London Borough of Barking and Dagenham Notice of Meeting the EXECUTIVE
Total Page：16
File Type：pdf, Size：1020Kb
London Borough of Barking and Dagenham Notice of Meeting THE EXECUTIVE Tuesday, 28 January 2003 - Civic Centre, Dagenham, 7:00 pm Members: Councillor C J Fairbrass (Chair); Councillor C Geddes (Deputy Chair); Councillor J L Alexander, Councillor S Kallar, Councillor M E McKenzie, Councillor B M Osborn, Councillor J W Porter and Councillor T G W Wade. Declaration of Members Interest: In accordance with Article 1, Paragraph 12 of the Constitution, Members are asked to declare any direct/indirect financial or other interest they may have in any matter which is to be considered at this meeting 17.01.03 Graham Farrant Chief Executive Contact Officer Barry Ray Tel. 020 8227 2134 Fax: 020 8227 2171 Minicom: 020 8227 2685 e-mail: [email protected] AGENDA 1. Apologies for Absence 2. Minutes - To confirm as correct the minutes of the meeting held on 14 January 2002 (circulated separately) Business Items Public Items 3 and 4 and Private Item 15 are business items. The Chair will move that these be agreed without discussion, unless any Member asks to raise a specific point. Any discussion of a Private Business Item will take place after the exclusion of the public and press. 3. Executive Members - Job Profile (Pages 1 - 4) 4. National Service Framework for Older People - Local Implementation Plan (Pages 5 - 14) BR/04/03/02 Discussion Items 5. Best Value Review of Customer First: A New Era in Access to Public Services (Pages 15 - 130) 6. Best Value Review of Special Educational Needs (Pages 131 - 202) 7. Disposal of Land (to follow) 8. Primary School Site Barking Reach (Pages 203 - 205) 9. Allocations Policy Review: Outstanding Matters for Decision, Consultation and Implementation (Pages 207 - 222) 10. A Charter for Children and Young People in Barking and Dagenham (Pages 223 - 227) 11. Any other public items which the Chair decides are urgent 12. To consider whether it would be appropriate to pass a resolution to exclude the public and press from the remainder of the meeting due to the nature of the business to be transacted. Private Business The public and press have a legal right to attend Council meetings such as the Executive, except where business is confidential or certain other sensitive information is to be discussed. The list below shows why items are in the private part of the agenda, with reference to the relevant legislation (the relevant paragraph of Part 1 of Schedule 12A of the Local Government Act 1972. Discussion Items 13. A Presentation on Police Operations on the Gascoigne Estate (Page 229) Detective Chief Inspector O’Reilly and Detective Sergeant Warner will attend the meeting to give the presentation. Concerns information in connection with the prevention, investigation or prosecution of a crime (paragraph 14). 14. Award of Senior Officer Recruitment, Search and Selection Contract (Response to the referral from the Scrutiny Management Board) (Restricted Circulation; to follow) Concerns a contractual matter (paragraphs 7, 8 and 9). BR/04/03/02 Business Items 15. Land at Manor Road Sports Ground, Dagenham (Pages 231 - 252) Concerns a contractual matter (paragraphs 7 and 9). 16. Any other confidential or exempt items which the Chair decides are urgent BR/04/03/02 This page is intentionally left blank AGENDA ITEM 3 THE EXECUTIVE 28 JANUARY 2003 REPORT OF THE BOROUGH OFFICER FOR DEMOCRATIC SUPPORT AND LEGAL SERVICES EXECUTIVE MEMBERS - JOB PROFILE FOR DECISION This report is submitted to the Executive because it discusses the role expected of each Member of the Executive. Summary Following consultation with Executive Members, the Management Team and other key officers, a suggested job profile for Executive Members is attached for approval. The external peer review of the Authority by the Improvement and Development Agency [IDeA] suggested that such a profile should be in place. Members may also wish to consider the need for any other job profiles for Members. Decision Required To enable the Authority to respond to the IDeA comment, the Executive are asked to: 1. Approve the job profile for Executive Members; and 2. Comment on whether any other job profiles need to be developed. Contact Officer: Head of Democratic Support Tel: 020-8227 2114 Nina Clark Fax: 020-8227 2171 Minicom: 020-8227 2685 e-mail: [email protected] Background papers used in the preparation of this report: Association of London Government Profile for Special Responsibility Allowances (Band 3) Page 1 This page is intentionally left blank Page 2 LONDON BOROUGH OF BARKING AND DAGENHAM EXECUTIVE MEMBERS JOB PROFILE • Participate effectively as a Member of the Executive - take joint responsibility with colleague Executive Members for all actions and be accountable collectively. Challenge issues prior to making decisions if felt appropriate to do so. Ensure appropriate regard to the community's interests and to any equalities and diversity issues. Encourage openness and honesty. • Be clear about the powers delegated to the Executive, as set out in the Council Constitution, and act within them. • Shape and develop the priorities and vision of the Council, participating in debates and discussion about policy issues across the range of services provided by the Authority. • Act as the lead Member/spokesperson for a particular area or theme [portfolio], as may be determined by the Leader and Deputy Leader of the Council, but in doing so, have regard to the overall collective responsibilities of the Executive and the Council's corporate policy objectives. Champion the portfolio concerned within that strategic context. • In connection with the portfolio: (a) build good relationships with appropriate senior officers and work with them in developing policy or strategic issues prior to formal reporting. Be supportive in dealing with any problems at a strategic level (b) keep abreast of related developments and policies at national, regional and local level (c) enhance the Council’s reputation through taking the national stage where possible and participating in regional and national networks. (d) aim for Barking and Dagenham to be at the forefront of service development and provision where possible; take an active interest in related performance indicators and rankings, including visiting Beacon Councils and exemplars of good practice (e) as appropriate, enlist the assistance of non Executive Members of your choice in the portfolio role, but strictly on the basis that colleague helpers take no responsibility for Executive matters (f) represent the Executive at the Scrutiny Management Board (SMB) in connection with any related matter that may be Called In. Similarly, attend the SMB, Scrutiny Panels or Policy Commissions at their request in connection with any issues associated with your portfolio that are being scrutinised. In this connection, understand the role of scrutiny and help to foster a healthy relationship between the Executive and the SMB. Where appropriate, suggest areas for possible scrutiny to the SMB Page 3 (g) be proactive in relation to media and publicity issues; act as spokesperson for related press enquiries (h) be aware of issues of importance to the community and other stakeholders concerning your portfolio services (for example, through issues raised at Community Forums), and work in partnership towards implementing the Community Strategy (i) take the lead, as required, on any cross cutting Best Value reviews associated with the portfolio (j) take responsibility (with two Member colleagues of your choice), for the personal performance monitoring of JNC officers linked to your portfolio (k) be aware of key budgetary opportunities and threats affecting your portfolio services. • Represent the Council on external bodies, as appointed, and feedback to the Executive any issues of relevance/importance. Attend meetings with stakeholders and visit sites as appropriate. • Facilitate a corporate leadership role where appropriate to do so, and foster links through partnerships such as the Barking and Dagenham Strategic Partnership. • Be responsible for continuous personal development. Take advantage of learning opportunities to build on understanding and knowledge, and to develop relevant skills. • Along with colleague Executive Members and The Management Team be available as appropriate for other Members to discuss any queries or matters of concern. Page 4 AGENDA ITEM 4 THE EXECUTIVE 28 JANUARY 2003 REPORT OF THE EXECUTIVE DIRECTOR OF HEALTH AND SOCIAL CARE NATIONAL SERVICE FRAMEWORK FOR OLDER FOR INFORMATION PEOPLE - LOCAL IMPLEMENTATION PLAN This report refers to The National Service Framework for Older People (NSF), which sets new national standards in health and social care for all older people whether they live at home, in residential care or are cared for in hospital. The NSF and its associated action plans have (with regard to older people’s services) taken forward previous Joint Investment and Community Care Plans. Reports taken to the Executive for Decision both recently and for some years to come are likely to concern actions that are influenced by the NSF standards. Summary The NSF for Older People is issued as guidance under Section 7(1) of the Local Authority Social Services Act 1970 and is part of a national programme of NSFs designed to drive up standards and reduce unacceptable variation in health and social care. The NSF focuses on: • Rooting out age discrimination (a key principle underlying the new Fair Access to Care policy). • Providing person - centred care with older people treated as individuals with respect and dignity (an important aspect of the new Intermediate Care Strategy and all new service developments) • Promoting older people’s health and independence (which links to the Council Priorities and the Older People’s Service Scorecard). These principles underline eight major standards, each with action plans, milestones and targets. Recommendations / Reasons The Executive is asked to note that this report provides an overview of the NSF standards and local arrangements for managing their implementation, together with work in progress and planned.