Average Weekly Housing Rent 0.23 1.14 1.37

206. A key indicator of the affordability of capital investment plans is the

ratio of financing costs to net revenue budget stream which identifies
the trend in the cost of capital financing (excluding the running costs of
schemes).

207. The definition underlying the ratio of financing costs to net revenue
budget stream includes:-

• Interest payable on borrowing and receivable on investments.

• Premia or discounts on rescheduling of debt.
• Prudent revenue provision for repayment of past and proposed
capital expenditure paid for by borrowing.
• Reimbursement of borrowing costs from service areas in respect
of invest to save schemes.

208. For the General Fund, the net revenue stream is the amount to be met
from non-specific central government grants and council tax, whilst for
the HRA it is the amount to be met from subsidy and rent payers.

Ratio of Financing Costs to Net Revenue Budget Stream

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Actual Estimate Estimate Estimate Estimate Estimate
% % % % % %
General Fund 5.95 6.31 6.41 6.40 6.19 6.02
HRA 14.30 14.75 15.07 15.72 15.48 14.76

209. Approved invest to save schemes such as SOP are intended to be net
neutral on the Capital Financing Budget, although there may be short
term implications. There are however risks that the level of
income/saving anticipated from such schemes will not materialise and
this will need to be closely monitored to ensure that there is no
detrimental long term consequence on the Revenue Account.

210. The ratio for the General Fund is estimated to increase from 5.95% in
2009/10 to 6.4% in 2012/13. The HRA ratio increases from 14.3% to
15.7% in 2012/13 as the initial level of additional borrowing feeds into
the revenue budget. An increasing ratio indicates that a greater
proportion of the Council’s budget is required for capital financing

Page 43 of 71
 costs over the planned Capital Programme period. This arises from
proposals in the Capital Programme as well as the need to ensure a
prudent provision in parallel for repayment of debt. Whilst interest
receivable on investments is currently low this is forecast to rise in the
medium term, however should this not be the case, the ratios set out
will be higher.

211. It should be noted that these figures include a number of assumptions

such as interest rates, the timing of borrowing decisions and
expenditure, the level of the WAG revenue support etc. These
variables have long term implications and are extremely uncertain.
Whilst the figures beyond 2013 in the table above show a reduction,
the trend is that a larger part of the revenue budget is used for capital
financing than other service spend, requiring careful monitoring when
considering future levels of additional borrowing.

Prudent Repayment of Capital Expenditure – Annual Minimum Revenue

Provision (MRP) Policy Statement

212. Capital expenditure is expenditure on assets which have a life

expectancy of more than one year e.g. buildings, vehicles, machinery
etc. Such expenditure is spread over several years so as to try to
match the benefits such assets provide over their useful life. The
manner of spreading these costs over years is through an annual
MRP, the level of which is determined using the WAG guidance and
the judgement of the Chief Corporate Services & Section 151 Officer.

213. The WAG requires that:- “A local authority must calculate for the
current financial year an amount of MRP which it considers to be
prudent.” A statement on the Council’s policy for its annual MRP is
required to be submitted to full Council for approval before the start of
the financial year to which the provision will relate.

214. Accordingly it is proposed that the Council will make provision for the
eventual repayment of capital expenditure paid for from borrowing
(MRP) as follows:-

• Historic expenditure prior to 1 April 2004 as well as subsequent

supported borrowing approved by the WAG is to be provided for
on a straight line basis over a 25 year period in order to build up a
prudent provision.
• Additional borrowing for a general increase in investment is to be
provided for on a straight line basis over a 25 year period.
• Any additional expenditure linked to specific schemes e.g. Invest
to Save, Schools Organisation Plan etc is to be provided for on a
straight line basis over the estimated useful life of assets being
created or a shorter period as determined by the Chief Corporate
Services & Section 151 Officer.
• Additional borrowing undertaken within the HRA will be provided
for on a straight line basis over the estimated useful life of assets
being created or a shorter period as determined by the Chief

Page 44 of 71
 Corporate Services & Section 151 Officer. Historic expenditure
prior to 1 April 2004 is provided for at 2% in line with regulations.
• The MRP charged against liabilities under finance leases, or
contracts that have the characteristics of finance leases, shall be
equal to the principal element of the lease repayment, calculated
on an annual basis.

215. Any change in the level, timing and method of provision in year is
delegated to the Chief Corporate Services & Section 151 Officer after
consideration of affordability and prudence.

Capital Financing Requirement

216. The Capital Financing Requirement (CFR) is the authority’s underlying

need to borrow for a capital purpose. It measures capital expenditure
incurred but not yet paid for through capital receipts and charges to
the revenue account via a prudent provision for repayment of capital
expenditure.

217. The actual CFR as at 31 March 2010 and estimates for current and
future years are:-

Capital Financing Requirement

2009/10 2010/11 2011/12 2012/13 2013/14
Actual Estimate Estimate Estimate Estimate
£m £m £m £m £m
General Fund 347 370 398 432 439
HRA 76 79 83 83 80
Total 423 449 481 515 519

218. The CFR for the General Fund will increase over the next three years
due to increasing investment in the basic programme as well as the
increasing levels of additional borrowing for invest to save schemes.
This is predominately the significant level of invest to save schemes in
particular, the SOP proposals which are to be repaid from future land
sales as well as from school revenue budgets.

219. The CFR for the Housing Revenue Account is increasing due to
additional borrowing planned to improve hostels and towards meeting
the WHQS.

220. The Authority has at any point in time, a number of cash flows both
positive and negative, and manages its treasury position in terms of its
borrowings and investments in accordance with its approved Treasury
Management Strategy and practices. External borrowing may arise as
a consequence of all the financial transactions of the Authority and not
simply those arising from capital spending.

221. Net borrowing is compared to the CFR to ensure that over the medium
term the Council is borrowing only for a capital purpose. The Authority

Page 45 of 71
 must ensure that net external borrowing does not, except in the short
term, exceed the total CFR in the preceding year plus the estimate of
any additional CFR for the current and next two financial years.

Net External Borrowing Compared to CFR

2009/10 2010/11 2011/12 2012/13 2013/14
Actual Estimate Estimate Estimate Estimate
£m £m £m £m £m
CFR at start of
403 423 449 481 515
year
Change in CFR
20 26 32 34 0
for year
CFR at end of
423 449 481 515 515
year
Net external
403 376 401 431 439
borrowing

222. The Council complied with this requirement in 2009/10, and is forecast
to do so for the current and future years.

Treasury Management

223. The Council carries out its treasury management activities in

accordance with a code developed for public services in 2009 by the
CIPFA. In February 2010, Council adopted the Code of Practice, set
out the policies and objectives of its treasury management activities
and adopted the four Clauses of Treasury Management. Council
required the scrutiny of the accounting, audit and commercial issues of
its treasury management strategy and practices to be undertaken by
the Council’s Audit Panel.

Treasury Management Strategy

224. The following paragraphs set out the integrated Treasury Management
Strategy covering borrowing and investments.

225. In undertaking its treasury management activities, the overriding

objective is to minimise the risk of adverse consequences or loss,
whilst at the same time not unduly constraining investment returns or
unnecessarily incurring interest costs.

226. The Council uses treasury advisors to assist in the Council’s treasury
management activities. Sector Treasury Services Ltd also provide a
wide range of specialist support and advice, including training, credit
updates, forecasts, research, articles and advice on capital finance.

227. The Strategy for 2011/12 is based upon the Council’s views on interest
rates, supplemented with leading market forecasts provided by the
Council’s treasury advisor. The Strategy covers:-

• The treasury position.

Page 46 of 71
 • Treasury Management Indicators for 2011/12 to 2013/14.
• Economic background and prospects for interest rates.
• The Borrowing (Debt) Strategy, including policy on borrowing in
advance of need and the choice between internal and external
borrowing.
• Debt rescheduling.
• Investment Strategy, including security, specified and non-
specified investments.
The treasury position

228. The treasury position as at 31 December 2010 is shown in the

following table. It should be noted that the figures are at a particular
point in time and so cannot be used in isolation to support any
financial decision.

Principal Avg Rate

£m %
Borrowing
- Public Works Loan Board (PWLB) 387.8 5.47
- Market 52.0 4.13
- Invest to Save (WAG) 0.2 0
TOTAL DEBT 440.0
Investments
In House 102.6 1.30
External Manager 25.0 1.02
TOTAL INVESTMENTS 127.6

Treasury Management Indicators for 2011/12 – 2013/14

229. The Council must determine and keep under review how much it can
afford to borrow (the “Affordable Borrowing Limit”).

230. It must have regard to the Prudential Code when setting this limit.
This requires that capital investment remains within sustainable limits
and that the impact upon future Council Tax/Rent levels is acceptable.
Whilst termed an “Affordable Borrowing Limit”, the capital plans to be
included incorporate those to be financed both by external borrowing
and other forms of liability, such as credit arrangements. The limit is to
be set, on a rolling basis, for the forthcoming year and the following
two financial years.

231. It is recommended that the Council approve the following authorised

limits (Statutory limit under Section 3(1) of the Local Government Act
2003) and operational boundaries for the next three years (figures for
2010/11 are for comparison only). The Council is asked to approve
these limits and to delegate authority to the Chief Corporate Services
& Section 151 Officer, within the limit for any individual year, to effect
movement between the separately agreed limits for borrowing and

Page 47 of 71
 other long term liabilities in accordance with option appraisal and best
value.

Authorised limit for external debt

2010/11 2011/12 2012/13 2013/14

£m £m £m £m
Limit for borrowing 534 509 509 509
Limit for other long term
10 10 10 10
liabilities
Limit for external debt 544 519 519 519

232. These limits are consistent with the current commitments, existing
plans and proposals in this budget report for capital expenditure and
financing. They are based on the estimated most likely, prudent but
not worst case scenario and in addition with sufficient headroom over
and above this to allow for operational management. An example of
this would be unusual or unexpected cash movements and plans for
capital expenditure.

233. The authorised limit should not be set so high that it would never in
any possible circumstances be breached. It should reflect a level of
borrowing which, while not desired, could be afforded but may not be
sustainable.

Operational boundary for external debt

234. The proposed operational boundary for external debt is based on the
same estimates as the authorised limit, but without the additional
headroom for unusual and unexpected cash movements, and equates
to the level of projected external debt. This is subject to the timing of
borrowing decisions.

2010/11 2011/12 2012/13 2013/14

£m £m £m £m
Boundary for borrowing 440 445 465 483
Boundary for other long term
0 0 0 0
liabilities
Boundary for external debt 440 445 465 483

235. The Council’s actual external debt represented by borrowing at 31

March 2010 was £414 million, with no significant other long term
liabilities.

Upper limit for fixed and variable interest rate exposure

236. Authorised limits for fixed and variable rate exposure net of
investments are as follows. These are consistent with the current
commitments, existing plans and proposals for capital expenditure and
financing, and are based on the estimated most likely scenario, with

Page 48 of 71
 sufficient headroom to allow, for example, unusual and unexpected
cash movements.
2010/11 2011/12 2012/13 2013/14
£m £m £m £m
Upper limit for fixed interest
rate exposure:-
Net principal re fixed rate
430 430 430 428
borrowing/investments
Upper limit for variable rate
exposure:-
Net principal re variable rate
40 40 40 40
borrowing/ investments

Upper and lower limits for the maturity structure of fixed rate borrowing

237. It is also recommended that Council approves upper and lower limits
for the maturity structure of its fixed rate borrowing taking into account
the impact of possible rescheduling and new borrowing. This is to
guard against a large element of the Council’s debt maturing in a very
short space of time.

Maturity structure of borrowing in upper limit lower limit

2011/12 % %
Under 12 months 15 0
12 months and within 24 months 15 0
24 months and within 5 years 45 0
5 years and within 10 years 75 0
10 years and above 100 0

238. A chart showing the maturity profile of debt is shown within the
following borrowing (debt) strategy section.

Prospects for Interest Rates

239. The following table gives the Council’s treasury management advisors’
latest central forecast of interest rates.

Quarter ending
Mar- Jun- Sep- Dec- Mar- Mar- Mar-
2011 2011 2011 2011 2012 2013 2014
Bank
0.50% 0.50% 0.50% 0.75% 1.00% 2.25% 3.25%
Rate
5yr PWLB rate 3.30% 3.30% 3.40% 3.50% 3.60% 4.30% 5.00%
10yr PWLB rate 4.40% 4.40% 4.40% 4.50% 4.70% 5.10% 5.40%
25yr PWLB rate 5.20% 5.20% 5.20% 5.30% 5.30% 5.50% 5.70%
50yr PWLB rate 5.20% 5.20% 5.20% 5.30% 5.30% 5.50% 5.70%

Page 49 of 71
240. The bank rate has remained unchanged since March 2009. Whilst it is
forecast to rise towards the end of 2011, there is clearly a risk to this
forecast if the economic recovery in the UK remains weak or if there
are higher inflation expectations. The current low bank rate results in
less interest receivable from the Councils investments and has already
been reflected in the Capital Financing budget in the past few years.
As the rate rises, this will have a beneficial impact dependant on
available cash balances. Whilst interest on investments remains low, it
would be cost effective in the short term to use internal cash balances
rather than to undertake external borrowing. However future borrowing
costs are forecast to rise which would result in higher longer term
costs. Accordingly the timing of borrowing decisions is important and is
covered in the following paragraphs.

Borrowing (Debt) Strategy

241. The Council will manage its debt portfolio on a long-term basis with a
high regard to the effects on future council tax payers and citizens as
well as current ones. The Council’s Borrowing Strategy for 2011/12
will consider all options to meet the long term aims of:-

• Promoting revenue cost stability to aid financial planning and avoid

a stop-start approach to service delivery although it is recognised
that this may have a financial impact.
• Reduction over time in the average rate of interest on Council
borrowing.
• Ensuring a balanced maturity profile with an aim to bringing the
average maturity of debt closer to 25 years, balanced against the
cost of doing so. This is consistent with the Council’s MRP policy
and will also allow long term interest rate risk to be effectively
measured and managed when considering new borrowing and
rescheduling strategies.
Policy on borrowing in advance of need

242. Whilst it is feasible to undertake borrowing up to three years in

advance of need, the Council’s CFR at 31 March 2010 was in excess
of the actual debt of the Council. This indicates that the Council was
not borrowing in advance of need or to benefit from the investment of
extra sums borrowed. This is likely to remain the case in 2010/11 and
2011/12. However, if it is felt that by borrowing in advance of need,
opportunities exist to lock into favourable long term rates in order to
minimise long term costs, then this would be an option that will be
considered to finance the approved Capital Programme and future
debt maturities after consideration of consequent risks.

External versus Internal borrowing

243. When borrowing rates are higher than investment income rates,
deferring external borrowing and using investment balances (Internal
cash balances) instead can minimise short term costs. Reducing the
level of investments also has benefits of reducing exposure to credit

Page 50 of 71
 risk. However, with the potential for borrowing rates to rise, delaying
unavoidable new borrowing has to be weighed against the potential for
incurring higher long term costs when PWLB term rates are forecast to
be higher. During 2010/11 the Council undertook an element of its
borrowing requirement at favourable rates which are likely to see long
term financial benefits.

244. As can be seen from the forecasts in paragraph 239, interest rates for
borrowing are forecast to increase, however there are a number of
risks and the short term revenue implications of undertaking borrowing
early are significant.

245. The financial costs and benefits between internal and external
borrowing in 2011/12 will continue to be assessed to determine the
means of funding the Council’s long term borrowing needs, subject to
cash balances and the impact on the revenue budget. Set out below
are two contrasting scenarios:-

• If it were felt that there was a significant risk of a sharp rise in long
and short term rates, perhaps arising from a greater than expected
increase in world economic activity, increasing government debt
levels or increases in inflation, then fixed rate borrowing may be
undertaken whilst rates were still relatively cheap.
• If there was a significant risk of a sharp fall in rates, due to
concerns about economic growth or risk of deflation then long term
borrowing would be deferred, and any rescheduling from fixed rate
funding into variable or short rate funding would be considered.

246. Against this background and volatility in the markets, caution will be
adopted in 2011/12. Whilst the Council is mindful to defer any new
borrowing, borrowing rates for both fixed and variable borrowing as
well as different loan types will be monitored closely and a pragmatic
approach adopted to changing circumstances and market sentiment.

247. The Council’s debt maturity profile is shown in the graph below on the
assumption that all loans run to their final maturity. However the
Council has a number of Lender Option Borrower Option (LOBO)
loans which could be repaid to the lender should they ask for a change
in the rate. Currently £24 million of loans are subject to such an option.
Together with its treasury advisors the Council is investigating options
to possibly adjust the terms of current agreements with the lenders to
eliminate or reduce risk.
50,000,000

45,000,000

40,000,000

35,000,000
Maturing Principal

30,000,000

25,000,000

20,000,000

15,000,000

10,000,000

5,000,000

0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67
Year

Cardiff Council Local Authorities Universe

Page 51 of 71
248. The chart on the left shows the Council’s maturity profile of debt.
There is an even spread of debt maturity except for one large spike in
2056/57. Whilst not an immediate concern, restructuring at this point in
time would not be cost effective, however there is sufficient time to
explore options.

249. The chart on the right shows data from a National Treasury Risk Study
undertaken by CIPFA showing the maturity profile of 204 authorities
who took part, including Cardiff. This demonstrates that Cardiff has a
reasonable spread of maturities and is largely consistent with other
local authorities.

250. The Study highlighted the significant amount of “internal borrowing”

that Local Authorities have accumulated in lieu of external borrowing.
Whilst this has served well to reduce credit risk and interest rate risk
since late 2008, the scope for this to continue as a longer term
strategy is limited. External borrowing will be required in the short term
as Authorities are now exposed to refinancing risk as a consequence
of the PWLB rate increase announced as part of the 2010 CSR.
Cardiff undertook an element of its borrowing in March and August
2010, before the rate rise, and it does not have significant amounts of
debt maturing to refinance in the short term.

Debt Rescheduling

251. External constraints on active debt management sometimes limit or

prevent treasury activity. These factors include accounting for
financial instruments, penalties implemented by the PWLB for the
early repayment of debt and the impact and interaction of the HRA.

252. Opportunities for rescheduling or early repayment of existing debt are

currently limited. Options will be considered in order to:-

• Generate savings at minimum risk

• Help fulfil the borrowing strategy outlined above
• Flatten the maturity profile particularly in relation to the risk of
LOBO’s being repaid.

Investment Strategy

253. The Council has cash investment balances which fluctuate daily.
These arise due to the timing of cash flows as well as the existence of
required reserves, provisions and other balances.

254. All investments must be in sterling and any payments or repayments in

respect of the investment are payable only in sterling.

Page 52 of 71
Policy

255. The Council will have regard to the WAG Guidance on Investments
issued in 2004 and its subsequent amendments, as well as the 2009
revised CIPFA’s Treasury Management in Public Services Code of
Practice and Cross Sectoral Guidance Notes (the CIPFA Treasury
Management Code).

256. The Council’s investment priorities are the security, then liquidity of its
investments. The Council will also aim to achieve the optimum return
on its investments commensurate with proper levels of security and
liquidity. Given the nature of investments, a trade-off between
security, liquidity and yield cannot be avoided, however the level of
risk will be contained within the limits set out below and continual
monitoring of treasury activities. The limits below are required to be
implemented with immediate effect following approval of this Treasury
Management Strategy by Council.

257. Investment Instruments identified for use in the financial year are listed
below under the ‘Specified’ and ‘Non-Specified’ investment categories.
The procedure for determining which categories of such investments
may be used and the credit criteria or changes in the criteria used in
determining with whom to invest is delegated to the Chief Corporate
Services & Section 151 Officer.

Specified Investments

258. A specified investment is for up to a maximum of one year, not

involving corporate share or loan capital, where the principal sum to be
repaid at maturity is the same as the principal sum invested. It is
possible that specified investments may comprise up to 100% of the
investment portfolio.

Minimum Credit
Instruments approved for use
Criteria
Government
Debt Management Agency Deposit Facility
Guarantee
Term deposits – UK government and other Government
Local Authorities Guarantee
Long Term A
Term deposits – banks and building societies /Short Term F1

Term deposits with variable rate and variable

Long Term A
maturities up to one year e.g. callable deposits,
/Short Term F1
range accruals and other structured investment
products
Long Term A
Deposits with banks wholly or partly /Short Term F1
nationalised or where guaranteed by high credit Government
rated (sovereign rating) countries Guarantee

Page 53 of 71
 Non-Specified Investments

259. These are all other investments not meeting the definition of a
specified investment.

260. In accordance with best practice a maximum upper level is to be set

for non-specified investments. This limit is £90 million.

Max % of Max.
Min Credit
Instruments approved for use total maturity
Criteria
investments period
Term deposits with Local
Government
Authorities (with maturities in 50% 3 Years
Guarantee
excess of 1 year)
Term deposits – banks and
Long Term AA-
building societies (with maturities 40% 3 Years
/Short Term F1+
in excess of 1 year)
Long Term AA-
Deposits over one year with banks
/Short Term F1+
wholly or partly nationalised or
Government 50% 3 Years
where guaranteed by high credit
Guarantee
rated (sovereign rating) countries
Term deposits with variable rate
and variable maturities in excess
Long Term AA-
of 1 year e.g. callable deposits, 20% 3 Years
/Short Term F1+
range accruals and other
structured investment products
Certificates of deposits and Maximum
Long Term A+
Floating Rate Notes issued by 20% 3 year
/Short Term F1+
banks and building societies duration
Maximum
UK Government Gilts and Gilt Government
20% 3 year
funds Guarantee
duration
Government
Treasury Bills 20% 1 Year
Guarantee
Maximum
Long Term AA-
Commercial Paper 10% 3 year
/Short Term F1+
duration
Maximum
Long Term AA-
Corporate Bonds 10% 3 year
/Short Term F1+
duration
Weighted
Collective Investment Scheme AAA Constant Average
50%
structures - Money Market Funds NAV Maturity
60 days
* Other Collective Investment
Weighted
Schemes structures - e.g.
AAA Variable Average
enhanced cash funds, Government 20%
NAV Maturity 3
and Corporate Bond, Gilt or
years
Liquidity Funds
Bonds issued by multilateral
AAA 10% 3 Years
development banks
Bonds issued by a financial
institution guaranteed by the UK AAA 10% 3 Years
government
Other Sovereign bond issues AAA 10% 3 Years

Page 54 of 71
*This is inserted as a new line in comparison to last financial year to allow access to
investments and diversification similar to that provided by the fund manager.

261. Specified and non specified investments allow the use of products
such as Certificates of Deposit, Gilts, Money Market Funds and
Treasury Bills to allow diversification of investments and liquidity. This
is both for any future external fund manager and the in-house team
with the support of treasury advisors.

262. The authority will utilise money market funds and other collective
investment funds which are credit rated AAA by any of the rating
agencies. These are stand-alone pooled investment vehicles which
actively invest in a diversified portfolio of products and sectors mainly
high grade, short-term money market instruments such as bank
deposits, certificates of deposit, government guaranteed bonds,
corporate bonds and commercial paper.

Security

263. Credit, transaction and fraud risk are managed through procedural
requirements and controls. Diversification of approach, investment
product, and counterparties are sought where possible, with security
the key priority. The Council uses Fitch Credit ratings as a starting
basis for assessment of credit worthiness. Changes in the criteria and
decisions with whom to invest are delegated to the Chief Corporate
Services & Section 151 Officer. Commercial organisations on the list
will have at least the short-term credit rating of F1 and be authorised
institutions within the meaning of the Financial Services and Markets
Act 2000. The rating F1 is designated as “Highest Credit Quality” and
indicates the strongest capacity for timely payment of financial
commitments.
264. For internally managed investments provided by the private sector,
the lending list for direct investment in an organisation is based on the
following credit criteria and is to be implemented from the date of this
report:-

Fitch Ratings (minimum) L Term S Term Indiv Support Limit

£'m
Overnight to three months A F1 C 3 6
Overnight to one year A F1 B 2 10
Overnight to three years AA- F1+ B 2 15

265. For internally managed funds the limit for direct investment in any one
group of related companies is £15 million.

266. Consideration will also be given to investing outside these criteria

where governments have a majority interest in the institution or where
they have a banking system support package. The UK Government
like many others is providing major support packages to their banking
systems. The UK however, has not given a blanket guarantee on all
deposits but has underlined its determination to ensure the security of

Page 55 of 71
 the UK banking system by supporting named banks, being Santander,
Barclays, Lloyds Banking Group, HSBC, Nationwide, RBS, Standard
Chartered.

267. All credit ratings are monitored regularly through use of the Treasury
Management Advisor’s creditworthiness service. If a downgrade
results in the counterparty / investment scheme no longer meeting the
Council’s criteria, its further use for new investment will be withdrawn
immediately.

268. Where investments are held with a counterparty which falls below the
Council’s approved criteria for new investment, the investments will be
reviewed and options to call back funds before the maturity date would
be investigated. It should be noted that any early repayment is only at
the discretion of the borrower and often at a penalty.

269. Whilst Fitch ratings form the basis of the Council’s criteria, in addition
to this, the Council will have regard to the following when determining
with whom to invest:-

• Rating updates provided by treasury advisors in respect of

all three credit rating agencies, as well as Credit Default
Swaps and other market data which are monitored by our
advisors.
• Media reports as well as Sovereign credit ratings with the
minimum requirement being a Fitch sovereign rating of AA.
• The judgement of treasury staff and treasury management
advisors.
• Financial sector and Country exposure.
• The extent to which organisations who do not meet the
above criteria, are nationalised (i.e. take on the
creditworthiness of the Government itself) or are the
subject of Government guarantees on all deposits. In such
cases the use of such organisations would be considered
only after approval of the Chief Corporate Services &
Section 151 Officer and an assessment of the risk of doing
so.

270. Treasury staff directly and regularly involved in borrowing and lending
activities are provided access to a wide range of training. This
includes, seminars and workshops organised by treasury advisors
bringing together practitioners from different authorities; seminars
organised by CIPFA and other national bodies, regular contact with a
client relationship manager as well as their briefing notes and articles.
Staff responsible for treasury activity on a day to day basis are AAT
qualified as a minimum and are encouraged to undertake specialist
development training to achieve the Certificate in International
Treasury Management (Public Finance). There is engagement with a
wide range of local authority contacts as well as investment providers
with whom treasury issues are discussed.

Page 56 of 71
Liquidity

271. The Council aims to have sufficient funds to ensure it does not
become a forced borrower for a significant period of time. In
determining the maximum periods for which funds may be invested, a
balance sheet review is undertaken and multi year cash forecasts are
undertaken as part of the calculation of Prudential Code indicators.

Investment Strategy

272. Subject to security, liquidity and prospects for interest rates identified
above, locking into longer term deals will be avoided unless favourable
rates are available. The Debt Management Agency Deposit Facility
will be used only as a last resort. Dependant on the markets, existing
cash balances are likely to be drawn down rather than undertake
external borrowing. However this needs to be weighed against the
potential for higher longer term interest costs on borrowing.

273. The performance of the external cash manager, who holds £25 million,
has been disappointing in recent years and funds are to be recalled by
the 31 March 2011. Opportunities to seek additional diversification of
investments, alternative products and providers will be considered in
conjunction with our treasury advisors if necessary during the course
of the year.

274. Cash flow constraints and rates will be monitored on a daily basis in
partnership with our treasury advisors to seek optimum return from
investments after consideration of security and liquidity.

275. With continued volatility in the markets, caution will be adopted in

2011/12 and a pragmatic approach adopted to changing
circumstances and market sentiment. With credit criteria changes
delegated to the Chief Corporate Services & Section 151 Officer, this
will allow a prompt response to uncertainties that remain in the
financial markets.

Corporate Property Asset Management

276. Effective asset management is increasingly important given the

prevailing economic climate. Following adverse comments from the
External Auditor in 2010, greater corporate ownership of asset
management planning across the Council is improving but more needs
to be done given the financial landscape facing the Council for the
foreseeable future. A Corporate Asset Management Plan update
statement was considered by the Executive in December 2010 which
concentrated on process and structural improvements in order to set a
framework to encourage continuous improvement.

277. The Corporate Asset Management Plan 2011/12 is currently being

prepared for consideration by the Executive later in the Spring. This
will assess in more detail prospects for beneficial estate rationalisation
leading to further operational efficiencies and revenue savings

Page 57 of 71
 together with the realisation of additional capital receipts from the
disposal of surplus properties. This work is complementary to that
being undertaken as part of the Land and Buildings transformation
programme including:

• Our Space – review of office accommodation including new ways

of working
• Operational Property Asset Management – review complimentary
to the Citizen Focussed Programme
• Non-Operational Property Management – Review of the purpose
and effectiveness of the Council’s estate
Budget Framework

278. Under the Budget and Policy Framework Procedure Rules the Council
is able to specify the extent of virement within the budget and the
degree of in-year changes. The Council’s Financial Procedure Rules
allow virements within the service areas set out as follows:-

Revenue
Up to £50,000 Chief Officer in consultation with
Chief Corporate Services & Section
151 Officer.
Between £50,001 - £250,000 Approval of relevant Corporate
Director in consultation with Chief
Corporate Services & Section 151
Officer.
Over £250,000 Executive
Capital
Up to £100,000 Chief Officer in consultation with
Chief Corporate Services & Section
151 Officer.
£100,001 - £250,000 Approval of relevant Corporate
Director in consultation with Chief
Corporate Services & Section 151
Officer.
Over £250,000 Executive.

279. It is proposed to continue the current policy whereby the Executive has
the authority to vire amounts between service areas of up to £500,000
and, subject to the Chief Corporate Services & Section 151 Officer
raising no objection, to use reserves and to commit expenditure in
future years up to a total in the year of £1.5 million.

280. In addition to the virements shown above the Chief Corporate Services
& Section 151 Officer will also undertake all necessary technical
adjustments to the budgets and accounts during the year and reflect
any changes to the accounting structure as a result of management
and organisational changes within the Council.

Page 58 of 71
Reasons for Recommendations

281. To enable Council approval of:-

• The revenue and capital budget and to set the Council Tax for
2011/12.
• The budget for the Housing Revenue Account.
• The Treasury Management Strategy in accordance with the Local
Government Act 2003 and the Local Authorities (Capital Finance
and Accounting) (Wales) Regulations 2003.
• The Prudential Code for Borrowing indicators for 2011/12 to
2013/14.
• The Capital programme for 2011/12 and indicative programme to
2015/16, delegating to the Chief Corporate Services & Section 151
Officer authority to bring forward or delay schemes within the
programme to match resources where necessary.
• The Minimum Revenue Provision Policy for 2011/12.

282. To note that the Executive have approved:-

• The level of fees and charges for Council services for 2011/12
• The levels of rent and charges for 2011/12 in respect of Council
Houses, garages and other service charges following the setting by
the WAG of the Housing Revenue Account Subsidy and Item 8
Determinations.

HR Implications

283. The final proposed budgetary position of the Council as outlined in this
report represents a necessary response to the significant challenges
to the Council arising from the current economic situation. The
proposals contained in this report represent an overall reduction in
FTEs required in order to meet the required budgetary savings
targets. These reductions will be achieved via a combination of
deletion of vacant posts, natural wastage and Voluntary Severance all
of which will provide the opportunity to reshape and restructure
services to achieve further efficiencies.

284. In recognition that VS may not be a viable option for all, the Council in
July 2010 agreed an Employee Support Framework designed to
proactively support the people implications of the Council's
Transformation Programme, in addition to helping address potential
budget difficulties. Consequently, staff at risk by virtue of these
proposals for whom VS is not a viable or available option will be
supported by a number of interrelated measures aimed at securing
their continued employment with the Council and managing their
transfer to other areas of work in line with outcomes of the
transformation programme, service redesign etc.

Page 59 of 71
285. The supporting measures to assist affected employees will include
access to a protected pool of permanent vacancies created by filling
posts via temporary cover arrangements, redeployment activities, use
of flexible working policies e.g. secondment policy, and development
of a skills enhancement toolkit to support staff in either refreshing their
existing skills or develop new skills in order to enhance their
opportunities to find another role in the Council.

286. The Trade Unions have been consulted throughout the budget
planning process and their initial comments are detailed in paragraph
286. In addition, trade unions have been, and will continue to be
involved in all of the transformational change and service redesign
programmes at both planning and implementation stages. A major
focus of all these change programmes will be consideration of the
people implications associated with those programmes.

287. Consultation meetings with the Trade Unions in respect of the

Executive Budget proposal were held on 4 and 10 February 2011. A
summary of their observations are:

• In relation to the proposed closure of residential homes, the Trade

Unions expressed concerns about the impact of the reduction in
staff and the dementia care expertise and knowledge that would
be lost to the Council where the staff could not be retained via
redeployment. They were concerned that the resultant gap in
provision would be filled by third or private sector provision at a
significantly inflated cost to the service user. They acknowledged
the Executive’s modified budget reductions in Scale 2 grade jobs
now being proposed in the review of Adults Services. They sought
assurances that the Trade Unions be engaged at an early stage
around discussion surrounding the future of elderly care services.
As regards Libraries, they reiterated their view that any closures
would be resisted and requested that the proposal around
uniforms (and their costs) be revisited. In relation to Cleaning
(Direct Services), they were reassured that savings were being
achieved by deletion of vacant posts and efficiencies that would be
achieved by a reconfiguration in the patterns of cleaning premises
- a reduction in hours to an already part time low paid group was
not being proposed.

• Whilst they acknowledged that the pitch fees being introduced

were a modest annual fee per team, they considered that this
would have a disproportionate affect across the various areas of
the City and could result in a negative impact on health &
wellbeing. They also felt that the introduction of charging would be
counterproductive as this may lead to demands to improve the
quality of the pitches concerned. In relation to proposals
concerning the Housing Advice Service in H&NR and the
withdrawal of certain allowances in Childrens Services, they felt
that significant gaps in service would be created which again
would adversely affect already disadvantaged service users.

Page 60 of 71
 • They suggested that proposals around the Sign Shop (Direct
Services) could be an opportunity for collaboration with other Local
authorities. They welcomed the offer to work with the Council to
explore options to help address issues around staff catering.
Whilst they supported the proposal to build a new Vehicle
Maintenance facility, they felt the proposal to delete the Fitter post
was shortsighted as such jobs would be required in the future.

288. They requested early sight of a Council Wide Equality Impact

Assessment on the budget proposals.

Legal Implications

289. Under the Local Government Finance Act 1992 (as amended) the
Council is required to make certain calculations as to its budget
requirement for each financial year. The Executive has the specific
responsibility for:-

• The preparation for submission to the Council for its consideration

of estimates of the amounts to be aggregated in making the
calculation or of other amounts to be used for the purposes of the
calculation;

• The reconsideration of those estimates and amounts in

accordance with the Council’s requirements;

• The submissions for the Authority’s consideration of revised

estimates and amounts.

290. In so doing, the Executive must have regard to the following statutory
framework and guidance:-

291. Local Government Finance Act 1992 (as amended) which requires
the Council to calculate (inter alia) the aggregate of:

• the expenditure which the Authority estimates it will incur in the

year in performing its functions and will charge to a revenue
account for the year;

• such allowances the Authority estimates will be appropriate for

contingencies in relation to expenditure to be charged to a revenue
account for the year;

• the financial reserves which the Authority estimates it will be

appropriate to raise in the year for meeting its estimated future
expenditure; and

• such financial reserves as are sufficient to meet so much of the

amount estimated by the Authority to be a revenue account deficit
for any earlier financial year as has not already been provided for.

Page 61 of 71
292. As the billing authority it is the Council’s duty to calculate the Council
Tax for each financial year and the Authority is required under Section
30(6) of the 1992 Act to make that assessment by 11 March in the
financial year preceding that for which the tax is set. A failure to
comply with this time limit may leave the Authority open to challenge
by way of judicial review.

293. Local Government Act 2003 (as amended) which establishes a

system to regulate the capital expenditure and borrowing of the Local
Authority. The heart of the prudential borrowing system is the broad
duty imposed upon authorities to determine and keep under review
how much money they can afford to borrow. The Local Authorities
(Capital Financing and Accounting) (Wales).

294. Regulations 2003 (as amended) specifies the prudential code for the
capital finance in local authorities, as the code of practice to which
local authorities in Wales must have regard in setting and reviewing
their affordable borrowing limits under Sections 3 and 5 of the 2003
Act. Section 25 of the 2003 Act requires the Council’s Chief Corporate
Services & Section 151 Officer to make a report to the Authority when
it is considering its budget and Council Tax. The report must deal with
the robustness of the estimates and the adequacy of the reserves
allowed for in the budget proposals so that Members will have
authoritative advice available to them when they make their decision.
The section requires Members to have regard to the report in making
their decisions.

295. The Local Government & Housing Act 1989 Part VI (as amended).
The Authority has a general duty to review the rents of its houses from
time to time and in fixing rents the Council must have regard to, in
particular, the principle that the rents of dwellings of any class or
description should bear broadly the same proportion to private sector
market rents as the rents of dwellings of any other class or description.
The review of the rents is an executive function. However, the rent
setting is in the context of Part VI of the Local Government and
Housing Act 1989 which governs housing finance and housing
subsidy. Rents for council housing are a credit to the Housing
Revenue Account and outgoings a debit. The Authority is under a duty
to prevent a debit balance on the Housing Revenue Account which is
ring-fenced. There are restrictions in the way in which the account can
be operated and the proposals in this report must comply with these
accounting requirements to ensure that the rent should be set so as to
ensure that the Council is able to comply with its duty to prevent a
debit balance arising on the Housing Revenue Account.

296. The Council’s general fiduciary duty. Elected Members are trustees of
the public interest and of the statutory purposes of the public powers
conferred on them. This general duty requires the Authority to act
prudently and in good faith in the interests of those to whom the duty is
owed. In the exercise of this duty, the Authority has undertaken a
consultation exercise in connection with the setting of the Council Tax
and in so doing must have proper regard to the views expressed as

Page 62 of 71
 part of that consultation to the extent that such views are proper and
material considerations.

• The adoption of a final strategy for the control of the Authority’s

borrowing or capital expenditure is a matter for the Council and is
not an executive function. The Executive may make
recommendations but the decision is to be made by full Council.
• Equality Act 2010 -Equality risk assessments. The Council has an
obligation under the legislation relating to equality and diversity to
undertake impact assessment on all policies and decisions. The
Budget Report sets out the Strategic Financial Policy for the
Council. It is understood that there no adverse impacts flowing
from this Strategic Policy. However all Service Areas are required
to consider a consequential impact to delivering the proposals set
out in the Corporate Plan which is supported by this Budget.

297. All decisions taken by or on behalf of the Council must:-

• Be within the legal powers of the Council.

• Comply with any procedural requirement imposed by law.
• Be within the powers of the body or person exercising powers
on behalf of the Council.
• Be undertaken in accordance with the procedural requirements
imposed by the Council e.g. Council procedure rules.
• Be fully and properly informed.
• Be properly motivated.
• Be taken having regard to the Council’s fiduciary duty to its tax
payers.
• Be reasonable and proper in all of the circumstances.
Financial Implications

298. The past two years have seen unprecedented economic times with
extreme financial pressure being experienced by both the public and
private sectors. The budget strategy for 2011/12 was developed in the
time of uncertainty between the General Election and the
Government’s CSR and used the WAG’s financial planning
assumption as its base position. Thus, the Executive in its budget
strategy and subsequent budget proposal has been conscious of the
impact on the citizens, customers and communities of Cardiff and has
sought to support and encourage economic activity in Cardiff.

299. The budget proposals set out in this report will result in significant
operational and financial challenges as evidenced in the information
resulting from the risk assessment exercise. The impact of these
challenges will be monitored through service plans and the Corporate
Risk Register when reported to the Executive and Corporate
Management Board.

Page 63 of 71
300. Particular challenges for 2011/12 and in the medium term were
identified through this exercise and include:

• Necessity to deliver cashable net savings from transformation

across the programme areas and from within the service areas.
• Total quantum of savings to be achieved from Waste Management
and Street Cleansing as a result of the implementation of the
Waste Strategy together with continued reliance on income from
recyclates.
• Continuing demographic demand for social care services if
trendlines vary significantly from the anticipated position.
• Potential financial impact of the changes to Continuing Health
Care guidelines together with fee structures in independent care
sector.

301. In formulating the budget, the Executive must come to a balanced

judgement between the need for service provision and the financial
impact of those needs on the council tax payers. In order to achieve
this balance the Council has made significant levels of savings for
many years as set out below:

Budget Savings
Year £m
2011/12 22.0
2010/11 14.0
2009/10 8.7
2008/09 9.1

302. It can be seen that the amount to be achieved for 2011/12 is

substantially greater than had been necessary in previous years. This
is mainly as a result of the reduced level of the WAG support following
the reduction in the Welsh Block Grant from Central Government.

303. The Transformation portfolio of change will increasingly impact on the

financial and organisational structure of the Council as programmes
begin to deliver significant savings and functions are aligned to new
areas. Revised, robust governance and reporting arrangements have
been implemented which should help to ensure that benefits are
released and budgeted saving targets are achieved.

304. In summary, the budget proposal for 2011/12 includes:

• Savings of £22 million including savings from transformation of

£8.7 million.
• New financial pressures of £4.63 million.
• Budget increases of 1.82% and 3.9% for schools and social care
respectively in response to the WAG’s requirement to reduce
these services by no more than 0.33%.

Page 64 of 71
 • A Council Tax increase of 1.94% resulting in a Band D charge of
£923.24.

305. The budget assumes the use of earmarked reserves of £1.568 million
but with no drawdown from the General Fund Balance. This was a
similar level of use to that included in the 2010/11 budget. Any use of
reserves for recurrent purposes should be undertaken with care as
funding will need to be found from base resources in subsequent
years. In addition, it should be noted that circa £3.9 million will be set
against cash-backed balance sheet resources in 2010/11 to cover the
cost of the discretionary element of VS releases during that year.

306. The Council has a statutory duty to ensure that the Housing Revenue
Account achieves a balanced budget. The weekly increase in housing
rents of £4.17 is in line with the WAG’s guideline figure and which is
used in their housing subsidy calculation. The rental increase at
5.61%, together with the proposed increases in service charges will
generate sufficient income to ensure a balanced budget after providing
£1.35 million as additional support to achieve the Welsh Housing
Quality Standard.

307. Resources to finance the General Fund capital programme in 2011/12

include capital receipts to be achieved of £3.1 million and use of
additional borrowing of £6.7 million. Particular attention needs to be
given to the medium term impact of additional borrowing on the
revenue budget and it should be noted that decisions taken as part of
this budget will increase borrowing costs as a proportion of the overall
budget.

308. The value of schemes undertaken to be repaid from self-funding

mechanisms such as income generation or reduced expenditure over
relatively short periods of time stands at £30.7 million in 2011/12 which
is a significant use of these arrangements and will need to be
monitored closely.

309. Resources required to finance the Public Housing Capital Programme

also show the need for additional borrowing of £6.5 million in 2011/12
to assist with the achievement of the Welsh Housing Quality Standard
in 2012. The element of borrowing will be recovered as part of
tenant’s rent payments.

310. The inclusion of schemes in the Capital Programme has been profiled
in accordance with technical advice relating to regulatory processes,
timetables and workflow. Historically, the Council has experienced
significant slippage of capital schemes which has prompted adverse
comment from the External Auditor during the past year. Following
this comment and similar remarks from the Council’s Audit Panel,
capital scheme sponsors have been reminded of the importance of
robust profiling in order that capital plans can be achieved as
expected. Nevertheless, with such an extensive programme there
remains a residual risk that expenditure may slip between years and

Page 65 of 71
 so any consequential impact on the financing of the programme will be
addressed as part of the monitoring work during 2011/12.

311. The Consolidated Financial Model for the School Organisation Plan
brings together the projected capital expenditure and funding schedule
over the life of the model and amounts to £171.1 million. The Plan is
designed to be self-funding but this together with the significant
financial exposure for the Council as a result of the extent of the works
demands that close monitoring of the key risks is undertaken and
issues escalated when required.

312. Despite the detailed negotiations between council officers and the
WAG officials in respect of the budget for the Harbour Authority, formal
agreement between the two parties on the level of funding for the next
three years has yet to be reached. This is now a matter of concern
with the current arrangements due to lapse on 31 March 2011.

313. The indicative increases in AEF included in the Final Settlement from
the WAG have been used to underpin the resource base for the
Medium Term Financial Plan. However, it is evident that anticipated
resources are unlikely to cover emerging financial pressures. The
Plan anticipates that the balance of finance to be found through
savings, use of reserves or potential increases in the rate of Council
Tax may be:

2012/13 £19.4 million

2013/14 £13.8 million
2014/15 £15.1 million

314. The triennial revaluation of the Local Government Pension Scheme

will be effective from April 2011 and this has required a budget
increase of £1.5 million in each of the next three years.

315. As the Council’s transformational programme is delivered in the

medium term, it is expected that the balance of savings achieved from
transformation and service proposals will change so that the majority
will be achieved through the former route.

316. In conclusion, in such a period of continuing rapid change, budgeting

control continues to be of great relevance and it is vital that
responsible officers take ownership of their budgets and that
expenditure remains within financial resources.

317. A glossary of terms found within this report is set out in Appendix 16.

Executive Consideration

318. The Executive considered the Budget proposals on 17 February 2011

and agreed that

1. the changes to fees and charges as set out in Appendix 8(a) to

this report be approved

Page 66 of 71
 2. authority be delegated to the appropriate Chief Officer in
consultation with the Chief Corporate Services & Section 151
Officer and the Executive Member for Finance and Service
Delivery to amend or introduce new fees and charges during the
year.
3. the rents of all Housing Revenue Account dwellings (including
garages) be increased in line with the WAG guideline increase.
4. Service charges for Council tenants and hostel residents be
increased by 2% reflecting the anticipated increase in the cost of
providing these services in 2011/12.
5. all other service charges set out in Appendix 8(b) be approved
6. the rents for homeless accommodation increase within the
Department of Work and Pension thresholds.
7. the management fee for leaseholders be increased by 1.26%.
8. all Housing Revenue Account related increases take effect from
4 April 2011.

EXECUTIVE PROPOSAL

The Executive, having taken account of the comments of the City & County
Treasurer in respect of the robustness of the budget and the adequacy of
reserves as required under Section 25 of the Local Government Act 2003,
and having considered the responses received to the Budget Consultation
recommend that Council.

1.0 Approve the Revenue, Capital and Housing Revenue Account

budgets including all proposals and the Council Tax increase of
1.94% as set out in this report and that the Council resolve in
the following terms.
2.0 Note that at its meeting on 16 December 2010 the Council
calculated the following amounts for the year 2011/12 in accordance
with the regulations made under Section 33(5) of the Local
Government Finance Act 1992:-

a) 136,311 being the amount calculated in accordance with

Regulation 3 of the Local Authorities (Calculation of Council
Tax Base) (Wales) Regulations 1995, as amended, as its
Council Tax base for the year.

b) Lisvane 2,271
Pentyrch 3,121
Radyr 3,530
St. Fagans 1,183
Old St. Mellons 1,237
Tongwynlais 786

being the amounts calculated in accordance with Regulation 6

of the Regulations as the amounts of its Council Tax base for

Page 67 of 71
 the year for dwellings in those parts of its area to which special
items relate.

2.1 Agree that the following amounts now be calculated by the County
Council of the City and County of Cardiff for the year 2011/12 in
accordance with Sections 32 to 36 of the Local Government Finance
Act 1992:-

a) Aggregate of the amounts which the Council estimates for the

items set out in Section 32(2)(a) to (d) (including Community
Council precepts totalling £222,770).

b) Aggregate of the amounts which the Council estimates for items

set out in Section 32(3)(a) and (c). £431,085,355
c) Amount by which the aggregate at 2.1(a) above exceeds the
aggregate at 2.1(b) above calculated in accordance with Section
32(4) as the budget requirement for the year. £521,168,645

d) Aggregate of the sums which the Council estimates will be

payable for the year into its Council Fund in respect of Revenue
Support Grant, redistributed Non-Domestic Rates or Additional
Grant. £395,338,141

e) The amount at 2.1(c) above less the amount at 2.1(d) above, all
divided by the amount at 2 (a) above, calculated in accordance
with Section 33(1) as the basic amount of Council Tax for the
year. £924.87

f) Aggregate amount of all special items referred to in Section 34(1). £222,770

g) Amount at 2.1(e) above less the result given by dividing the

amount at 2.1(f) above by the amount at 2(a) above, in
accordance with Section 34(2) of the Act, as the basic amount of
Council Tax for the year for dwellings in those parts of the area to
which no special items relate. £923.24

h) The amounts given by adding to the amount at 2.1(g) above the

amounts of special items relating to dwellings in those part of the
council's area mentioned below, divided in each case by the
amount at 2(b) above, calculated in accordance with Section
34(3) as the basic amounts of Council Tax for the year for
dwellings in those parts of the area to which special items relate.
£
Lisvane 934.47
Pentyrch 945.99
Radyr 944.49
St. Fagans 937.19
Old St. Mellons 941.65
Tongwynlais 938.51

Page 68 of 71
 i) The amounts given by multiplying the amounts at 2.1(g) and 2.1(h)
above by the number which in the proportion set out in the Council
Tax (Valuation Bands) (Wales) Order 2003 is applicable to
dwellings listed in a particular valuation band divided by the
number which in that proportion is applicable to dwellings listed in
valuation band D calculated in accordance with Section 36(1) of
the Act as the amounts to be taken into account for the year in
respect of categories of dwellings listed in different valuation
bands.

A B C D E F G H I
£ £ £ £ £ £ £ £ £
Area
Lisvane 622.98 726.81 830.64 934.47 1,142.12 1,349.79 1,557.44 1,868.94 2,180.43

Pentyrch 630.66 735.77 840.88 945.99 1,156.20 1,366.43 1,576.65 1,891.98 2,207.31
Radyr 629.65 734.61 839.55 944.49 1,154.37 1,364.26 1,574.14 1,888.97 2,203.81
St. Fagans 624.79 728.93 833.06 937.19 1,145.45 1,353.72 1,561.98 1,874.38 2,186.77
Old St.
Mellons 627.76 732.40 837.02 941.65 1,150.90 1,360.16 1,569.41 1,883.29 2,197.18
Tongwynlais 625.67 729.95 834.23 938.51 1,147.06 1,355.62 1,564.18 1,877.01 2,189.85
All other parts
of the
Council’s
Area 615.49 718.08 820.66 923.24 1,128.40 1,333.57 1,538.73 1,846.48 2,154.23

VALUATION BANDS

2.2 Note that for the year 2011/12, the South Wales Police Authority has
stated the following amounts in precepts issued to the Council, in
accordance with Section 40 of the Local Government Finance Act
1992 for each of the categories of dwelling shown below:-

VALUATION BANDS

A B C D E F G H I
£ £ £ £ £ £ £ £ £
107.57 125.49 143.42 161.35 197.21 233.06 268.92 322.70 376.48

2.3 Having calculated the aggregate in each case of the amounts at

2.1(i) and 2.2 above, the County Council of the City and County of
Cardiff in accordance with Section 30(2) of the Local Government
Finance Act 1992 hereby sets the following amounts as the amounts
of Council Tax for the year 2011/12 for each of the categories of
dwellings shown below:-

Page 69 of 71
 Part of Council's Area

VALUATION BANDS

A B C D E F G H I
£ £ £ £ £ £ £ £ £
Area
Lisvane 730.55 852.30 974.06 1,095.82 1,339.33 1,582.85 1,826.36 2,191.64 2,556.91
Pentyrch 738.23 861.26 984.30 1,107.34 1,353.41 1,599.49 1,845.57 2,214.68 2,583.79
Radyr 737.22 860.10 982.97 1,105.84 1,351.58 1,597.32 1,843.06 2,211.67 2,580.29
St. Fagans 732.36 854.42 976.48 1,098.54 1,342.66 1,586.78 1,830.90 2,197.08 2,563.25
Old St.
Mellons 735.33 857.89 980.44 1,103.00 1,348.11 1,593.22 1,838.33 2,205.99 2,573.66
Tongwynlais 733.24 855.44 977.65 1,099.86 1,344.27 1,588.68 1,833.10 2,199.71 2,566.33
All other
parts of the
Council’s
Area 723.06 843.57 964.08 1,084.59 1,325.61 1,566.63 1,807.65 2,169.18 2,530.71

2.4 Authorise the City & County Treasurer to make payments under
Section 38 of the Local Government (Wales) Act 1994 from the
Council Fund by equal instalments on the last working day of each
month from April 2011 to March 2012 in respect of the precept levied
by South Wales Police Authority in the sum of £21,993,753.

2.5 Agree that the Common Seal be affixed to the said Council Tax.

2.6 Agree that the Common Seal be affixed to precepts for Port Health
Expenses for the period 1 April 2011 to 31 March 2012 namely

£
The County Council of the City and County of 130,988
Cardiff
The Vale of Glamorgan County Borough Council 14,692

2.7 Agree that notices of the making of the said Council Taxes signed by
the Chief Executive be given by advertisement in the local press
under Section 38(2) of the Local Government Finance Act 1992.

3.0 Approve the Prudential Indicators for 2011/12, 2012/13 and 2013/14
delegating to the Chief Corporate Services & Section 151 Officer the
authority to effect movement between the limits for borrowing and
other long term liabilities within the total Authorised Limit for any
individual year.
4.0 Approve the Treasury Management Strategy in accordance with the
Local Government Act 2003 and the Local Authorities (Capital
Finance and Accounting) (Wales) Regulations 2003 and subsequent
amendments.
5.0 Approve the Minimum Revenue Provision Policy for 2011/12.
Page 70 of 71
6.0 Authorise the Chief Corporate Services & Section 151 Officer to raise
such funds as may be required to finance capital expenditure by
temporary or long term borrowing within the limits outlined above, and
to bring forward or delay schemes within the approved Capital
Programme.

THE EXECUTIVE
17 February 2011

The following Appendices are attached:

Appendix 1 Council Budget Consultation Cover Sheet

1(a) – Children & Young People Scrutiny Letter
1(b) – Economy & Culture Scrutiny Letter
1(c) – Community & Adults Services Scrutiny Letter
1(d) – Environmental Scrutiny Letter
1(e) - Policy Review and Performance Scrutiny Letter
1(f) – Ask Cardiff Survey

Appendix 2 List of known Specific Grants for Wales

Appendix 3 Revenue Resources Required
Appendix 4 Financial Pressures
Appendix 5 Service Area Savings
Appendix 6 Earmarked reserves:
(a) General Fund
(b) Housing Revenue Account
(c) Schools
Appendix 7 Employee Changes
Appendix 8 Fees and Charges
(a) General Fund
(b) Housing Revenue Account
Appendix 9 Service Area Budgets
Appendix 10 Transformation
Appendix 11 Housing Revenue Account
Appendix 12 Schools Organisation Plan Reserve
Appendix 13 Civil Parking Enforcement Reserve
Appendix 14 Capital Programme Expenditure
Appendix 15 Capital Programme Resources
Appendix 16 Glossary of Terms

The following Background Papers have been taken into account:-

• Equality Impact Screening of Cardiff Council’s 2011/12 Budget

• Budget Strategy Report (October 2010)
• WAG Final Settlement (February 2011)
• Analysis of Section 106 balances held
• Fees and Charges details
• Capital Receipts forecast

Page 71 of 71
 Appendix 1

1. COUNCIL BUDGET CONSULTATION

1(a) – Children & Young People Scrutiny Letter

1(b) – Economy & Culture Scrutiny Letter

1(c) – Community & Adults Services Scrutiny Letter

1(d) – Environmental Scrutiny Letter

1(e) - Policy Review and Performance Scrutiny Letter

1(f) – Ask Cardiff Survey

Page 1 of 128
 Appendix 1A

My ref Fy nghyfeirnod
Your ref Eich cyfeirnod
Direct Line Lein Uniongyrchol 029 20 872781
Direct Fax Ffacs Uniongyrchol 029 20 872579
th
Date Dyddiad 15 February 2011
County Hall,
My Ref SS/CYP/MJH Atlantic Wharf,
Cardiff CF10 4UW
Your Ref: Tel: 029 20 872000

Neuadd y Sir,
Glanfa Iwerydd,
Caerdydd CF10 4UW

Ffôn: 029 20 872000

Councillor Mark Stephens

Executive Member
Room 278
County Hall
Atlantic Wharf
CARDIFF
CF10 4UW

Dear Mark,

Re: Scrutiny of the draft Budgetary Proposals 2011-12

As the Chairperson of the Children & Young People Scrutiny Committee I am writing on
behalf of the Members to thank you for attending the meeting of the Committee which took
place on 14th February 2011. At the meeting the Committee considered the 2011-12
budget proposals relevant to the Committee’s terms of reference. Members would like to
pass on their thanks to all those who attended for their presentations, comments and
answers to questions.

Having considered the information provided at the meeting and the agenda papers,
Members would like to make the following points to the Executive:

1. Children’s Services Budget Proposals

The Committee noted that the presentation showed the clear links between the draft
Corporate Plan and the draft Budget Proposals for this service area, Members welcomed
that the Children’s Services Budgets had been increased by £2.1M to again bring the
budget in line with actual expenditure and Members hoped that this would ensure no
further overspends in 2011/2012. Members were also pleased to note that the Executive
had only accepted 1.4% savings from Children’s Services thereby protecting a key
frontline service.

The Committee were however, concerned at the level of savings identified as

“Transformational Savings”, which amounted to £257,000 in Children’s Services and were
listed as Redesign organisational structures, Commissioning and Procurement, Business
Admin and Process Savings. Members requested a report, later in the year, to provide
more details on the transformational savings, their achievability and their impact on service
provision.
Page 2 of 128
2. Shared Services – Home to School Transport

The Committee noted the Executive’s budget proposals to accept £219,000 of savings
proposals from the Home to School Transport Route Optimisation, and Members
welcomed the officer’s assurance that these savings had already been identified this year
and would have no impact on service provision.

3. Schools & Lifelong Learning Budget Proposals

The Committee noted that the presentation showed the clear links between the draft
Corporate Plan and the draft Budget proposals for this service area. The Committee noted
that the Education budget had been increased by 1.2% and for the 7th year the School’s
Delegated Budget had been protected from any savings. Members also welcomed the
Special Educational Needs budget alignment and hope that this would ensure no further
overspends on the budget.

The Committee were however, concerned again at the level of savings identified as
“Transformational Savings”, which amounted to £602,000 in Schools and Lifelong
Learning and were listed as Redesign Organisational Structures, Commissioning and
Procurement, Business Admin and Process Savings. Members requested a report, later in
the year, to provide more details on the transformational savings, their achievability and
their impact on service provision.

Following discussions on the Education Welfare Service, Members noted that the actual
budget should have been stated at £750,000 and not £384,000 as shown in the report.
Members also requested a further report, later in the year, on the migration of attendance
responsibilities to schools, its staffing implications and Service Level Agreement actions to
address schools attendance levels across the City.

I trust that these comments will help inform the discussion at the Executive Business
Meeting on 17th February 2011 and the subsequent proposals taken to Council.

Yours sincerely,

COUNTY COUNCILLOR BILL KELLOWAY

Chair of the Children & Young People Scrutiny Committee

CC to:
Councillor Rodney Berman, Council Leader;
Jon House, Chief Executive
Councillor John Dixon, Executive Member for Health, Social Care & Wellbeing;
Councillor Freda Salway, Executive Member for Education & Lifelong Learning;
Christine Salter, City and County Treasurer
Neelam Bhardwaja, Corporate Director;
Maria Michael, Chief Children’s Services Officer;
Chris Jones, Chief Schools and Lifelong Learning Officer;
Philip Lenz, Chief People & Organisational Development Officer
Adrian Dennington’ Operational Manager for Central Transport Services
Jo Blaney, Principal Administrative Officer

Page 3 of 128
 Appendix 1b

My Ref: T:\COMMITTEES\Scrutiny\Economy & Culture\

COMMITTEE MEETINGS AND REPORTS\2011\2011.2.15\Letters

15th February 2011

Cllr Mark Stephens

Executive Member (Finance and Service Delivery)
Room 277
County Hall,
Cardiff

Annwyl Mark,

RE: Scrutiny of the Draft 2011/12 Budget Proposals

I am writing on behalf of the Economy and Culture Scrutiny Committee to

thank you for attending the meeting on 14th February. Members would like to
thank all those who attended for their presentations, comments and answers
to questions. We welcomed the opportunities to gain an insight into the overall
budget position at the budget briefing meeting held on the Thursday 10th
February. We acknowledge the fiscal pressures the Council is facing and
recognise that the setting of budgets this year is challenging and will remain
so for the foreseeable future.

We would like to welcome the timely production of the corporate plan which
meant there was sufficient time to allow for Members to effectively consider it
alongside the budget proposals. In examining the Corporate Plan the Leader
discussed the general ethos in setting the level of council tax by noting the
financial pressures the public were facing etc. It was felt that the Corporate
Plan would benefit from having a statement explaining the context and ethos
for setting the Council Tax and that this would improve the draft Corporate
Plan’s linkage to the budget process. In addition the committee felt that the
style of the document was a little disjointed and was not easy to read.

As you will be aware the Scrutiny Committee have discussed the

development of Cardiff Business Partnership (CBP) on several occasions
during the municipal year and asked what the impact of the cost saving of £13
k (line 116) would be upon the Cardiff Business Partnership’s research
programme. Whilst Officers were able to reassure the committee that a
research fellow had been appointed, and that the committee would be
involved in the research, Members would like to be updated on the research
programme as a part of the Committee’s Work Programme. It was also noted
that the budget papers did not contain any information regarding the funding
for subsequent years and the Committee would appreciate some information
regarding the funding position relating to this programme of work.

In relation to the budget lines relating to Parks and Sport the committee
welcomes the sponsorship work done with Panasonic regarding tree planting
and would like the service area to focus on enhancing the breadth of
sponsorship programmes where ever possible. In relation to the bowls

Page 4 of 128
provision budget line (221) Members were pleased to hear that several clubs
were able to manage their own affairs and would like to encourage the service
area to work with and encourage the remaining Bowling Clubs to transition out
of Council control in the longer term.

In relation to the capital programme we would like to welcome the continued

support for Libraries and the improvements to the New Theatre. We hope that
the improved seating and accessibility will improve income generation. In
hearing about the decline in secondary sales at the theatre Members would
like to urge the service area to examine opportunities to boost drinks sales
and have suggested that allowing drinks to be consumed within the
auditorium (utilising plastic toughened glasses) could boost sales (theatres
such as Oxford New Theatre adopt this practice).

In previous years the Committee have commented on the need for civic
buildings to maximise their income in order to cover running costs and
maintenance expenditure. This year the Mansion House was noted as an
area of concern in terms of maintenance and income generation. Therefore in
order to examine the key issues affecting the Mansion House Members will
priorities this issue for our future work programme.

I hope that these comments will help inform the discussion at the Executive
Business Meeting on 17th February 2011 and the subsequent proposals taken
to Council. This letter does require a response.

Yr Eiddoch yn Gywir,

Cynghorydd / Councillor Mohammed-Sarul Islam

Cadeirydd Pwyllgor Craffu Economi a Diwylliant
Chairperson Economy & Culture Scrutiny Committee

cc Christine Salter, City and County Treasurer

cc Cllr Rodney Berman, Council Leader
cc Cllr Nigel Howells, Executive Member, Sport, Leisure & Culture
cc Cllr Neil McEvoy, Executive Member, Economic Development
cc Christine Salter, City and County Treasurer
cc Martin Hamilton, Chief Officer Direct Services
cc Tony Riches Chief Officer Social Projects
cc Paul Orders, Chief Strategy and Enterprise Officer
cc Joanne Blaney, Executive Office Manager
cc Kathryn Richards, Head of Service Culture Tourism and Events
cc Neil Hanratty, Head of Service Development projects and Partnerships
cc Ruth Chapman, Chief Officer Infrastructure

Page 5 of 128
 Appendix 1C

My Ref: Scrutiny/Correspondence/ Cllr Cook

16 February 2010

Councillor Mark Stephens

Room 278
County Hall
Atlantic Wharf
CARDIFF
CF10 4UW

Dear Mark

Community and Adult Service Scrutiny Committee, 15th February 2011

On behalf of the whole committee, I would like to thank you, and all those who attended
the Community and Adult Services Scrutiny Committee on 15th February 2011 to
discuss the Executive’s draft Budget Proposals. Our comments and recommendations
are set out below.

Corporate Plan

The Committee appreciate having a copy of the draft Corporate Plan 2011-14 with their
papers for this meeting and pass their thanks to those involved in enabling this.

At this meeting, Members focused on the linkages between the Budgetary Proposals
and the Corporate Plan rather than looking at the rationale for the selection of the
priorities, actions, performance measures and targets contained in the Corporate Plan.
Members felt that the structure of the scrutiny militated against their consideration of
these wider issues. This is something I intend to raise for discussion at the Scrutiny
Chairs Liaison Forum so that, next year, scrutiny members can scrutinise the Corporate
Plan in its own right as the key document that sets out the Council’s contribution to the
wider vision for the city.

Members read the Corporate Plan in preparation for their scrutiny of the budgetary
proposals. Members felt that the structure and style of the document needs improving
as it lacks flow and is difficult to navigate. Members appreciate the need to structure
the Corporate Plan by the agreed outcomes; however, Members felt that the way
information is set out under these outcomes is jumbled and confused, with little obvious
linkage with the indicators listed.

The Committee will look to scrutinise the plan in more detail when Members consider
service area business plans in the coming months. Whilst this will not be ideal timing,
given that the plan will already have been to Council for approval, this will at least give
Members sufficient time to fully consider the priorities being put in place for services
under the remit of the Committee.

Page 6 of 128
Budgetary Proposals 2011

Members used the information provided in the committee papers and the presentations
to inform their scrutiny of the savings proposals, capital programme and financial
pressures. In future, Members would also like to receive the following information with
their committee papers, in order to provide a better understanding of the landscape for
the savings proposals:

- service area budgets and the percentage of controllable budgets that the
proposed savings represent
- the employee changes per service area, set out as per Appendix 7 of the Budget
Proposals 2011-12 report to the Executive 17th February 2011
- service area fees and charges, set out as per Appendix 8a of the Budget
Proposals 2011-12 report to the Executive 17th February 2011.

Members thank officers for providing the additional information on the Transformation
Savings, as I requested. However, Members remain very concerned about the way that
these transformation savings have been developed. Members understand the wish to
make Chief Officers accountable for specific amounts under relevant Transformation
themes, in order to assist with transparency and deliverability. At this stage in the
budget, Members expect this to translate to specific projects that service areas are able
to provide details about; this is not the case for a significant element of the
Transformation Savings that this Committee scrutinised.

Members are therefore concerned about the lack of certainty over the deliverability of
significant elements of the Transformation Savings and are concerned that there will
need to be a mid-year realignment, with service areas having to find additional savings
to enable a balanced budget, a repeat of last year.

Members wish to receive a mid-year update on progress with delivering the

Transformation Savings that fall within this Committee’s terms of reference and ask that
you request officers to assist this process.

Strategic Planning & Environment

The Committee notes the savings identified and is largely content that these are
achievable. With regard to the Capital Programme, Members were interested to hear
about the Neighbourhood Regeneration projects and welcome these.

Direct Services - CMS

The Committee notes the saving identified and is largely content that it is achievable.

Citizen Services - Older Persons Strategy Coordinator and Complaints Officer

The Committee notes the saving identified and is largely content that this is achievable
without compromising service delivery. With regard to the deletion of the Complaints
Officer post, Members note that the duties of this post will transfer to another employee
and that there are nominated officers within each service area that deal with
complaints. Members wish to receive a briefing paper to committee that provides
contact details for these officers and explains the complaints process.

Page 7 of 128
Housing and Neighbourhood Renewal

The Committee wishes to thank officers for their presentation. Members note that
Communities First posts are not being deleted as these are funded by the Welsh
Assembly Government. With regard to Community Safety, Members note and applaud
the considerable success of the Cardiff Community Safety Partnership in terms of a
25% reduction in ASB and a 20% reduction in crime overall. Members are concerned
that the proposed deletion of five Community Safety posts risks jeopardising this
success, particularly given the additional pressures on crime and disorder associated
with the current recession. There is also a clear direction from Cardiff residents that
Community Safety is their top priority with regards to where the Council should
concentrate their spending. Members note the points made that there is additional
spending allocated for works such as Alleygating, that there is a partnership review
underway with the hope that partners will provide support for partnership work in the
future and that existing community safety work should be mainstreamed across
partnerships and activity harnessed to tackle community safety issues. Members feel
that these are valid points but remain concerned that the loss of five posts will
negatively impact on Community Safety in Cardiff.

With regard to the proposed closure of the Prison Advice Service, Members note with
concern the issues raised regarding a lack of joint working and subsequent duplication
and gaps in service. Members recognise the need for a review of these arrangements
and would like to receive a report on this joint review. However, given the critical
importance of ensuring that there is appropriate support and placements of ex-
offenders, Members remain concerned about this savings proposal.

Adult Services

The Committee wishes to thank Mike Murphy for his presentation. The Committee
welcomes the extra £2.57 million that has been afforded to the service and recognises
that this baseline adjustment is in acknowledgement of the pressures experienced by
the service during 2010-11.

However, Members remain concerned that this funding will not prove sufficient. The
service area identified additional demographic pressures/ fees of £3,870,000 of which
only £2,200,000 has been accepted. The shortfall of £1,670,000 is not offset by a
baseline adjustment that deals with pressures from 2010-11; it remains a shortfall
against increasing pressures in 2011-12. Members are therefore very concerned that,
once again, there will be overspends in the Adult Services budget and that this will
have to be dealt with in a reactive rather than a planned manner. These concerns are
added to by the information given at the meeting that the Cardiff UHB has budgeted
savings of £4M with regards to Continuing Health Care cases in Cardiff and the Vale;
Members are concerned that there will be pressure on Cardiff Council to accept a
significant amount of this saving and that this is not appropriately reflected in the
budgetary proposals 2011-12.

As such, Members wish to continue to receive quarterly budget monitoring reports in

the coming financial year that provide details of the savings achieved and the financial
pressures being experienced by Adult Services, including demographic, fees and
Continuing Health Care pressures.

Page 8 of 128
With regard to the Transformation Savings allotted to Adult Services, Members felt that
there was a lack of detail underpinning the Additional Transformation Savings of
£697,000. As referred to above, Members would expect there to be a much clearer
picture of the work that would release these savings and therefore, the impact of this
work on service users and citizens of Cardiff. Members also remain unclear on the
rationale for which aspects of savings proposals are accepted towards the
Transformation Savings and which are not and the justification for this. As stated
above, we wish to receive further reports on this.

As discussed at the meeting, Members wish to accept the offer to provide a report
detailing the Joint Working Special Grant for hospital discharge work.

Members found the responses of Councillor Dixon and Mike Murphy very illuminating
with regard to my question about what concerns them for the future. Members note the
following and will bear these in mind when considering items for our future work
programme:

- £50per week cap on domiciliary care and that the shortfall is not fully funded
- Supporting People budget and likely changes to this
- Welsh Assembly Government White Paper
- UK Report on Paying for Long Term Care
- Actual rate of Inflation not incorporated into the budget- rate of 2% included
- Transitions - the transfers from Health
- Continuing demographic pressures.

I trust that these comments will also help inform the discussion at the Executive
Business Meeting on 17th February and the subsequent proposals taken to Council.

Yours sincerely,

COUNTY COUNCILLOR RALPH COOK

Chairperson, Community and Adult Services Scrutiny Committee

cc Councillor Rodney Berman Councillor John Dixon

Councillor Judith Woodman
Jon House Neelam Bhardwaja
Christine Salter Allan Evans
Dave Holland Phil Williams Don Davidson
Martin Hamilton Kate Berry
Sarah McGill Jane Thomas
Mike Murphy
Joanne Blaney

Page 9 of 128
Appendix 1d

Page 10 of 128
Page 11 of 128
Page 12 of 128
Page 13 of 128
 Appendix 1E

My Ref: T:Scrutiny/PRAP/Com Papers/2009 16.2.11

Date: 17 February 2011

Councillor Rodney Berman

Leader
County Hall
Cardiff
CF10 4UW

Dear Rodney,

Policy Review & Performance Scrutiny Committee:

Scrutiny of the Corporate Plan 2011/14 and Budget Proposals 2011/12

Thank you for attending Committee on 16 February 2011 to facilitate scrutiny of the
Corporate Plan and the budget proposals as they relate to the committee’s Terms of
Reference. During discussion of the way forward the Members of the Policy Review &
Performance Scrutiny Committee expressed the following observations and concerns and
have asked that I relay them for consideration by the Executive.

Corporate Plan 2011/14

The Committee welcomed the opportunity to consider the Corporate Plan though felt there
was an opportunity to engage further with the document alongside its budget monitoring
throughout the year and will aim to use the Corporate Plan to facilitate more strategic
scrutiny. They wish to highlight the following:

Strategic Planning Arrangements

Members feel they would benefit from clarification of the structure of the Council’s strategic
planning arrangements and approach. It is unclear whether the Policy into Action Plan
remains a feature of the strategic planning architecture of the Council, or whether the
Service Area Business Plans will now sit directly underneath the Corporate Plan.

Accountability
The Committee was encouraged to hear that this Corporate Plan will lead to greater
accountability, enable better target setting by senior managers and ultimately impact upon
every individual member of staff employed by the Council in the form of performance
objectives linked clearly to the Plan.

Page 14 of 128
Audience
Members explored the question, ‘who are the audience for the Corporate Plan?’ The Chief
Executive stated clearly that it is a high level document primarily for senior managers, an
aspirational document that expects excellence from all staff and sets out the Council’s aim
to be the best in Europe by 2015. Some Members felt such a bold statement is
immeasurable without a detailed delivery and action plan and some data on performance
comparison with other European cities. How can the Council better other unnamed cities
without being clear about their current performance, structure, budgets, tax raising regimes
and ways of operating? Which cities in Europe are the benchmarks we will need to
compare ourselves with?
The Committee was unanimous that the Corporate Plan needs to be owned by the whole
Council and as such must be more visually and simply set out for ease of access. It also
needs to be linked by managers to objectives dealt with through Personal Performance
Development Reviews so that employees can see and understand the links and where
their specific contribution can make a difference when well executed. The Committee
considers that the Plan is a work in progress and suggests further clarification of indicators
and the points outlined above.

Consultation
The Committee expressed significant concern about the Council’s understanding of citizen
engagement. They felt if the Council is taking a deliberative democratic approach then its
consultation must offer alternatives. Currently the approach is more appropriate to
‘consumers’ rather than ‘citizens’. Given the importance of Ask Cardiff in informing budget
decisions there is scope to take a fundamentally different approach. Members feel the Ask
Cardiff survey is an opportunity to instil a sense of citizen responsibility but that it is
unclear whether there is a sufficient link between the format used by Ask Cardiff and the
Corporate Plan priorities. They also feel there is a need to fundamentally question the
approach and the data and therefore plan further scrutiny of Ask Cardiff in its forthcoming
work programme.

Education
The Committee considered that the ‘People in Cardiff achieve their full potential’ section of
the Corporate Plan would benefit from a clearer indication of how the Council would
support underperforming schools and address the recently highlighted challenges for
education at all levels in Cardiff. This should clearly link with the economic challenges
facing the city and the calls by the business community to address the shortage of skills

Page 15 of 128
amongst the working population, a matter they placed at the top of their priorities for the
city going forward.

Proposed Budget 2011/12

Corporate Management
The Committee was interested to learn that the transformation programme is planned over
an eight year period and look forward to a fuller update at its forthcoming meeting on 2
March. Members took on board that the Council has started to move on this agenda but
will require clarification on which of the savings that were a part of the original PwC report
will be taken forward or rejected.

Citizen Services
The Committee noted the savings accepted within the Members’ support team. This will
doubtless be reviewed to clarify its effectiveness. They were pleased that there is a
commitment to use an underspend on the Members’ IT budget, identified at month eight,
to address Members needs. However Members feel there needs to be a review of
strategy for supporting Members’ IT and training needs. The Committee also felt that
Democratic Services had not fundamentally reviewed its services, in the way for example
the finance service area has started to do.
The Committee felt there are still opportunities for service areas to question
fundamentally what they need to do rather than shave budgets by small amounts as
Citizen Services appears to have done.

In summary Members feel that a full review of Members’ support needs is still required. It
is an aspiration of this committee to review the training and IT needs of Members as part
of its future work programme. They will therefore note this year’s savings and evaluate the
impact.
Members were pleased to note that the savings proposed for C2C would not have an
impact on the quality of services.

Corporate Services
The Committee commended the savings of 16% identified within the finance service area
though wondered why some of these substantial savings had not been identified in
previous budget rounds. Members would welcome greater transparency about vacant
posts, specifically how long posts have been unfilled and the rationale for not filling them.

Page 16 of 128
Members felt events such as the Proud Capital Conference were important and agree
there is a need to keep it going but suggested that sponsorship opportunities for events
such as this may be the way forward.

Shared Services
The Committee wholeheartedly welcomed the Council’s investment in a Cardiff Academy
and the opportunity it presents for officer development. The committee has previously
raised concerns about investing appropriately in management training following its own
inquiry, and agree that the current budget used for training less than a quarter of the staff
is unlikely to meet the backlog of training and development needs. The Committee feel,
given the clear lack of funding over the last few years, that the proposed £350,000
investment in an Academy is insufficient to ensure all staff will benefit. They also question
whether it is enough to support the management development needs of a new
organisational structure, particularly one which will be tasked with a transformational
agenda requiring higher levels of professionalism.
Members support the centralisation of training budgets, which they feel will allow for
greater investment and an improved strategic approach to meet the needs of the
organisation as it changes.

Members feel reassured that transport services had been able to make substantial
economies and efficiencies from a low performing starting point and note that within two
years all savings and income generating opportunities within the Central Transport Unit
should be realised, when opportunities for partnerships would be considered.

On the Communications budget, the Committee is seeking further clarification on line 252
of the savings proposals, which indicates a £4m budget. This does not tally with the fourth
bullet point of slide 5 of the Shared Services presentation that ‘Approx £1.2 million has
been identified in relevant communications budgets across service areas.’ There appears
to be a discrepancy and Members would welcome further explanation. They felt there was
potential to realise more savings from this budget than the £50k indicated and officers
agreed that further work needed to be done in this area.

Once again thank you for your time and commitment and that of Cllr. Mark Stephens to the
Policy Review and Performance Scrutiny Committee. Please convey the Committee’s
concerns and suggestions during the Executive’s consideration of the budget proposals
and Corporate Plan.

Page 17 of 128
Yours sincerely

DAVID WALKER

ACTING CHAIR, POLICY REVIEW & PERFORMANCE SCRUTINY COMMITTEE

cc Councillor Mark Stephens, Executive Member Finance & Service Delivery

Jon House, Chief Executive
Christine Salter, City & County Treasurer
. Philip Lenz, Chief People & Organisational Development Officer
Joanne Blaney, Executive Office Manager.

Page 18 of 128
 Appendix 1F

Budget questions included in the Ask Cardiff Survey

(November 2006 to November 2010)
Summary

The biannual Ask Cardiff survey is distributed to 5,000 random households in Cardiff in June
and November each year. The survey asks residents their views on how they feel the Council
and partner organisations are performing. The following two questions relate to Council budget
priorities and have been included in the Ask Cardiff Survey in 2006, 2007, 2008, 2009 and
2010:

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increase, kept the same or decreased.

• Community Safety and crime prevention

• Litter, street cleansing and recycling
• Street repairs and traffic management
• Regeneration of Local Areas
• Social care services
• Education
• Attracting and retaining jobs
• Employment skills and training services
• Parks and Community facilities
• Leisure, health and exercise facilities
• Housing
• Regeneration of the city centre and Cardiff Bay
• Libraries
• Natural and built environment
• Major events and venues

In 2010 respondents would most like to see street repairs and traffic management services
increased followed by community safety and crime prevention services. This is a change in
order from the results for 2006 to 2009 that show respondents would most like to see
community safety and crime prevention services increased.

In 2008, 2009 and 2010 respondents would also have liked expenditure increased on attracting
and retaining jobs, whereas in 2006 and 2007 respondents stated that they would prefer litter,
street cleansing and recycling service to be increased.

Increase in service
November November November November November
2006 2007 2008 2009 2010
Community Community Community Community Street repairs
safety and safety and safety and safety and and traffic
crime crime crime crime management
prevention prevention prevention prevention (65.0%)
(82.8%) (79.8%) (77.1%) (68.1%)
Litter, street Community
cleansing and Street repairs Street repairs Street repairs safety and
recycling and traffic and traffic and traffic crime
(73.3%) management management management prevention
(69.2%) (64.5%) (64.2%) (61.6%)
Street repairs Litter, street Attracting and Attracting and Attracting and
and traffic cleansing and retaining jobs retaining jobs retaining jobs
management recycling (62.8%) (64.0%) (60.5%)
(71.6%) (66.1%)

Page 19 of 128
Respondents specified that they would like to see expenditure fall on regeneration of the city
centre and Cardiff Bay, major events and venues and housing. These services follow the same
ranking in 2006, 2007, 2008, 2009 and 2010. It is worth noting that the percentage of
respondents indicating that they would like to see these three services decrease also rose
between 2009 and 2010.

Decrease in services
November November November November November
2006 2007 2008 2009 2010
Regeneration Regeneration Regeneration Regeneration Regeneration
of the city of the city of the city of the city of the city
centre and centre and centre and centre and centre and
Cardiff Bay Cardiff Bay Cardiff Bay Cardiff Bay Cardiff Bay
(13.5%) (16.4%) (20.9%) (19.6%) (26.4%)
Major events Major events Major events Major events Major events
and venues and venues and venues and venues and venues
(8.0%) (12.3%) (11.6%) (15.0%) (20.2%)
Housing Housing Housing Housing Housing
(7.8%) (7.9%) (5.9%) (6.4%) (9.6%)

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

The table below shows respondents’ three highest service priorities for improvement over the
last five years. This reveals that community safety and crime prevention and litter, street
cleansing and recycling are consistently in the top three areas highlighted for service
improvement. Between 2006 to 2008 litter, street cleansing and recycling was the second most
quoted service area, with attracting and retaining jobs featuring in the top three in 2009 and
2010. Street repairs and traffic management also features in the top three priorities in 2008 and
2010.

Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010
1st Highest Community Community Community Community Community
Priority safety and safety and safety and safety and safety and
crime crime crime crime crime
prevention prevention prevention prevention prevention
2nd Highest Litter, street Litter, street Litter, street Attracting Street
Priority cleansing and cleansing and cleansing and and retaining repairs and
recycling recycling recycling jobs traffic
management
3rd Highest Education Education Street repairs Litter, street Attracting
Priority and traffic cleansing and retaining
management and jobs
recycling

The table below shows respondents three lowest service priorities for improvement over the last
five years. Major events and venues was the lowest priority for improvement between 2006 and
2010, in 2009 libraries became the lowest priority. Regeneration of the city centre & Cardiff Bay
is also highlighted by respondents as an area that should not be classed as a priority. Natural
and built environment and libraries are other areas that were not deemed as priority areas by
respondents in previous years.

Page 20 of 128
 Nov 2006 Nov 2007 Nov 2008 Nov 2009 Nov 2010
1st Major events Major events Major events Libraries Major events
Lowest and venues and venues and venues and venues
Priority
2nd Libraries Natural and Regeneration Regeneration Regeneration
Lowest built of the city of the city of the city
Priority environment centre & centre and centre and
Cardiff Bay Cardiff Bay Cardiff Bay
3rd Regeneration Regeneration Libraries Major events Libraries
Lowest of the city of the city and venues
Priority centre & centre &
Cardiff Bay Cardiff Bay

Detailed results

November 2010

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increase, kept the same or decreased.

Council Services Percentage

Increased Kept the Decreased
Same
Street repairs and traffic management 65.0 28.3 6.7
Community safety and crime prevention 61.6 35.4 3.0
Attracting and retaining jobs 60.5 33.2 6.3
Litter, street cleansing and recycling 56.6 40.2 3.2
Regeneration of local areas 52.0 41.4 6.6
Employment skills and training services 47.3 47.8 4.9
Social care services 45.1 50.6 4.3
Education 44.5 52.5 2.9
Parks and Community facilities 36.8 59.9 3.3
Housing 33.8 56.7 9.6
Leisure, health and exercise facilities 31.7 62.9 5.5
Natural and built environment 26.6 65.9 7.5
Regeneration of the city centre and Cardiff Bay 21.9 51.7 26.4
Major events and venues 21.7 58.1 20.2
Libraries 19.7 76.2 4.1

Page 21 of 128
 Desired changes to Council Services

Libraries 19.7 76.2 4.1

Major events and venues 21.7 58.1 20.2

Regeneration of the city centre and Cardiff Bay 21.9 51.7 26.4

Natural and built environment 26.6 65.9 7.5

Leisure, health and exercise facilities 31.7 62.9 5.5

Housing 33.8 56.7 9.6

Parks and Community facilities 36.8 59.9 3.3

Education 44.5 52.5 2.9

Social care services 45.1 50.6 4.3

Employment skills and training services 47.3 47.8 4.9

Regeneration of local areas 52.0 41.4 6.6

Litter, street cleansing and recycling 56.6 40.2 3.2

Attracting and retaining jobs 60.5 33.2 6.3

Community safety and crime prevention 61.6 35.4 3.0

Street repairs and traffic management 65.0 28.3 6.7

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Increased Kept the same Decreased

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

Respondents were then asked which three areas they thought were priority areas for Council
spending. A system was adopted by which three points would be awarded when a service was
specified as a top priority, 2 points for second and 1 point for being the third most important
priority. Once completed the number of points awarded to each service was calculated as a
proportion of all points available in order to generate a ranked list of priority areas for spending.

1st (X3) 2nd (X2) 3rd (X1) TOTAL %age

Community safety and crime prevention 525 212 110 847 17.3
Street repairs and traffic management 294 158 231 683 14.0
Attracting and retaining jobs 414 114 102 630 12.9
Litter, street cleansing and recycling 141 230 138 509 10.4
Education 261 122 97 480 9.8
Social care services 120 90 147 357 7.3
Regeneration of local areas 96 98 133 327 6.7
Housing 126 84 56 266 5.4
Employment skills and training services 45 92 65 202 4.1
Parks and Community facilities 33 66 70 169 3.5
Leisure, health and exercise facilities 21 56 70 147 3.0
Natural and built environment 30 30 29 89 1.8
Libraries 21 34 11 66 1.4
Regeneration of the city centre and Cardiff
Bay 18 24 18 60 1.2
Major events and venues 15 16 22 53 1.1

Page 22 of 128
The figure overleaf shows community safety and crime prevention to be the number one priority
for Cardiff residents with this service being allocated just under a fifth (17.3%) of all available
points.

Respondent priorities for Council spending

Major events and venues 1.1

Regeneration of the city centre and Cardiff Bay 1.2

Libraries 1.4

Natural and built environment 1.8

Leisure, health and exercise facilities 3.0

Parks and Community facilities 3.5

Employment skills and training services 4.1

Housing 5.4

Regeneration of local areas 6.7

Social care services 7.3

Education 9.8

Litter, street cleansing and recycling 10.4

Attracting and retaining jobs 12.9

Street repairs and traffic management 14.0

Community safety and crime prevention 17.3

0.0 5.0 10.0 15.0 20.0

Percentage of points awarded

Street repairs and traffic management, attracting and retaining jobs along with litter, street
cleansing & recycling received significant proportions of the points available although major
events and venues alongside regeneration of the city centre and Cardiff Bay were described as
a top three spending priority in just over one percent of cases.

November 2009

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increase, kept the same or decreased.

Council Services Percentage

Increased Kept the Decreased
Same
Community safety and crime prevention 68.1 30.5 1.4
Street repairs and traffic management 64.2 31.5 4.3
Attracting and retaining jobs 64.0 32.4 3.6
Litter, street cleansing and recycling 57.3 41.0 1.8
Regeneration of local areas 54.3 43.1 2.6
Social care services 52.7 44.3 3.1
Employment skills and training services 49.7 46.6 3.7
Education 47.8 50.0 2.2
Parks and Community facilities 39.9 58.2 1.9
Housing 37.6 56.0 6.4
Leisure, health and exercise facilities 33.5 62.8 3.7
Natural and built environment 26.7 67.7 5.6
Regeneration of the city centre and Cardiff Bay 23.8 56.6 19.6
Major events and venues 21.2 63.8 15.0
Libraries 20.6 77.0 2.4

Page 23 of 128
 Desired changes to Council Services

Libraries 20.6 77.0 2.4

Major events and venues 21.2 63.8 15.0

Regeneration of the city centre and Cardiff Bay 23.8 56.6 19.6

Natural and built environment 26.7 67.7 5.6

Leisure, health and exercise facilities 33.5 62.8 3.7

Housing 37.6 56.0 6.4

Parks and Community facilities 39.9 58.2 1.9

Education 47.8 50.0 2.2

Employment skills and training services 49.7 46.6 3.7

Social care services 52.7 44.3 3.1

Regeneration of local areas 54.3 43.1 2.6

Litter, street cleansing and recycling 57.3 41.0 1.8

Attracting and retaining jobs 64.0 32.4 3.6

Street repairs and traffic management 64.2 31.5 4.3

Community safety and crime prevention 68.1 30.5 1.4

0% 20% 40% 60% 80% 100%

Increased Kept the Same Decreased

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

Respondents were then asked which three areas they thought were priority areas for Council
spending. A system was adopted by which three points would be awarded when a service was
specified as a top priority, 2 points for second and 1 point for being the third most important
priority. Once completed the number of points awarded to each service was calculated as a
proportion of all points available in order to generate a ranked list of priority areas for spending.

1st (X3) 2nd (X2) 3rd (X1) TOTAL %age

Community safety and crime prevention 311 206 110 1455 18.3
Attracting and retaining jobs 289 85 102 1139 14.3
Litter, street cleansing and recycling 135 226 138 995 12.5
Street repairs and traffic management 142 120 231 897 11.3
Education 152 113 97 779 9.8
Social care services 87 114 147 636 8.0
Regeneration of local areas 40 95 133 443 5.6
Housing 54 88 56 394 4.9
Employment skills and training services 41 93 65 374 4.7
Parks and Community facilities 32 69 70 304 3.8
Leisure, health and exercise facilities 16 40 70 198 2.5
Natural and built environment 14 26 29 123 1.5
Major events and venues 11 22 22 99 1.2
Regeneration of the city centre and
Cardiff Bay 10 15 18 78 1.0
Libraries 6 9 11 47 0.6

Page 24 of 128
The figure overleaf shows community safety and crime prevention to be the number one priority
for Cardiff residents with this service being allocated just under a fifth (18.3%) of all available
points.

Respondent priorities for Council spending

Libraries 0.6

Regeneration of the city centre and Cardiff Bay 1.0

Major events and venues 1.2

Natural and built environment 1.5

Leisure, health and exercise facilities 2.5

Parks and Community facilities 3.8

Employment skills and training services 4.7

Housing 4.9

Regeneration of local areas 5.6

Social care services 8.0

Education 9.8

Street repairs and traffic management 11.3

Litter, street cleansing and recycling 12.5

Attracting and retaining jobs 14.3

Community safety and crime prevention 18.3

0.0 5.0 10.0 15.0 20.0

Percentage of points awarded

Attracting and retaining jobs, along with litter, street cleansing & recycling and street repairs and
traffic management also received significant proportions of the points available although
libraries alongside regeneration of the city centre and Cardiff Bay were described as a top three
spending priority in less than one percent of cases.

November 2008

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increase, kept the same or decreased.

Council Services Percentage

Increased Kept the Decreased
Same
Community safety and crime prevention 77.1 20.8 2.2
Street repairs and traffic management 64.5 30.0 5.4
Attracting and retaining jobs 62.8 34.3 2.9
Litter, street cleansing and recycling 60.3 37.7 2.0
Regeneration of local areas 57.9 39.1 2.9
Social care services 54.4 42.9 2.7
Education 47.2 50.6 2.3
Employment skills and training services 46.5 50.5 3.0
Housing 46.5 47.6 5.9
Parks and Community facilities 45.9 51.9 2.2
Leisure, health and exercise facilities 37.5 60.9 1.6
Natural and built environment 34.9 60.0 5.1
Libraries 28.1 70.4 1.5

Page 25 of 128
Major events and venues 27.4 61.0 11.6
Regeneration of the city centre and Cardiff Bay 25.8 53.3 20.9

Desired changes to Council Services

Regeneration of the city centre and Cardiff Bay 25.8 53.3 20.9
Major events and venues 27.4 61.0 11.6
Libraries 28.1 70.4 1.5
Natural and built environment 34.9 60.0 5.1

Leisure, health and exercise facilities 37.5 60.9 1.6

Parks and Community facilities 45.9 51.9 2.2

Housing 46.5 47.6 5.9

Employment skills and training services 46.5 50.5 3.0

Education 47.2 50.6 2.3

Social care services 54.4 42.9 2.7
Regeneration of local areas 57.9 39.1 2.9
Litter, street cleansing and recycling 60.3 37.7 2.0

Attracting and retaining jobs 62.8 34.3 2.9

Street repairs and traffic management 64.5 30.0 5.4

Community safety and crime prevention 77.1 20.8 2.2

0% 20% 40% 60% 80% 100%

Increased Stay the same Decreased

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

Respondents were then asked which three areas they thought were priority areas for Council
spending. A system was adopted by which three points would be awarded when a service was
specified as a top priority, 2 points for second and 1 point for being the third most important
priority. Once completed the number of points awarded to each service was calculated as a
proportion of all points available in order to generate a ranked list of priority areas for spending.

1st (X3) 2nd (X2) 3rd (X1) TOTAL %age

Community safety and crime prevention 190 105 48 828 21.1
Litter, street cleansing and recycling 88 93 61 511 13.0
Street repairs and traffic management 63 52 117 410 10.4
Education 84 54 33 393 10.0
Attracting and retaining jobs 85 36 46 373 9.5
Social care services 40 55 65 295 7.5
Housing 38 52 46 264 6.7
Regeneration of local areas 24 59 61 251 6.4
Parks and Community facilities 16 40 46 174 4.4
Employment skills and training services 12 26 30 118 3.0
Leisure, health and exercise facilities 10 26 24 106 2.7
Natural and built environment 8 15 13 67 1.7
Libraries 5 14 12 55 1.4
Regeneration of the city centre and
Cardiff Bay 4 7 15 41 1.0
Major events and venues 4 10 6 38 1.0

Page 26 of 128
The figure overleaf shows community safety and crime prevention to be the number one priority
for Cardiff residents with this service being allocated a fifth (21.1%) of all available points.

Respondent priorities for Council spending

Major events and venues 1.0

Regeneration of the city centre and Cardiff Bay 1.0

Libraries 1.4

Natural and built environment 1.7

Leisure, health and exercise facilities 2.7

Employment skills and training services 3.0

Parks and Community facilities 4.4

Regeneration of local areas 6.4

Housing 6.7

Social care services 7.5

Attracting and retaining jobs 9.5

Education 10.0

Street repairs and traffic management 10.4

Litter, street cleansing and recycling 13.0

Community safety and crime prevention 21.1

0.0 5.0 10.0 15.0 20.0 25.0

Percentage of points aw arded

Litter, street cleansing & recycling, along with street repairs and traffic management and
education also received significant proportions of the points available although major events
and venues alongside regeneration of the city centre and Cardiff Bay were described as a top
three spending priority in only one percent of cases.

November 2007

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increased, kept the same or decreased.

Council Services Percentage

Increased Kept the Decreased
Same
Community safety and crime prevention 79.8 15.1 5.1
Street repairs and traffic management 69.2 24.9 5.9
Litter, street cleansing and recycling 66.1 30.9 3.0
Regeneration of Local Areas 59.6 35.6 4.8
Attracting and retaining jobs 59.0 37.5 3.5
Social care services 56.4 39.8 3.9
Education 53.5 44.2 2.2
Employment skills and training services 52.2 44.7 3.1
Housing 49.4 42.7 7.9
Parks and Community facilities 46.0 50.3 3.7
Leisure, health and exercise facilities 39.8 53.1 7.1
Regeneration of the city centre and Cardiff Bay 32.8 50.8 16.4
Natural and built environment 32.0 62.1 5.9
Libraries 30.4 66.6 3.0
Major events and venues 27.0 60.7 12.3

Page 27 of 128
 Desired Changes to Council Services

Major events and venues 27.0 60.7 12.3

Libraries 30.4 66.6 3.0

Natural and built environm ent 32.0 62.1 5.9

Regeneration of the city centre and Cardiff Bay 32.8 50.8 16.4

Leisure, health and exercise facilities 39.8 53.1 7.1

Parks and Com m unity facilities 46.0 50.3 3.7

Housing 49.4 42.7 7.9

Em ploym ent skills and training services 52.2 44.7 3.1

Education 53.5 44.2 2.2

Social care services 56.4 39.8 3.9

Attracting and retaining jobs 59.0 37.5 3.5

Regeneration of Local Areas 59.6 35.6 4.8

Litter, street cleansing and recycling 66.1 30.9 3.0

Street repairs and traffic m anagem ent 69.2 24.9 5.9

Com m unity Safety and crim e prevention 79.8 15.1 5.1

0% 20% 40% 60% 80% 100%

Increased Kept the Sam e Decreased

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

Respondents were then asked which three areas they thought were priority areas for Council
spending. A system was adopted by which three points would be awarded when a service was
specified as a top priority, 2 points for second and 1 point for being the third most important
priority. Once completed the number of points awarded to each service was calculated as a
proportion of all points available in order to generate a ranked list of priority areas for spending.

1st (X3) 2nd (X2) 3rd (X1) TOTAL %age

Community Safety and crime prevention 275 123 73 1,144 25.5
Litter, street cleansing and recycling 78 134 95 597 13.3
Education 97 79 54 503 11.2
Street repairs and traffic management 68 80 118 482 10.7
Social care services 50 73 96 392 8.7
Housing 56 79 54 380 8.5
Attracting and retaining jobs 53 23 43 248 5.5
Regeneration of Local Areas 23 46 53 214 4.8
Employment skills and training services 17 30 45 156 3.5
Parks and Community facilities 13 30 31 130 2.9
Leisure, health and exercise facilities 10 23 26 102 2.3
Libraries 6 9 9 45 1.0
Regeneration of the city centre and Cardiff Bay 7 6 11 44 1.0
Natural and built environment 5 7 6 35 0.8
Major events and venues 1 3 10 19 0.4

Page 28 of 128
The figure overleaf shows community safety and crime prevention to be the number one priority
for Cardiff residents with this service being allocated a quarter (25.5%) of all available points.

Litter, street cleansing & recycling, along with education also received significant proportions of
the points available although major events and venues alongside the natural and built
environment were described as a top three spending priority in less than one percent of cases.

Respondent Priorities for Council Spending

Major events and venues 0.4

Natural and built environment 0.8

Regeneration of the city centre and Cardiff Bay 1.0

Libraries 1.0

Leisure, health and exercise facilities 2.3

Parks and Community facilities 2.9

Employment skills and training services 3.5

Regeneration of Local Areas 4.8

Attracting and retaining jobs 5.5

Housing 8.5

Social care services 8.7

Street repairs and traffic management 10.7

Education 11.2

Litter, street cleansing and recycling 13.3

Community Safety and crime prevention 25.5

0.0 5.0 10.0 15.0 20.0 25.0 30.0

Percentage of Points Aw arded

November 2006

Q1. The Council is committed to providing quality services that best meet the needs of
local people. Please indicate whether you would like to see each of the services below
increase, kept the same or decreased.

Council Services Percentage

Kept the
Increased same Decreased
Community Safety and crime prevention 82.8 16.5 0.6
Litter, street cleansing and recycling 73.3 25.7 1.0
Street repairs and traffic management 71.6 24.8 3.7
Regeneration of Local Areas 63.4 33.9 2.7
Social care services 63.3 33.9 2.7
Education 55.8 42.9 1.4
Attracting and retaining jobs 49.0 49.1 1.9
Employment skills and training services 47.6 50.0 2.4
Parks and Community facilities 43.9 55.1 1.0
Leisure, health and exercise facilities 38.1 59.4 2.5
Housing 37.7 54.5 7.8
Regeneration of the city centre and Cardiff Bay 30.8 55.7 13.5

Page 29 of 128
Libraries 28.9 68.7 2.4
Natural and built environment 27.0 69.9 3.0
Major events and venues 21.3 70.7 8.0

Desired changes to Council services

Major events and venues 21.3 70.7 8.0

Natural and built environment 27.0 69.9 3.0

Libraries 28.9 68.7 2.4

Regeneration of the city centre and Cardiff Bay 30.8 55.7 13.5

Housing 37.7 54.5 7.8

Leisure, health and exercise facilities 38.1 59.4 2.5

Parks and Community facilities 43.9 55.1 1.0

Employment skills and training services 47.6 50.0 2.4

Attracting and retaining jobs 49.0 49.1 1.9

Education 55.8 42.9 1.4

Social care services 63.3 33.9 2.7

Regeneration of Local Areas 63.4 33.9 2.7

Street repairs and traffic management 71.6 24.8 3.7

Litter, street cleansing and recycling 73.3 25.7 1.0

Community Safety and crime prevention 82.8 16.5 0.6

0% 20% 40% 60% 80% 100%

Increased Kept the same Decreased

Q2. From the list of services in the previous question, which are the THREE most
important areas on which the Council should concentrate its spending?

Respondents were then asked which three areas they thought were priority areas for Council
spending. A system was adopted by which three points would be awarded when a service was
specified as a top priority, 2 points for second and 1 point for being the third most important
priority. Once completed the number of points awarded to each service was calculated as a
proportion of all points available in order to generate a ranked list of priority areas for spending.

1st (X3) 2nd (X2) 3rd (X1) TOTAL %age

Community Safety and crime prevention 374 161 108 1552 24.2
Litter, street cleansing and recycling 147 188 130 947 14.8
Education 144 123 75 753 11.7
Street repairs and traffic management 89 115 197 694 10.8
Social care services 96 115 151 669 10.4
Regeneration of Local Areas 43 78 101 386 6.0
Housing 58 80 49 383 6.0
Attracting and retaining jobs 66 37 37 309 4.8
Parks and Community facilities 11 52 61 198 3.1
Employment skills and training services 23 35 38 177 2.8
Leisure, health and exercise facilities 13 34 43 150 2.3

Page 30 of 128
 Natural and built environment 10 13 13 69 1.1
Regeneration of the city centre and Cardiff Bay 3 10 15 44 0.7
Libraries 2 9 18 42 0.7
Major events and venues 3 10 11 40 0.6

The figure overleaf shows community safety and crime prevention to be the number one priority
for Cardiff residents with this service being allocated a quarter (24.2%) of all available points.

Litter, street cleansing & recycling, along with education also received significant proportions of
the points available although major events and venues, libraries and the regeneration of the city
centre and Cardiff Bay were described as a top three spending priority in less than one percent
of cases.

Respondent priorities for Council spending

Major events and venues 0.6

Libraries 0.7
Regeneration of the city centre and Cardiff Bay 0.7
Natural and built environment 1.1
Leisure, health and exercise facilities 2.3
Employment skills and training services 2.8
Parks and Community facilities 3.1
Attracting and retaining jobs 4.8
Housing 6.0
Regeneration of Local Areas 6.0
Social care services 10.4
Street repairs and traffic management 10.8
Education 11.7
Litter, street cleansing and recycling 14.8
Community Safety and crime prevention 24.2

0.0 5.0 10.0 15.0 20.0 25.0 30.0

Percentage of points awarded

Page 31 of 128
 Appendix 2
WELSH LOCAL GOVERNMENT SETTLEMENT 2011-12

List and estimated amounts of Grants for Wales

Existing Grant name 2011-12 2012-13 2013-14
£m £m £m
Appetite for Life Specific Grant 2.40 2.40 2.40
Autistic Spectrum Disorder Implementation Grant 4 0.88
Community cohesion fund 1.70 2.00 2.00
Community fire safety 2.40 2.40 2.40
Community Purposes 2.61
Cymorth - the Children and Youth Support Fund 1,6 48.73 49.61 51.11
Deprivation of Liberty Safeguards Funding 4 0.46
Family Literacy, Language and Numeracy LEA Grants 2,6 1.67
Flying Start Revenue grant 6 39.14 40.14 41.64
Foundation Phase Grants 91.15 97.15 101.00
Funding for Youth Work Training in Wales 0.49 0.49 0.49
Induction 0.43 0.43 0.43
Integrated Family Support team 1.60
Language and Play LEA Grants 2,4,6 1.35
Learning Pathways 14-19 20.62 20.62 20.62
Local Authority Funding to Implement the Mental Health Act 2007 4 0.25
Local Transport Services Grant 4 11.00
Mergers and collaboration budget 3.94 3.94 3.94
2
Minority Ethnic Achievement Grant 9.60 10.00 10.50
National Exercise Referral Scheme 3.52
Outcome Agreement Grant 31.03 31.10 31.10
PFI 37.65 36.64 35.62
Post-16 Special Schools and SEN Out of County 2 22.44 22.44 22.44
Primary School Free Breakfast Initiative 2 10.70 12.70 14.70
Resources for Local Planning Authorities 4 1.75
School Effectiveness Grant 18.85 21.55 25.75
School Uniform Financial Assistance Scheme 0.77 0.77 0.77
School counselling 4.50 4.75 5.00
Social Care Workforce Development Programme 4 8.41
Strategic Intervention LEA Grants 4.20 4.20 4.20
Supporting People 75.70 73.90 74.10
The Grant for the Education of Gypsies and Travellers 2 0.90 1.00 1.10
Teacher Training & CPD LEA Grants 0.18 0.18 0.18
Unlocking the Potential of Special Schools 4 0.83
Well-being Activity Grant Scheme 4 0.52
Welsh Medium Bilingual Grant 1.55 1.55 1.55
Youth Service Revenue Grant 1.80 1.80 1.80

Note: The information shown above details where the estimated amounts for 2011-12, 2012-13 and
2013-14 are known. It is important to note that amounts for future years are indicative at this stage
and are liable to change. Formal notification of grant allocations is a matter for the relevant policy
area.
1. Grant fully or partially transferring to RSG in 2011-12
2. Demand led or bid based
3. Grant to end in 2010-11
4. Awaiting estimates
5. Amalgamation of grants into the new School Effectiveness Grant
6. Budget allocations

Page 32 of 128
 Appendix 3

Revenue Resources Required for 2011/12

£000 £000

Service Area budgets (after transfers in) 536,262

Add
New responsibility (First Steps) 868
Employee costs 4,429
Actuarial review of pensions 1,500
Landfill tax and carbon allowances 1,390
Concessionary fares 760
School transport, education welfare and increase in pupils 940
Third party landfill income 290
10,177

Previous year commitments: Special Schools 208

New children’s home 120
Social Work posts 126
Basic Skills & literacy 55
509
Expenditure realignments: Adults Service 2,500
Children’s Service 2,150
Special Education Needs 1,200
NNDR changes 602

Income realignments: Externally imposed 231

income caps
HMO licences 10
Other 6,693
589
Less 554,230
savings from services 21,989
532,241
Add new financial pressures 4,626

Base budget for 2011/12 536,867

Page 33 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
2 x Approved Mental Health Practitioners (AMHP) Social Workers Adult
1 Adult Services Services is facing an increasing demand for AMHP's due to the increase in Red Red 80 80 0
Mental Health Act related activity.

Demographic Pressures / Fees - projected population figures produced by

'StatWales' suggest that the over 85 population in Cardiff will increase by
approximately 2% between 2010 and 2011. This will result in significant
additional demands for services for older people including increasingly
complex packages of domiciliary care. There are also pressures in relation to
fee levels in the residential and nursing home sector. Further growth in service
2 Adult Services Red Amber 3,870 2,200 1,670
provision is also anticipated due to increases in the number of people with
learning disabilities that require support and in relation to pressures from
people with substance misuse. Changes to the WAG guidance on Continuing
Health Care is also anticipated to result in increased costs to the Council in
2011/12. This relates to the eligibility criteria and may particularly impact on
the mental health and learning disability client groups.

Adults' Day Activities - support to voluntarily run drop in centres which would
enable a move toward the development of low level support in line with the
3 Adult Services recognised model of Social Care. In this model it is critical that low level Amber Amber 60 60 0
services are not directly provided as a result of eligibility. Partnership
arrangements will be used to secure this form of service.
Total Adult Services 4,010 2,340 1,670
Child Health & Disability Sessional Support Services - due to an increase
Children's in the disabled young people population, there is increasing demand for
4 Red Red 225 75 150
Services sessional support services, which provide families with a break from their
caring responsibilities.

Page 34 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
Child Health & Disability Short Breaks Service - the Short Breaks Service
is a statutory requirement for the Council. Due to an increase in the disabled
Children's
5 young people population there is increasing demand for the Short Breaks Red Red 72 50 22
Services
Service. This level of acceptance recognises the realignment of Children's
Services budget pressures included in the budget proposal.

Enhancement of Family Intervention & Support Service - the Contact

Children's service is currently unable to meet the increased demand for supervised
6 Red Amber 49 25 24
Services contact across Children's Services. In the event of only one of the 2 additional
posts being agreed this would reduce the level of risk for the Service.

Policy and Planning Officer Post - this has been funded through joint
flexibilities grant which ends on 31 March 2011. It provides project
management support to service evaluation and development, planning and
Children's
7 commissioning. Losing this post will leave the service area without capacity Red Green 41 41 0
Services
for these activities, particularly as the proposed saving against OM
realignment is accepted which will involve deletion of the OM2 (service
development) post.

Independent Reviewing Officer (IRO) - there are currently 5 IROs whose

responsibility is looked after children, each with a caseload of approximately
120. Recent C Social Service Inspectorate Wales inspection of IRO services
identified that workloads in Cardiff were high in comparison to other LAs and
Children's needed review. Further pressure exists due to a number of placements being
8 Red Green 41 20 21
Services some distance from Cardiff and as a result of a change in statutory
requirements from 2007. Reducing the IRO workloads would require an
additional post. The additional post would help reduce use of agencies to
cover absences. Due to timescales for recruitment it is likely will only be able
to recruit for part of the year with the full year effect impact needed in 2012/13.

Page 35 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
Child Protection Reviewing Officer - there has been an increase in
workload in this area as a result of additional conferences and strategy
meetings arising from an increase in referrals and child protection enquiries.
This increase exceeds the capacity of the 3 FTEs who chair inter-agency
protection conferences, and the manager whose role includes chairing of inter-
agency strategy meetings in respect of professionals whose conduct is the
Children's
9 subject of child protection investigations and co-ordination of the LSCB. An Red Amber 41 20 21
Services
additional post will increase capacity for chairing of conferences and meetings
(thereby releasing capacity in the manager role to fulfil statutory
responsibilities in respect of the LSCB) and reduce the need to use agencies
to cover absences. Due to timescales for recruitment it is likely will only be
able to recruit for part of the year with the full year effect impact needed in
2012/13.

Direct Payments for Disabled Children - the take-up of direct payments by

people with parental responsibility for disabled children is increasing at a rate
of 10 per year. With a few exceptions, these children and families have not
Children's
10 previously been users of children's services. The cost of implementing these Amber Amber 198 0 198
Services
arrangements has not been the subject of a previous pressure bid and is
included within the service area's current overspend. This will be partly offset
by the realignment of budgets.
Total Children's Services 0 667 231 436
Two additional solicitor posts and two legal assistant posts - the addition
of one procurement/ property solicitor and one employment solicitor (PO2/5)
Citizen and to deal with anticipated additional legal work arising from objectives to
11 Democratic maximise the best use of the Council’s property assets and employment law Amber Green 143 0 143
Services matters that are likely to flow from the reduction in workforce size. The
proposal also includes an increase in two legal assistance posts to support
these arrangements.
Total Citizen and Democratic Services 143 0 143
Corporate Transformation Investment - additional investment to support the
12 Amber Green 450 450 0
Management transformation programmes.

Page 36 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
Additional Grant Support - funding to provide additional grant support to
Corporate external organisations comprising an additional £30k funding for Families
13 Amber Amber 90 90 0
Management Need Fathers, £50k for Menter Caerdydd, £10k to create a sport and culture
bursary for young people.
Total Corporate Management 540 540 0
Grant Fallout - because of the pressures on all government funded activity
we now need to plan for the loss of grant in support for the Tourist Information
Centre. This support has dwindled from £65k in 2007 to the current level of
Culture, Tourism
14 £25k. During this time we have made considerable efforts to close the gap by Amber Green 40 40 0
& Events
increasing income, however we will not be in a position to close this remaining
£25k gap. Additional grant fall out of £15k is anticipated in relation to St
David's Hall.
Wayfinding maintenance - the aim is to maintain the directional information
and signage for pedestrians which were erected as part of the Wayfinding
Strategy to improve the quality of the visitor experience and be ready for the
Olympic Training Camps and Events in Cardiff in 2012. There are currently 7
Culture, Tourism
15 Tourist Information Points (TIPs or totems), 9 Finger Posts and 1 Welcome Green Green 22 0 22
& Events
Sign which were installed by CCC in addition to those erected by St David’s 2.
This budget will be used to ensure the maintenance of these signs, and if
successful will include 3 further TIPs and 7 Finger Posts bid for in the 2011/12
Capital Programme.

St David's Day - provision of core funding in respect of the annual St David's

Culture, Tourism
16 Day Celebrations which are jointly funded with the Welsh Assembly Green Green 25 25
& Events
Government.

Total Culture Tourism and Events 87 65 22

Highway Maintenance - additional resources to assist with the increasing
17 Direct Services Red Green 250 250 0
backlog of highways maintenance.
Total Direct Services 250 250 0

Page 37 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000

Housing & Central Library premises costs - the actual costs of operating the new
18 Neighbourhood building are higher than anticipated and is resulting in an overspend in Amber Green 62 0 62
Renewal 2010/11. This proposal requests additional funding to address this shortfall.

Total Housing & Neighbourhood Renewal 62 0 62

Contractual car parking income - reduced usage of car parks at Westgate
19 Infrastructure St and Wood St resulting in an income shortfall from existing contractual Amber Green 110 0 110
arrangements.

Olympic Games Volunteering - Cardiff hosts the Olympic Games Football

competition in 2012. London Organising Committee Olympic Games have
requested that each host city create a similar feel and look to the Games in
London. We will therefore need to recruit significant numbers of volunteers to
20 Infrastructure Green Green 30 0 30
support the Games in Cardiff, Pre Games Training Camps, City
Ambassadors, transport liaison, accommodation hosts etc. To recruit, train,
deploy and manage the volunteer programme a Volunteer coordinator will
need to be appointed.
Asset Management Income - there are 12 income budget headings in Asset
Management that have all been affected by the downturn in the economy e.g.
21 Infrastructure skips, scaffolding, searches, numbering of properties, etc. As the economy Amber Green 75 0 75
improves so does the level of income but at present there is a shortfall
projected.
Reduction in Section 38 Income - this represents an economic impact on
22 Infrastructure Amber Green 50 0 50
Section 38 development within the city.

Bus Shelter Maintenance - maintenance costs for bus shelters are not fully
23 Infrastructure met due to a shortfall in advertising income receivable under the ADSHEL Amber Green 42 0 42
shelter maintenance contract. The current contract finishes 31st March 2013.

Page 38 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
House of Sport - the Section 106 agreement has levered in resources to
build the House of Sport. CMB "House of Sport" Ltd are the developers and
are required to provide community wellbeing at the centre to include Office
accommodation, free of charge, for the Council's Sports Development team
(Sport Cardiff) who currently reside in County Hall. CMB are required to
24 Infrastructure Green Green 22 0 22
provide a fitted out space with the Council providing associated hardware to
include, desks, telephones and ICT etc. The costs for providing the
appropriate ICT and communications network are not allocated in the Sports
Development core budget and therefore will require specific project funding
through this process.
Total Infrastructure 329 0 329
Support for visually and hearing impaired children - demographic
information is such that it is highlighting an increase in the prevalence of
children with significant visual impairment and hearing impairment needs. The
Schools and
25 Council is proposing to delegate the budget for matrix payments from April Red Red 100 100 0
Lifelong Learning
2011 for existing need. However, it acknowledges that there is a need to
retain a central budget for children with severe VI and HI needs in order to
ensure that schools are suitably resourced.
Total Schools and Lifelong Learning 100 100 0
Cardiff Academy and officer development - this replaces the funding on
officer development previously included within Corporate Initiatives and the
26 Shared Services creation of the Cardiff Council Academy which is designed to provide support Amber Amber 350 350 0
and development across the Council in times of change. This project will be
jointly funded with the Trade Unions of Cardiff Council.
Total Shared Services 350 350 0
Decrease Section 106 admin contributions to Development management
Strategic Planning
27 - reduction in anticipated Section 106 income as a result of the continued Amber Green 80 0 80
and Environment
down turn in the financial market.

Page 39 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000

E Coli - funding is required to enable monitoring the procurement of food to

the Council and Food Safety Management across Council service areas.
Strategic Planning Duties include the inspection/auditing of Council run premises, providing
28 Red Amber 60 60 0
and Environment support for those premises that have scored poorly in the Food Hygiene
Rating Scheme, and establishing a Corporate approach to Hazard Analysis
and Critical Control Points (HACCP).

Strategic Planning Cardiff Scientific Services Income - to reflect current shortfalls in income.
29 Amber Green 50 0 50
and Environment This was partially adjusted in the last budget round.

New regulations for single use carrier bags - the Welsh Assembly
Government intends to introduce a charge on single use carrier bags, with the
aim of substantially reducing the consumption of single use carrier bags in
Wales. It is proposed that local authorities in Wales will be appointed as the
Strategic Planning administrator for the single use carrier bag charge. While the Regulations
30 Amber Green 30 0 30
and Environment allow the Council to allocate responsibility to any service of the Council, the
consultation document makes repeated references to the Trading Standards
service, all of whom have recently been assessed to determine whether they
should be able to use civil sanctions (penalty notices, etc to ensure
compliance.)
Public Information advertising for legal notices in Development -
Strategic Planning insufficient budget to cover advertising "public information" i.e. Legal Notices
31 Amber Green 30 0 30
and Environment in relation to planning proposals. Costs have increased drastically due to
advertising bilingually.

Page 40 of 128
 Financial Pressures APPENDIX 4

No. Service Area Detail Residual 2011/12 Accept Reject

E.I.A
Risk £000 £000 £000
Trading Standards overtime - the current provision for overtime is small
(£9,000) and facilitates the attendance of 0.4 FTE of a consumer protection
officer to cover weekend and out of hours working. Currently, much of the
attendance at major events and weekend retailing are covered using a time in
Strategic Planning
32 lieu system and is heavily dependant upon the goodwill of existing officers; Amber Green 24 0 24
and Environment
that goodwill and participation is not sustainable in light of the numbers of
officers reducing. This request for additional funding will increase the overtime
budget to allow the attendance of one FTE consumer protection officer to deal
with the issues identified above.
Neighbourhood Renewal - additional funding for neighbourhood renewal
Strategic Planning
33 and environmental improvements throughout the city. Amber Amber 100 100 0
and Environment
Total Strategic Planning and Environment 374 160 214
Delivery of the revised Waste Strategy Recycling collections - to deliver a
Waste revised recycling and waste collection scheme in line with the new collection
34 Management and scheme approved by the Executive in January 2011. The additional nappy Red Green 550 550 0
Street Cleansing hygiene services are estimated at £50k in a full year. Changes will take place
from September 2011.

Waste
Cleansing Vehicles - to update the cleansing vehicle pool in accordance with
35 Management and Red Green 40 40 0
the needs of the Waste Strategy.
Street Cleansing

Total Waste Management and Street Cleansing 590 590 0

Total Financial Pressures 7,502 4,626 2,876

Page 41 of 128
Service Area Savings APPENDIX 5

Savings 2011/12

Transformation Savings
Service Shared
Service Commissioning Shared Services Total
Redesign - Services - Other Service
Service Area Redesign - and - Process Transformation Total
Organisational Business Area Savings
Processes Procurement Savings Savings
Structures Admin
£000 £000 £000 £000 £000 £000 £000 £000
Adult Services 587 440 522 143 19 1,711 3,389 5,100
Children's Services 120 0 11 110 16 257 245 502
Citizen and Democratic Services 40 0 0 68 68 176 97 273
Corporate Management 963 0 0 0 123 1,086 828 1,914
Corporate Services 287 0 48 63 296 694 1,202 1,896
Culture, Tourism and Events 70 0 35 16 9 130 422 552
Development, Projects and Partnerships 123 0 18 38 33 212 497 709
Direct Services 0 0 461 96 18 575 396 971
Housing and Neighbourhood Renewal 158 0 22 128 30 338 732 1,070
Infrastructure 198 403 75 72 35 783 634 1,417
Schools and Lifelong Learning 329 0 35 198 40 602 1,249 1,851
Shared Services 40 0 775 15 107 937 43 980
Strategic Planning and Environment 445 0 7 104 86 642 633 1,275
Waste Management and Street Cleansing 0 496 41 33 0 570 2,909 3,479
TOTAL 3,360 1,339 2,050 1,084 880 8,713 13,276 21,989

Page 42 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Security costs for Heol Don site - demolition of the building eliminates these security costs. The
1 Adult Services Accept 20 20 20 0 Green Green Green
services were moved from this location in July 2010.

Day Centres premises savings - premises related saving from the closure of Ty Canna and Meteor
2 Adult Services Accept Street Day Centres which would be achieved by relocating outreach staff within the community mental 30 30 30 0 Green Green Green
health teams / rehabilitation and recovery service.

Internal Supported Living Services - a review of the structure of the service will provide opportunities to
3 Adult Services Accept 70 70 70 0 Green Green Green
realign the staffing structure and provide savings against budget.

Voluntary severance (VS) already approved - savings resulting from post deletions for staff taking VS in
4 Adult Services Accept 129 129 129 0 Green Green Green
2009/10 and 2010/11 which were in addition to budget savings for those periods.

Grants - a 10% reduction in grants to voluntary organisations across the service area. The accepted
saving relates to the Care and Repair grant that has ceased as part of the three year funding
5 Adult Services Partially Accept 1,524 152 35 117 Green Green Amber
commitments, although £15k investment remains. This does not impact on other work carried out such as
alterations.

Reconfiguration of Day Services (Learning Disabilities) - flattening of the management levels in day
services and the reduction of management posts. The model of service would be based on the transfer of
6 Adult Services Accept 2,575 184 184 0 Green Amber Green
day service officers to the community teams. Their role would be to collate assessments of need, develop
day service plans and carry out a co-ordinating and monitoring function.

Training - Adult Services has a centralised training budget of £120,000 which supplements the training
budgets provided through the Social Care Workforce Development Programme (SCWDP) which is
7 Adult Services Reject funded via a grant received from WAG with 30% match funding from the Council. The position on the 120 70 0 70 Amber Green Amber
available grant funding for Cardiff in 2011/12 is still to be confirmed. This proposal would reduce the
flexibility provided by the centralised training budget.

Business Support - removal of scale 4 posts where the focus of the work is "supervisor." Management
of the staff group will rest in the remaining Scale 6 and above staff. Fourteen posts have been identified,
of which 7 are to be retained. (£160k) Further reductions will be found in Business Support and
Performance including the removal of 20 x scale 2 posts. (£400k) The accepted saving reflects the
8 Adult Services Partially Accept management saving and would reduce the achievability risk to green. Release of additional administrative 1,888 560 260 300 Amber Amber Green
staff will be considered as part of the business administration review under the transformation programme
so that operational impact can be gauged in a more timely manner. The accepted saving reflects the
management saving and together with a proportion of the administrative savings and would reduce the
achievability risk to green.

Page 43 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Day Care - the Council manages 5 day centres for older people which currently support a limited number
of people as a result of changes to eligibility criteria in 2005. The proposal includes closure of 1) Fairwater
9 Adult Services Reject 1,165 870 0 870 Amber Red Red
Day Centre - saving £160k. 2) Gabalfa Day Centre - saving £180k. 3) Minehead Road Day Centre -
saving £170k. 4) Closure of Llanedeyrn and Grand Ave Day Centre - saving of £360k.

Traditional Home Care Service - the in-house Home Care Service has been undergoing an incremental
change from the provision of traditional care services, towards a more focused, short term reablement
10 Adult Services Partially Accept 3,100 1,000 425 575 Amber Amber Amber
approach. Acceptance of the full amount would have implications for the reablement service and may
increase re-commissioning costs. At the level accepted, the residual risk would be reduced to green.

Realignment of staffing resources / Voluntary Severance -The service area has reviewed all
11 Adult Services Partially Accept management structures and determined that voluntary severance can be granted in respect of a number 32,000 1,000 200 800 Amber Amber Green
of management and support posts. The accepted proposal is intended to minimise any service impact.

12 Adult Services
Residential Care Homes - Council agrees with WAG policy on living independent lives and this has
resulted in a lesser demand for certain types of residential service. The Council has two residential
homes. 1) £600k - Ty Mawr EPH - this home accommodates 17 residents requiring general residential
care. Replacement beds required as a result of closure could be met by existing capacity in the
independent sector including St Isan. The proposal would require consultation with service users re:
alternative accommodation options and discussion with staff and TU's re: VS/ redeployment options. 2)
Accept 2,173 1,150 1,150 0 Amber Amber Amber
£200k - Cae Glas Home - the client group at Cae Glas Home will require specialist dementia care and it is
therefore proposed to time the closure of Cae Glas to coincide with the opening of the new home on the
Woodcroft site which would offer the same level of care and bed capacity. 2011/12 savings would total
£200k with full year savings of £1.5m dependent upon closure date. Consultation on closure will be
required. 3) £350k - further release of Hafod savings including the impact of the earlier than planned
closure of Countisbury which reflects a reduced number of residents.

Commissioning Budget - discussions with external advisors, Procurement and other parties indicate that
new approaches to procurement could realise a saving of up to 10% on commissioned services. The
13 Adult Services Partially Accept 60,000 5,000 1,900 3,100 Amber Amber Amber
accepted saving reflects a subsequent review of achievability and associated risk which suggests that a
lower figure is likely to be achievable in 2011/12 with further savings in future years.

Page 44 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Changes in Fair Access to Care Services Eligibility Criteria - this proposal would increase the eligibility
criteria for the receipt of care services to a level based on Critical which would significantly reduce the
14 Adult Services Reject 60,000 2,500 0 2,500 Red Red Red
level of care available to clients. If accepted, further savings would accrue in future years as reviews take
place.

In addition to the following transformation savings, £1.014m of Adult's Services' accepted service area savings above also fall within the scope of the transformation programme:-
15 Adult Services Accept Additional Transformation Savings 697 697 0 Amber Amber

Total Adult Services 13,432 5,100 8,332

16 Children's Services
Withdrawal of Family Intervention Support Services (FISS) weekend working - this allowance is
currently paid to 6 FISS workers who receive a weekend working allowance equivalent to 2 salary
increments. They cover a weekend working rota that requires them to work every other Saturday and they
receive a day off in the week when they provide weekend cover. The total cost of this is £6k p.a. The draw
Accept back of the weekend rota is that often staff work weekends because they are on rota to do so (because of 6 6 6 0 Green Green Green
the allowance they are paid) rather than because there is a need and they spend time in the office rather
than visiting families. Other FISS workers are required to work flexibly and provide weekend support from
time to time as the need arises. They receive no extra payment for this but get a day off in the week. The
change has been negotiated with Trade Unions and staff.

Fostering/Adoption Marketing Officer - deletion of the Fostering & Adoption Marketing Officer and use
instead of the in-house Communications Service to fulfil the advertising needs of the Fostering & Adoption
Service. Half of the salary costs would be required to increase the budget available for advertising and
17 Children's Services Reject 30 15 0 15 Green Green Amber
marketing to finance the costs of commissioning the internal Communications team. The post is currently
filled and so redeployment or redundancy would be required. Full year savings will not be achieved in year
1 due to redeployment or redundancy costs.

Reduction in budget for John Reynolds Community (JRC) team - the budget has been consistently
18 Children's Services Accept under-spent in recent years. It is therefore proposed to reduce the budget by £44k in 2011/12 and 371 44 44 0 Green Green Green
subsequent years. This will not affect service delivery.

Page 45 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

19 Children's Services
Principal Contracts Officer - this post provides support to operational and service managers with
regards service procurement and the monitoring and review of contracts and service level agreements. As
systems for the procurement and management of placements have developed, there is less need for the
post and specialist advice is available from the Council's procurement team. The continuing development
of the South East Wales Improvement Collaboration (SEWIC) verification service, which Cardiff part
Reject 44 44 0 44 Green Amber Green
funds, means that a significant part of contract monitoring is undertaken on Cardiff's behalf. There is a
growing expectation that Operational and Service Managers are able to manage procurement with the
support of the Value Wales Procurement Route Planner. This post is currently occupied and so will
require redeployment. The opportunity to transfer this resource to corporate procurement will be
considered.

Operational Manager (OM) Realignment - there are currently 9 OM posts (1 x OM1(vacant) and 8 x OM2
(3 vacant by 31.03.11)). The proposal is to delete 3 x OM2 posts and create 1 x OM1 post. The new
20 Children's Services Accept structure will have 7 OM posts (2 x OM1 (both vacant) and 5 x OM2). The second part of the realignment 385 120 120 0 Green Green Green
is to regrade 2 x Service Manager posts from PO4 to PO5 to reflect increased level of responsibility.
These posts are in Family Support and Looked After Children Services.

Loss of out of hours line for in house carers - the Out of Hours service is a consultation and advice
service available to in-house carers in the evening and at weekends. This prevents some issues needing
21 Children's Services Accept to be referred to the Emergency Duty Team (EDT) and carers could find it reassuring to have the advice 6 6 6 0 Amber Amber Green
line available. However the service has only been used infrequently over the last 12 months, receiving
approximately 7 calls.

Senior admin assistant - this half post is currently vacant. The role is to ensure that robust systems are
in place to manage all requests for information including letters from Councillors, Assembly Members and
22 Children's Services Reject 24 14 0 14 Amber Green Green
Members of Parliament, complaints administration, Freedom of Information, support to Corporate
Parenting Panel and management of central support services.

Withdrawal of Family Intervention Support Service (FISS) on call rota - FISS provide an on call
service at evenings and weekends. The service is co-ordinated by the EDT and provides out of hours
23 Children's Services Reject support to families to prevent family/placement breakdown. The on call workers were called out on 22 15 15 0 15 Amber Amber Red
occasions during the last 12 months and provided a total of 81.5 hours support. Workers are paid £26.50
stand-by payment, and time and a half for any call out they are required to respond to whilst on call.

Senior Management Information Officer - the post manages 2 x Scale 6 posts and is responsible for
delivering a range of performance reports and management information at different levels within the
24 Children's Services Reject 18 18 0 18 Amber Amber Green
organisation and externally. Full year savings will not be achieved in year 1 due to redeployment or
redundancy costs.

Page 46 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Penhill Juvenile Justice Centre - this budget supports the maintenance of the Youth Offending Service's
(YOS) office accommodation at The Rise, provides funding for the YOS pool car, and pays volunteers
25 Children's Services Accept 153 19 19 0 Amber Green Amber
expenses. It is proposed that the pool car is dispensed with (saving £8,500) along with an overall
reduction against all individual items amounting to £10,500.

District Business Support 1 x scale 4 - the Cardiff Central Fieldwork Service comprises two districts
each with two social work teams. Each District is supported by a Business Support group. This proposal
26 Children's Services Reject 410 24 0 24 Amber Amber Green
is to combine the two Business Support groups and reduce the support by one supervisor. The remaining
supervisor will be responsible for eight staff and provide business support to the four social work teams.

Advocacy - the proposal represents savings against specialist provision in the contract in addition to
statutory requirements. The savings would result in no advocacy services being offered to children who
27 Children's Services Reject are involved in the child protection process and specialist elements of the service. These groups of 371 44 0 44 Amber Red Red
children currently receive a service so some children who have previously received the support of an
advocate will no longer be eligible for a service.

Reduction in Family Assessment Budget - spend in previous years has generally been below budget
and there are measures to reduce costs in the court system (which is the largest element of family
28 Children's Services Accept 155 50 50 0 Amber Green Amber
assessment spend) which should see a lessening of pressure on this budget. The potential for increased
pressures arising from assessment will need to be monitored.

Decommissioning of Community and Mental Health Social Work Team - this team are part of a
specialist mental health multi disciplinary team based at St David's hospital. It is not a statutory duty to
provide a CAMHS service. Currently the team are working with 140 cases. Those children who meet the
29 Children's Services Reject 125 62 0 62 Amber Red Amber
eligibility criteria will continue to be entitled to a CAMHS service regardless to whether the Council
contribute financially to the service. However, the risk is that high need cases may not be prioritised
appropriately. Four staff will require redeployment.
Decommissioning of Barnardo's Child and Parenting Support (CAPS) Team - a city wide Parenting
Programme Service is provided to 80 families each year. Barnardo's provide half of the service from the
30 Children's Services Reject west side of Cardiff. If the saving is accepted the number of programmes will be reduced and the in-house 241 121 0 121 Amber Amber Red
team will be decommissioned to provide the service via the FISS community teams. Legal advice has
confirmed that TUPE will apply to the Barnardo's staff.

Page 47 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Support to Child Protection conferences - support to Child Protection Conferences is co-ordinated by

an Administrative Assistant (Scale 4) who maintains a booking database and manages 5.6 Child
Protection Conference Administrators (Scale 3/4). The Administrative Assistant is responsible for the
deployment of the Child Protection Conference Administrators to ensure that all conferences are
31 Children's Services Reject 148 148 0 148 Amber Amber Green
supported. The administrators support the conference Chair and take minutes of all initial and review
conferences. Full year savings will not be achieved in year 1 due to redeployment or redundancy costs. If
accepted, Chairs would need to take their own minutes and bookings would need to be managed by other
staff.

Local Safeguarding Children's Board (LSCB) Contribution - this funding is part of the contribution
32 Children's Services Reject made by Children's Services to support LSCB work. It is currently being used to provide business support 10 10 0 10 Red Red Amber
to LSCB.

Realignment of salaries for Fostering Support - this suggestion is to realign the salaries of Fostering
33 Children's Services Reject Support Workers with Social Work Assistants within the service. Thirteen weeks notice would be required 121 16 0 16 Red Amber Amber
to change the contracts and conditions of service.

1.5 Referral Order Managers - these posts became vacant on 1/9/10. Their role in the Youth Offending
34 Children's Services Reject 157 30 0 30 Red Green Red
Service (YOS) is that of supervising children who have been sentenced by the courts to a referral order.

35 Children's Services
Youth Offending Service (YOS) Social Worker x 1 - the YOS currently has 6 qualified social workers
paid for by the local authority. These posts are crucial to the overall supervision of children in the criminal
justice system who are sentenced to either a community sentence or a Detention and Training Order.
Their role includes preparing all Pre-Sentence Reports for the courts following an in depth assessment
Reject 221 38 0 38 Red Red Amber
and also involves travelling to visit children in custody in accordance with standards prescribed by the
Youth Justice Board. Caseloads are high and as contact and support for children is intensive to provide a
quality service that leads to a reduction/cessation of offending. There are no current vacancies and
therefore full year savings will not be achieved in year 1 due to redeployment or redundancy costs.

Deletion of the market supplement for Intake and Assessment - currently the market supplement is
36 Children's Services Reject paid to all workers in Intake & Assessment (I&A) primarily as a recruitment and retention initiative. The 40 40 0 40 Red Green Green
proposal is to cease the payment of £1,800 to the 22 staff.

Section 17 budget - reduction in the budget for discretionary spend against the duty under section 17 of
37 Children's Services Reject Children Act 1989 under which the Local Authority has a general duty to safeguard and promote the 40 40 0 40 Red Green Amber
welfare of children who are in need, and to promote the upbringing of such children by their families.

Page 48 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Youth Offending Service (YOS) Team Manager x 1 - the Youth Offending Service (YOS) currently has
four team managers who manage and supervise approx 70 staff, oversee their case management
38 Children's Services Reject 175 44 0 44 Red Red Green
activities and carry out a range of other duties. The proposal involves reduction to three managers. Full
year savings will not be achieved in year 1 due to redeployment or redundancy costs.

39 Children's Services
Reduction in Grants - 1) ABCD Grant (£30K) - this service supports black and ethnic minority families
who have children with disabilities. It provides a translation service and individual advice to help families
understand the services available. Whilst of a specialist nature, the services provided could be offered
through other, less costly means. 2) South Riverside Grant (£15k) - this centre offers the opportunity for
ethnic minority families to meet and improve social contacts and education while their children are cared
Reject for. The Centre is also funded externally and through Adult Services. Other facilities could be used and 59 59 0 59 Red Green Red
community activities promoted through other sources. 3) SNAP Grant (£14k) - this enables parents who
have children with statements for special education to access advice when their children's education is not
felt to be meeting their needs. It offers the opportunity to seek a legal opinion to challenge their child's
assessment. SNAP is supported through other funding channels and discussion has taken place with the
Schools Service to identify other ways in which this support can be delivered.

40 Children's Services
Women's Aid - Children's Services has a new service level agreement Service Level Agreement (SLA)
with Women's Aid that provides Child Development and Play Workers. Children are able to access a
range of appropriate, child-centred support and resources to address their needs including leisure, play,
safety and learning. They also employ a qualified specialist Social Worker offering expertise in the field of
Reject domestic violence to work in an integrated multi-agency capacity with a proportion of their time being 63 63 0 63 Red Green Red
based in Intake & Assessment (I&A). The social worker undertakes specific work in preparation for Multi
Agency Risk Assessment Conference (MARAC) meetings and this releases capacity in I&A. Domestic
abuse has impacted on a significant number of families who are referred to I&A and the SLA assists
Children's Services to undertake their core business.

District 4 x Social Work Assistants - deletion of 4 social work assistant posts. Full year savings will not
41 Children's Services Reject 2,915 85 0 85 Red Amber Amber
be achieved in year 1 due to redeployment or redundancy costs.

Market supplement to District Social Workers - removal of the market supplement of £1,800 paid to
42 Children's Services Reject 86 86 0 86 Red Green Green
each of the 48 level 1-3 Social Worker posts in the Long Term District Teams.

Deletion of 5.5 posts in Looked After Children (LAC) service - deletion of 3.5 social worker posts from
the LAC Service (Fostering and Adoption), 1 x Service Manager and 1 x Team Manager. The numbers of
in house placements has reduced annually and there was an increase of 2 Social Worker posts 3 years
43 Children's Services Reject 177 177 0 177 Red Red Green
ago. The quality of the service has improved substantially over successive years, but due to competition,
this has not been reflected in an increase in placements. Full year savings will not be achieved in year 1
due to redeployment or redundancy costs.

Page 49 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Restructuring Intake and Assessment - deletion of 2 x Service Managers, 2 x Principal Social Workers,
44 Children's Services Reject 3 x Social Workers and 5 x Social Work Assistants. Full year savings will not be achieved in year 1 due to 1,492 400 0 400 Red Red Green
redeployment or redundancy costs.

45 Children's Services
Child Health and Disability (CHAD) - indications are that services for children with disabilities will
steadily increase over the next few years. A recent audit of care packages reports a potential to save
£200k but this cannot be achieved unless more collaborative working practices are established with
Health and Education. The establishment of a multi agency approach to delivering services to this
vulnerable client group could mean the cutting of the management and workforce in CHAD to deliver
Reject services more effectively. Alternatively, if a Children in Need Service is established, the current service 3,035 409 0 409 Red Red Red
could be disbanded and become an integral part, with a dedicated core of specialised staff to work with
the more complex cases. Looked After Children (LAC) cases could be supervised in the newly created
LAC Service. The current work force could be reduced by the Service Manger, 1 x team manager and the
replacement of 6 x Social Worker posts with Social Work Assistants. Full year savings will not be
achieved in year 1 due to redeployment or redundancy costs.

46 Children's Services
District Social Work teams - movement from four separate Long Term District Service areas to two with
a consequent reduction in the management structure and workforce. One team would be based in Global
Link and the other would be based in either Ely or St Mellons Family centre. The resultant reduction in
staffing would be:- 1) 1 x Service Manager - this would enable 2 posts to be retained as the fourth has
Reject been deleted previously 2) 2 x Team Managers - to allow retention of 3 in each service area. 3) 4 x 2,915 412 0 412 Red Red Green
Principal/Consultant Social Workers - to allow for 2 to be retained in each service area. If the District
Fieldwork provision is reduced by one District Team, Business Support could also be reduced by 1 x
Scale 4 and 4 x Scale 2's. Full year savings will not be achieved in year 1 due to redeployment or
redundancy costs.

Agency Placements - 191 children would require transfer from the average cost external fostering
placement to an internal placement, or 53 children no longer being looked after in these placements to
achieve the £1.91m saving. Currently the budgets for agency placements is projecting a £1.6m
47 Children's Services Partially Accept overspend. There is an under provision of LAC placements nationally. Fostering are included in the 8,031 1,913 120 1,793 Red Red Amber
Strategic Transformational Change Programme projects with a brief to improve the process to expand the
in-house foster service which is cheaper than external placements. At the level accepted the risk would be
reduced to amber.

In addition to the following transformation savings, £120,000 of Children's Services' accepted service area savings above also fall within the scope of the transformation programme:-
48 Children's Services Accept Additional Transformation Savings 137 137 0 Amber Amber

Total Children's Services 4,709 502 4,207

Page 50 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Deletion of Stationery Budget - this is for a small number of staff. As stationery use is reviewed and
49 Citizen Services Accept more sustainable options are sought, this budget can be deleted with any essential expenditure being 5 5 5 0 Green Green Green
absorbed within other service area budgets.

Voluntary Severance of Senior Manager - this vacant operational manager post is available to be
50 Citizen Services Accept released in line with the simplified management structure analysis. The total saving is net of the proposed 80 40 40 0 Green Green Green
creation of a PO1 project support post to cover essential duties.

Research and Community Engagement - proposed deletion of 4 posts through a combination voluntary
51 Citizen Services Accept severance and flexible retirement. Posts includes a Complaints Officer, a Tele/Receptionist Supervisor, 436 73 73 0 Green Green Green
Older Person's Strategy Co-ordinator and a Research Officer.
Reduce Member Support / Democratic Process - proposed reduction in the amount of support provided
to Members and the democratic process. This would mean a) that support for member development would
be delivered on a re-active not a pro-active basis, b) a reduction in the response time to word-processing
52 Citizen Services Partially Accept correspondence for Members (i.e. not a same day service) c) a reduction in the level of general 789 83 31 52 Green Amber Green
administrative support to Member and the Democratic process. At the level accepted, savings would be
achieved through the deletion of 1 x word processing assistant post and a reduction in conference
expenditure in line with past levels.

Reduce level of support to Executive - proposed savings to be achieved by deleting one post from the
53 Citizen Services Reject Executive Office team. However, this would be reliant on changes to office structures and capital spend 789 39 0 39 Amber Amber Green
which are not supported at this time as we await details on office rationalisation.

Reduce number of Electoral Service Officer - proposed deletion of 1 x vacant Electoral Services
54 Citizen Services Accept Assistant post. At times of peak workload, capacity of the team will continue to be supplemented from 197 21 21 0 Amber Green Green
other parts of the service as currently is the case.

55 Citizen Services Accept Reduce information management service - voluntary severance of PO1/3 Records Manager. 215 35 35 0 Amber Amber Green

Legal staffing savings - this proposal would involve the reduction of 2 legal assistant posts and 1
56 Citizen Services Reject clerical assistant. There is significant pressure in this area which could result in increased external legal 245 70 0 70 Amber Amber Green
costs if these demands continue.

Reduce number of Council and Committee Meetings - reduction in the number of Council and Scrutiny
Committee meetings to 8 meetings per year (with the exception of Executive and Statutory Regulatory
Committees.) The reduction in meetings would allow savings to be achieved thorough a restructuring of
57 Citizen Services Reject 789 118 0 118 Amber Amber Green
the service which will include 1 x full time Committee Administrator post, 1 x OM scrutiny post, 1 x
Principal Scrutiny Officer post and 1 x Scrutiny Research Officer post. A new Scrutiny Co-ordinator (PO)
post would be created to manage the Scrutiny team.

Page 51 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Reduction in opening hours of C2C - reduction in the opening hours of the contact centre, releasing
posts. The centre currently opens 8am - 7pm, as well as Saturday mornings 9 am - 12.30 pm. The option
for reduction in hours that most closely aligns with the saving figure required is to reduce opening hours to
58 Citizen Services Reject 1,613 124 0 124 Amber Amber Green
8 am to 5 pm and to close on a Saturday. This would enable the reduction in establishment of 1 x Team
Leader and 4.5 x Customer Service Representatives. This option would require part time shifts to ensure
call volume can be handled in the middle of the day. (10 am - 2 pm x 5 agents (2.5 FTE)

Legal staffing savings - this proposal would involve reduction of three solicitor posts and a legal
59 Citizen Services Reject 1,034 168 0 168 Red Red Green
executive and would impact on the ability to provide services.

In addition to the following transformation savings, £108,000 of Citizen Services' accepted service area savings above also fall within the scope of the transformation programme:-

60 Citizen Services Accept Additional Transformation Savings 68 68 Amber Amber

Total Citizen Services 844 273 571

Corporate Initiatives - reduction in funding available for Corporate initiatives which will limit the
Corporate
61 Accept opportunity of the Council to react to economic, commercial and community opportunities that arise during 1,372 604 604 0 Green Green Green
Management
the year.
Corporate
62 Accept Senior Management Restructuring - residual savings from previous restructuring exercises. 962 180 180 0 Green Green Green
Management

Corporate Grant Savings - this represents a 12.5% cut on voluntary sector grants held within this budget
Corporate
63 Accept area. The grant programme is run on a three year cycle and a tranche ends this year thus allowing 352 44 44 0 Amber Amber Green
Management
savings to be made without withdrawing support from bodies without any notice.
Corporate Management's savings that fall within the scope of the transformation programme:-
Corporate
64 Accept Additional Transformation Savings 1,086 1,086 0 Amber Amber
Management
Total Corporate Management 1,914 1,914 0

Postal savings - 1) Early post delivery - proposal to cease the special arrangement to deliver post to
65 Corporate Services Accept 173 26 26 0 Green Green Green
County Hall by 8 am (3k) 2) Reduction in postal costs and cancellation of early delivery charge (23k)

Increase in income - 1) external charges for hosting and implementing the Anti-Social Behaviour (ASB)
Data Management System (DMS). South Wales Police have signed a contract with the Council to
develop, host and maintain an ASB DMS system to be used by the eight members of the community
66 Corporate Services Accept 351 46 46 0 Green Amber Green
safety partnership. 2) additional Local Financial Management Schools income - from training bursars and
SLA's with schools 3) additional hiring of meeting rooms for corporate purposes at County Hall. 4)
increased income from expansion of building security contracts.
NNDR administrative grant - increased income through NNDR admin grant as a result of the revaluation
67 Corporate Services Accept 800 60 60 0 Green Green Green
of business rates.

Page 52 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
ICT Hardware / Software - 1)Termination of software licences - the termination of a number of software
agreements/licence maintenance (56K) 2) reduction in third party maintenance service – phase 1.
68 Corporate Services Accept 1,246 98 98 0 Green Amber Green
Further reduction in the number of physical servers due to the acceleration of the Virtualisation project
(38K) 3) cessation of maintenance agreements. (4k)

General savings - 1) General office (£71k) - reduction in number of telephone lines and mobile phones,
reduction in training budget, removal of water coolers, cancellation of ICT benchmarking subscription and
other general savings, 2) Contractor vetting (£5k) - review level of company searches undertaken
69 Corporate Services Accept 952 120 120 0 Green Green Green
focussing on areas where financial loss may not be manageable or where payments are made in advance
3) Procurement savings (£44k) - savings on telephony contracts and reduction in external SAP system
support budget provision as a result of lower than expected inflationary increases

1) Annual Proud Capital Conference - £9k reduction in the budget which supports the facilitation of
statutory partnership working including the hosting of the Annual Proud Capital Conference 2011, the
publication and delivery of What Matters - the new Integrated Partnership Strategy (bringing together the 4
70 Corporate Services Reject 18 11 0 11 Amber Green Green
statutory plans into 1 document) including engagement events and development sessions and the hosting
of the Annual Volunteering Event to recognise the contribution made by volunteers. 2) Reduction in
economic policy initiatives (£2k)

Network Support - reduction in network hardware/software support and maintenance. The amount of
equipment placed on Support & Maintenance will be reduced so that only core network equipment
71 Corporate Services Accept 737 11 11 0 Amber Green Green
installed at strategic infrastructure locations is covered. These locations are County Hall; Marland House;
City Hall; Willcox House; Global Link; and finally the libraries at Ely, Llanrumney and Whitchurch.

72 Corporate Services Reject Charge for staff parking at County / City Hall - introduction of a charge for parking at these buildings. 0 25 0 25 Amber Amber Green

Reduction in cleaning frequency - 1) reduce cleaning of offices at Bessemer Close to every other day.
(4k) 2) reduce the frequency of office cleaning throughout County Hall from every day to every other day.
73 Corporate Services Accept This will exclude communal facilities and other areas to which the public have access. (24k) The change 295 28 28 0 Amber Amber Amber
will not impact on cleaning employees as the change will be managed through vacant posts and staff
turnover.

Buildings Survey Budget - reduce cycle of surveys from 4 to 5 years except for properties in poorest
74 Corporate Services Accept 213 33 33 0 Amber Green Green
structural condition or where physical changes have taken place.
Discontinue use of Treasury Management External Fund Manager - and undertake investments in-
75 Corporate Services Accept house. This is due to the relative poor performance compared to the in-house team over the past few 35 35 35 0 Amber Green Green
years which has been validated by our External Treasury Advisor.

Health and Safety Adviser - deletion of SO/PO1 post which is currently filled on a temporary basis. With
76 Corporate Services Accept 401 44 44 0 Amber Green Green
a reduction in resources, work will be prioritised according to risk assessment.

Page 53 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Reduction in posts in Strategic Development and Change 1) Deletion of grant and voluntary sector
support officer post - the post is vacant and work will be absorbed by other members of the Strategy and
77 Corporate Services Accept 1,185 62 62 0 Amber Green Green
Partnership Team. 2) Centre of Excellence staffing - deletion of part funding for 1 vacant post. 3)
Strategic Development - 1 x Performance Efficiency and Support officer is now working reduced hours.

78 Corporate Services
Reduction in Procurement posts - 1) Procurement Policy and Strategy Development officer - currently
vacant with role covered by a University of Glamorgan Associate as part of the Knowledge Transfer
Partnership. However this partnership is due to end in June 2011 and as this post is an integral part of
arrangements, this will affect the ability to progress procurement initiatives. (33k) 2) Assistant
Reject 1,329 67 0 67 Amber Green Amber
Procurement officer - this post is responsible for undertaking the supplier registration and accreditation
process for the supplier register system. It is intended that as part of proposed changes in Council policy
and process that the supplier register is no longer maintained and that instead the WAG Sell2Wales
website is used. (24k) 3) Request for reduction in hours by Sourcing Officer.

Reduction in posts in Revenues - 1) Vacant Inspector post - this will reduce the capacity of the team to
carry out property inspections to resolve queries and ensure that correct bills are issued promptly. 2)
Vacant part time control assistant post. 3) Part time council assistant - the post holder is currently
79 Corporate Services Partially Accept 2,833 71 50 21 Amber Amber Green
seconded to a different post and will need to seek redeployment when the secondment finishes. 4)
deletion of a scale 3 post for which there are no current vacancies. At the level accepted the saving
excludes item four.

Reduction in ICT posts- 1) VS - of 1 x SO/PO3 Senior IT Consultant and 1 x PO 3/4 Principal Business
80 Corporate Services Accept 4,836 77 77 0 Amber Green Green
Support Officer and 2) deletion of 1 x vacant scale 4/6 desktop consultant post.

101 Service - the Council is contracted to deliver ICT maintenance for this service as part of a two year
81 Corporate Services Accept agreement between South Wales Police and the Council that expires on 31 March 2011. This will result in 100 100 100 0 Amber Amber Amber
a saving of £100k to the Council as South Wales Police wish to pursue other maintenance options.

Reduction in posts in Strategic Estates - 1) delete vacant Assistant Survey post. This has not been
filled recently and analysis of workload reveals that this position could be released (£31k) 2) Valuer - an
82 Corporate Services Accept alternative funding mechanism for this post has been identified (£47k) 3) requests for phased retirements 1,176 110 110 0 Amber Green Green
or hours reductions from two staff (22k) 4) Bessemer Close - a number of staff have decided to reduce
their hours (10k)

Senior Management Savings - 1) realignment of two existing OM1 posts as a result of flexible retirement
83 Corporate Services Accept which enables the release of one post. 2) deletion of the OM2 Schools Accountancy Manager post 1,891 133 133 0 Amber Green Green
through VS 3) part year flexible retirement of a further OM1 post.

Supporting Business - 1) a reduction in the level required to support future costs in relation to the
84 Corporate Services Accept Council's SAP support system (£69k) and 2) a £100k saving in external SAP support costs following 581 169 169 0 Amber Amber Green
contract re-tender in April 2011.

Page 54 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

85 Corporate Services
Staffing Reductions within Accountancy and Audit 1) Deletion of Post Room assistant post which
assists with the internal distribution of mail and courier runs. 2) VS of Payments Manager to be achieved
through restructure 3) deletion of scale 3/4 Assistant Auditor post (currently vacant) 4) voluntary
severance of scale 4/6 Investigator post 5) deletion of vacant scale 1/2 post in insurance. 6) deletion of 1
Accept 7,216 241 241 0 Amber Green Green
x vacant scale 2/4 Accountancy Assistant post 7) deletion of 1 x PO2/3 Accountant post through VS 8)
deletion of 1 x PO4/5 Group Accountant post through VS 9) reduction in hours requested by post-holders
in Local Finance Management Schools, Exchequer and Development and SAP Support. The proposal
also includes the fall out of £23k VS costs in respect of staff who left the Authority in previous years.

86 Corporate Services
ICT savings - 1) Savings in Holding Account (£177k) - the Holding Account is a corporate fund used to
finance ICT procurement. The reduction of this budget impinges the ability of ICT to maintain and improve
the ICT infrastructure required to support the Council's activities, develop an Enterprise Architecture and
Reject progress work with our technology partner. 2) Reduction in server hardware maintenance and reduction in 5,406 229 0 229 Red Green Green
Net Application support (from 24/7 to 7am-7pm Mon-Fri.) 3) termination of software licence
(mimesweeper) - this software is part of the suite that protects the authority from malicious software,
inappropriate downloads and virus attack. It controls all the policies that block specific file types.

In addition to the following transformation savings, £241,000 of Corporate Services' accepted service area savings above also fall within the scope of the transformation programme:-

87 Corporate Services Accept Additional Transformation Savings 453 453 0 Amber Amber

Total Corporate Services 2,249 1,896 353

Culture, Tourism Reduction in event research budget - reduction in the budget used to identify cutting edge performance
88 Partially Accept 8 4 2 2 Green Amber Green
and Events companies, potential events and equipment and participation in best practice forums.

Culture, Tourism Reduction in Storage and Repairs Budget - reduction of storage and repairs budget which currently
89 Accept 26 4 4 0 Green Green Green
and Events covers the upkeep, storage and maintenance of event equipment.

Reduction of Mansion House Budget - this budget supports the utilities, maintenance, repairs and other
Culture, Tourism
90 Accept premises-related expenditure of the Mansion House. Savings will be achieved by reducing the rolling 69 4 4 0 Green Amber Green
and Events
maintenance programme which supports general maintenance upkeep for the house and grounds.

Culture, Tourism Restructuring of New Theatre Administration - realignment of administrative duties in order to facilitate
91 Accept 218 5 5 0 Green Amber Green
and Events approval of a request for VS.

Culture, Tourism Live screen site budget - reduction in the budget that supports management and delivery of the screen
92 Accept 68 11 11 0 Green Amber Green
and Events at the Hayes.

Page 55 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Event Park and Ride Budget - some increase to current charging rates will be made in 2011/12. Costs
Culture, Tourism
93 Accept for privately generated events, such as Marathon / 10k races will be fully recovered from Event Promoters. 96 11 11 0 Green Amber Amber
and Events
At the accepted level, no changes would be made to charity based events.

Income Generation Ideas - 1) offer full page advert in New Theatre main show brochure at £3k a page,
twice yearly. This would require the assistance of the corporate communications team or an outside
company. 2) initiate a charge for children's booster seats at the New Theatre which are popular on
Culture, Tourism
94 Accept children's shows and pantomime. These are currently free of charge but most theatres are now charging 3,597 12 12 0 Green Amber Amber
and Events
for this service - estimated income £3k per annum. 3) increase income generation by £3k at the tourist
information centre through increased internet access, mark up on souvenirs and a charge for advertising
on the plasma screen.

Culture, Tourism Deletion of Production Assistant Post - this post is currently filled by a Cardiff Works placement. There
95 Accept 52 19 19 0 Green Amber Green
and Events will be a restructure of support provision to ensure appropriate cover to absorb duties.

Culture, Tourism Reduction in Box Office Staff - due to the success of the Box Office on-line sales at the New Theatre it
96 Accept 184 19 19 0 Green Green Green
and Events is now possible to reduce one permanent post in the Box Office which will be vacant at 1st April 2011.

Culture, Tourism Regional Events contract - this is the impact of the new contract to collect and feed events through the
97 Accept 230 20 20 0 Green Green Green
and Events Destination Marketing System to Visit Britain, Visit Wales and other channels.

Culture, Tourism Increase Mansion House marketing income - increase income by further marketing the Mansion House
98 Accept 31 20 20 0 Green Amber Green
and Events for corporate and private hire.

Reduction in New Theatre Front of House / Bar Supervisor Posts and casual front of house staffing
- 1) under current arrangements, Bar and House supervisory cover is undertaken by 2 casual and 2
Culture, Tourism
99 Accept permanent manual staff. The restructure will involve 2 x part time, scale 2 staff working 18.5 hrs a week, 150 21 21 0 Green Green Green
and Events
with 6 day cover - releasing a saving of £12k 2) following a review of safety, commercial and scheduling it
is proposed that staffing numbers are decreased by 2 per show.

Culture, Tourism Reduction in Arts Funding and Grants - deletion of grants to SAFLE and the Womens Arts Association
100 Accept 491 32 32 0 Green Green Amber
and Events as both companies ceased trading in 2010/11.

Culture, Tourism VS - New Theatre Operational Manager - the general management of the New Theatre would be
101 Accept 68 35 35 0 Green Green Green
and Events brought under St David’s Hall with one Operational Manager covering both cultural venues.

Page 56 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Culture, Tourism Retirement of Arts Development Operational Manager - savings to be taken from the remainder of
102 Accept 35 35 35 0 Green Green Green
and Events salary and on-costs released in 2010/11.

New Income from Contract for Valleys Destination Marketing System - tourism , development and
Culture, Tourism
103 Accept visitor services will undertake extensive training programmes on the DMS and take on data stewardship 0 35 35 0 Green Green Green
and Events
and collection roles for the Valleys marketing area.

Exhibitions Budget - 1) savings from a number of budget heads relating to the Exhibitions Department
Culture, Tourism
104 Reject (£20k) 2) Closure of Exhibitions Department - closure of exhibitions at St David’s Hall and redeployment 54 42 0 42 Green Amber Green
and Events
of the Exhibitions Officer releasing saving of 8 month salary plus a further £11k in 2012/13.

VS of St David's Hall Staff - 1) VS of receptionist (£11k) whose duties would be covered by Box Office
Culture, Tourism staff during the day and where necessary by front of house and casual staff during the evenings. 2) 2 x
105 Accept 335 75 75 0 Green Green Green
and Events SDH House Officers (£27k) 3) 1 x Box Office cashier (£10k) 4) Building Services Technician (£22k) 5)
Part time Finance Assistant. (£5k). All activities will be redistributed among existing members of staff.

Culture, Tourism Reduction in Christmas Lights Event Budget - reduction in the budget which supports the annual
106 Reject 15 11 0 11 Amber Amber Green
and Events Christmas Light Switch On Event.

Culture, Tourism Deletion of post (tourism, development and visitor services) - the current post holder will retire in
107 Accept 232 17 17 0 Amber Amber Green
and Events March 2011. The post will not be filled unless specific extra income can be generated to cover it .

Culture, Tourism Reduction in Head of Function operational budget - reduction in the budget which supports the in year
108 Accept 32 23 23 0 Amber Amber Green
and Events demands and operational requirements of the HOF and wider function.

Culture, Tourism Review of Civic Fleet - review of current civic fleet options to seek a reduction in lease costs including
109 Accept 59 10 10 0 Amber Amber Green
and Events revised specification for civic cars.
Reduction in Marketing and Events - 1) reduction in the Cardiff Festival and Christmas event marketing
Culture, Tourism
110 Reject budget (£20k) and 2) reduction in the Calennig budget through removal of the live music stage from the 199 78 0 78 Amber Amber Green
and Events
New Year Event.

Culture, Tourism
111 Accept VAT at cultural venues - adoption of VAT cultural exemption at the New Theatre. 83 83 0 Amber Amber Green
and Events

Reduction in Arts Funding and Grants - Arts Active , Artes Mundi and Cardiff Singer of the World would
Culture, Tourism be ring fenced. At the proposed level, there would be significant cuts to a number of organisations but at
112 Partially Accept 491 244 15 229 Amber Amber Amber
and Events the accepted level this is a £15,000 cut to the Sherman Theatre which enjoys over a £1m of funding from
the Arts Council Wales. Cardiff Council's grant to the Sherman Theatre would then stand at £179k.

Page 57 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
In addition to the following transformation savings, £86,000 of Culture, Tourism and Events' accepted service area savings above also fall within the scope of the transformation programme:-
Culture, Tourism
113 Accept Additional Transformation Savings 44 44 0 Amber Amber
and Events

Total Culture, Tourism and Events 914 552 362

Development,
Fees and charges from Small/ Medium Enterprise assistance - charges to be made in relation to the
114 Projects and Accept 0 2 2 0 Green Amber Green
administration of loans and equity investments made from the Capital Cardiff Fund.
Partnerships

Reduction in revenue contribution to Cardiff Business Technology Centre 2/3 - this relates to the
Development,
removal of the £5k subsidy that is currently available for CBTC2/3. The workshops have now been
115 Projects and Accept 5 5 5 0 Green Green Green
operational for over 5 years. With income picking up and a reduction in staffing being taken forward at
Partnerships
CBTC Ltd, it is anticipated that the subsidy is no longer required.

Development,
116 Projects and Accept Cardiff Business Partnership - a cost saving of £13,000 can be made. 50 13 13 0 Green Green Green
Partnerships

Increase in workshop income - this relates to an increase of £18k from rent received for the economic
Development,
development managed workshops. The workshops' occupancy levels have been maintained at around
117 Projects and Accept 560 18 18 0 Green Green Green
85% for several years and with new units at CBTC2/3 and Willowbrook, additional income will be
Partnerships
achievable.

Development,
Taxi-marshalling support budget - reduce the support budget for taxi marshalling but maintain sufficient
118 Projects and Reject 140 33 0 33 Green Green Amber
resource to manage the night time economy road closures.
Partnerships
Development, Voluntary severance of Design & Construction Manager (OM1) - this proposal is possible due to
119 Projects and Accept reduced capital budgets for buildings and infrastructure. The OM1 post is revenue funded and this 265 45 45 0 Green Green Green
Partnerships proposal would not increase the fee element of the service.

Development,
120 Projects and Accept City Hall functions budget - reduce costs and increase revenue. 969 50 50 0 Green Green Green
Partnerships

Development, International Sports Village (ISV) project office utilisation - lease of the temporary ISV project office to
121 Projects and Accept the major developer to deliver the next phases of the ISV programme. This will generate additional income 0 147 147 0 Green Green Green
Partnerships plus some other efficiencies for the new development within the ISV.

Development, Business Support / Small/ Medium Enterprise (SME) - reduce assistance - a reduction in the budget
122 Projects and Reject which gives advice, support and funding to SMEs to create and safeguard new jobs, particularly through 96 10 0 10 Amber Amber Amber
Partnerships the Capital Cardiff Fund.

Page 58 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
Development, Deletion of Local Training and Enterprise training budget - this budget is used across the four LTE
123 Projects and Reject Centres for the purchase of necessary equipment and software, specialist training for groups of job 24 24 0 24 Amber Green Red
Partnerships seekers and staff training.

St David's Hall Celebrity Restaurant - currently the Cardiff DSU Catering subsidy for the St David's
Development,
restaurant is £38k pa. Closing the restaurant will save this subsidy but the implications to St David's Hall
124 Projects and Reject 38 38 0 38 Amber Amber Green
need to be considered such as staffing etc, as well as whether delivery of the facility could be achieved
Partnerships
differently. As this would impact on the operation of St David's Hall, this saving is not accepted.

Development,
125 Projects and Accept Major projects - reduce running costs in line with required savings. 264 45 45 0 Amber Amber Green
Partnerships

Deletion of Local Training and Enterprise Retail job store budget - this budget was allocated for LTE's
Development,
involvement in the recruitment of staff for the St David's retail development. The retail units are currently
126 Projects and Reject 63 63 0 63 Amber Amber Amber
60% occupied and it is anticipated that by Christmas 2010, this will rise to 80%. However, the retail
Partnerships
industry has a 30% turnover of staff each year which could make it an ongoing focus for LTE activity.

Christmas Lights funding - the total budget for Christmas lights was £184k which included a £100k
Development,
annual contribution from Corporate Initiatives. It is proposed that the Corporate Initiatives element of
127 Projects and Reject 84 68 0 68 Amber Amber Green
funding will be reduced to £20k which is the reason that this saving has not been accepted. This means
Partnerships
that only the core city centre area will be lit.

Development, Local Training and Enterprise voluntary severance - reduce staffing levels through 2 VS applications
128 Projects and Reject as long as the Genesis external funded initiative can be relocated into the LTE team. The Genesis project 75 75 0 75 Amber Amber Green
Partnerships will not now give us this flexibility and so the Council funding will be retained.

Development,
129 Projects and Accept VAT at cultural venues - adoption of VAT cultural exemption at Cardiff Castle. 217 217 0 Amber Amber Green
Partnerships

In addition to the following transformation savings, £45,000 of Development, Projects and Partnerships' accepted service area savings above also fall within the scope of the transformation
programme:-
Development,
130 Projects and Accept Additional Transformation Savings 167 167 0 Amber Amber
Partnerships
Total Development, Projects and Partnerships 1,020 709 311

Page 59 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

131 Direct Services
Staff Catering - remove the need for a catering subsidy (and remove trading deficit) by: 1) re-modelling
County Hall Staff Catering to a coffee/snack bar, ceasing hot meal service 2) offering Lamby Way canteen
as a privately operated concession, rather than as an in-house service. Note:- a) savings do not include
Reject VSS costs; b) saving only includes subsidy for Lamby Way & County Hall and excludes the subsidy for 92 92 0 92 Green Amber Green
City Hall, which is separately managed c) in addition to the saving shown, a deficit of c £150k will be
avoided and income will be realised from the letting of the concession. Removal of the subsidy at this
stage would be too challenging given the current financial position but will continue to be reviewed.

Building Maintenance Spend - current revenue budgets for building maintenance (excluding schools'
delegated budget and Council house repairs) total £3.14m. The spend is across a range of service areas,
and much is spent directly by services rather than being channelled through Corporate Procurement
132 Direct Services Partially Accept 3,140 470 400 70 Green Green Amber
arrangements. Delivery within the reduced budget will be facilitated by maximising procurement
opportunities presented by aggregated spend and by challenging work requests, focussing on
maintenance works which are essential for service delivery.

Sign shop - for past 6 months the sign shop has been unstaffed due to sickness and resignation of
operator. As a result, signs have been bought in rather than made on site, and there has been no
133 Direct Services Accept 20 20 20 0 Green Green Green
significant deterioration in service. It is proposed to continue this model, and utilise the accommodation
freed up for other purposes.

White lining - over the past two years, the level of white lining was increased to cope with the increase in
134 Direct Services Accept yellow lines for the introduction of Civil Parking Enforcement. The saving reflects the opportunity to return 96 25 25 0 Green Green Green
to historical resource levels.

135 Direct Services
Direct Services - Economies of Scale - there are currently three "stores" functions in operation across
Direct Services - Llanrumney Depot (CMS), Brindley Road (Highways) and Bessemer Close (for Building
Maintenance & Cleaning, operated by Corporate Procurement). It is proposed to rationalise into a single
Accept store and increase the use of procurement cards, underpinned by contracts with suppliers to regulate 713 20 20 0 Amber Amber Green
prices. It is also proposed to share building maintenance out of hours functions and specialist services
such as scaffolding, glazing and construction design and management co-ordination. Other savings will
flow from this proposal but these will be in relation to capital and the HRA.

Street Lighting - reductions to the street lighting budget through staffing restructure and procurement
136 Direct Services Accept 544 191 191 0 Amber Amber Green
efficiencies.

Rationalisation of Play Provision - the proposal is to reduce the provision at the Council's 6 play
137 Direct Services Reject centres from 5 nights per week to either 2 or 3 nights per week, depending on location, and to cease three 1,089 300 0 300 Amber Amber Red
play grants.

Page 60 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Sign cleaning - this is currently contracted out at cost of £70k – 2 man operation using Council vehicle
138 Direct Services Accept 70 20 20 0 Amber Amber Green
and equipment. This arrangement will be reviewed and rationalised using in-house resources.

Highways Maintenance - proposed reduction in proactive maintenance of the highway. Revenue funded
139 Direct Services Reject 1,222 340 0 340 Red Red Amber
resurfacing would be reduced by 50% with reductions in grass-cutting, lines and signs.

Changes to Service Delivery - 1) transfer of gymnastics to Eastern Leisure Centre (ELC) and closure of
Central Youth Club. Other activities provided at the Club are provided at all other centres. Some specialist
gymnastic disciplines will be built into the refurbishment at ELC although elite gymnasts currently use
facilities elsewhere such as the National Sports Centre. (£120k) 2) transfer of Channel View Centre to a
third party whilst maintaining community access at certain times. A training operator who currently uses
140 Direct Services Partially Accept the building is interested in taking on full management of the building but this has not been agreed or 6,952 487 120 367 Red Red Amber
developed currently. (£176k) 3) closure of Splott Pool - this proposal is based on a site by site analysis of
usage and effective subsidy together with an analysis of swimming pool provision in Cardiff against
Amateur Swimming Association Standards that suggests Cardiff has an excess provision of public pools.
(£191k.) The accepted option relates only to the transfer of gymnastics to ELC and closure of Central
Youth Club and on this basis the risk rating would be reduced to amber.

Part / Full Closure of Fairwater and Pentwyn Leisure Centre - 1) closure of the swimming pool at
Fairwater Leisure Centre whilst retaining all other leisure facilities in the building (£100k) and 2) full
141 Direct Services Reject closure of Pentwyn Leisure Centre - this proposal is based on a site by site analysis of usage and 6,952 650 0 650 Red Amber Amber
effective subsidy together with an analysis of swimming pool provision in Cardiff against Amateur
Swimming Association Standards that suggests Cardiff has an excess provision of public pools. (£550k)

In addition to the following transformation savings, £400,000 of Direct Services' accepted service area savings above also fall within the scope of the transformation programme:-

142 Direct Services Accept Additional Transformation Savings 175 175 0 Amber Amber

Total Direct Services 2,790 971 1,819

Housing and Saving from Benefit Section Admin Costs - postal savings and the rationalisation of car parking passes
143 Neighbourhood Accept in Marland House. There may be some minor reduction in service as frequency of post-out would need to 108 12 12 0 Green Amber Green
Renewal be reduced.

Housing and Delete Document Management Assistant Post - this post is currently occupied by a temporary member
144 Neighbourhood Accept of staff. The post helps control work for the Benefits section and ensuring that priority work is actioned 3,430 12 12 0 Green Green Green
Renewal quickly. It will be necessary to provide additional cover for the team with trainee staff.

Page 61 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Delete Housing Strategy (Private Sector) Post - this post was created to extend the use of the private
Housing and
rented sector in addressing housing need. It is a permanent post only recently created and has been filled
145 Neighbourhood Reject 449 34 0 34 Green Green Green
by a temporary contract ending in August 2011. The post will be deleted once the current projects have
Renewal
been completed.

Housing and Housing Strategy Support and Lettings training - additional income generation of £10k through the
146 Neighbourhood Accept provision of training services to the HRA and the Community Alarm Section (mainly fee funded.) In 19 15 15 0 Green Green Green
Renewal addition, a reduction of £5k in the costs of the training unit.

OM Expenses / Support Reduction - in addition to a reduction in the operational budget of Housing

Housing and
Strategy, Support & Lettings, a Housing Strategy administrative post and an Operational Manager's PA
147 Neighbourhood Accept 338 18 18 0 Green Green Green
post will be deleted and replaced with a single post carrying out both duties. Both staff affected are on
Renewal
secondment and redeployment will be necessary for one of the post-holders.

Delete one customer support officer - by reducing surgeries at area offices and Housing Association
Housing and
Offices, it will be possible to delete one customer support officer post. Housing and Benefit enquiry staff
148 Neighbourhood Reject 3,430 18 0 18 Green Amber Green
will be able to provide low level advice in area offices. This post is occupied and redeployment of
Renewal
voluntary severance would be required.

Housing and
Housing Advice Unit Officer / Reduction in Hours - two Housing Advice Unit Officers have requested
149 Neighbourhood Accept 996 19 19 0 Green Green Green
part time hours, leaving two vacant days.
Renewal
Housing and
Delete libraries stock assistant post - deletion of Stock Assistant Post which is currently covered by
150 Neighbourhood Accept 147 20 20 0 Green Green Green
Cardiff Works. This reflects a reduction in workload.
Renewal
Housing and
Closure of Central Library on Sundays - this was implemented in November 2010, as part of the in-year
151 Neighbourhood Accept 5,020 20 20 0 Green Green Amber
budget savings.
Renewal

Housing and
Gypsy Site Administration - reduction of an administrative resource which has been vacant for a
152 Neighbourhood Accept 30 20 20 0 Green Green Green
considerable period.
Renewal

Increase Recharge to HRA - following the Housing Management restructure in March 2010, some HRA
Housing and
functions were transferred to other operational managers. This change will increase the HRA recharge to
153 Neighbourhood Accept 59 22 22 0 Green Green Green
50% for the Operational Manager for Benefits, Finance and Tenancy Services as well as for an
Renewal
Administrative and Performance Officer post.

Housing and
Adams Court Operational Savings - general savings on building work and services following the
154 Neighbourhood Accept 303 25 25 0 Green Green Green
purchase and management agreements being implemented with United Welsh Housing Association.
Renewal

Page 62 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Housing and Delete Trainee Team Supervisor - this post currently runs a trainee scheme for Housing Benefits work.
155 Neighbourhood Accept Trainees will still be recruited but will be based on existing teams, and support will be given by staff within 3,430 30 30 0 Green Amber Green
Renewal those teams. This post is occupied and redeployment or voluntary severance would be required.

Housing and Adams Court Restructure - this is a restructure which has been made possible by the purchase of
156 Neighbourhood Accept Adams Court by a local Housing Association. The saving comprises both management and operational 63 34 34 0 Green Green Green
Renewal savings and includes the deletion of the House Manager post which is vacant.

Deletion of Team Leader/Central Admin - it is proposed to delete the Central Administrative Team
Housing and Leader post and transfer the function to the Resource Team within Performance & Resources. The post is
157 Neighbourhood Accept occupied and redeployment or voluntary severance will be needed. This proposal will mean that line 257 35 35 0 Green Amber Green
Renewal management of administrative staff in County Hall will be carried out remotely from Willcox House. Senior
officers will attend County Hall on a rota basis to ensure that support is available for staff.

Housing and Delete Full Year Funding Post in Equalities - this will reduce the team from five members of staff to four
158 Neighbourhood Reject from April 2011. Two of the posts are filled with temporary members of staff and the work of this post will 245 36 0 36 Green Amber Amber
Renewal be absorbed within the remaining team.

Support Team Review - it is proposed to review how support services are provided within HANR in
relation to ICT projects and training of housing staff. The team within Benefits, Finance & Tenants
Housing and
Services will take on the co-ordination function for housing ICT systems. This will result in a saving of 1 x
159 Neighbourhood Accept 257 43 43 0 Green Amber Green
Development and Engagement Team Manager post. The post is currently occupied and redeployment or
Renewal
voluntary severance will be required. Training for Tenancy Management Staff will be combined with
Benefits training.

Reduction in IT and training budgets - it is proposed to reduce the ICT budget by £20k and the training
Housing and budget by £30k. Most training within the Benefits Service is provided in-house and the service is now an
160 Neighbourhood Accept assessment centre for National Vocational Qualifications which reduces the cost of professional 184 50 50 0 Green Green Green
Renewal qualifications. Careful prioritisation of IT projects will be required in order to ensure that the most effective
are funded.

Page 63 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Housing Advice Unit - efficiency savings - 1) a reduction in management resources allocated to the
unit including the deletion of the Housing Advice Unit Management post. This post is currently occupied
and therefore redeployment or voluntary severance will be required. 2) closure of the Prison Advice
Housing and
Service 12 months into what was intended to be a two year project. The current scheme needs to be
161 Neighbourhood Accept 996 64 64 0 Green Amber Amber
reconfigured to address emerging needs and this will only be possible if additional funding becomes
Renewal
available from WAG. Closure of the service will result in the deletion of the Prison Housing Advice
Officer. This post is occupied by a permanent member of staff and therefore redeployment or voluntary
severance will be required. The service to prisoners will be re-absorbed within the Advice Unit.

Housing and Benefits Customer Service Review - this involves the customer service for housing and
housing benefit being combined to provide economies of scale. Expert advice will be provided on an
Housing and appointment/surgery basis. The proposal enables the deletion of 1 x manager and 1 x senior officer post
162 Neighbourhood Accept both of which are currently occupied and therefore redeployment or voluntary severance would be 199 66 66 0 Green Amber Green
Renewal required. A service is provided to 5,000 customers per month. However, the change to the service has
already been trialled and therefore many of the potential issues of service disruption have already been
resolved.

Realignment of temporary accommodation unit - the proposal involves the deletion of two posts, an
Housing and
Accommodation Officer and a Hostel Liaison Officer, in order to accommodate changes made in the
163 Neighbourhood Accept 996 66 66 0 Green Amber Green
provision of temporary accommodation. The post of Accommodation Officer is vacant but the Hostel
Renewal
Liaison Officer is occupied and redeployment or voluntary severance would therefore be required.

Deletion of 2 posts within Community Safety - the deletion of the Community Safety Design Officer
Post (£37k) and Alleygating Officer post (£34k.) Both posts are occupied and redeployment or voluntary
Housing and
severance will be required. The work of the AlleyGating post will transfer to the Housing Development
164 Neighbourhood Accept 71 71 71 0 Green Amber Green
team which carries out a similar role and the service will continue in the new team. The South Wales
Renewal
Police have a team who offer a community safety design service where the work carried out by the
Community Safety Design Officer can be carried out on behalf of the Council.

Merger of Community Safety and Communities First - bringing together the Community Safety and
Housing and Communities First function will allow for efficiency savings. The following posts have been identified as
165 Neighbourhood Accept savings - Community Engagement Officer (£35k), Community Safety Partnership Co-ordinator (£36k) and 98 98 98 0 Green Amber Amber
Renewal Performance Officer (£27k.) All posts are occupied / post-holders are on secondment and redeployment
will be required.

Page 64 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Merger of Disabled Facilities Grants (DFG) and Private Sector Housing (PSH) - the merger of DFG's
and PSH has enabled efficiencies to be made. The following posts were proposed as in year savings
Housing and
during 2010/11 :- 1) deletion of Area Renewal Manager (£25k) which is currently vacant. 2) 1.5 technical
166 Neighbourhood Accept 1,240 111 111 0 Green Amber Amber
service posts (there are currently 3.5 posts in total) All posts are currently occupied and redeployment or
Renewal
voluntary severance will be necessary. It will also be possible to delete the post of Customer Support
Officer, (£19k) which is currently occupied by a temporary member of staff.

Housing Strategy Realignment - the work of the Housing Strategy Unit will be extended to cover
Housing and
development and monitoring services that are currently provided within the Social Lettings Unit within the
167 Neighbourhood Accept 0 123 123 0 Green Amber Amber
HRA. The Social Lettings Unit will also be restructured in order to reduce management resource. This will
Renewal
provide income from the HRA in relation to additional services provided.
Housing and
Delete Take Up Officer Part Time Post - this post is currently vacant. Likely reductions to Welsh
168 Neighbourhood Reject 199 7 0 7 Amber Green Green
Assembly funding for benefit take-up next year may also reduce take-up activity.
Renewal
Reduction of Development Fund and Operating Budget - reduce Equality Development Grant by £3k
Housing and
and reduce the Equalities Team's operating budget by £8k. This will mean making six fewer awards of
169 Neighbourhood Reject 276 11 0 11 Amber Green Amber
£500 each to local voluntary or community groups to support equality in Cardiff, and will reduce the
Renewal
capacity of the equalities team to support the Council's equality agenda.
HUB (Vulnerable Persons City Centre Project) - the HUB service has become fully established during
Housing and the last 12 months. This saving reduces the resources within the unit in line with a new limited function
170 Neighbourhood Reject which covers the original aims of the project. This will result in the deletion of two permanent posts at 159 28 0 28 Amber Amber Amber
Renewal grades SO1 and SC4/5 and replacement with a single post at Scale 5/6. Both post holders are on
temporary contracts.

Housing and Reduction in homelessness grants - reconfiguring services to young people, moving from a specialist to
171 Neighbourhood Reject a generic service and a reduction in the grant for the education/prevention service including a £17k 231 29 0 29 Amber Green Red
Renewal reduction to Llamau's grant and a £12k reduction to Banardos' grant.

Housing and
Reduction in Equalities Grant - 16% reduction to the following grants: 1) Race Equality First - £27,274 2)
172 Neighbourhood Reject 243 39 0 39 Amber Green Red
Cardiff & Vale Coalition of Disabled People £5,600 3) Cardiff Gypsy & Traveller Grant £6,050.
Renewal

Closure of three libraries - 1) Tongwynlais - currently open for 4 hours per week. The mobile library will
Housing and
still be present. 2) Llanishen - currently open for 19.5 hours a week. The library falls between Rhiwbina
173 Neighbourhood Reject 5,020 143 0 143 Amber Amber Red
and Rhydypennau branches. 3) Roath - this library has a reasonable foot fall and computer use but a low
Renewal
demand for books. It is based 500 metres from Splott Library and less than a mile from Penylan.

Page 65 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

1 or 2 day closure / mothballing of libraries - these proposals are an interim arrangement ahead of a
Housing and full review of library services. Close five branch libraries one day per week (Canton, Fairwater,
174 Neighbourhood Reject Llanrumney, Rhiwbina, Penylan). Plus 2 days closure of remaining eleven branch libraries (Cathays, Ely, 5,020 443 0 443 Amber Amber Amber
Renewal Llandaff North, Llanederyn,Grangetown, Radyr, Rhydypennau, Rumney, Splott, St Mellons and
Whitchurch). Plus reduction in stock and resources.

Housing and Further Reduction of Library Services. One week day closure of Central Library. This will mean
175 Neighbourhood Reject significant reduction in staffing levels, some of which cannot be accommodated by existing vacancies and 5,020 176 0 176 Red Amber Amber
Renewal therefore redeployment or voluntary severance will be required.

In addition to the following transformation savings, £242,000 of Housing & Neighbourhood Renewals' accepted service area savings above also fall within the scope of the transformation
programme:-
Housing and
176 Neighbourhood Accept Additional Transformation Savings 96 96 0 Amber Amber
Renewal
Total Housing and Neighbourhood Renewal 2,034 1,070 964

Roath Park Open Day - Roath Park Open Day is held as an annual event in Roath Park in partnership
177 Infrastructure Reject with Care Cymru. Historically, the service has supported the event through meeting the costs for 1 1 0 1 Green Green Green
equipment hire, entertainment etc.

Cardiff Castle Carpet Bed - the service plants and maintains the raised carpet bed within the old moat
area at the junction of Kingsway and Castle Street. A design is usually prepared to depict a particular
occasion and or / event in plant material e.g. centenary of the scout movement, girl guiding, rugby world
178 Infrastructure Reject cup and royal events. The major cost associated with this provision is the supply of plant material, owing 4 4 0 4 Green Green Green
to the specialist nature of the plants required e.g succulents purchased from specialist nurseries. Under
this proposal the bed would no longer be planted with carpet bedding but with traditional seasonal
bedding.

179 Infrastructure Accept Sailing Centre - reduction in accommodation costs as a result of move to Cardiff Bay. 42 5 5 0 Green Green Green

Hardy nursery stock - reduction in the budget used to purchase trees and shrubs for the purpose of
180 Infrastructure Reject 15 6 0 6 Green Green Green
replacement planting / planting schemes throughout the Council's stock of parks and green spaces.

Page 66 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Street Nameplates - street nameplates are essential to guide people to addresses and in particular help
emergency services respond to incidents/calls for help. Name plates are subject to damage either from
181 Infrastructure Accept 46 6 6 0 Green Green Green
vandalism (the predominant cause) or accident. The budget allocation is normally spent by Jan /Feb such
is the incidence of damage.

Christmas Park and Ride from Companies House - in past years Pre Christmas Park & Ride has been
182 Infrastructure Accept operated on Sundays from Companies House. This was stopped during 2010 as part of the 2010/11 in- 6 6 6 0 Green Green Amber
year savings.

Highways Assessments (surveys) - highway assessment surveys are undertaken annually mostly on
classified roads. The cost of SCANNER surveys (used to provide national PI's and maintenance
183 Infrastructure Accept programmes) has reduced by a third due to the procurement of surveys being undertaken on a national 25 7 7 0 Green Green Green
basis by the Welsh Assembly. Other efficiencies in SCRIM (skid resistance surveys) can provide the
savings proposed.

Staff training - reduce training budget by £10k resulting in only essential and statutory training being
184 Infrastructure Reject 38 10 0 10 Green Green Green
undertaken.
Parks and Sport Fees and Charges - income generation from charging for after school club provision
and setting up fee-based holiday schemes for children. It is proposed that a charge would be introduced
185 Infrastructure Accept 0 10 10 0 Green Amber Green
but that the service would continue to be significantly subsidised for children who are eligible for Free
School Meals.
Resident permits - increase scope - increase scope of resident parking permits to include the Heath
186 Infrastructure Reject and cul de sacs. Introduce a £10 charge followed by a phased increase to £20. Figures are based on 0 11 0 11 Green Amber Green
1,140 permits.
Cardiff in Bloom - under this proposal the competition, including the annual awards event held at City
187 Infrastructure Reject 11 11 0 11 Green Green Green
Hall in October would no longer run.

Abandoned Vehicles - abandoned vehicles are removed from the highway by use of a contractor. The
188 Infrastructure Accept value of scrap cars has increased such that this offsets the costs of removal therefore a cashable saving 65 13 13 0 Green Amber Green
can be delivered.

Youth and mini-sports pitch charges - historically no charge has been made for youth and mini teams
for provision of outdoor sports pitches including football, rugby and baseball. The majority of local
189 Infrastructure Accept 0 15 15 0 Green Amber Green
authorities in Wales charge for this service. The charge would be by way of an annual registration fee per
team of £30 for under 11s and £50 for 11 - 18s.

190 Infrastructure Accept General Expenditure Reduction - general realignment of budgets across the service area. 64 18 18 0 Green Green Green

Page 67 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

191 Infrastructure
Community Safety / Anti-Social Behaviour (ASB) - the service currently employs an Anti Social
Behaviour Case Worker who deals with parks-related aspects of anti-social behaviour and enforcement.
The post holder also supports out-reach work and community involvement linked to the Community Park
Ranger Service. The post holder has expressed an interest in VS and as a result there is an opportunity to
delete the post. Under this proposal some of the duties and responsibilities currently being undertaken by
Accept the post holder will be incorporated into the vacant post of Community Development Officer which will be 37 20 20 0 Green Greenn Green
regraded from SO1/2 to PO1, the remaining duties and responsibilities will be absorbed by the Team
Leader (Activities & Community Involvement.) The Community Development Officer will link with the
Council's Central Community Safety Team with regard to high level of ASB / intelligence. The measures
taken will result in a minimal impact on service delivery in respect of combating anti-social behaviour in
parks and community / outreach work.

On street car parking income - convert more long stay to short stay. 1) Phase 1 City Hall/Museum Place
, Park Grove & Corbett Rd -81 spaces =£6,877 p.a. 2) Phase 2 Guildford Crescent - 22 spaces = £1,868
192 Infrastructure Partially Accept 2,567 23 15 8 Green Amber Amber
p.a. 3) Phase 3 Museum Ave and King Edward VII (mid/south section) - 162 spaces =£13,753 p.a. At the
accepted level, option one will be actioned at a later date.

Aboricultural management - restructure - a management proposal / business case has been developed
193 Infrastructure Accept to restructure Arboricultural Management by integrating the technical and operational functions. The 180 24 24 0 Green Green Green
proposal will result in an FTE reduction from five to four.

Flatholm -enter partnership with a commercial operator to take paying visitors to Flatholm Island. Harbour
Authority will provide additional access support with transport of materials, staff changeover etc when
required. Saving is achievable by the current coxwain of the Flatholm vessel either taking VS or
194 Infrastructure Reject 154 24 0 24 Green Green Green
alternatively moving into the Harbour Authority Boat team (in a post on the same salary). Additional
administration savings included by not being responsible for organising the visitor arrangements to the
Island.

Parks and Sport Equipment - Sport Cardiff can make £24k savings in respect of equipment, materials
195 Infrastructure Accept 171 24 24 0 Green Green Green
and facility hire costs.

Sunday Park and Ride from County Hall - a Sunday Park and Ride service is operated from County Hall
196 Infrastructure Reject and although popular with users the facility is not cost effective. It is proposed to cease this operation from 26 26 0 26 Green Amber Amber
April 2011.

Withdrawal of Park and Ride Cardiff North - Saturday Shoppers Park and Ride has been operating
197 Infrastructure Accept from Companies House for some years. Although popular with users, numbers are not growing and the 30 30 30 0 Green Green Amber
facility costs the Council around £30k pa to provide. The facility ceased to operate after 28th August 2010.

Page 68 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Closure of 3 public toilets - the service currently manages 3 unsupervised public conveniences located
198 Infrastructure Reject 41 35 0 35 Green Green Green
on Cathedral Road, Cowbridge Road East and Llandaff High Street.

Parks and Gardens Apprenticeship Scheme - this scheme contributes to the service workforce and
199 Infrastructure Reject succession plan. There are six Horticultural Apprentice posts on the establishment, two of which are 112 36 0 36 Green Green Green
currently vacant. Under this proposal the two vacant posts would be deleted from the establishment.

Traffic Regulation Orders advertising - budget for Traffic Regulation Orders advertising no longer
200 Infrastructure Accept 44 44 44 0 Green Green Green
required as included in Civil Parking Enforcement.

Free Use of Baycar by Rail Ticket Holders - holders of a valid rail ticket can travel free on Baycar.
Cardiff Bus is reimbursed for loss of income. The rational behind this was to better link the city centre with
201 Infrastructure Accept the Bay , by providing a seamless link at Central Station similar to that enjoyed by rail users at Queen St 70 70 70 0 Green Green Amber
station. However cost has risen rapidly and outturn cost for 2010/11 is anticipated to be in the region of
£95k. This reimbursement is rising annually and can no longer be sustained.

City and civic centre floral displays - this budget is used for the supply, installation and maintenance of
temporary floral displays throughout the city and civic centre areas, including hanging baskets in Queen
202 Infrastructure Partially Accept 75 75 7 68 Green Green Green
Street and St.Mary Street and pyramid planter / floral cubes within the civic centre and city centre areas.
Given the portability of some of the displays they are used to dress areas as part of city wide events.

Traffic Management staff transfer - transfer of Traffic Regulation Orders (TRO) staff to Civil Parking
203 Infrastructure Accept 77 77 77 0 Green Green Green
Enforcement. The transfer was not originally included in the CPE business case.

Public right of way maintenance - this reduction will limit the maintenance works able to be
204 Infrastructure Reject 13 3 0 3 Amber Green Green
undertaken.

Cycle Route Maintenance - the allocation is used to maintain the Taff and Ely trails and covers
sweeping, weed control, sign and surface maintenance. Cleansing will continue to be a priority as
205 Infrastructure Reject 24 10 0 10 Amber Greenn Green
surfaces becomes slippery , particularly during Autumn, but ability to respond to overgrowth and patching
maintenance will be reduced.

Reduction in Supported Bus Services - withdrawal of Service 37 - Gabalfa / Whitchurch-City Centre. 1

206 Infrastructure Reject return journey per day, 6 passengers per day. Alternative services are available, although walking 14 14 0 14 Amber Green Amber
distances will increase for some passengers.

Page 69 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Playground equipment maintenance - the service is currently responsible for maintaining over one
207 Infrastructure Reject hundred play areas with fixed equipment and the budget indicated is used to purchase replacement 50 15 0 15 Amber Amber Green
equipment / consumables and to engage contractors in undertaking repairs.

Heliport income - 1) landing fees are charged for aircraft using Cardiff Heliport. It is proposed to increase
208 Infrastructure Accept these fees by 20% to raise an additional £3k at current levels of use. 2) additional income from fuel sales 32 16 16 0 Amber Amber Green
at the heliport.

Voluntary Severance of Road Safety Manager - the work in future will be covered by upgrading one post
to SO2/PO2, another to SO1/PO1 and the placement of the team under the direct management of an
209 Infrastructure Accept 48 16 16 0 Amber Green Green
existing Team Leader post. Suitable team leader posts (PO4 grade) are available to manage the team -
dependent on the outcome of the current Senior Management structure changes.

Switch off tunnel lights at night - switch off tunnel lighting half an hour after sunset to half an hour
210 Infrastructure Reject 163 17 0 17 Amber Amber Green
before sunrise.

Closure of Roath Park Boatstage - transfer to private operator / closure of Roath Park Boatstage. The
opening hours for the boat stage were reduced for 2010 and the season shortened to June, July and
211 Infrastructure Reject 20 20 0 20 Amber Green Green
August. The building and fleet of boats would be mothballed. There would be no income, savings would
be made on seasonal staffing costs.

Parks Locking - Parks Services currently engages a contractor to lock 26 parks. Under this proposal the
contract would be cancelled 31/03/11 and the parks listed, which are currently being locked by community
212 Infrastructure Reject groups would be the only parks locked in the evenings: Bute Park, Roath Park and Victoria Park. 21 21 0 21 Amber Amber Green
Llwynfedw Gardens, Waterloo Gardens, Maitland Park, Llanishen Park, Thornhill Park and Pentre
Gardens. Provided support from the community continues these parks would continue to be locked.

Reduction of Supported Bus Services - withdrawal of service 22 - Central Station-Rhiwbina, Monday-

213 Infrastructure Reject Saturday. 3 return journeys per day. 16 passengers per day. Most of the route is covered by alternative 22 22 0 22 Amber Green Amber
more frequent services. Walking distances will increase for some users of this service.

Deletion of telematics post - rationalisation of 3 teams into 2 teams as a Principal Engineer is leaving in
214 Infrastructure Accept August 2011 and would not be replaced under this proposal. Training issues need to be examined with 990 24 24 0 Amber Amber Green
remaining team leaders over next few months.

Asset management initiatives - this budget is used to procure additional surveys to undertake asset
management related work such as inventory, collection, invest to save analysis, asset valuation etc. A
215 Infrastructure Reject 50 26 0 26 Amber Green Amber
budget reduction will limit the ability to provide information required to respond to financial accounting
requirements that must be implemented over the next 2 years.

Page 70 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
Fees and charges - increases in fees and charges for all parks based provision / facilities e.g, sports
216 Infrastructure Partially Accept 864 28 23 5 Amber Amber Green
pitches / facilities, Sophia Gardens Car Park, Pontcanna Caravan Site and Allotments.

Reduction in Supported Bus Services - withdrawal of non-statutory school service 615, Caerau/Ely-St
217 Infrastructure Reject Francis Primary School from September 2011. 16 children on morning journey, 27 on afternoon journey. 28 28 0 28 Amber Green Amber
Distances from the children's homes are short, and alternative bus services are available

Closure of Victoria Park Paddling Pool - closure of Victoria Park paddling pool. The opening hours were
218 Infrastructure Reject reduced for 2010 and the season shortened to June, July and August. Savings would be made on 32 32 0 32 Amber Green Amber
seasonal staffing (paddling pool attendants), water consumption and treatment.

Parks Litter Team - the team is comprised of eight permanent employees with four seasonal staff
employed through the spring and summer period. Under this proposal seasonal staff would no longer be
219 Infrastructure Reject 241 47 0 47 Amber Green Green
employed and the ability to meet the seasonal demands would be removed. As a result the presence of
litter and overflowing bins would increase over the spring and summer period.

Concessionary travel for 16-19 year olds - the Council currently offers passes which give discounted
220 Infrastructure Reject bus fares to 16-19 year olds in full time education. Withdrawal of this concession would save £52k in a full 52 52 0 52 Amber Green Amber
year.

Bowls provision - Parks Services currently manage 15 bowls pavilions across the city. Seven sites have
been selected where there are well established bowls clubs. If acceptable to the clubs an agreement will
be drawn up whereby they manage the opening, closing and low level maintenance of the pavilions. A
221 Infrastructure Partially Accept 571 55 25 30 Amber Amber Green
small financial incentive will be offered to the club by way of a percentage reduction in season ticket fees.
Staffing / maintenance of the buildings by games attendants will no longer be necessary. At the level
accepted, keyholder responsibilities would transfer to 5 clubs.

School Crossing Patrols - reduction in school crossing patrol posts / locations. Reduction in the number
of school crossing patrols operating at zebra and light controlled pedestrian crossings (approximately 30
222 Infrastructure Reject posts). There are 41 light controlled crossing posts, 22 in post, 10 vacant posts and 9 pending. Deletion of 275 70 0 70 Amber Amber Red
vacant posts would generate approximately £30k. Achieving savings of £70k may result in redundancies
although school crossing patrols have a high staff turnover.

Page 71 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Strategy design and land management - there is an opportunity to restructure the Strategy, Design and
Land Management Group. The extent of savings achievable will be dependent on expressions of interest
223 Infrastructure Accept in voluntary severance and flexible early retirement. In reviewing the structural arrangements there is an 536 75 75 0 Amber Amber Green
opportunity to re-evaluate the fee-earning capacity of Landscape Designers and the Clerk of Works
function by looking at the scope and level of charges.

Resident permits - increase cost - resident parking permits - increase charge from £5 to £10 initially
followed by a phased increase to £20. Figures are based on 15,593 permits issued. The resident Permit
224 Infrastructure Reject 111 78 0 78 Amber Amber Green
parking scheme is being reviewed at present and these increases will need to be implemented after the
review has been completed .
Reduction in the level of telematic maintenance - reduced level of non statutory maintenance given to
traffic signal equipment at various locations throughout the city, county wide. This will be achieved by
225 Infrastructure Accept 448 80 80 0 Amber Amber Green
allowing some equipment to be maintained on a reactive rather than a proactive basis. The system will
record failures and engineers will respond.

226 Infrastructure
Reduction in supported bus service - 1) Service 3 City Centre - Minton Ct - Splott which makes 6
return journeys per day, Monday-Saturday. Passengers are close to alternative services 1/2. The service
will be operated on a commercial basis. 2) Service 7 Cardiff Bay - City Centre, Monday-Saturday eves (8
return journeys) and all day Sunday (19 return journeys). 128 passengers per day (M-S), 212 passengers
Reject 114 114 0 114 Amber Green Amber
per Sunday. Alternative links from Cardiff Bay to City Centre are available, however they are less direct,
or entail a longer walk to access. 3) Service 55 Central Station - Pentwyn which makes six journeys,
Monday-Saturday and has 89 passengers per day. Most of the route is covered by alternative services.
Walking distance to access bus services will increase for some users.

Volunteer Management / Friends co-ordination / Parks Events and Outreach Work - under this
proposal the management / facilitation of volunteers and friends groups and the delivery of the annual
227 Infrastructure Reject 122 85 0 85 Red Amber Amber
parks and events programme and out reach activities would no longer take place. Savings could be
achieved through the deletion of up to 3 FTE staff, supplies, services and materials.

Parks Operations - Ground Maintenance - under this proposal and as part of a service re-design
approach the maintenance liabilities of the service with regard to the parks and green spaces city wide
would be reduced in order to realise savings. Savings would be achieved through the restructuring of the
operations group and through VS, deletion of posts, reduction of spend on overtime, seasonal / temporary
228 Infrastructure Partially Accept 3,098 463 163 300 Red Amber Green
labour, plant production, supplies and services, contracting / sub contracting, transport related costs and
plant / equipment hire. To achieve a saving of £463k, it is envisaged that the operations establishment
may need to be reduced by up to 30 permanent staff through the means described above. At the accepted
level the saving reflects the reduction of 12 full time equivalents and the risk would be reduced to amber.

In addition to the following transformation savings, £179,000 of Infrastructure's accepted service area savings above also fall within the scope of the transformation programme:-
229 Infrastructure Accept Additional Transformation Savings 604 604 0 Amber Amber

Page 72 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
Total Infrastructure 2,646 1,417 1,229

Education Welfare Service (EWS) - a Task and Finish group set up to examine school attendance (in
line with the Post Inspection Action Plan) identified a need for greater clarity in the responsibilities of
schools and the Council. The service is keen to agree a number of VS requests received from the EWS
team and potential redeployments in order to move to a more consistent model for addressing attendance
Schools and
230 Accept across the city. The size of the EWS team would be significantly reduced. In mitigating the response to 868 384 384 0 Green Green Green
Lifelong Learning
school attendance responsibility will be shared between schools and the Schools and Lifelong Learning
Service. Each high school will lead on the agreed revised attendance strategy sharing work with feeder
primary schools. The reduced EWS team would deal with specific cases that require escalation and
potential legal involvement.

Summer Learning Festival - the Council facilitated Summer Learning Festival forms part of the service’s
out of hours learning provision. The festival offers learning opportunities for young people aged between
Schools and 11 and 15 at no cost during the first three weeks of the summer holiday. At the level accepted it is
231 Partially Accept 60 60 20 40 Amber Green Amber
Lifelong Learning proposed that a charge would be introduced but that the service would continue to be free for children
who are eligible for Free School Meals. This means that this has an amber EIA risk. Publicity costs of
£10,000 will also be saved by moving to electronic delivery of communications and marketing.

Travellers Grant - the Traveller Education Service provides educational support to the traveller
Schools and community. Cardiff has two council operated Traveller sites (among the largest in Europe) based in the
232 Reject 122 61 0 61 Amber Green Red
Lifelong Learning east of the city. The service is WAG grant funded and the Council makes a top up of £61k over and above
the contribution required to secure the grant. The proposal is to remove this top up.

Welsh Language Grant - this service works in partnership with all schools in order to raise standards of
Welsh, both as a first (W1L) and second language (W2L). It is funded by the Better Schools Fund (BSF)
Schools and
233 Reject £330k and Welsh Language Board (WLB) (75%) grant of £194k with the Council making a £64k (25%) 175 111 0 111 Amber Green Red
Lifelong Learning
contribution to the latter grant in addition to a £111k 'top-up.' The proposal is to cease providing the grant
top-up element of funding.

Storey Arms - the Storey Arms centre outside Brecon provides a range of outdoor and training activities
for pupils and staff in schools, in addition to offering activities to outside organisations. The annual running
cost of the centre is £583k and this is financed by charging users (annual income of £354k) plus a Council
contribution of £229k which acts as a subsidy for Cardiff school and youth based users. Charges made to
Schools and
234 Partially Accept external users are set at a rate to cover the costs. The proposal would be to withdraw all Council 229 229 80 149 Amber Amber Red
Lifelong Learning
contribution towards the centre through a combination of increased income generation, cost and service
reduction. At the level accepted, the savings will be found from ensuring more focussed price setting and
an informed understanding of the relationship between cost and income without compromising the
delivery of the service.

Page 73 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Better Schools Fund Grant - this WAG grant is used as the main source of professional development for
teaching staff and teaching assistants in schools. The Council is required to make a contribution of 40% to
Schools and
235 Accept secure the grant (60%.) In addition, the Council makes provision over and above the requisite 40% by way 1,581 250 250 0 Amber Greenn Green
Lifelong Learning
of a top-up, which has enabled the Council to support a number of local priorities that are not provided for
nationally. This proposal involves the removal of the remaining £250k grant top-up.

Adult and Community Learning - the proposal would result in the withdrawal of the Council subsidy to
Schools and
236 Reject the Adult and Community Learning budget by ensuring that all activities are either funded by grant or by 274 274 0 274 Red Amberr Amber
Lifelong Learning
fee income.
Adult and Community Learning - this proposal will remove the costs of activities indirectly associated
Schools and with Adult learning. This includes the withdrawal of subsidised childcare provision at all existing Learning
237 Reject 287 287 0 287 Red Amber Red
Lifelong Learning Centres, reduction in grants to voluntary organisations in respect of learning and removal of caretaking
and accommodation costs to some of the smaller centres.

Advisory Service - the budget is used exclusively to support the salary costs of the Council’s School
Improvement Advisers. These Advisers are attached to all the Council’s schools as link advisers and
Schools and provide professional advice to, and support the work of other officers in other parts of the Schools and
238 Partially Accept 1,300 300 250 50 Red Amber Green
Lifelong Learning Lifelong Learning Service. They implement and manage a wide range of school improvement initiatives
and assist the Council in its duty to promote high standards. At the level accepted the risk would be
reduced to amber.

Music Service - the service provides music tuition to pupils in Cardiff and the Vale of Glamorgan as well
as tuition for local orchestras, choirs and ensembles. Tuition costs are charged to schools on an hourly
rate and schools pass on the cost to pupils. The total cost of the service is £1.758m per annum, financed
by £1.16m schools income, £107k membership fees (orchestras etc), £107k from the Vale Council and a
balancing contribution from Cardiff Council. Of the latter, a net contribution of £86k pays for bursaries to
Schools and
239 Partially Accept allow pupils from schools in socio-economic deprived areas to access tuition and £172k is set aside for 384 384 65 319 Red Red Amber
Lifelong Learning
provision through the Music Development Fund. There is an independent, profit making music service
which provides tuition at 50p/hr less than the council service which poses a threat to continuation of
Council provision if rates significantly increased. The initial proposal is to reduce the Cardiff Council
contribution to nil. At the level accepted the risk would be reduced to amber and the saving would be
achieved by an above inflation increase in fees plus a reduction in expenditure on instrument replacement.

Pension Commitments - the Service Area has a budget for new and ongoing pension commitments. The
Schools and proposal is that decisions on new pension commitments will be subject to more rigorous and robust
240 Partially Accept 2,600 416 200 216 Red Amber Green
Lifelong Learning business cases including the use of redeployment. At the level accepted the residual risk can be adjusted
to amber.

Page 74 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Childcare - the budget finances the childcare unit that co-ordinates a range of services in order to support
the implementation of the Council’s statutory duties within Childcare Act 2006. The services provided by
the unit support all types of childcare settings and providers, both registered and unregistered. In addition
to meeting the Council's statutory duties, the unit also provides the annual Childcare Sufficiency
Schools and Assessment, a Family Information Service, a range of grants programmes, an annual training programme
241 Reject 920 500 0 500 Red Amber Red
Lifelong Learning for childcare workers, assistance to umbrella organisations providing business support to providers,
manages the Councils childcare voucher scheme, provides support to out of school childcare and
manages the Genesis Cymru Wales 2 project (which is matched funded through a European Social Fund
grant). At the proposed level of savings these services would be extremely vulnerable and have a
significant impact on a large number of families throughout the city.

Education Advice- this budget funds the salary costs of those staff employed within the service at County
Hall. Functions include Strategic Management, Admissions, Research & Information, Governor Services,
Schools and
242 Partially Accept Administrative Support, Planning & Access and SOP. A saving from this budget will inevitably mean job 6,000 891 175 716 Red Amber Green
Lifelong Learning
losses and redundancy costs, therefore in order to save £891k the service will require additional savings
to afford the redundancy/pension costs. At the level accepted, the risk would be reduced to amber.

Schools and SOP Commitments - revenue contributions to the SOP financial model of £5.7m. The proposal reflects a
243 Reject 5,700 912 0 912 Red Amber Green
Lifelong Learning 16% reduction on these budgets.

Youth Service - in line with the WAG's Extending Entitlement agenda for young people, 11-25 yrs Cardiff
provides a universal Youth Service through a mix of full time and part time centres plus street based
provision. The proposed savings would result in reduction in the following youth service delivery:- 1) the
closure of six full-time neighbourhood centres 2) the closure of seven part-time centres 3) the loss of
Schools and sixteen posts from the full-time youth service staffing complement 4) a reduction in the level of street
244 Reject 3,600 1,000 0 1,000 Red Amber Red
Lifelong Learning based provision 5) the loss of the Learning Outdoor Programme, participation work and the Duke of
Edinburgh’s Award support at county wide and area level. 6) the loss of youth provision during schools’
summer holidays. 7) the closure of two young people information sites. 8) less part-time staffing allocation
that may result in the reduction of youth service provision by one session per week at the remaining
eleven sites.

In addition to the following transformation savings, £175,000 of Schools and Lifelong Learning's' accepted service area savings above also fall within the scope of the transformation programme:-

Schools and
245 Accept Additional Transformation Savings 427 427 0 Amber Amber
Lifelong Learning

Total Schools and Lifelong Learning 6,486 1,851 4,635

Vehicle Maintenance Fitter - deletion of a vacant post has been achieved by re-organisation of workshop
246 Shared Services Accept 1,515 30 30 0 Green Green Green
loading to ensure vehicles are dealt with in a prompt manner.

Page 75 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Home to School Transport Route Optimisation - re-allocate contracts from framework as contracts
247 Shared Services Accept 5,134 219 219 0 Green Green Amber
expire along with re-routing with savings of circa £200k for a full year.

Central Transport Service Transformation Savings - savings are part of the transformation programme
248 Shared Services Accept within the CTS. Further savings are to be achieved via vehicle tracking, vehicle colour standardisation, 10,345 481 481 0 Green Green Green
vehicle efficiency savings, tyre, parts and hire frameworks.

Shared Services - 16+ transport (Passport to Travel Grant) - currently we provide non-statutory transport
funding for pupils age 16+. These pupils however live over 3 miles from their place of learning but receive
249 Shared Services Reject the full Educational Maintenance Allowance. A third of this allowance is for travel provision. The budget for 20 11 0 11 Amber Amber Amber
the service is £370k of which £350k is funded from Cardiff High School Trust Fund. The remaining £20k is
revenue funded.

Equalities Training - a reduction in budget associated with provision of Equalities Training across the
Council. Implementation of the new Single Equality Duty will enable equalities training to be focussed on
250 Shared Services Accept the new duty and with the ongoing role of staff groups e.g. Black Minority Ethnic, Disabled Employees 40 13 13 0 Amber Amber Amber
Working Group and Equalities Champions supporting staff within the wider context of equalities
awareness across the Council.

Trade Union Time Off and Facilities Agreement - removal of existing budget provision used as
251 Shared Services Reject reimbursement to service areas for time off approved for senior TU representatives to engage and support 50 50 0 50 Amber Amber Green
current Job Evaluation process.

Communications and Media Review - this project will look to better co-ordinate communications,
marketing and public relation functions across the Council, either by bringing them into a central team or
252 Shared Services Accept by providing co-ordinated professional management of these functions in individual service areas. 4,000 50 50 0 Amber Amber Green
Benefits will be a release of FTE's as better use is made of resources and work co-ordinated from the
centre. This is in addition to existing transformation savings in this area.

Central Transport Service - Secondary Mainstream Church Schools - St Illtyds (£32k), Bishop of
Llandaff (£62k), St Teilos (70k), Mary Immaculate (£78k), Corpus Christi (£116k) - the routes to the
253 Shared Services Reject 618 358 0 358 Amber Amber Amber
Faith Schools are non-statutory transport and the Council currently uses its discretion to provide this
transport. The figure proposed is based on withdrawal of the service with effect from September 2011.

In addition to the following transformation savings, £750,000 of Shared Services' accepted service area savings above also fall within the scope of the transformation programme:-
254 Shared Services Accept Additional Transformation Savings 187 187 0 Amber Amber

Total Shared Services 1,399 980 419

Page 76 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
Strategic Planning
255 Accept Trading Standards car parking - reduce car parking budget. 38 6 6 0 Green Green Green
and Environment

Strategic Planning Management arrangements in Cardiff Dog's Home - rationalise management arrangements at Cardiff
256 Accept 211 10 10 0 Green Amber Green
and Environment Dog's home.

Strategic Planning
257 Accept Fair Trading Officer - delete 0.6 post following the retirement of the post-holder. 1,304 20 20 0 Green Green Green
and Environment

Strategic Planning Staffing savings in development management - retirement of scanning assistant (£12k), reduction in
258 Accept 1,409 24 24 0 Green Green Green
and Environment hours of technician post (£8k) and reduction in hours of administrative assistant (£4k.)

Strategic Planning Reduction in revenue budget for Strategic Planning - reduction in general expenses including training,
259 Accept 129 24 24 0 Green Green Green
and Environment marketing, conferences, telephones and ICT hardware.

Strategic Planning Temporary GIS Officer - this refers to a temporary post supporting additional work required for LDP. In
260 Accept 2,120 25 25 0 Green Green Green
and Environment future, the post will be paid from the LDP budget.

Income from pre-planning application enquiries - at present there is no charge for pre-application
Strategic Planning enquiries / advice and this has been identified as a possible additional income stream. The focus will be
261 Accept 0 25 25 0 Green Amber Green
and Environment on major planning applications. The fee has been set at £250 per enquiry and it is estimated that a total of
100 enquiries per year will be received.

Technician Post (Strategic Planning) - vacant technician post to be deleted (Sc 1-5.) The current post-
Strategic Planning
262 Accept holder is seconded into the local plan team and may have to be re-deployed if that arrangement is not 2,120 28 28 0 Green Green Green
and Environment
made permanent.

Development Management Operational Manager post - This OM2 post will be deleted from the
Strategic Planning
263 Accept establishment as a result of re-organisation. The post-holder has left the Authority on VS. The proposed 357 52 52 0 Green Green Green
and Environment
saving takes account of VS and restructuring costs.

Reduction in vacant posts - 1) delete half post in the Contaminated Land team (£17k) 2) delete
Strategic Planning
264 Accept receptionist post at the Trading Standards Centre (£20k) 3) delete administrative post in Private Sector 2,481 57 57 0 Green Green Green
and Environment
housing. All postholders have vacated these posts to take up other jobs. (£20k)

Car Parking Permits - essential users at City Hall have parking permits for a car park. An alternative
Strategic Planning
265 Accept contract has been negotiated which has reduced the cost of spaces from £1,300 to £500 p.a. The budget 130 70 70 0 Green Green Green
and Environment
will be reduced to £60k as an interim position whilst alternatives are considered.

Strategic Planning Permitted Development Enquiries - additional income generated by Development Management as a
266 Accept 14 8 8 0 Amber Amber Green
and Environment result of charging for permitted development enquiries.

Page 77 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Strategic Planning Environmental Health - reduction in hours - two Environmental Health Officers have indicated that they
267 Accept 480 10 10 0 Amber Amber Green
and Environment are likely to reduce their hours when they return from maternity leave.

Strategic Planning
268 Reject Horse Warden Budget - 25% reduction in the operating budget for the horse warden. 40 10 0 10 Amber Amberr Amber
and Environment

Strategic Planning Delete post - it is intended to ring-fence the post of senior environmental health officer to the private
269 Reject 1,127 25 0 25 Amber Green Green
and Environment sector housing unit. This post vacated would then be deleted to meet the budget saving requirements.

Strategic Planning Registration fees - charge premium for same day service for copy certificates and increase fees for
270 Accept 40 28 28 0 Amber Amber Green
and Environment ceremonies at approved premises.

Consumer protection - 1 x vacant post - as part of the proposal to fill the post of Group Leader
Licensing, applications have been restricted to officers within the consumer protection division and this will
Strategic Planning
271 Reject result in a vacancy somewhere in the division. That post will be deleted to achieve a saving. At this stage, 1,768 30 0 30 Amber Green Green
and Environment
it is difficult to quantify the saving and the exact impact on service delivery as the successful applicant is
not yet known.

Strategic Planning Operational Manager post - deletion of post from the establishment as a result of
Strategic Planning the re-organisation of the Planning Service. The post-holder has previously taken flexible retirement and
272 Accept 60 60 60 0 Amber Green Green
and Environment will leave the Authority on VS. The OM1 for Development Management / Building Control will be
responsible for Strategic Planning.
Development Control Posts - 2 vacant Planning Officer posts are to be deleted. The capacity of the
teams has already been reduced and further reductions will have some impact on the ability of the service
Strategic Planning
273 Partially Accept to deliver pre-applications advice, carry out enforcement and deal with applications in a timely manner. 63 63 31 32 Amber Green Green
and Environment
The accepted saving will require only one of the posts to be deleted and will reduce the risk rating to
green.

Strategic Planning Bereavement fees - increase fees for cremation (by 9.2%), burial (by 7.5%) and grave purchase (by
274 Accept 1,550 160 160 0 Amber Amber Green
and Environment 9.3%) in accordance with the previously agreed strategy.

Voluntary severance applications across Strategic Planning and Environment - the £400k was an
Strategic Planning initial estimate of VS savings based on early expressions of interest. Business cases have now been
275 Partially Accept 13,165 400 272 128 Amber Amber Green
and Environment determined and it is possible to reduce 11.5 full time equivalent posts across the service area to achieve a
saving of £272k. At this level the risk would be reduced to green.

Strategic Planning Reduction in Planning Improvement Budget - proposed reduction in the £35k improvement budget of
276 Reject 35 15 0 15 Red Green Green
and Environment which, £17.5k is committed annually for licences etc.

Strategic Planning
277 Reject Delete vacant post - senior environmental health post in the Food Hygiene Team. 711 30 0 30 Red Green Green
and Environment

Page 78 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk
In addition to the following transformation savings, £277,000 of Strategic Planning & Environment's accepted service area savings above also fall within the scope of the transformation
programme:-
Strategic Planning
278 Accept Additional Transformation Savings 365 365 0 Amber Amber
and Environment
Total Strategic Planning and Environment 1,545 1,275 270

Waste
279 Management and Accept Flexible Retirement - flexible retirement requests have been made by two officers. 70 20 20 0 Green Green Green
Street Cleansing
Waste
Landfill Cover - the material required for covering the landfill is now being procured more efficiently which
280 Management and Accept 204 100 100 0 Green Green Green
allows the associated budget to be reduced.
Street Cleansing

Seasonal Green Waste Collection - currently, the Council collects green waste from residents on a
Waste weekly basis. During the winter period, very little green waste is presented for collection. It is therefore
281 Management and Reject proposed that during the period October to March inclusive, green waste is collected on a monthly basis. 6,376 159 0 159 Green Amber Green
Street Cleansing Providing food caddies to all Cardiff residents will assist with the implementation of this change in wheeled
bin areas, where the food waste is currently presented for collection in the green waste wheeled bin.

Waste Voluntary severance applications - the £270k was an initial estimate of VS savings based on early
282 Management and Partially Accept expressions of interest. Business cases have now been determined and it is possible to reduce 7 full time 11,065 270 125 145 Green Amber Green
Street Cleansing equivalent posts across the service area to achieve a saving of £125k.

Balancing Domestic Waste Collection - currently, domestic waste is collected using a double shift
pattern each day, 5 days per week. As the collection rounds were designed to suit ward boundaries, the
Waste number of properties visited varies each day causing an imbalance of resource requirements. This issue
283 Management and Accept has been compounded by the uneven demographic growth of the city over the past 9 years, since the 6,376 376 376 0 Green Amber Green
Street Cleansing introduction of ward zone collections. Efficiency savings would be attained if the number of properties
visited each day are re- balanced and equalised. The day of waste collection would change for about 60%
of Cardiff residents. The changes will be effective from September 2011.

Waste Cleansing Operations - during this financial year (2010-11), efficiency improvements have been
Waste made in the delivery of the waste collection and street cleansing services. The savings budgeted in this
284 Management and Accept period were based on changes being introduced part way through the year. In 2011-12, a full year saving 13,875 574 574 0 Green Green Green
Street Cleansing will be achieved. The saving shown is the difference between the full year saving and the saving
budgeted for in 2010-11.

Page 79 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Reduction in landfill staff - the amount of waste being deposited on the landfill has reduced, and will
Waste
continue to reduce in order for the waste diversion targets to be met. Consequently, it is possible to
285 Management and Accept 424 60 60 0 Amber Amber Green
reduce the number of staff working on the landfill staff by 3. The affected employees would be offered
Street Cleansing
alternative posts within the Waste Management Service (e.g. Waste Transfer Station)

Waste Adjustment to Materials Recycling Facility (MRF) Staff Numbers - based on current operational
286 Management and Accept practices, the Materials Recycling Facility can be satisfactorily operated with less staff than allowed for in 1,897 100 100 0 Amber Green Green
Street Cleansing the budget. It is therefore proposed that the MRF budget can be appropriately reduced.

Waste
Increase in Commercial Income - this reflects additional income received during 2010/11 in addition to a
287 Management and Accept 3,568 110 110 0 Amber Amber Green
small increase in fees.
Street Cleansing

Introduce Charge for Bulky Waste Collection - many local authorities now make a charge for the
Waste collection of bulky goods. It is proposed that a charge (£15 per visit) should be introduced to try and
288 Management and Reject recover the Council's costs on providing this service. However, it is likely that the introduction of a charge 0 200 0 200 Amber Amber Green
Street Cleansing will result in a reduction in demand for the service and over a period of time, a reduction in the number of
calls made to C2C. Therefore, a 50% reduction in demand has been assumed.

Change to Materials Recycling Facility (MRF) Shift Pattern - at present, the MRF operates on the basis
of 12 hour shifts, 7 days a week. Additionally, a night shift is operated as required in order to process
waste delivered from outside Cardiff (e.g. Caerphilly). Staff who work in the MRF work 2-days on, 2-days
off. In operating this work pattern, staff are entitled to shift allowance payments. It would be more cost
Waste effective for the Council to operate 2 x 8 hour shifts per day Monday to Friday. The first shift would
289 Management and Reject operate 6am to 2pm and the second 2pm to 10pm. This revised pattern would result in a reduction of 978 200 0 200 Amber Amber Green
Street Cleansing allowances paid to staff who work in the MRF. In addition, this pattern would allow the essential
maintenance work to be carried out more cost effectively at weekends rather than at night as present.
The night shift could still operate 10pm to 6pm as required. Given the level of change anticipated within
the Waste Management service during 2011/12 including the re-balancing of rounds, it has been decided
not to progress with this proposal at present.

Optimising funding sources - as services change from residual waste to recycling and composting, this
Waste will qualify for Sustainable Waste Management (SWM) grant funding. As the Waste Strategy collection
290 Management and Accept changes have been approved, there will be a significant change from residual waste costs to recycling / 7,400 300 300 0 Amber Amber Green
Street Cleansing compost costs for household waste collections and bulky waste collection services. Grant terms and
conditions will need to be given careful consideration.

Page 80 of 128
 Service Area Savings APPENDIX 5

Detail Budget Proposed Accept Reject Residual Achievabi

No. Service Area Accept/Reject EIA
lity
£000 £000 £000 £000 Risk

Materials Recycling Facility Income - in 2009/10 the recyclate markets have recovered from the
economic downturn and the average price per tonne increased slightly from £27.47 in 2008/9 to £31.80 in
Waste 2009/10. (Currently this year the average price per tonne is £47.63) In addition to this the MRF at Lamby
291 Management and Accept Way had spare capacity which was sold to Caerphilly Borough Council (gate fee charged) which created 1,488 600 600 0 Amber Amber Green
Street Cleansing £600k of income. The Caerphilly contract is subject to review in 2011/2012, however at this stage there is
no indication that it will end. Additional income will also be generated due to the changes in collection
arrangements.

Landfill Diversion - increasing recycling performance will result in more waste being diverted from
Waste
landfill. For each tonne diverted from landfill there is a tax saving of £56 per tonne with effect from 1st
292 Management and Accept 3,568 920 920 0 Amber Amber Green
April 2011. In 2011/12 an additional 10,000 tonnes will be required to be diverted in order to remain on
Street Cleansing
track for achievement of the statutory recycling targets in 2012/13.

In addition to the following transformation savings, £376,000 of Waste Management & Street Cleansing's accepted service area savings above also fall within the scope of the transformation
programme:-
Waste
293 Management and Accept Additional Transformation Savings 194 194 0 Amber Amber
Street Cleansing
Total Waste Management and Street Cleansing 4,183 3,479 704

TOTAL ALL SERVICE AREAS 46,165 21,989 24,176

Page 81 of 128
EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000

1 Asylum Seeker Leased Properties 788 (300) 488 To fund dilapidation costs of properties leased to
Reserve provide accommodation for asylum seekers.

2 Bereavement Services Reserve 766 (655) 111 To fund a planned programme of refurbishment and
improvement.
3 Bute Park Match Funding Reserve 148 (19) 129 For the conservation and improvement of Bute Park,
to match fund the Heritage Lottery Fund grant.

4 C2C Refurbishment Reserve
5 Cardiff Achievement Project
6 Cardiff Insurance Reserve
7 Carefirst Reserve
8 Cleaner Cardiff Reserve
9 Commonwealth Local Government
Forum Reserve
10 Corporate Director Pension/ VSS
Reserve
11 Corporate Initiatives Reserve
12 Design & Construction IT Reserve
100 (100) 0 To fund initiatives including upgrade /replacement of
desktop infrastructure.
10 (10) 0 To fund projects aimed at improving pupil
performance and achievement in Cardiff Schools.
4,415 (200) 4,215 To protect the Council from future potential insurance
claims.
497 (200) 297 To fund the procurement and implementation of new
IT system in Children's and Adult Services.
98 98 To fund the future replacement of specialised vehicles
that are difficult to lease, due to the uncertainty of end
of life residual value.
12 (12) 0 Funding from the Commonwealth Local Government
Forum in respect of the Commonwealth Local
Government Good Practice Scheme which is to be
used to fund any costs associated with the project
visits to India.
4 (4) 0 To fund pension /VSS costs arising from past early
retirements.
1,284 (200) 1,084 To provide funding for forthcoming corporate
initiatives that positively impact on the economic
prosperity of Cardiff and its capital city status.
33 (10) 23 To use surpluses generated by Design & Construction
to fund future IT developments.

Page 82 of 128
EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000

13 Direct Services Reserve 104 104 Service Areas which have made an overall surplus in
the previous year are allowed to apply to use the
reserve for expenditure which results in increased
productivity and efficiency or customer improvements.

14 Energy/Carbon Reduction Reserve 796 (300) 496 To provide funding for future energy price rises and
for the Council's liabilities under its carbon reduction
commitment.
15 Energy Conservation 199 (52) 147 A fund which allows investment in energy savings
schemes, the cost of which is recovered from
services over an agreed number of years.
16 Fraud Detection Reserve 184 (5) 179 To utilise additional income received from the
Department of Works and Pensions arising from the
prosecution of housing benefit fraud cases. The
reserve will supplement staffing and other costs
associated with this area of work.
17 Grants Database Reserve 18 (18) 0 To fund an ongoing project by ICT to create a grants
database.
18 Grant Management IT costs 44 44 To provide IT software to facilitate a strategic
approach in co-ordinating the attraction of external
funding.
19 Highways Operations Remedial 15 (5) 10 To cover any remedial works required in future years.
Reserve
20 Homelessness 250 250 This opening balance is subject to the 2010/11 out-
turn position as set out in the Month 8 monitoring
position. The reserve will be used to support the
service area in managing any emerging
homelessness issues.
21 House Mortgage 43 (10) 33 This represents surpluses on the fund to be used to
meet future deficits.
22 Housing Benefit Reserve 1,977 (250) 1,727 To fund homeworking, landlord liaison schemes, staff
training, software development and accommodation
refurbishment.
23 ICT Schools Practice Reserve 97 (30) 67 To fund ICT services in schools.
Page 83 of 128
EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000

24 Impact on Design Reserve 61 (10) 51 To enable future flexibility to deal with design issues.

25 Legal Case Management System 5 (5) 0 To fund the introduction of a case management
system and the purchase of associated equipment.

26 Lifelong Learning Funding Reserve 345 (150) 195 This reserve represents surpluses generated from
franchise funding, to be used to support the provision
of adult learning courses.
27 Local Plan Reserve 85 (85) To provide for the cost of the Local Development
Plan.

28 Local Service Board Initiative Reserve 40 (40) 0 To fund scrutiny work in connection with the Local
Service Board.
29 Major Projects Reserve 20 (20) 0 To provide a contingency for any additional revenue
funding required in connection with major projects.

30 Members Reserve 26 (20) 6 To replace members' computer equipment as

technology improves and fund members development
and training.
31 Municipal Election Reserve 104 52 156 To provide for the cost of local elections.

32 Music Service Reserve 49 (15) 34 To be used to help support the Schools Music
Service.
33 Parking Reserve 1,992 (316) 1,676 This represents surpluses on street parking schemes
which, under the Road Traffic Act 1984, have to be
reinvested in Road Traffic Schemes.
34 People Initiatives Reserve 261 (200) (61) 0 To fund various staff initiatives: HR on-line, re-
organisation of IT, Cardiff Works reception.
35 Procurement Initiatives Reserve 135 (37) 98 Funding required to meet future costs of procurement
initiatives including Xchange Wales.

36 Schools Catering Reserve 563 (200) 363 To be used to support the Schools Catering Service.

37 Schools Cleaning 195 195 To be used to support the Schools Service Cleaning.
Page 84 of 128
EARMARKED RESERVES GENERAL FUND APPENDIX 6A

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000

38 Schools Formula Funding Reserve 101 (101) 0 Contingency Fund set aside to meet unplanned and
unforseen expenditure incurred by or on behalf of the
delegated schools' budgets. Such expenditure would
include meeting the cost of premature retirements of
schools staff and for other issues relating to the
budget and management of change in schools in the
future.
39 Schools Organisation Plan 8,756 (179) 8,577 The balance carried forward at the end of each year
reflects the additional costs anticipated in affected
schools
40 Scrutiny Development & Training 57 (16) 41 To fund Member development and training.
Reserve
41 Specialist Advice incl Prosiect Gwyrdd 238 (170) 68 To help fund the engagement of specialist financial
advice to assist in the delivery of major projects.

42 Supporting Business Reserve 628 (806) 339 161 To be used to assist in the planned funding of the
Supporting Business Project.
43 Telephone Switchboard Reserve 256 256 To fund planned upgrades of existing hardware and
software as new technology becomes available.

44 Transformation Services Reserve 241 0 241 This reserve has been set up to support the process
of transformation change.

45 Valuers Reserve 83 (30) 53 To fund external valuer's fee incurred as part of

updating asset valuations every five years.

46 Vehicle Reserves 212 (40) (10) 162 To meet costs of future replacement of specialised
vehicles.
47 Workshops Asset Maintenance 15 (10) 5 To assist in the asset maintenance requirements of
Reserve the Council's managed workshops.

Total 26,350 (1,568) (2,942) 21,840

Page 85 of 128
Earmarked Reserves HRA Appendix 6B

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000
HRA Dilapidation Reserve 625 625 Funding set aside to make good
dilapidations to private leased
properties.
HRA / Housing IT Reserve 1,129 1,129 To meet the estimated costs of
the CMS Mobile Project funding

TOTAL 1,754 0 0 1,754

HRA GENERAL RESERVE

Estimated Movements 2011/12
Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000
General Housing Reserve 6,254 (1,980) 0 4,274 General housing balances
TOTAL 6,254 (1,980) 0 4,274

Page 86 of 128
SCHOOLS RESERVES APPENDIX 6C

Estimated Movements 2011/12

Estimated Estimated
Title Purpose
balance at To finance Other balance at
31.03.11 budget commitments 31.03.12
£000 £000 £000 £000
Balances on Schools' 4,093 (1,000) 3,093 These are the carry forward of schools'
Delegated Budgets including surpluses and deficits under Local
nursery schools Management of Schools. These balances
are not available to the Council for general
use. The drawdown of £1,000,000 is an
estimated figure and will depend upon
decisions taken by individual school
governing bodies.
Primary/Special DSU Repairs 192 (50) 142 Contingency fund out of which participating
Reserve schools share the cost of funding large
items of repairs and maintenance work.

TOTAL 4,285 0 (1,050) 3,235

Page 87 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
Adult Services

1 Deleted Sc 2-4 Administrative Assistants (2.00) (9.00) (11.00)

2 Deleted MGD2 Assistant cook (1.00) (1.00)
3 Deleted Scale 1/3 Care Assistant (10.00) (12.00) (22.00)
4 Deleted MG4 Care attendant (1.00) (1.00)
5 Deleted MG 3/4 Cook (3.00) (1.00) (4.00)
6 Deleted Scale 3 Day Service Officer (1.00) (1.00)
7 Deleted Scale 3 Day Service Support Worker (10.00) (10.00)
8 Deleted SO1 Deputy Day Centre Manager (1.00) (1.00)
9 Deleted MG1 Domestic (6.80) (4.00) (10.80)
10 Deleted MG4 Escort (2.00) (2.00)
11 Deleted MG1 Handyperson (1.00) (1.00)
12 Deleted Scale 2 Higher clerical assistant (2.00) (2.00)
13 Deleted Scale 1 Home Carer (14.00) (14.00)
14 Deleted Scale 3 Home Support Worker (.60) (.60)
15 Deleted MG1 Kitchen Assistant (1.00) (1.00) (2.00)
16 Deleted MG1 Kitchen Domestic (2.00) (2.00)
17 Deleted MG1 Laundry Assistant (2.00) (2.00) (4.00)
18 Deleted Scale 1/3 Night Care assistant (7.00) (7.00) (14.00)
19 Deleted OM2 Operational Manager (Health Partnership) (1.00) (1.00)
20 Deleted PO3/4 Performance Manager (1.00) (1.00)
21 Deleted Scale 6 Project Officer (1.00) (1.00)
22 Deleted PO3 Registered Manager / Home Care Manager* (1.00) (4.00) (5.00)
23 Deleted PO1/3 Research Officer (.43) (.43)
24 Deleted Res B (Sc 3/5) Senior Care Officer (1.00) (1.00)
25 Deleted Scale 4/5 Senior Care officer (5.00) (7.00) (12.00)

Page 88 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
26 Deleted PO4 Service Manager (1.00) (1.00)
27 Deleted Scale 4 Supervisory Staff (4.00) (4.00)
28 Deleted PO3 Team Manager (3.00) (3.00)
29 Deleted Scale 4 Technician (1.00) (1.00)
30 Deleted Scale 4 Translator (.54) (.54)
31 Created PO2 Approved Mental Health Professional Social Workers 2.00 2.00
Note
* One of the Registered Manager redeployments will be accompanied by the transfer of 6 post-holders back to their substantive posts within the Home Care Service.
ADULT SERVICES NET POSITION (65.77) (26.60) 0.00 0.00 (42.00) 2.00 (132.37)

Children's Services

32 Deleted OM2 Operational Manager (1.00) (2.00) (3.00)

33 Created PO3 Child Protection Reviewing Officer 1.00 1.00
34 Created Scale 5 Contact Officer 1.00 1.00
35 Created PO3 Independent Reviewing Officer 1.00 1.00
36 Created PO1/2 Policy and Planning Officer 1.00 1.00
CHILDREN'S SERVICES NET POSITION 0.00 0.00 0.00 (1.00) (2.00) 4.00 1.00

Citizen's Services

37 Deleted SO1 Complaints Officer (1.00) (1.00)

38 Deleted Sc3-PO1 Electoral Services administrator (1.00) (1.00)
39 Deleted PO4 Older Person's Strategy Co-ordinator (.20) (.20)
40 Deleted OM1 Operations and Business Development Manager (1.00) (1.00)
41 Deleted PO1/3 Records Manager (1.00) (1.00)
42 Deleted Scale 4-6 Research Officer (1.00) (1.00)
43 Deleted Scale 4-5 Tele / Receptionist Supervisor (.50) (.50)
44 Deleted Scale 1-3 Word Processing administrative assistant (1.00) (1.00)
CITIZEN SERVICES NET POSITION (3.50) (3.00) 0.00 (.20) 0.00 0.00 (6.70)

Page 89 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
Corporate Services

45 Deleted Scale 2-4 Accountancy Assistant (1.00) (1.00)

46 Deleted PO2/3 Accountant (1.00) (1.00)
47 Deleted Scale 3 - 6 Assistant Auditor (1.00) (1.00)
48 Deleted Scale 4-5 Cashier/Admin assistant (.10) (.10)
49 Deleted Scale 1-2 Clerical Assistant (1.00) (1.00)
50 Deleted Scale 3-5 Collection Assistant (.40) (.40)
51 Deleted Scale 3-5 Control Assistant (.50) (.50)
52 Deleted Scale 4-6 Desktop Consultant (1.00) (1.00)
53 Deleted Scale 4-5 Grants Officer (1.00) (1.00)
54 Deleted PO4/5 Group Accountant (1.00) (1.00)
55 Deleted SO1/PO1 Health and Safety Adviser (1.00) (1.00)
56 Deleted Scale 3-5 Inspector (1.00) (1.00)
57 Deleted Scale 4-6 Investigator (1.00) (1.00)
58 Deleted Scale 5-6 Local Finance Management Schools Officer (.20) (.20)
59 Deleted OM1 Operational Manager (Accountancy) (1.00) (1.00)
60 Deleted OM1 Operational Manager (Exchequer & Development) (.50) (.50)
61 Deleted OM2 Operational Manager (Schools Accountancy) (1.00) (1.00)
62 Deleted PO3/5 Payments Manager (1.00) (1.00)
63 Deleted Scale 5 Performance, Efficiency and Support officer (.60) (.60)
64 Deleted PO 4 Policy Strategy and Contract Officer (1.00) (1.00)
65 Deleted Scale 1-2 Post Room Assistant (1.00) (1.00)
66 Deleted PO3/4 Principal Officer - Business Support (1.00) (1.00)
67 Deleted SC5/SO1 SAP System tester (.30) (.30)
68 Deleted SO1/PO3 Senior IT consultant (1.00) (1.00)
69 Deleted Scale 3-6 Sourcing Officer (.60) (.60)
70 Deleted PO1/2 Strategic Co-ordinator (1.00) (1.00)
CORPORATE SERVICES NET POSITION (8.00) (9.90) (1.80) (1.50) 0.00 0.00 (21.20)

Page 90 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
Culture, Tourism and Events

71 Deleted OM1 Operational Manager (Arts and Events) (1.00) (1.00)

72 Deleted Scale 2-3 Box Office Assistant (1.00) (1.00) (2.00)
73 Deleted Scale 4-5 Building Services Technician (1.00) (1.00)
74 Deleted Scale 2 Events Production Assistant (1.00) (1.00)
75 Deleted Scale 2 Finance Assistant (.50) (.50)
76 Deleted Scale 3 House Officer (1.00) (1.00)
77 Deleted OM 2 Operational Manager (New Theatre) (1.00) (1.00)
78 Deleted Scale 2-3 Receptionist (2.00) (2.00)
79 Deleted Scale 1 Senior House Assistant (1.00) (1.00)
80 Deleted Scale 2 Senior Performance Staff (.72) (.72)
81 Deleted Scale 2 Tourism Information Officer (1.00) (1.00)
CULTURE, TOURISM AND EVENTS NET POSITION (7.50) (2.72) 0.00 (2.00) 0.00 0.00 (12.22)

Development, Projects and Partnerships

82 Deleted OM1 Operational Manager (Design and Construction) (1.00) (1.00)

DEVELOPMENT, PROJECTS AND PARTNERSHIPS NET POSITION (1.00) 0.00 0.00 0.00 0.00 0.00 (1.00)

Direct Services

83 Deleted Scale 2 Centre Assistant (1.00) (1.00)

84 Deleted PO2 Senior Engineer (1.00) (1.00)
85 Deleted Scale 4 Supervisor (1.00) (1.00)
86 Deleted MGD4 Yardman (1.00) (1.00)
DIRECT SERVICES NET POSITION 0.00 0.00 0.00 (1.00) (3.00) 0.00 (4.00)

Housing and Neighbourhood Renewal

87 Deleted Scale 1-3 Accommodation Officer (1.00) (1.00)

88 Deleted Scale 1-3 Administrative Assistant (2.00) (2.00)
89 Deleted PO1/2 Advice Centre Manager* (1.00) (1.00)
90 Deleted SO1/2 Alleygating Officer (1.00) (1.00)
91 Deleted PO1 Central admin team leader (1.00) (1.00)

Page 91 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
92 Deleted SO1/2 Community Engagement Officer (1.00) (1.00)
93 Deleted SO1/2 Community Safety Design Officer (1.00) (1.00)
94 Deleted SO2 Community Safety Partnership Co ordinator (1.00) (1.00)
95 Deleted PO1 Development and Engagement Manager (1.00) (1.00)
96 Deleted Scale 1-3 Document Management Assistant (1.00) (1.00)
97 Deleted Scale 2-3 Gypsy Site Assistant (1.00) (1.00)
98 Deleted Scale 2-3 Higher Clerical Assistant (1.00) (1.00)
99 Deleted SC6/SO1 Hostel & Support Liaison Officer (1.00) (1.00)
100 Deleted SO1 House Manager post (1.00) (1.00)
101 Deleted PO2/3 Housing Advice Unit Management post (1.00) (1.00)
102 Deleted Scale 3-6 Housing Advice Unit officers (x2) (1.00) (1.00)
103 Deleted TBC Housing posts (TBC) (4.00) (4.00)
104 Deleted Scale 5-6 Performance Officer (1.00) (1.00)
105 Deleted SO1/2 Prison Housing Advice Officer (1.00) (1.00)
106 Deleted Scale 5 Renewal Area Administration Manager (1.00) (1.00)
107 Deleted SC6/SO1 Senior Customer Service Officer* (1.00) (1.00)
108 Deleted PO2/3 Service Manager (.50) (1.00) (1.50)
109 Deleted Scale 2 Stock assistant (1.00) (1.00)
110 Deleted SC6/SO1 Trainee Team supervisor (1.00) (1.00)
Notes
* Deletion of the Advice Centre Manager and the Senior Customer Service Officer are the net impact of a wider restructure
HOUSING AND NEIGHBOURHOOD RENEWAL NET POSITION (2.50) (8.00) (1.00) 0.00 (17.00) 0.00 (28.50)

Infrastructure

111 Deleted SO2 Anti-social behaviour case worker (1.00) (1.00)

112 Deleted Scale 6 Clerk of Works (1.00) (1.00)
113 Deleted SO2 Landscape Officer (2.00) (2.00)
114 Deleted PO1 Parks Development Officer (1.00) (1.00)
115 Deleted PO4 Principal Engineer (1.00) (1.00)
116 Deleted PO4 Road Safety Manager* (1.00) (1.00)
117 Deleted PO2 Area Grounds Maintenance Manager** (1.00) (1.00)

Page 92 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
118 Deleted SO2 Assistant Area Grounds Maintenance Manager** (1.00) (1.00)
119 Deleted SO2 Assistant Area Manager** (2.00) (2.00)
120 Deleted MG 2 Games Attendant** (1.00) (1.00)
121 Deleted MG 3 Gardener / Driver** (1.00) (1.00) (2.00)
122 Deleted Scale 3 Outdoor Leisure Supervisor** (1.00) (1.00)
123 Deleted Scale 6 Playground Maintenance Supervisor** (1.00) (1.00)
124 Deleted Scale 5 Working Supervisor** (3.00) (3.00)
125 Deleted SO2 - PO1 Arboricultural Officer*** (2.00) (2.00)
126 Deleted SO2 Contract Manager - Arboriculture*** (1.00) (1.00)
Notes
* Deletion of this post is accompanied by two upwards re-gradings
** Deletion of these posts is part of a wider restructure within the Parks service
*** Deletion of these posts is part of a wider restructure involving 2 x regradings plus the creation of 2 scale 5 posts
INFRASTRUCTURE NET POSITION (20.00) (2.00) 0.00 0.00 0.00 0.00 (22.00)

Schools and Lifelong Learning

127 Deleted Soulbury Advisor (1.80) (1.80)

128 Deleted PO6 County Youth Officer (1.00) (1.00)
129 Deleted SO1 Ed Welfare Officer (6.00) (6.00)
130 Deleted Scale 5/6 Home School Liaison Officer (7.00) (7.00)
131 Deleted Teacher Home School Liaison Teacher (2.00) (2.00)
132 Deleted Comm Ed Looked After Children's Officer (1.00) (1.00)
133 Deleted SO1 Office Manager (1.00) (1.00)
134 Deleted OM2 Operational Manager (Governor Services) (1.00) (1.00)
135 Deleted Scale 6 Pupil Achievement Development Officer (1.00) (1.00)
136 Deleted Scale 2/3 R&I Assistant (1.00) (1.00)
137 Deleted SO1 Senior Administrative Assistant (1.00) (1.00)
138 Deleted PO1 Senior Education Welfare Officer (2.00) (2.00)
SCHOOLS AND LIFELONG LEARNING NET POSITION (15.00) 0.00 0.00 (1.80) (9.00) 0.00 (25.80)

Shared Services

Page 93 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
139 Deleted SO1/2 Supervisor (1.00) (1.00)
140 Deleted SO1 Transport co-ordinator (1.00) (1.00)
141 Deleted Craft Vehicle Maintenance Fitter (1.00) (1.00)
SHARED SERVICES NET POSITION (2.00) (1.00) 0.00 0.00 0.00 0.00 (3.00)

Strategic Planning and Environment

142 Deleted Scale 2-4 Administrative Assistant (1.00) (.35) (1.35)

143 Deleted SO2 Cemeteries Manager* (1.00) (1.00)
144 Deleted Scale 6 Community Environmental Project Officer (1.00) (1.00)
145 Deleted Sc4/SO1 Consumer Protection Officer (1.00) (1.00)
146 Deleted PO1/3 Countryside Team Leader (1.00) (1.00)
147 Deleted Sc4 /SO1 Fair Trading officer (.60) (.60)
148 Deleted Scale 2-3 Higher Clerical Assistant (Consumer protection) (.50) (.50)
149 Deleted OM2 Operational Manager - Development Management (1.00) (1.00)
150 Deleted OM1 Operational Manager (Strategic Planning) (1.00) (1.00)
151 Deleted SO2 Planning Officer (1.00) (1.00)
152 Deleted Scale 4-6 Pollution Control Administrator (.50) (.50)
153 Deleted Scale 2-4 Project Support Officer (1.00) (1.00)
154 Deleted Scale 2-3 Reception Support (Development & BC) (.50) (.50)
155 Deleted Scale 2-3 Receptionist (Trading Standards) (1.00) (1.00)
156 Deleted Scale 2-3 Scanning assistant (1.00) (1.00)
157 Deleted Scale 6 Senior Administrative Assistant (.50) (.50)

Page 94 of 128
 Appendix 7

All figures are expressed in terms of full time equivalent posts

Voluntary
Severance / Retirement/
Reduce
Ref Impact on posts Grade Job Title Voluntary Vacant Flexi Redeploy New Post TOTAL FTE's
Hours
Early Retirement
Retirement
158 Deleted PO1 Senior Community Education Co-ordinator** (1.00) (1.00)
159 Deleted SO2/PO2 Senior Housing Officer (1.00) (1.00)
160 Deleted Scale 3 Senior Kennel Assistant (1.00) (1.00)
161 Deleted SO2/PO1 Senior Licensing Officer*** (1.00) (1.00)
162 Deleted SO1/ PO1 Senior Technical Officer (1.00) (.50) (1.50)
163 Deleted Sc3/SO1 Technical Officer (.30) (.30)
164 Deleted Scale 1-5 Technician (.40) (1.00) (1.40)
165 Deleted Sc6 / PO1 Temporary GIS Officer (1.00) (1.00)
166 Deleted Scale 1 Weekend Kennel Assistant (.40) (.40)
Notes
* Accompanied by the upward re-grading of 4 Assistant / Memorial Manager posts from scale 4/5 to scale 5/6
** Accompanied by the upward re-grading of 1 x PO1 post to a PO3 post
*** Accompanied by the upward re-grading of 2 remaining posts and the creation of a scale 4-5 Enforcement post
STRATEGIC PLANNING AND ENVIRONMENT NET POSITION (13.00) (5.90) (1.05) (1.60) (1.00) 0.00 (22.55)

Waste Management and Street Cleansing

167 Deleted PO2 Enforcement Manager (1.00) (1.00)

168 Deleted PO4 Infrastructure Development Manager (1.00) (1.00)
169 Deleted MG3 Landfill Operative (3.00) (3.00)
170 Deleted MG2 Loader Bulky Collections (1.00) (1.00)
171 Deleted MG6 MRF Team Co-ordinator (1.00) (1.00)
172 Deleted PO4 Performance Manager (1.00) (1.00)
173 Deleted PO2 Recycling Officers (.50) (.50)
174 Deleted MG2 Recycling Processing Operatives (5.00) (5.00)
175 Deleted MG6 Team Co-ordinator (Bulky Collections) (1.00) (1.00)
WASTE MANAGEMENT AND STREET CLEANSING NET POSITION (6.00) (5.00) 0.00 (.50) (3.00) 0.00 (14.50)
TOTAL ALL SERVICES (144.27) (64.12) (3.85) (9.60) (77.00) 6.00 (292.84)

Page 95 of 128
 Fees and Charges General Fund APPENDIX 8A

SUMMARY OF RECOMMENDED INCREASES 2011/12

Income Source Price Change % Increase Effective Date Comment

£
ADULT SERVICES
1 Client/Staff meals 0.10 3.70 1 April 2011 The charge is heavily subsidised and the increase is
necessary to ensure level of subsidy does not increase.
The proposed new charge is £2.80 per meal.

2 Domiciliary Care Income
2.16 21.16 1 April 2011 These increases will impact on approximately 167 service
users. The range of increase for these service users will
be between £1.09 and £8.64 per week increase. There
are currently 3143 service users who receive domiciliary
care. The WAG have introduced a measure that sets a
maximum weekly charge of £50 for each service user and
is the reason why only 167 service users will be affected
by this increase. It is anticipated that the proposals will
generate an additional £44,000 in 2011/12. The proposal
is that the hourly rate will be increased to £12.37 per
hour.

3 Residential Home fees
15.67 3.30 1 April 2011 These charges are based on a means tested financial
assessment. The actual monetary increase in charges
paid by individual clients will vary with many clients such
as those in receipt of income support having no charges
levied in respect of the services.

4 Hafod Contract Care Income See comment See comment 1 September 2011 The fees are specified per property as per the care
contract and are increased annually in line with pay
award.
5 Rental Income (Hafod Homes) See comment See comment See comment Five year review mechanism due for review in 2014/15

Page 96 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
CITIZEN SERVICES

6 Search Fees Nil Nil See comment There is no proposed increase in the non capped element
of this fee in order to keep price in line with private
competitors.
7 Sale of Land Nil Nil See comment No proposed increase.

8 Commercial Property Fees Various Various 1 April 2011 All charges to be increased by a range of £5 - £30 which
creates an increase range of 2.8% to 16.6%.

9 Sales of Freehold Reversions See comment See comment 1 April 2011 Previously fees were charged based on a banding
structure linked to the sale price- The proposed new
charge will be a flat rate of £300.
CORPORATE SERVICES
10 Council Tax Court Costs -8.10 -10.00 1 April 2011 The reduced fee is as a result of the imposition of a cap
by the WAG on court cost income effective from the 1st
April 2011.The income generated will be less than in
previous years.
11 NNDR Court costs -16.00 -18.60 1 April 2011 The reduced fee is as a result of the imposition of a cap
by the WAG on court cost income effective from the 1st
April 2011.The income generated will be less than in
previous years.
CULTURE,TOURISM & EVENTS
12 Mansion House Hire Various 2.90 to 3.10 1 April 2011 The increases range between 2.9 and 3.1% and have
been rounded for ease of collection. The price increases
range between £3 and £12 respectively.
13 Wedding Packages Various 2.70 to 3.10 1 April 2011 The increases range between 2.7 and 3.1% and have
been rounded for ease of collection. The price increases
range between £4 and £19.
14 New Theatre - Advert charge in Show New Charge New Charge 1 April 2011 This is a new charge and offers a full page advert to
brochure sponsors in main show programme three times a year at
£2,000 per page.

Page 97 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
15 New Theatre Booster seat hire for New Charge New Charge 1 April 2011 The charge is £1. This charge is currently being offered to
children gauge customer response and to date no adverse
reaction received.
16 St David's Hall - Lettings -(Auditorium Nil Nil See comment There are no proposed increases in addition to those
Hires) associated with the VAT rise in January 2011.Currently
experiencing resistance to booking and cancellation hires
as income, particularly for charitable hires, is declining in
light of the current economic climate.

DIRECT SERVICES
17 Leisure Services See comment See comment See comment
Leisure Services increased fees and charges by an
average of 6% with effect from January 2011 to coincide
with the increase to VAT. These prices will be held until
st
March 31 2012. There will be no increase to the price of
Active Cards. The increase of 6% is intended to recover
an anticipated increase in costs due to inflation of 3%.
18 Food, Drinks & Goods for Resale See comment See comment See comment Prices increased as catering costs are based on current
market rates.
19 Spice Childcare After School Provision 0.15 2.00 1 September 2011 The proposed new rate will be £7.70 per session

20 Spice Holiday Scheme 0.30 -halfday 2.20 - half day 1 September 2011 The proposed new rates are £18 full day and £13.95 half
0.35 - full day 2.00 - full day day
21 Primary School Meals 0.10 5.90 1 April 2011 Additional income will be significantly offset by additional
costs.
22 Staff Catering Income See comment See comment See comment Currently negotiating prices with suppliers and will need
to pass on any resulting cost to customer

23 Private Sewers (per Hour) 1.80 2.02 1 April 2011 Proposed new charge is £90.80 per hour.
24 Charges for temporary signs Nil Nil See comment There are no proposed increases to the current fee of
£50.

Page 98 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
DEVELOPMENT, PROJECTS AND
PARTNERSHIPS
25 Loan Administration Fee(Loans under 50.00 50.00 1 September 2010 The new charge is £150. The increase is based on a
£25,000) reassessment of staff time.
26 Loan Administration Fee(Loans of 150.00 150.00 1 September 2010 The new charge is £250. The increase is based on a
£25,000 and above) reassessment of staff time.
27 Equity Administration Fee 800.00 400.00 1 September 2010 The new charge is £1,000. The increase is based on a
reassessment of staff time.
28 SME Managed Workshop Rents See comment See comment See comment Subject to conditions of lease. Rents reviewed on a
commercial basis.
29 Commercial Catering DSU Various 2.00 See comment Menu price constantly reviewed on a commercial basis.

30 Cardiff Castle Gift Shop Various 2.00 See comment Determined by mark-up to cover required profit margin.

31 Cardiff Castle Entrance Various 4.30 to 33.00 See comment The price increases range between 4.3% and 33%. The
larger % increases equate to £0.25 increase on Schools
Tour charges. The majority of other price increases are
£0.50. The Education centre increases are 33% and
equate to £0.50 increase.
32 City Hall Conference and Events-Room Various 2.00 1 April 2011 Venue Charges have been increased by 2% subject to
Hire rounding due to ease of collection. These reflect the
different prices for weekends and weekdays and duration
of booking.
HARBOUR AUTHORITY

33 Navigation fee per metre Nil Nil See comment Mooring Operators will now receive 60% discount as their
10 year agreement of 80% discount has ended.

34 Permission to moor per meter Nil Nil See comment Mooring Operators will now receive 60% discount as their
10 year agreement of 80% discount has ended.

35 Provision of mooring Nil Nil See comment Mooring Operators will now receive 60% discount as their
10 year agreement of 80% discount has ended.
Page 99 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
36 Commercial operators licence 135.00 + 0.10p 7.10 1 April 2011 Proposed new charge is £135 + £0.10p per passenger
per passenger carried.
carried
37 Launching permits for sailing craft, motor 0.75 10.00 1 April 2011 Proposed new charge is £8.25
craft or multi person rowing craft (Section
15(1)(a))
38 Launching permits for single person 0.50 11.11 1 April 2011 Proposed new charge is £5
rowing craft and windsurfers
39 Use of Harbour Authority landing stages. 29.50 9.98 1 April 2011 Proposed new charge is £325

40 Short stay moorings - Inner Harbour- Per Nil Nil See comment The fee is paid via a coin operated machine. The cost of
Hour amending the machine would exceed any additional
income generated.

41 Car parking fees - Havannah Street Various 18.00 1 April 2011 The fees will be rounded up to the nearest £0.50.
Hourly rates
42 Car parking fees - Havannah Street 5.00 8.30 1 April 2011 Proposed new charge will be £65.
Monthly charge
43 Barrage Car Park - Up to 2 hours 0.50 50.00 1 April 2011 The proposed new charge will be £1.50 for a 3 hour
maximum stay.
HOUSING & NEIGHBOURHOOD
RENEWAL
44 Postponement of Right to Buy Discount Nil Nil See comment No proposed increase
Charge
45 Community Alarm service - Mobile Nil Nil See comment No proposed increase
Response
46 Community Alarm service - Contact Only Nil Nil See comment No proposed increase

47 Gypsy and Traveller Service Charge 5.01 36.94 1 April 2011 This is year 2 of a 3 year phase and the new charge will be
£18.57.
48 Gypsy and Traveller Sites Rent 14.84 Rover Way 36.56 1 April 2011
14.84 Shire 31.08 This is year 2 of a 3 year phase and the new charge will
Newton be £55.42 for Rover Way and £62.58 for Shirenewton..
49 Disabled Facility Grant Income Nil Nil See comment No proposed increase.
Page 100 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
50 Private Sector Capital Grant Fee Income 50.00 base 6.67 1 April 2011 This facility was amalgamated with Disabled Facilities
increase or 14% service in 2010/11. This brings the fees in line with
whichever is Disabled Facilities grant income. The proposed fee is
greater £800 or 14% - whichever is greater.

51 Libraries Nil Nil See comment No proposed increases as no evidence that this will
generate additional income and can in fact deter
borrowing.
INFRASTRUCTURE
52 Sophia Gardens - Car Park 0 - 72.00 0 - 10.00 1 April 2011 There have been adjustments where necessary in order
to ensure consistency with other council run car parks.
Season tickets have been increased by 10% whilst
coaches remain unchanged.
53 Roath Park Conservatory 0.05 - 2.00 8.33 to 66.67 1 April 2011 Adult prices have increased by £0.10 and Children by
£0.05. Season tickets have increased by 10% which will
have an impact range between £0.50 and £2.00. Duck /
fish food is increased by £0.05.
Pontcanna Caravan Park charges
54 Peak Rates - Per night 1.00 5.00 - 6.45 1 April 2011 All pitch fees are to be increased by £1
55 Off Peak Rates - Per Week 6.00 5.40 - 6.40 1 April 2011 All pitch fees are to be increased by £6
Pontcanna Camping charges
56 Peak Rates - Per night 1.00 - 1.50 4.90 - 6.67 1 April 2011 All camping fees have been compared to similar sites
around the country and fees adjusted accordingly.

57 Single person per tent (without car) New Charge New Charge 1 April 2011 The proposed charge will be £8 per night off peak and £9
peak
Gas - Pontcanna
58 Red Propane 3.9kg 2.00 10.20 to 12.50 1 April 2011 Gas prices fluctuate. Increases have been made to
6.0kg 2.00 ensure rises are passed on to the customer.
13.0kg
2.50

Page 101 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
59 Blue Butane 2.72kg 2.00 6.40 to 12.00 1 April 2011 Gas prices fluctuate. Increases have been made to
4.5kg 2.00 ensure rises are passed on to the customer.
7.0kg
2.05 15.0kg
2.00
60 Wash Tokens -Pontcanna 0.30 17.65 1 April 2011 This increase brings price in line with other local facilities.

61 Allotments 0.27 to 5.60 12.79 - 13.02 1 April 2011 Proposed annual charge of £5.06 per perch Category A.
£4.76 per perch Category B. £4.54 per perch Category
C.Brick Cubicle £311.86 Chalet £48.60. The Chalet
concession charge is £24.30.

62 Boating - Roath Park Lake See comment See comment 1 April 2011 Proposed charges range between £0.15 and £0.65.

63 Fishing Roath Park Lake See comment See comment 1 April 2011 Proposed charges range between £0.25 and £3.60.

64 Outdoor Activities See comment 9.68 to 29.47 1 April 2011 This covers a range of activities including tennis, bowls,
basketball, cricket, pitches and kick about areas. The
majority of charges are primarily increased by 10 - 11%.

65 Castle Mews Car Park Nil Nil See comment No proposed increases to current charges
66 North Road Car Park Nil Nil See comment No proposed increases to current charges
67 Residents parking permits Nil Nil See comment No proposed increase.
68 Street Traders Licence (per annum) 30.74 per quarter 3.89 1 October 2010 As per traffic regulation orders a review of charges was
undertaken in October 2010. The new charge is £819.01
per quarter.
69 On Street Parking Long stay 10hrs 0 - 14.00 1 April 2011 There are no proposed increased to short stay.The
0.50 proposed new charges for long stay is £4.00 up to 10 hrs

70 Skips - Standard charge 2.10 7.50 1 April 2011 Proposed new charge is £30
71 Skips - Unauthorised 16.00 19.00 1 April 2011 Proposed new charge is £100
72 Excavation in the public highway 8.80 9.60 1 April 2011 Proposed new charge is £100

Page 102 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
73 Excavation in the public highway - 27.50 8.50 1 April 2011 Proposed new charge is £350
Section 50

Page 103 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
74 Storage of building materials on the 2.50 3.73 1 April 2011 Proposed new charge is £69.50
highway
75 Containers sited on the public highway 3.00 4.50 1 April 2011 Proposed new charge is £70

76 Cranes - Small 13.10 23.02 1 April 2011 Proposed new charge is £70
77 Cranes- Large 42.15 20.28 1 April 2011 Proposed new charge is £250
78 Permits for hoardings on the public 12.50 9.80 1 April 2011 Proposed new charge is £140
highway
79 Scaffold licences - small less than 2 2.10 3.70 1 April 2011 Proposed new charge is £59
weeks
80 Scaffold licences - large for 2 weeks 12.15 5.80 1 April 2011 Proposed new charge is £220
81 Scaffold licences - monthly inspections 26.45 112.31 1 April 2011 This increase is necessary to bring charge into line with
the national inspection charge in accordance with the
Street Works Act.
82 Vehicle crossovers 2.85 3.27 1 April 2011 Proposed new charge is £90
83 Chairs on the Public Highway 2.10 9.70 1 April 2011 Proposed new charge is £23.70

84 RASWA Income Nil Nil See comment These charges are set by statute and remain at £50.00

85 Activities on the Highway 4.15 4.33 1 April 2011 Subject to further review
86 Licensing of Goods for Sale on the Nil Nil See comment The charge will remain unchanged at £300
Highway
87 Advertising Frame Permits Nil Nil See comment Advertising frame permits have recently been introduced
with some resistance. An increase may precipitate a
reaction from businesses.
Charges for Street Numbering of
Properties
88 Individual Plots 1.00 4.00 1 April 2011 The proposed new charge is £26.
89 Developments with less than 10 Plots 4.00 3.33 1 April 2011 The proposed new charge is £124.

90 Developments with 10 Plots or more 50.00 per 33.33 1 April 2011 The proposed new charge is £200 per application + £10
application for each plot.
91 Survey data Various 4.00 1 April 2011 Based on current income budget £9,650
Page 104 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
92 Heliport landing Fees (per 500kg) 1.78 per 500kg 20.02 1 April 2011 The proposed new charge is £10.67 per 500kg except
where discounted rate agreements are in place.

93 Central Bus Station departure charges Nil Nil See comment No proposed Increase

94 Events Park & Ride Nil Nil See comment No proposed Increase
95 Shoppers Park & Ride( Excluding Cardiff Nil Nil See comment No proposed Increase
East)
96 Shoppers Park & Ride- Cardiff East Nil Nil See comment No proposed increase
97 Flatholm 1.00 - 11.00 20 - 33.33 1 March 2011 These cover workshops, camping, conservation
weekends, landing fees, boat costs, filming and provision
of food
98 Bay Sailing Various Various 1 April 2011 The majority of these courses are increased by 10% with
the exception of schools which have a 6.4% increase

99 5 * 60 Holiday Camps New charge New charge 1 April 2011 The charge will be £75 per week. There will be a 50%
subsidy for children with free school meals.
100 Cardiff International White Water Various Various 1 April 2011 The majority of these courses have increased by 2%

SCHOOLS & LIFELONG LEARNING

101 Music Service Charges- Maintained 1.95 7.00 1 August 2011 The new rate will be £29.95 per hour.
Schools
102 Music Service Charges - Non Maintained 2.50 8.00 1 August 2011 The new rate will be £33.50 per hour.
Schools
103 Sale of Courses run by INSET(SLA 5.00 4.60 1 August 2011 Proposed new charge is £114 per full day course.
schools)
104 Sale of Courses run by INSET( Non SLA 4.00 2.70 1 August 2011 Proposed new charge is £150 per full day course.
schools)

Page 105 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
105 Storey Arms 7.00 - 43.00 10.0 1 April 2011 (non Overall increase in fees of 10%.
schools) 1
September 2011
(Schools)
Adult Learning Courses
106 Full fee - Hourly rate 0.15 5.00 1 August 2011 Proposed new charge is £3.15 per hour
107 2/3 Fee - Category B Hourly rate 0.10 5.00 1 August 2011 Proposed new charge is £2.10 per hour
108 1/3 Fee - Category C Hourly rate 0.05 5.00 1 August 2011 Proposed new charge is £1.05 per hour
109 Registration fee per term for any number 0.40 5.00 1 August 2011 Proposed new charge is £8.50
of essential skills courses
110 OCN Accreditation charge 0.30 5.00 1 August 2011 Proposed new charge is £6.30
Llanover Hall - Membership
111 - Full 1.55 4.00 1 August 2011 Proposed new charge is £41
112 - Concessions 1.00 5.10 1 August 2011 Proposed new charge is £20.75
113 - Family 3.50 5.00 1 August 2011 Proposed new charge is £74
114 - Class fees
115 - Full 0.30 5.40 1 August 2011 Proposed new charge is £5.90
116 - Concessions 0.20 4.60 1 August 2011 Proposed new charge is £4.50
117 -Studio / Premium sessions
118 - Full 0.30 5.00 1 August 2011 Proposed new charge is £6.20
119 - Concessions 0.25 5.32 1 August 2011 Proposed new charge is £4.95
120 - Non members - All classes 0.40 5.26 1 August 2011 Proposed new charge is £8
121 Workplace nurseries 2.00 4.44 1 April 2011 Proposed new charge is £47.00 including meals.

STRATEGIC PLANNING &

ENVIRONMENT
122 Cardiff Scientific Services -Analytical Nil Nil See Comment No proposed increase
Fees
123 Hackney Carriage and Private Hire Nil Nil See Comment Fees can only be recovered in order to finance the cost of
Licensing providing the service.
124 Animal Licensing Income Nil Nil See Comment No proposed increase
125 Gambling Licensing Nil Nil See Comment No proposed increase.
126 General Licensing Nil Nil See Comment No proposed increase
127 Street Trading Nil Nil See Comment No proposed increase
Page 106 of 128
 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
128 Pest Control Nil Nil See Comment Prices increased in January 2011 in line with new VAT
rate.
129 Cardiff Dogs Home Nil Nil See Comment No proposed increase
130 Environmental Information Fees 1.50 2.00 1 April 2011 Proposed new charge is £66.50

131 Cremation Fees Income 40.00 9.20 1 April 2011 Proposed new charge is £472.

132 Burial Fee Income 40.00 7.50 1 April 2011 Proposed new charge is £570.

133 Grave Purchase Fee Income 55.00 9.30 1 April 2011 Proposed new charge is £645.

134 Registration Ceremony Fees - Weekdays 15.00 6.60 1 April 2011 The proposed new fee for weekday ceremonies is £240.

135 Registration Ceremony Fees - Weekends 20.00 6.00 1 April 2011 The proposed new fee for weekend ceremonies is £350.

136 Copy Certificates Standard service Nil Nil See Comment This fee is statutory and remains at £9
137 Copy Certificates - Priority Service(within 3.00 33.30 1 April 2011 This fee is for customers who require a priority service
24hours) and includes an admin fee in addition to the statutory fee
of £9.
138 Permitted Development Enquiries New Charge New Charge 1 December 2010 This new charge of £25 was introduced in December
2010 for verbal/written advice as to whether planning
permission is required. This can range from fences,
sheds and extensions to adverts and temporary uses.

139 Planning Decision Notices 2.00 28.50 1 January 2011 The proposed new charge is £9
140 Tree Preservation Orders-search and Nil Nil See Comment No proposed increase.
copy of information

141 Income from Section 106 Agreements Nil Nil See Comment No proposed increase.

HMO Licenses
142 Licensed properties - Mandatory scheme Nil Nil See Comment No proposed increase

Page 107 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
143 Cathays Additional Licensing Scheme Nil Nil See Comment No proposed increase

144 Cathays Additional Licensing Scheme - Nil
Accredited Landlord
145 HMO Licensing -Cathays
Licensing Scheme
Nil See Comment No proposed increase is aimed at encouraging landlords
to become accredited under the Wales Landlord
Accreditation scheme - The basic fee is £500 though a
refund of £100 will be given if property meets all licensing
and management standards and landlord is part of
scheme.
Additional Nil Nil See Comment A HMO licence under the Cathays Additional Licensing
Scheme where the HMO meets all licensing and
management standards and the landlord is accredited
under LAW = £300 (A £400 fee will be levied with a
refund given of £100 where the property is confirmed

146 HMO Licensing - Re-licensing to a new Nil Nil See Comment Award of a HMO licence to a new owner on revocation of
owner on revocation of an existing HMO an existing HMO licence (Mandatory or Additional
licence. Licensing). No change to existing fee of £200

147 HMO Licensing - Re-licensing of HMOs New Proposal New Proposal 1 April 2011 Re-licensing of HMOs is subject to mandatory licensing.
subject to mandatory licensing The proposed charge is £200

148 The licensing of privately owned purpose Nil Nil See Comment No proposed increase to existing fee of £100
built student flats in a purpose built block

Page 108 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
149 Additional information with regard to New Proposal New Proposal 1 April 2011 It is requested that discretion be given to the Operational
HMO Licensing. Manager for Private Sector Housing to agree a reduction
in the fee payable in specific cases e.g. applications from
charities, privately owned purpose built halls of residence.
In some instances it is sufficient to approve licenses for
halls of residence from plans as every flat is identical. As
statute states that fees cannot generate income over and
above the cost of processing applications the basic £100
cannot be charged in these circumstances and flexibility
is required. This is not expected to have any adverse
effect on income generation.

150 High Hedges Nil Nil See Comment Fee set by statute - 50% discount if applicant is on a
means tested benefit
151 Notice Charging Nil Nil See Comment No proposed increase to fees which range from £170 to
£220 depending on type of notice.
152 Housing Immigration Inspection Report 10.00 11.10 1 April 2011 Service Request for inspection of property for
Immigration. Proposed charge is £100.
WASTE MANAGEMENT
153 Active Waste Landfill Tipping Toll - Nil Nil See Comment In the current market, it is believed that any increase in
standard gate fee price would result in a reduction of incoming waste and
hence income.

154 Residual Waste Bags per bag (Trade 0.05 3.00 1 April 2011 The proposed price is £1.85. This increase is in line with
waste) inflation and will safeguard our customer base. These
increases are aimed at protecting the current level of
income.
155 Recycling Bags per bag (Trade waste) 0.03 3.00 1 April 2011 The proposed new rate is £1.03 for each full sack
collected. This increase is in line with inflation and will
safeguard our customer base. These increases are
aimed at protecting the current level of income.

Page 109 of 128

 Fees and Charges General Fund APPENDIX 8A

Income Source Price Change % Increase Effective Date Comment

£
156 Automatic Public Conveniences Nil Nil See Comment The fee is paid via a coin operated machine. The cost of
amending the machine would exceed any additional
income generated.

Page 110 of 128

Fees and Charges HRA APPENDIX 8B

SUMMARY OF RECOMMENDED INCREASES 2011/12

HOUSING REVENUE ACCOUNT

Income Source Price % Increase Effective Date Comment
Change
1 Pre-assignment enquiries Nil Nil See comment No proposed increase

2 Landlord consents for Nil Nil See comment No proposed increase

leaseholders
3 Postponement of RTB charge Nil Nil See comment No proposed increase

4 Administration charge for major Nil Nil See comment No proposed increase
works
5 Council Dwellings Rent Various 5.61 4 April 2011 As per Final Determination from WAG.

6 Council Dwellings Service Various 2.00 4 April 2011 This covers hostels, flats, sheltered and
Charge leased accommodation, special services
and estate maintenance.
7 Garage rents - Tenants 0.25 5.61 4 April 2011 Proposed new charge is £4.67
8 Garage rents - Private Let 0.31 5.61 4 April 2011 Proposed new charge is £5.83
9 Garage rents with water 0.36 5.61 4 April 2011 Proposed new charge is £6.68
(Tenants)
10 Garage rents with water 0.42 5.61 4 April 2011 Proposed new charge is £7.84
(Private Let)
11 Leaseholder Management Fee 2.00 1.26 4 April 2011 Proposed new charge is £160 which will
meet the cost of service provision.

Page 111 of 128

Service Area Budgets Appendix 9

2010/11 Inflation & 2011/12

Base Commitments Savings Budget

£000 £000 £000 £000

Adult Services 80,879 6,176 (5,133) 81,922

Children's Services 38,308 2,866 (516) 40,658
City Development 22,050 1,048 (1,125) 21,973
City Management 16,761 291 (2,084) 14,968
City Services 34,505 2,365 (3,890) 32,980
Communities 26,938 695 (2,093) 25,540
Corporate Management 24,232 814 (1,967) 23,079
Corporate Services 14,660 556 (1,376) 13,840
Education 217,764 6,092 (1,946) 221,910
Shared Services 18,148 869 (1,859) 17,158

Capital Financing etc 42,017 822 0 42,839

Total Service Expenditure 536,262 22,594 (21,989) 536,867

Page 112 of 128

Service Area Budgets Appendix 10

Transformation Savings 2011/12

Less
Total Additional
Transformation
Transformation Transformation
Savings already
Savings within Savings Target
identified by
2011/12 Budget 2011/12
Service Areas
£000 £000 £000

Service Redeisgn
Organisational Structures 3,360 1290 2,070

Service Redesign - Processes

Waste Management 496 376 120
Parks Operations 283 163 120
Transport 120 0 120
Assessment & Care Management 440 0 440

Commissioning & Procurement

Communications & Marketing 50 50 0
Building Maintenance 400 400 0
Fleet Spend - CTS savings 481 481 0
Fleet Spend - Home to school re-routing 219 219 0
Adult Services Commissioning 500 500 0
Other Category Spend 400 0 400

Shared Services
Business Administration 1,084 534 550

Shared Services - Process Savings

Facilities Management Organisation 560 0 560
ICT Organisation 160 0 160
Customer & Business Knowledge 80 0 80
Information and Performance Management 80 0 80

TOTAL 8,713 4,013 4,700

Page 113 of 128

Housing Revenue Account Appendix 11

Housing Revenue Account Estimate 2011/12

2011/12
Estimate

£000

Employees 10,095
Premises Council House Repairs 12,412
Other Premises Costs 6,374
Transport 172
Supplies & Services 1,653
Third Party Payments 55
Subsidy (Net Payment to WAG) 15,499
Support Services 4,589
Capital Financing 8,851
Contribution to Funds 648

GROSS EXPENDITURE 60,348

Rents (52,145)
Interest On Sale of Council Houses (13)
On Balances (110)
Other Income (4,986)
Recharges (3,094)

TOTAL INCOME (60,348)

NET POSITION 0

Page 114 of 128

Movement on SOP Reserve Appendix 12

SCHOOL ORGANISATION PLAN RESERVE

Outturn
Estimated Movements 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
£000 £000 £000 £000 £000 £000 £000 £000

Estimated Balance B/Fwd 7,685 8,756 8,577 5,717 5,306 4,906 426 125

Contributions to Reserve
Revenue Release Savings: 5,496 6,179 7,343 8,417 8,534 8,590 8,590 8,590

Drawdown From Reserve

Organisational Restructuring (857) (857) (3,529) (1,096) (1,102) (4,508) (300) (125)

* Capital Financing Requirement (970) (2,512) (4,470) (6,639) (7,703) (7,776) (7,433) (7,089)

** Direct Revenue Financing (2,598) (2,989) (2,204) (1,093) (129) (786) (1,158) (1,501)

Total Drawdown from Reserve (4,425) (6,358) (10,203) (8,828) (8,934) (13,070) (8,891) (8,715)

***Estimated Balance C/Fwd 8,756 8,577 5,717 5,306 4,906 426 125 0

Movement on Reserve 1,071 (179) (2,860) (411) (400) (4,480) (301) (125)

* These amounts are to be used to pay the borrowing costs of the capital schemes as set out in the Capital Programme.
** Direct Revenue Financing will be used when available to fund capital expenditure in year
*** The balance carried forward at the end of each year reflects the additional costs anticipated in affected schools

Page 115 of 128

CPE Reserve Appendix 13

Parking Reserve Projections 2010/11 - 2012/13

2010/11 2011/12 20012/13 20013/14

£000's £000's £000's £000's
(2,056) Parking Account Balance 1st April (1,992) (1,676) (1,337)

Income
(2,916) Pay & display charges (3,219) (3,219) (3,219)
(98) Residents parking permits (122) (122) (122)
(248) Off street car parks (350) (350) (350)
1,387 Annual commitment to revenue account 1,464 1,464 1,464
(1,875) (2,227) (2,227) (2,227)

Expenditure
304 TRO staff and operational costs 331 338 345
149 Payments to police 0 0 0
333 Equipment maintenance and communications 340 347 354
786 671 685 699

Enforcement service
(1,416) Income (2,378) (2,378) (2,378)
1,957 Expenditure 3,246 3,299 3,348
541 Net (surplus) / deficit 868 921 970

(548) CPE Annual (Surplus) / Deficit (688) (621) (558)

(2,604) Revised Balance after (Surplus) / Deficit (2,680) (2,297) (1,895)

Commitments
100 Central Square improvements 0 0 0
512 Pentwyn park & ride subsidy 679 635 592
0 Surface car park upgrades 325 325 0
612 1,004 960 592

(1,992) Estimated Balance at 31 March (1,676) (1,337) (1,303)

Page 116 of 128

 APPENDIX 14
Capital Programme 2011/12 - 2015/16
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
No. Ongoing Schemes:-
Adults and Children
1 Thornhill Road - New Residential Unit Retention 21
2 Ty Storrie Respite Centre - New Children's Retention 23
Overnight Short Stay Unit

Highways, Waste Management and Infrastructure

3 Lamby Way Construction, Capping and To meet obligations as sections of the Lamby Way Eastern 1,585 750 890 890 890
Engineering extension are completed. Options may need to be considered in
order to either defer or bring forward spend subject to leachate
issues and timing of site closure
4 Waste Management Infrastructure Improvements to the Materials Recycling Facility 300
5 Prosiect Gwyrdd - Land Purchase Option to purchase land in Newport as a site for a residual waste 10 300 300
treatment facility in a joint regional partnership, subject to
outcome of options
6 ISV Roads and Infrastructure Retention, claims, utilities and outstanding works 583
7 River Ely Bridge - Pont Y Werin Retention 95
8 City Centre Public Realm Improvements A comprehensive programme of works to improve the public 2,331
realm, introducing high quality paving, street furniture, lighting,
planting, signage and art

Housing Strategy
9 Single Assessment Centre To develop a single point of access for homelessness. This is 910 0
the Capital contribution to the scheme in addition to invest to
save funding to be repaid by the service area

Corporate Services
10 Legionella Capital Works Capital works arising from legionnaires surveys 100

Community Facilities
11 Computers in Libraries Final allocation to enhance quality of computers in libraries for 35
public access
12 Cathays Library Refurbishment Retention 22
13 Eastern Leisure Centre (Schools Organisational The co-location of a school and a significant community leisure 200 4,000 2,246 195
Plan) - Subject to Consultation facility. This will ensure that sporting, cultural and educational
opportunities can be broadened significantly for the local
population
14 Insole Court Completion of works 88

Parks and Sport

15 Llanrumney Hall - Public Open Space "Captain Morgan" themed public open space 165
16 College Farm Allotments Completion of works to bring allotments back into use 30
17 Bute Park Restoration Provision to cover a shortfall in resources allowing completion of 370 285 35
the restoration scheme
Page 117 of 128
 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
Cultural Venues
18 Cardiff Museum Development - Phase 1 Retention 100

Education
19 Schools Organisation Plan Contribution - Subject to Council contribution to support the costs of the Schools 4,400 4,400 1,933 1,000 1,000
Consultation Organisation Plan in addition to the contributions from revenue
savings from within Schools

Business Development
20 Cardiff Capital Fund - Small to Medium Enterprise Support for SME'S to raise funds for investment 215
& Business Start Ups
21 Economic Development Land at Wentloog and Cardiff Innovation Centre redevelopment 66
proposal in partnership with WAG and University

Regeneration
22 Clifton Street Regeneration Completion of shop front improvements where approval in 150
principle received by 31.03.2011
23 Maelfa Centre Regeneration To determine a new approach to the regeneration of the Maelfa 50 0
Centre

Bereavement
24 Bereavement Strategy Improvement of facilities at Thornhill Crematorium and other 835 125 200 200 200
bereavement infrastructure funded by reserves
25 Cemetery Extension, New Cremators and Mercury Retention 157
Abatement/Filtration Equipment for Thornhill
Crematorium.
26 Western Cemetery Extension To extend burial space in the City subject to ground conditions 200 350

Total Ongoing Schemes 13,041 10,210 5,604 2,285 2,090

Annual Sums :-

27 Disabled Facilities Grants To provide adaptations and associated improvements to the 5,000 3,332 3,332 3,264 3,264
homes of disabled persons
28 Private Sector Housing Match Funding for Renewal area and discretionary services to 600 400 400 400 300
the elderly to ensure they remain safely at home under the
Regulatory Reform Policy

Page 118 of 128

 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
29 Group Repair & Renewal:-

Trowbridge Overcladding - Energy Efficiency A rolling programme which funds a co-ordinated approach to 137 75 75 75 75
improving the city's oldest and worst condition private sector
Pentwyn Overcladding - Energy Efficiency housing stock 138 75 75 75 75

30 Property Asset Renewal :- All Council Buildings To address the condition of the property stock within the Council 3,104 2,500 3,000 4,000 4,000
in accordance with service area asset management plans

Strategic property and accommodation rationalisation 1,150 1,000 1,000

31 Property Asset Renewal Carbon Reduction Matchfunding for energy efficiency schemes to support 180 0 0 0 0
Programme reductions in carbon emissions
32 Asset Renewal Supervision Support for Schools Direct Services Building Group fees on property asset renewal 230 210 190 190 190
schemes
33 Highways & Transportation The resurfacing, lighting and improvement of the infrastructure
network, road safety and highways structures

Highway, footway and structures asset renewal 1,990 1,790 1,860 1,960 1,660
Insurance Reserve for footways renewal (Subject to outturn) 200 0 0 0 0
Lighting renewals 440 440 440 440 440
New lighting works 40 40 40 40 40
Environmental improvements 100 100 100 100 100
Flood prevention schemes - Matchfunding (Whitchurch Brook) 50 150 100
Sign renewal and upgrade 30 30 35 35 35
Traffic Management and Public Transport 500 500 500 400 400
34 Telematics / Butetown Tunnel Health & Safety To undertake a long term programme of infrastructure 420 400 400 235 275
Improvements replacements required for the ongoing operation of the tunnel
and transportation infrastructure
35 Strategic Cycle Network Development Implementation of cycling strategy 450 450 200 200 200
36 Parks Infrastructure To improve existing parks infrastructure (parks, playgrounds, 140 140 140 140 140
bridges and footpaths)
37 Play Equipment Replacement of existing play equipment in parks 100 100 80 75 75
38 Community Investment Schemes Works to cover owner occupier costs of estate partnership
schemes of public housing and environmental improvement
schemes
City wide neighbourhood renewal schemes 500 500 500 500 500
Local shopping centre regeneration 250 250 200 200 200
Housing regeneration - Owner occupier costs of boundary walls 100 100 150 150 150
etc.
39 Community Building Grants A city-wide scheme promoting investment in community 50 50 70 70 70
buildings
40 Heritage Schemes arising from conservation area appraisals and historic 125 40 40 40 40
buildings

Page 119 of 128

 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
41 Alleygating To prevent anti-social behaviour with other benefits such as 150 150 100 75 75
reduced street cleansing and highway maintenance costs.

Total Annual Sums 16,174 12,822 13,027 12,664 12,304

New/Enhanced Schemes:-

42 Maelfa Centre Comprehensive redevelopment of the Maelfa Centre in 0 500 725

43 Central Square Redevelopment
Llandeyrn, providing modern retail units, new community
facilities and a range of new housing opportunities in a safe,
accesible and attractive environment. The scheme will involve
the transfer of land and property assets to the developer, with
only the library and potentially the day centre reverting to Council
ownership. Most of the £20m project funding will be private
financing.
Development of bus transport Interchange, Central Square and 1,500 3,500 1,500 2,000
Business District including convention centre. Contributions from
external partners such as WAG / SEWTA etc to be sought as
well as development appraisals of overall Central Square site in
order to develop employment and the gateway into the City.

44 Neighbourhood Renewal Schemes Additional funding for City wide environmental improvement 250 250 100 100 100
schemes
45 Library Investment Improvements at various libraries including Canton and Radyr 250 450 50
arsing from the review of library services
46 Surface Car Parks Upgrades Upgrade surface car parks in the City subject to sufficient 325 325
resources in the Parking Reserve
47 Highways Resurfacing Additional sum to improve the condition of the road network. 500

48 Central Transport Services - New Vehicle Relocation and disposal of existing council depot sites 400 3,600 105
Maintenance Depot
49 City Centre Public Realm Improvements Completion of works 675
50 Tourism Development The relocation of and removal of the temporary ticket office at 200 350
the castle, subject to option appraisal. Match funding for a
second phase of Cardiff Museum. This is subject to funding
raised by the Charitable Development Trust and bids for external
grant support. Exploration of matchfunding opportunities for ship
landing infrastructure.
51 Cardiff Capital Fund Support for SME's to raise funds for investment in the form of 250 0
equity and loans
52 New Theatre - Disabled Access Provision of a lift to facilitate disabled access 100 100

Page 120 of 128

 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
53 Shirenewton Traveller Site Improvements Continued programme of improvements to the Shirenewton site, 135
addressing environmental and health & safety issues. Works are
to include, remodelling the highway to include three additional
pitches; to allow space for children's play provision to be
installed. Council funding to match grant bid from WAG

54 Carbon Reduction for Schools
55 Parc Cefn Onn
56 Household Waste Recycling Centres
Energy efficiency schemes to support reductions in carbon 250
emissions
As part of the Council's Parks Partnership Programme, 0 20 120
restoration of the Parc Cefn Onn Summer house as an
interpretation centre; repair and restoration of historic bridges,
ponds and watercourses. Subject to discussions with the
Heritage Lottery Fund for matchfunding.
Proposals in accordance with the Waste Management Strategy 0 0 500 1,000

Total New/Enhanced Schemes 4,835 9,095 3,100 3,100 100

Schemes Funded by Grants and Contributions (Subject to approval of bids) :-

57 Renewal Area Grant (WAG) To progress the West Adamsdown/North Grangetown renewal 1,250 1,000 850 850 850
areas
58 Community Energy Savings Programme (Utilities) Overcladding energy efficiency scheme in Bryn Celyn, Heddfan 700
North and Heddfan South in Pentwyn
59 Transitional Schools Building Improvement Grant Bishop of Llandaff (CinW) High School - To build a centre for 2,595
(WAG - 2nd Tranche) autism within the school to provide specialist provision for pupils
in Cardiff
60 Transitional Schools Building Improvement Grant New build St Teilos Church in Wales High School on Llanedeyrn 0 23,667 6,189
(WAG - 3rd Tranche) High site, and refurbished St Teilos building for third Welsh-
medium high, as part of the SOP proposals
61 Sustainable Travel Centre Grant (WAG) Subject to outcome of bids - Improvements to public transport 7,000 2,500 3,000 3,000 3,000
infrastructure - Bus Transport Interchange, Bus Rapid Transport,
Cycling and other sustainable travel initiatives

62 Regional Transport Plan - South East Wales Subject to outcome of bids - Bus Transport Interchange, Park 600 3,350 1,500 1,500 1,500
Transport Alliance (SEWTA) and Ride; Bus Corridors; Cycling and other Strategic Transport
schemes
63 Local Road Safety Grant (WAG) To support the achievement of the targets for road safety 450 450 450 450 450
casualty reduction
64 Transport Grant (WAG) Safe routes in communities 400 400 400 400 400
65 Flood Alleviation Grant (ERDF and WAG) Flood alleviation measures at Whitchurch Brook 100 1,000 329
66 Butetown Regeneration (ERDF and WAG) Butetown Youth Pavilion and Community Centre rebuild, Public 2,955 2,950 95
Realm and Environmental Improvements
67 Cymru Museum Archives and Libraries (CYMAL) Bid for Improvements to Libraries 75
Page 121 of 128
 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
68 Travellers Site Improvements (WAG) To improve facilities at Shirenewton Travellers site 405
69 Bute Park Restoration Bute Park restoration. (Heritage Lottery Fund, CADW and other 1,737 452 52
grants )
70 Harbour Authority Grant (WAG) To include asset renewal and bids from the enhancement fund 1,300 1,400 1,300 500 500
subject to approval
71 Schemes funded by Planning Gain (S106) and Various schemes such as improvements to open space, 6,099 3,699 1,165 799
other contributions transportation, public realm, affordable housing and community
facilities

Total Schemes Funded by Grants and Contributions (subject to approval of bids) 25,666 40,868 15,330 7,499 6,700

Invest to Save schemes (Capital schemes to be funded from Revenue savings / Income generation / other
income):-

72 Schools Organisation Plan - Fast Track Infant/Junior Amalgamations, establishing Integrated Centres, 3,540
new Ty Gwyn Special School retention

73 Schools Organisation Plan - Cardiff East
(St. Teilo's, Cardiff High, Llanishen High, New
Eastern School subject to approval from WAG)
Investment in Welsh Medium Secondaries Plasmawr and 12,548 17,432 18,041 7,512
Glantaf, additional investment at Ysgol Y Wern, Coed Glas,
Lysfaen and Thornhill Primary Schools, St Teilo's at Llanedeyrn
site, third Welsh-medium high school, investment in Cardiff High
and Llanishen High, New Eastern School on ELC site

74 Schools Organisation Plan - Welsh Medium Investment in Welsh Medium Provision at Bryn Celyn and 5,438 1,456
Primary Provision Trowbridge. Investment in Cwrt Yr Ala, Caerau, Millbank and
(Canton proposals are subject to approval from Trelai. Proposals for Canton include new Welsh-medium school
WAG) for Treganna
75 Schools Organisation Plan - Whitchurch Investment in Whitchurch High School (Upper and Lower), and 1,783 8,685 2,732
(Proposals are subject to the results of English / Welsh medium primaries in Whitchurch
consultation)
76 Bishop of Llandaff (CinW) High School Autism To develop facilities for Autism to be repaid from savings arising 1,900 1,055
Centre from not having to send pupils to non Council facilities

77 Central Transport Services Fleet Depot
78 Single Assessment Centre
79 Hydro Power Facility - Radyr Weir
Relocation and disposal of existing council depot sites - Balance 0 600
to be funded by loan to Central Transport Service subject to
robust business case
Loan to be repaid by the service area using savings expected 965 440
from implementing the scheme
To be operated by the Council or a private company. Depending 300 1,200
on the preferred option, an income would be generated by
supplying power to a provider or directly to a neighbouring user.

Page 122 of 128

 APPENDIX 14
Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
80 New Theatre - Upper Circle Seating Improvements to seating in the Upper Circle which dates back to 100 175
1906, to improve comfort, safety, better access, personal space
and higher value experience. Scheme would also address fire
safety concerns at the same time. Subject to a surcharge on
ticket prices.
81 Strategic Transformation Change - Investment Initial provision to meet capital expenditure arising from 2,500 5,500 5,500 5,500 5,500
Strategy transformational change which pay for themselves over a short
period of time
82 Invest to Save Programme For capital schemes that can pay back the original investment of 500 500 500 500 500
the scheme either through income generation or savings within 5
years
83 Purchase rather than Lease Subject to option appraisal 100 100 100 100 100
84 Glamorgan County Cricket Club Additional loan towards capital works 1,056

Total Invest to Save schemes (Capital schemes to be funded from Revenue savings / Income generation / 30,730 37,143 26,873 13,612 6,100
other income)

Total General Fund 90,446 110,138 63,934 39,160 27,294

Public Housing:-

85 Estate Partnership, Wider Regeneration and Area Environmental works, including defensible space, demolition, 2,020 1,742 3,800 3,900 4,650
Improvement Strategies conversion, new build, road/footpath realignment etc.
Improvements to flats, house condition surveys, health and
safety, garages, gullies and open spaces

86 Planned Internal and External Improvements Improvements include central heating, rewiring, door entry 14,794 10,612 4,183 4,015 3,015
systems, external improvements and Kitchen and Bathroom
Upgrades
87 Partnering Scheme Wider regeneration schemes in accordance with the Cardiff 500 250 250 250 250
Partnering scheme involving improvement works to highways,
demolition and new build development, improvement to existing
Housing stock and alley ways
88 Disabled Adaptations and Accommodation Strategy To provide adaptations and associated improvements to the 0 1,568 1,818 2,036 2,286
for Social Care Needs homes of disabled persons
89 Greenfarm Hostel new hostel replacing Tresilian Hostel, located at Single 1,400
Assessment Centre
90 Single Assessment Centre Hostel Hostel replacement and refurbishment 1,620 316 0 0 0

Total Public Housing 20,334 14,488 10,051 10,201 10,201

Total Capital Programme 110,780 124,626 73,985 49,361 37,495

Page 123 of 128

 Capital Resources APPENDIX 15

Capital Resources 2011/12 - 2015/16

Indicative Indicative Indicative Indicative
2011/12 2012/13 2013/14 2014/15 2015/16
£000 £000 £000 £000 £000
Unhypothecated Supported Borrowing (11,571) (10,000) (9,000) (9,000) (9,000)
General Capital Grant (5,202) (5,200) (5,200) (5,200) (5,200)
Resources carried forward to cover 2010/11 slipped schemes (5,526) - - - -
Additional Borrowing / repayment required to meet commitments / cashflow (6,728) (10,917) (2,791) (109) 2,446
General Capital Receipts (2,500) (3,000) (3,500) (3,000) (2,000)
Earmarked Receipts - Depot Rationalisation - (2,000) (500) - -
Capital Receipts - Major Projects (583) - - - -
Direct Revenue Financing - Schools DSU Support (230) (210) (190) (190) (190)
Direct Revenue Financing - Community Investment Schemes (350) (350) (350) (350) (350)
Cemetery & Crematorium Improvement Reserve (835) (125) (200) (200) (200)
Parking Reserve (325) (325) - - -
Insurance Risk Management match funding for Highways & Footpaths (200) - - - -
Total funded from identified General Fund resources (34,050) (32,127) (21,731) (18,049) (14,494)

External Funding Estimates and Contributions (25,666) (40,868) (15,330) (7,499) (6,700)

Invest to Save schemes (30,730) (37,143) (26,873) (13,612) (6,100)

Total General Fund (90,446) (110,138) (63,934) (39,160) (27,294)

Additional Borrowing (6,484) (1,807) - - -

Major Repair Allowance (9,600) (9,600) (9,600) (9,600) (9,600)
Direct Revenue Financing (1,350) (500) (100) (250) (250)
HRA Reserve (1,980) (2,230) - - -
Capital Receipts - Land Sales (869) (300) (300) (300) (300)
Capital Receipts - Council Dwellings (51) (51) (51) (51) (51)
Total Public Housing (20,334) (14,488) (10,051) (10,201) (10,201)

Total Capital Programme Resources Required (110,780) (124,626) (73,985) (49,361) (37,495)

Page 124 of 128

 Appendix 16

Glossary of Terms

AAT – Association of Accounting Technicians

AAT is a UK qualification and membership body for accounting staff. AAT award around
90% of all vocational qualifications in accounting, and are sponsored by the professional
accounting bodies CIPFA, ICAEW, CIMA and ICAS. AAT members include students and
people working in accountancy.

AEF – Aggregate External Finance.

This is the total central support for local authorities revenue expenditure not funded from
Council Tax. It comprises the Revenue Support Grant and redistributed National Non-
Domestic Rates.

CFR – Capital Financing Requirement.

An authority’s underlying need to borrow for a capital purpose. It measures capital

expenditure incurred but not yet financed by the receipt of grants, contributions and
charges to the revenue account.

CIPFA – Chartered Institute of Public Finance & Accountancy.

CIPFA is the professional body for people in public finance. As the world’s only
specialised public services accountancy body, they provide information, guidance, and
determine accounting standards and reporting standards to be followed by Local
Government.

CPE – Civil Parking Enforcement.

A responsibility granted by WAG designating Cardiff as a “Civil Enforcement Area”. This

gives the Council direct control over the deployment of enforcement staff across the
highway network, allowing enforcement to be targeted more effectively to local needs and
transportation strategies.

CSR – Comprehensive Spending Review

A Treasury-led process that allocates resources across all government departments,

according to government priorities. Comprehensive Spending Reviews also examine non-
departmental spending that cannot be firmly fixed over the period, including social
security, tax credits, and some elements of local authority spending.

Earmarked Reserves.

Amounts set aside from the General Balance to fund a future specific purpose or
requirement. This is done in accordance with CIPFA guidance (LAAP 77).

General Fund Balance.

The General Fund Balance represents the cumulative retained surpluses on the Council’s
revenue budget. It provides a working balance which can be used to cushion the Council

Page 125 of 128

against unexpected events or emergencies. It is reviewed annually to ensure it remains at
an appropriate level.

HRA – Housing Revenue Account.

The HRA is an account of expenditure and income that every local authority housing
department must keep in accordance with the Local Government & Housing Act 1989.
The account is kept separate or ring fenced from other Council activities. Income is
primarily generated by the rents and service charges paid by tenants, while expenditure is
on the management and maintenance of the housing stock, and capital financing charges
on the HRA’s outstanding loan debt.

IBA – Indicator Based Assessments.

Indicator-Based Assessments form part of the calculation of Standard Spending

Assessments, which feed in to the calculation of the Revenue Support Grant. Indicator-
Based Assessments are used to break the SSA into service categories, although these
are not spending targets, as local authorities retain the power to set their own spending
priorities.

IDA – Initial Development Appraisal.

Initial Development Appraisals are ‘Desktop’ only exercises with outline requirements
broadly set against the recommendations of Building Bulletins 98 and 99 relating to
primary and secondary school projects respectively. These appraisals are carried out in
advance of detailed feasibility studies, which only become necessary when further
consideration of a proposal, and a subsequent decision, is required.

LDP - Local Development Plan

Under Welsh Assembly Government legislation, each local authority in Wales is required
to produce a Local Development Plan. This document will outline policies and proposals
for the development and use of land within their area, which can be referred to by
planning committees when considering future planning applications.

LOBO – Lender Option Borrower Option

A floating rate financial instrument that permits the lender to nominate a revised rate at
periodic reset dates, and lets the borrower decide whether to pay the rate or redeem the
bond.

MRP – Minimum Revenue Provision.

This is the amount which must be charged to the authority’s revenue account each year
and set aside as provision for repaying external loans and meeting other credit liabilities.
The prudent amount is determined in accordance with guidance issued by WAG.

MTFP – Medium Term Financial Plan.

The Medium Term Financial Plan covers a three year period and forms part of the
Council’s corporate planning processes. The MTFP aims to identify financial and funding
pressures facing the Council over the forthcoming three years that will lead the future
budget setting process, outline the Council’s budget position for the next three years, and
set out future levels of Government funding.

Page 126 of 128

NNDR – National Non-Domestic Rates.

A levy on businesses collected by billing authorities, on behalf of the Welsh Assembly

Government, and paid into an All Wales Pool. The Pool is then redistributed amongst all
Welsh authorities on the basis of population.

PWLB – Public Works Loans Board.

The Public Works Loan Board is a statutory body operating within the United Kingdom
Debt Management Office, an Executive Agency of HM Treasury. PWLB's function is to
lend money from the National Loans Fund to local authorities and other prescribed bodies,
and to collect the repayments.

RSG – Revenue Support Grant.

A grant paid by central government to aid local authority services in general (as opposed
to specific grants for specified purposes). The grant makes up the difference between
expenditure at Standard Spending Assessment, and the sum of a) the amount the
authority would collect if council tax was set at the government’s standard level and b)
redistributed National Non-Domestic Rates.

SBIG – School Buildings Improvement Grant.

The Schools Building Improvement Grant is capital funding from the Welsh Assembly
Government which is allocated to local education authorities in Wales. This funding can
be used by authorities for new school facilities, for refurbishment and improvement
projects, and for fire prevention and disability access works.

SOP – Schools Organisational Plan.

The School Organisational Plan is a significant programme of capital investment which

aims to reduce the number of surplus school places in Cardiff, whilst recognising the
increasing demand for Welsh medium education. It will ensure that resources are used
more effectively and that 21st century schools are fit for purpose.

SSA – Standard Spending Assessment

The amount of revenue expenditure, net of specific grants, considered appropriate for
each local authority to spend to provide a standard level of service at a common rate of
Council Tax. SSAs are a mechanism for distributing resources and local authorities have
the flexibility to set their own spending priorities and vary the level of services provided,
therefore actual budgets may be above or below the SSA.

S106 – Section 106 Contributions

An agreement, between a council and a developer, whereby it is necessary to provide

contributions to offset negative impacts caused by construction and development. The
developer will either implement specified measures or make payments to the Council for
them to be carried out.

TCS – Tata Consultancy Services.

TCS are the Council’s Strategic Technology Partner, providing a lead strategic role over
all of the Council’s technology related external spend. During the 15 year partnership they

Page 127 of 128

will support the Council’s efforts to realise significant efficiency savings through the
effective use of technology, and help to reshape services around the citizens, customers
and communities that use them.

WAG – Welsh Assembly Government.

The Welsh Assembly Government’s responsibilities include decision making on matters

which affect people's daily lives, developing and implementing policy, making subordinate
legislation (e.g. regulations and statutory guidance), and proposing Assembly Measures
(Welsh laws). They provide a major source of grant funding for the Council.

WHQS – Welsh Housing Quality Standard.

The Welsh Housing Quality Standard exists to ensure that tenants in public housing in
Wales have the opportunity to live in a good quality home within a safe and secure
community. To help achieve this, the physical standard and condition of existing housing
must be maintained and improved. The current requirement is for the standard to be
achieved by 2012.

Page 128 of 128