Reason for Urgency: In order to allow the Council to submit its response to the Welsh Government before the end of November 2014 deadline.

Report of the Leader of the Council Council - 4 November 2014 THE COUNCIL’S RESPONSE TO THE PROPOSED RE-ORGANISATION OF LOCAL AUTHORITIES IN WALES

Purpose:

The purpose of this report is to determine a response to the Minister for Public Services in relation to LA reorganisation.

Policy Framework:

White Paper – Reforming Local Government

Reason for Decision:

To indicate the Council’s preferred model(s.

Consultation:

Legal, Finance and Access to Services.

Recommendation(s):

To authorise the Leader to respond to the Minister as indicated in this report.

Report Author:

Jack Straw / Joanne Portwood.

Finance Officer:

Mike Hawes

Legal Officer:

Tracey Meredith.

Access to Services Officer: Phil Couch.

1.

Background

1.

The Welsh Government’s White Paper – Reforming Local Government outlines a number of proposals relating to the reform of Public Services in Wales. The proposals also include a number of options related to reorganising and reducing the number of Local Authorities in Wales.

1.1

The Cabinet and the Corporate Management Team of the City and County of Swansea, responded to the Commission on Public Service Governance and Delivery (the Williams’ report) and their call for evidence in July 2014. The response contains a number of issues which are pertinent to the developments of Swansea’s preferred models for Local Authority re-organisation.

1.2

The Commission has established an ambitious review process and adopted a very demanding timetable- to report by the end of this year.

1.3

There has been a strong focus on the implications for structures, particularly in Local Government, however the most significant factor in a review of the public sector in Wales is to start with a strong vision of where we want to be in ten or fifteen years time. This vision must be

expressed in terms of outcomes for citizens, clients and service users. The current focus on inputs and processes will not deliver the transformational change that is necessary to make Wales a top performing devolved administration. 1.4

Supporting this strong vision and focus on outcomes must be a common set of values that cover the whole of the public sector and are endorsed and understood by the public.

1.5

The greatest challenges in delivering public services in the future are; • • •

Demographics – e.g an ageing population The need to create jobs and wealth The need to adopt technology

But more specifically, it is vital to consider and embed; • • • • • •

Sustainability as a central organising principle. The development of community capacity. The widening gap in terms of inequality both in health and economic well-being. Address the need to manage demand across a range of core services, as current models are doomed to failure. The input of UK Government policies on Welfare and Economics which will restrain our ability to develop a uniquely Welsh offer to citizens. The need to recognise the role of Wales as a region of the EU not an extension of England.

1.6

Welsh Government should facilitate the development of a vision for Wales with clear public sector values and a range of specific outcomes/indicators and make a clear distinction between the Welsh Government as policy maker and the public sector delivery arm.

1.7

Welsh Government should also undertake a radical de-layering of responsibilities and accountability. Take Education for a moment, we have: a) b) c) d) e) f) g)

1.8

Welsh Government The Minister responsible Local Authorities Regional Consortia Governing Bodies The Head Teacher An Inspection System.

Each element has powers and duties, these invariably framed in negative terms like ‘intervention’. A revised system would ideally only have three parties: a) Policy Maker - Welsh Government b) Deliverer (there are a number of options) c) An Inspector

1.9

There should be a radical review of the funding system and the development of a single funding stream to the delivery unit backed by strong outcome management.

1.10

A single accountability agreement should be in place describing outcome not process and the establishment of single inspection regime.

1.11

In pursuit of improved outcomes some key changes should occur: a) Primary Care, Community Care and Social Care should be located in a single organisation with a common accountability framework and a single budget. There should be democratic accountability build into this system. These organisations should be co-terminus with Health Boards. b) Economic Development should be led at an all Wales level and delivered via the City Region structure. c) The positioning of services in any structure should be based on an objective analysis of what is best in terms of economy and outcome on a local, regional, national level. Higher cost and specialist services increasingly delivered at a regional or national level.

1.12

Whilst wishing to avoid falling into the ‘structure trap’, once the vision, values and outcomes are set some obvious changes/questions are likely to arise: a) How can health/social care/well being be delivered unless through one organisation. b) Why have separate Fire Authorities, given that these simply comprise LA members in a different guise. c) Wales must have a single economic regeneration strategy (delivered via City Regions) d) Education improvement needs critical mass larger than the current Local Authority model.

2.

The Councils Preferred Model

2.1

In terms of responding to the challenges facing the Public Sector in Wales and specifically the re-organisation of Local Authorities in Wales, a seminar with Members concluded that the preferred models were as follows (in priority order); (i)

The Establishment of a Swansea Bay Authority which encompasses the natural boundaries of communities which would identify with the Swansea Bay City Region. This model would follow the industrial heartlands of South West Wales and would include the neighbouring regions of Llanelli and the Swansea Valley together with Swansea and Neath Port Talbot. This preferred model would be based around the economic development and regeneration of South West Wales.

(ii) (iii)

A merger with Neath Port Talbot For Swansea to remain as a stand alone authority.

3.

Equality & Engagement Implications

3.1

There are no equality and engagement implications associated with this report at the present time. The potential impact of any reorganisation on service users and staff is recognised and will need to be assessed as early in the process as possible.

4.

Financial Implications

4.1

There are no immediate financial implications associated with this report at the present time. However, the initial costs of local government reorganisation in Wales have been estimated to be between £80m to £200m. The wider proposals as they develop could have significant financial and operational consequences and risks for the City and County of Swansea, and for local government in Wales. At this stage it is too early to realistically assess with any certainty any additional specific costs, risks or opportunities for the City and County of Swansea.

4.

Legal Implications

4.1

There are no legal implications associated with this report at the present time.

Background Papers: Welsh Government White Paper – Reforming Local Government Appendices: None.

Swansea Bay authority.pdf

There was a problem previewing this document. Retrying... Download. Connect more apps... Try one of the apps below to open or edit this item. Swansea Bay ...

29KB Sizes 3 Downloads 224 Views

Recommend Documents

Swansea Bay authority.pdf
b) Economic Development should be led at an all Wales level and. delivered via the City Region structure. c) The positioning of services in any structure should ...

BAY
Mar 12, 2018 - Financial Group (MUFG) สถาบันการเงินใหญ่ที่สุดในประเทศญี่ปุ่น. คำด NIM ใกล้เคียงกับปีก่อนหน้ำ. • เราà

bay bay kids.pdf
There was a problem loading more pages. bay bay kids.pdf. bay bay kids.pdf. Open. Extract. Open with. Sign In. Main menu. Displaying bay bay kids.pdf.

Swansea councillor attendance.pdf
Linda Tyler-Lloyd 12 11 92%. Paul Lloyd 45 41 91%. Philip Downing 32 29 91%. William Evans 19 17 89%. Huw Rees 19 17 89%. Penny Matthews 28 25 89%.

Bay-Friendly Living.pdf
Whoops! There was a problem loading this page. Retrying... Page 3 of 19. 4 Bay-Friendly Living SAVEBAY.ORG 5. Introduction. LIFE IN A WATERSHED. Narragansett Bay and the many beautiful rivers and streams that. flow into it from Massachusetts, Rhode I

Gowerton School uses Google Apps for Education ... - Swansea Edunet
Education and Chromebooks. What they ... learning experience using technology,” he says. ... Gmail For Your Domain (now part of Google Apps for Education).

1 Alyce von Rothkirch, Swansea University Liberty and ...
education in Cwmardy and the tension between his essentially anarcho-syndicalist views and ..... oppression and with allowing people to achieve a degree of control over their lives .... true that this makes us masters of the pit' (Cwmardy: 269).

Chileno Bay Resort.pdf
7,500 square foot facility with 10 treatment. rooms for ... Separate men's and women's outdoor. purification ... Main menu. Displaying Chileno Bay Resort.pdf.

Bay Point's Reply Brief - inversecondemnation.com
BRADY LAW FIRM, PLLC ... Expressions Hair Design v. .... App. 3. They also acknowledge “a portion of the highway easement used for the bridge landing was ...

Bay-Friendly Living.pdf
snow flow into a body of water, such as a river, salt pond, estuary or. ocean. The greater Narragansett Bay watershed extends as far north. as Worcester, Mass. and flows southward to Rhode Island Sound and. southern coastal beaches. Bay-friendly livi

615 Bay Rd.pdf
100. 4,700. 3,600. 4,600. 4,600. 2,600. Page 2 of 2. 615 Bay Rd.pdf. 615 Bay Rd.pdf. Open. Extract. Open with. Sign In. Main menu. Displaying 615 Bay Rd.pdf.

View PDF - Monterey Bay Aquarium
Obtain a copy of the book In One Tide Pool by Anthony D. Fredericks (or similar nonfiction picture book on the habitat you'll be exploring). 3. Research different ...

Gowerton School uses Google Apps for Education ... - Swansea Edunet
It also meant an end to expensive software ... All other company and product names may be trademarks of the respective companies with which they are ...

View PDF - Monterey Bay Aquarium
1. Plan a field trip to the Monterey Bay Aquarium or your local aquarium, zoo, or ... Obtain a copy of the book In One Tide Pool by Anthony D. Fredericks (or ...

Bay Point's Reply Brief - inversecondemnation.com
Expressions Hair Design v. .... App. 3. They also acknowledge “a portion of the highway easement used for the bridge landing was converted into a park.

Reflections Keppel Bay Discount.pdf
Non-monetary returns like pride of possession, plus,. the safety ... Reflections Keppel Bay Discount.pdf. Reflections Keppel Bay Discount.pdf. Open. Extract.

Mill Bay Change of name.pdf
Haverfordwest. Pembrokeshire SA61 IQP. Dyddiad / Date: I March 20(2. Dear Peter. Partial Amendment to Association Rules. Further to your letter of 24th. February 2012 and related e-mail correspondence, I am pleasedto. confirm the Welsh Government's a

Reflections Keppel Bay Developer.pdf
Turn-key real estate investment can be a smart move, if performed correctly. 1 factor of. executing a real estate investment strategy is investing properly in numerous markets,. something which is simple to do because it requires little to no period

at Guantánamo Bay*1,2
Springer Science+Business Media B.V. 2008. 53 ... has involved the reinterpretation of the scope, meaning, and application of legal § norms—particularly ..... oig/online/110 {observing that the "slowly grinding process of developing and stabilizin

Bay Area PCI 2015.pdf
There was a problem previewing this document. Retrying... Download. Connect more apps... Try one of the apps below to open or edit this item. Bay Area PCI ...

Chesapeake Bay region's commercial
but the degree of stock unity along the east coast of the United ... more Work has been done in Florida and Gulf of Mexico waters. ... Wirginia Beach. \ I. Figure 1.