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Draft Minute Policy and Resources Committee

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Draft Minute Policy and Resources Committee Page 1135. Minute Policy and Resources Committee Tuesday, 26 November 2019, 10:30. Council Chamber, Council Offices, School Place, Kirkwall. Present Councillors James W Stockan, W Leslie Manson, Stephen G Clackson, Alexander G Cowie, Norman R Craigie, Robin W Crichton, David Dawson, Andrew Drever, Barbara Foulkes, Steven B Heddle, J Harvey Johnston, Rachael A King, John T Richards, Stephen Sankey, John A R Scott, Gwenda M Shearer, Graham L Sinclair, Magnus O Thomson, Owen Tierney, Duncan A Tullock and Kevin F Woodbridge. Clerk • John W Mundell, Interim Chief Executive. In Attendance • Gavin Barr, Executive Director of Development and Infrastructure (for Items 1 to 25). • Gillian Morrison, Executive Director of Corporate Services. • Sally Shaw, Chief Officer/Executive Director, Orkney Health and Care. • James Wylie, Executive Director of Education, Leisure and Housing. • Gareth Waterson, Head of Finance. • Brian Archibald, Head of Marine Services, Engineering and Transportation (for Items 1 to 3 and 22 to 24). • Peter Diamond, Head of Education (Leisure, Culture and Inclusion) (for Items 13 to 22). • Karen Greaves, Head of Executive Support. • Hayley Green, Head of IT and Facilities. • Roddy Mackay, Head of Planning, Development and Regulatory Services (for Items 10 to 15). • Gavin Mitchell, Head of Legal Services. • Darren Richardson, Head of Infrastructure and Strategic Projects (for Items 1 to 4). • Catherine Diamond, Early Years Lead Officer (for Items 14 to 22). • Peter Bevan, Engineering Services Manager (for Items 14 and 15). • Keith Foubister, Works and Inspection Manager (for Items 15 and 16). • Kenny MacPherson, IT Services Manager (for Items 15 to 17). • Hazel Flett, Senior Committees Officer. Page 1136. Observing • Andrew Groundwater, Head of HR and Performance (for Items 1 to 25). • Sweyn Johnston, Strategic Projects Director (for Items 10 to 13). • Rosemary Colsell, Procurement Manager (for Item 9). • Karen Walter, Early Learning and Childcare Delivery Plan Manager (for Items 14 to 22). • Meredith Macbeth, Cathedral Mason (for Items 15 and 16). • Andrew Hamilton, Performance and Best Value Officer (for Items 1 to 4). Declarations of Interest • Councillor J Harvey Johnston – Item 13. • Councillor John T Richards – Item 15. • Councillor Duncan A Tullock – Items 13 and 21. • Councillor Kevin F Woodbridge – Item 14. Chair • Councillor James W Stockan (for Items 1 to 24). • Councillor W Leslie Manson (for Items 25 and 26). 1. Disclosure of Exempt Information The Committee noted the proposal that the public be excluded from the meeting for consideration of Items 21, 22, 23 and 25, as the business to be discussed involved the potential disclosure of exempt information of the classes described in the relevant paragraphs of Part 1 of Schedule 7A of the Local Government (Scotland) Act 1973 as amended. 2. Revenue Expenditure Monitoring 2.1. Policy and Resources After consideration of a joint report by the Chief Executive, the Executive Director of Corporate Services, the Executive Director of Development and Infrastructure and the Head of Finance, copies of which had been circulated, the Committee: Noted: 2.1.1. The revenue financial summary statement in respect of the undernoted services for the period 1 April to 30 September 2019, attached as Annex 1 to the joint report by the Chief Executive, the Executive Director of Corporate Services, the Executive Director of Development and Infrastructure and the Head of Finance, indicating an underspend position of £223,800: • Central Administration. • Law, Order and Protective Services. • Other Services. Page 1137. 2.1.2. The revenue financial detail by Service Area statement for the period 1 April to 30 September 2019, attached as Annex 2 to the joint report by the Chief Executive, the Executive Director of Corporate Services, the Executive Director of Development and Infrastructure and the Head of Finance. 2.1.3. The explanations given and actions proposed in respect of significant budget variances, as outlined in the Budget Action Plan, attached as Annex 3 to the joint report by the Chief Executive, the Executive Director of Corporate Services, the Executive Director of Development and Infrastructure and the Head of Finance. 2.2. Summary After consideration of a report by the Head of Finance, copies of which had been circulated, the Committee: Noted: 2.2.1. The summary revenue expenditure statement for the period 1 April to 30 September 2019, attached as Annex 1 to the report by the Head of Finance, indicating the following: • A total General Fund underspend of £1,396,700. • A surplus in Sources of Funding of £51,500. • A net Non-General Fund surplus of £6,510,400. 2.2.2. The financial detail across individual Sources of Funding for the period 1 April to 30 September 2019, including significant variances identified as Priority Actions, attached as Annex 2 to the report by the Head of Finance. 2.2.3. The explanations given and actions proposed in respect of significant budget variances, as outlined in the Budget Action Plan, attached as Annex 3 to the report by the Head of Finance. 3. Capital Expenditure Monitoring After consideration of a report by the Head of Finance, copies of which had been circulated, the Committee: Noted: 3.1. The detailed analysis of capital expenditure in respect of the General Fund and the Non-General Fund capital programmes, for the period 1 April to 30 September 2019, attached as Appendix 1 to the report by the Head of Finance. The Committee scrutinised: 3.2. Project updates in respect of the General Fund and the Non-General Fund capital programmes, for the period 1 April to 30 September 2019, attached as Appendix 2 to the report by the Head of Finance, and obtained assurance on progress being made with delivery of the capital programmes. Page 1138. 4. Performance Monitoring 4.1. Chief Executive’s Service After consideration of a report by the Chief Executive, copies of which had been circulated, and after hearing a report from the Head of Executive Support, the Committee: Scrutinised the performance of the Chief Executive’s Service for the reporting period 1 April to 30 September 2019, as set out in section 4 and Annex 1 of the report by the Chief Executive, and obtained assurance. 4.2. Corporate Services After consideration of a report by the Executive Director of Corporate Services, copies of which had been circulated, the Committee: Scrutinised the performance of Corporate Services for the reporting period 1 April to 30 September 2019, as set out in section 4 and Annex 1 of the report by the Executive Director of Corporate Services, and obtained assurance. 4.3. Council Delivery Plan After consideration of a joint report by the Chief Executive and the Executive Director of Corporate Services, copies of which had been circulated, the Committee: Scrutinised: 4.3.1. Progress made in respect of the targets within the Council Delivery Plan 2018 to 2023 for the reporting period 1 April to 30 September 2019, as set out in Annex 1 to the joint report by the Chief Executive and the Executive Director of Corporate Services. The Committee resolved to recommend to the Council: 4.3.2. That the undernoted actions that had been progressed to completion, be closed, while continuing to be referenced in future Council Delivery Plan monitoring reports: • Page 5 – 1.7 Revised Kirkwall Urban Design Framework, incorporating the Your Kirkwall Action Plan. • Page 9 – 2.4 We will review commissioned services and bring forward recommendations in relation to children’s services priorities and long-term sustainability. • Page 11 – 2.7 We will undertake a review of residential child care provision to reflect the changes brought about in the Children and Young People (Scotland) Act 2014 and bring forward recommendations to establish a residential estate fit for the medium term to include young people potentially up to the age of 25. • Page 12 – 2.9 We will support our older people’s residential care home workforce to provide high quality care to people with dementia by delivering specialist dementia care training to those staff. • Page 23 – 3.10 We will continue to make representation to influence the Islands Bill and National Islands Plan to achieve the best possible outcome for our Communities. • Page 26 – 4.1 Develop Orkney as a Low Carbon Energy Systems Innovation Hub, including LNG Distribution, Hydrogen production and usage across all modes of transport and Academic Innovation Centre projects. Page 1139. • Page 27 – 4.3 Reprioritise economic development activity and funding to focus on inward investment and facilitating projects and support programmes which will have the highest / transformational impact in relation to job creation, inward migration / retention of working age population and community enablement. • Page 46 – BV1a Develop detailed Council-wide and service workforce plans that consider future workforce needs, current capacity, supply and recruitment, skills, and financial constraints. • Page 47 – BV1b Implement the Project Management Module on Concerto. Raise awareness of the newly developed Capital Project Appraisal Guidance amongst the Corporate Management Team and others with a role in capital project applications. • Page 49 – BV2 Review the Council’s current self-evaluation arrangements, and develop a revised How Good is Our Council? model encompassing corporate level, as well as service level, self-assessments. • Page 50 – BV4a Within the new Council Plan 2018 to 2023, and the new 2019 to 2022 service plans, make explicit the intended impact of Council and service priorities and targets on Orkney’s communities. • Page 51 – BV5a Within the context of the Strategic Planning Framework, review the Council’s performance management system, in order to ensure its ability to identify the impact of Council services and activities on Orkney’s communities. • Page 52 – BV5b Report Local Government Benchmarking Framework Indicators to Service Committees. 4.3.3. That the undernoted action be closed and deleted from the Council Delivery Plan: • Page 33 – 4.11 Facilitate the establishment of a sustainable abattoir operator, and the establishment of a long term appropriately scaled abattoir facility.
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