MILTON KEYNES COUNCIL

MILTON KEYNES COUNCIL

Submission to the Local Government Boundary Commission for England on Council Size as part of the Electoral Review of Milton Keynes Council

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CONTENTS

Page 1. Introduction 3

2. The Borough of Milton Keynes 4 to 8

3. Political Management 9 to 10

4. Councillor Roles and Functions 11 to 12

5. Review Criteria: 13 to 14

(i) Community Identity

(ii) Effective and Convenient Local Government

(iii) Equality of Representation

6. Reasons for Increase in Membership 15 to 16

Annexes: Annex A Housing Forecast by Ward 17

Annex B Schedule of Parishes and Borough 18 to 22 Wards

Annex C Cabinet Portfolios 2011/12 23

Annex D Executive Scheme of Delegation 24 to 39

Annex E Calendar of Meetings 2011/12 40 to 45

Annex F Calendar of Meetings 2012/13 46 to 51

Annex G Membership of Committees 2011/12 52 to 57

Annex H Code of Conduct for Members 58 to 68

Annex I Scheme of Councillors’ Allowances 69 to 79 2011/12

Annex J Schedule of Outside Bodies 80 to 83

Annex K Summary of Responses to Councillors’ 84 Activities Survey

Annex L Schedule of Current Wards 85

Annex M Peer Challenge Report - 86 to 101 December 2011

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Introduction

1. The Local Government Boundary Commission for England plans to conduct a review of the electoral arrangements of Milton Keynes Council during 2012, and has asked for the Council’s view on Council size.

2 Milton Keynes Council was created as a District Council in 1974 following the Local Government Act, 1972. As a result of the Local Government Act, 1992, Milton Keynes was considered as a potential Unitary Authority, and the Local Government Commission described the Borough as potentially “one of the great cities of England”. Accordingly, the Secretary of State and Parliament approved designation of the area as a Unitary Authority and the Buckinghamshire (Borough of Milton Keynes) Structural Change Order 1995 came into effect from 1 April 1997.

3. The Order increased the number of Members on the Council from 46 to 51.

4. Following an interim electoral review in 2000, the Borough of Milton Keynes (Electoral Changes) Order 2001 redistributed seats amongst the 51 Councillors, and this remains the basis of the electoral arrangements at the Council.

5. In the 2001 Order, seats were allocated on the basis of one Councillor to approximately 3,000 electors. Table 1 shows how the projected growth in the electorate will change the ratio of councillors to electors over the next 15 years.

6. The Local Government Boundary Commission for England (the Commission) is required by statute to take into account any changes to the number and distribution of electors that are likely to take place within five years following the completion of a review (i.e. the period 2013/2018). On the basis of this projection and the expectation placed on its Members, the Council is seeking to increase the number of Members from the present 51 to 57 with effect from the Council Elections in 2014.

7. This submission addresses the nature of Milton Keynes as a local government area, political management of the Council, and the roles of Members, addresses the Commission’s criteria for an electoral arrangements review, and sets out the Council’s reasons for proposing an increase in membership.

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The Borough of Milton Keynes

1. Description

1.1 Milton Keynes was designated as a new town in 1967, bringing together a number of urban and rural district councils in north Buckinghamshire. At the time, the population of the area was a little over 60,000. In the intervening 45 years, it has grown to 250,000, demonstrating the largest population growth in the country.

1.2 The area became a Borough Council in 1974, but the responsibility for the development of the new town area remained with Milton Keynes Development Corporation until its demise in 1992. Following this, the responsibility for continuing the development of the area rested with the Commission for the New Towns, English Partnerships, and latterly the Homes and Communities Agency. The Agency’s arm in Milton Keynes, Milton Keynes Partnership, ceased to exist in 2011, although, pending legislation, a Sub-Committee of the Homes and Communities Agency still retains development control powers in the developing areas.

1.3 The Council itself was designated as a Unitary Authority following the Local Government Act 1992, and assumed all local authority powers, except the development control powers referred to above, with effect from 1 April 1997. It is expected that, later in 2012, the final development control powers will be transferred to the Borough Council.

1.4 The majority of the development has taken place in the designated new town area to the south and west of the Borough. The area to the north and east of the Borough retains its rural nature with occasional villages and market towns.

1.5 Although not yet formally designated as a city by H.M. The Queen, the authorities and residents refer to Milton Keynes as a city, and this will be evident in this submission.

2. Centres for Cities

2.1 The Centres for Cities report, 2012, identifies Milton Keynes as one of the “five to watch”. The report states “cities such as Milton Keynes and Aberdeen are well placed to drive the national economic recovery in this difficult economic climate. They have seen high number of business start ups, they have larger pools of highly skilled residents and they are highly innovative with significant numbers of patents registered”.

3. Index of Multiple Deprivation

3.1 On the other hand, there are areas of Milton Keynes which demonstrate high levels of deprivation. In the Index of Multiple

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Deprivation 2010, Milton Keynes was ranked 211th out of 354 overall (with 1 being the most deprived). However, there are 7 Lower Super Output Areas (LSOAs) in Milton Keynes which are within the most deprived 10% in England, and 24 LSOAs within the most deprived 30%. By contrast, 17 areas are within the least deprived 10%. These are in the rural areas, Newport Pagnell and some areas in the new city area.

4. Corporate Plan

4.1 The Council’s Corporate Plan for 2012/16, approved by the Council on 11 January 2012, sets out how the Council and its partners will work together to achieve their collective ambitions for Milton Keynes.

4.2 The vision is:

- to ensure Milton Keynes is a premier “can do” place of the 21st Century. The city, together with the rural parts of the Borough, will continue to be a wonderful place to live, work, learn, shop and relax;

- to secure sustainable housing and employment growth that is advantageous for Milton Keynes, subject to the timely provision of infrastructure and proactive regeneration to ensure no areas are left behind and that a two-speed city does not result;

- that people and firms will want to move here and stay here, and visitors will want to come here and come back often. Milton Keynes will have a compelling “offer” that includes rising standards of living and a safe and good quality of life for all;

- to create homes and neighbourhoods in new areas or through regeneration to help make our compelling “offer” a reality;

- that our residents have access to all services they need and have the support to access opportunities and enjoy a healthy and good quality of life. Above all, we must ensure that Milton Keynes offers job and career opportunities for all through an enterprising and thriving economy.

5. Development Areas

5.1 The Borough is expected to expand by 25,740 dwellings by 2026 (13,220 by 2018). Annex A shows how this development is spread unevenly across the Borough Wards, ranging from 2 properties in Furzton Ward to 6,345 in Stony Stratford Ward.

5.2 Although this pace of change seems to be phenomenal (1,700 properties per year), it is in line with the pace that Milton Keynes has

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experienced over the last 45 years. The projected effect on the ratio of Councillors to electors is demonstrated in Table 1:

TABLE 1 - RATIO OF COUNCILLORS TO ELECTORS

Membership 2001 2012 (Actual) 2018(Projected) 2026(Projected) 51 1:3000 1:3635 1:4020 1:4372 57 - 1:3253 1:3596 1:3912

5.3 The Council acknowledges that the growth on the electorate is not, in itself, a reason for increasing the number of councillors. The impact of growth on Members’ workloads is demonstrated later.

6. Regeneration Areas

6.1 The Council is pursuing regeneration initiatives in the Lakes Estate (Eaton Manor Ward), and employs community engagement resources, mainly Community Mobilisers, in 16 other estates.

6.2 The Neighbourhood Employment Programme is designed to engage with unemployed people in the regeneration areas. The Programme has been allocated £200,000 to engage with the unemployed to offer appropriate employability skills that can assist them to improve employment opportunities, increase their income and minimise the effects of welfare reforms.

7. Partnerships

There is a history of strong partnership working in Milton Keynes that existed before there was a requirement for more formal arrangements.

7.1 Local Strategic Partnership

In 2001 the government published non statutory guidance on Local Strategic Partnerships (LSP) and in June 2002 Milton Keynes held its first LSP meeting following extensive consultation with partners. The LSP continued to evolve to meet government requirements and local needs. This included the establishment of an Executive Board, Performance Group, task and finish groups, strategic and thematic partnerships to co-ordinate the delivery of the Milton Keynes Sustainable Community Strategy and more latterly the Local Area Agreement.

In 2010, following the establishment of the coalition government and the financial challenges the Council found itself facing, the Cabinet, at its meeting on 27 July 2010, resolved that the Council should no longer seek to oversee what could equally well be managed by others, and that , while remaining strategic and supportive, it should therefore cease to administer activities such as the Local Strategic Partnership. Working formally through the LSP ceased following that decision.

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However, partnership working remains an important way of working. A number of the former LSP thematic partnerships continue to operate in Milton Keynes and Council colleagues continue to work with partners to deliver the Council’s priorities and services outside of the formal LSP structure that previously existed.

7.2 South East Midlands Local Enterprise Partnership

The Council was a founder member of the South East Midlands Local Enterprise Partnership, which also incorporates the Unitary Authorities of Bedford, Central Bedfordshire and Luton and seven District Councils in Buckinghamshire, Oxfordshire and Northamptonshire.

7.3 Community Safety

The Council is a leading member of the Milton Keynes Community Safety Partnership. At the local level, the Council supports 37 Neighbourhood Action Groups and many Members take leading roles in them.

7.4 Fire

The Council is a constituent authority in the Buckinghamshire and Milton Keynes Combined Fire Authority, appointing five Members to the Authority, including its Vice-Chair, and supporting the Authority by providing the Clerk and Committee support services.

7.5 Police and Crime Commissioner

Later in the year, the Council will be represented on the Police and Crime Panel to scrutinise the work of the newly-elected Police and Crime Commissioner.

7.6 Health and Wellbeing

The Council has been accepted as a founder Council for the establishment of a Health and Wellbeing Board. The Shadow Board is in place, and the Full Board will be effective from 1 July 2012.

8. Parishes

8.1 Unusually amongst predominantly urban authorities, Milton Keynes is fully-parished. In total there 51 parishes in the Borough, with 39 parish councils (three of which are grouped) and 9 separate Parish Meetings. The electorates of the parishes range from 11 (Whitehouse) to 17,934 (Shenley Brook End and Tattenhoe). In total there are 400 parish council seats, 18% of which were contested at the last Elections.

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8.2 6 parish councils have achieved quality parish status, and several are highly active in the provision of services to their communities. Parish precepts range from £0 to £147 for a Band D property.

8.3 The Borough Council hosts a Parishes Forum which meets quarterly, and provides an opportunity to share information and knowledge between and across the Borough Council and the parishes.

8.4 In some areas, parishes meet together with the Borough ward members in area consultative forums.

8.5 The Council was instrumental in establishing a Protocol with parishes in its area, and this has recently been refreshed and adopted by the Council on 26 October 2010. The Protocol describes the relationship between the Council and parish councils in terms of consultation, communication, services, elections, grants, parish plans and training. It is a matter for each of the parishes in the area to decide whether or not it wishes to adopt the Protocol and, to date, 37 parish councils have done so.

8.6 The Localism Act, 2011, provides for the establishment of neighbourhood plans, and the Borough Council and some local parish and town councils have been successful in bids to the Department of Communities and Local Government for the neighbourhood plans frontrunners scheme. As a result, five referendums may take place later in 2012.

8.7 The Central Milton Keynes area has been identified for frontrunner status for a Business Neighbourhood Plan, and the Central Milton Keynes Town Council is acting as lead authority, supported by the Borough Council and city centre businesses, in pursuing this initiative.

8.8 Borough Councillors seek to maintain effective relationships with the parishes within their wards. In a survey of Councillors’ activities, 19 reported that they also serve on parish/town councils. The present ward/parish boundaries mean the number of parishes in a Borough ward range from less than 1 to 12. A schedule of parishes, showing a relationship with Borough wards, the number of Councillors, and the number of contests, appears at Annex B.

8.9 The Borough Council has recently completed two community governance reviews. The first examined all parishes in the Borough, made several minor changes, and established two new parishes in the developing Western Expansion Area. The second review related to two specific areas, and resulted in the establishment of one new parish, and the transfer of two substantial areas between existing parishes.

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Political Management

1. The Council operates in accordance with a Constitution which was agreed in 2001, following the Local Government Act, 2000, and has been reviewed and revised frequently since then.

2. The current political make-up of the Council is:

Conservative - 21 Members

Liberal Democrats - 17 Members

Labour - 9 Members

Independent - 4 Members

3. The Full Council is responsible for approving the budget and the major policy documents, but Council meetings are principally the forum for political debate and holding the Cabinet to account through public and Member questions.

4. The Council operates a Leader and Cabinet form of executive. The Cabinet is responsible for all the executive decision-making, operating under a Scheme of Delegation approved by the Leader of the Council. The current Cabinet portfolios are shown at Annex C. The current Scheme of Delegation is shown at Annex D.

5. The Council has eight standing overview and scrutiny bodies. The Overview and Scrutiny Management Committee is responsible for the approval of work programmes for the Select Committees, and the allocation of resources to support investigations. There are five Select Committees covering the areas of:

- Children and Young People;

- Economic Development and Enterprise;

- Health and Community Wellbeing;

- Partnerships and Growth; and

- Safer and Stronger Communities.

The Budget Review Group is responsible for monitoring the budget during the year, and contributing to the development of budgets for subsequent years. The Executive Scrutiny Panel deals exclusively with called-in decisions.

6. The Council operates an open system of call-in. Any Member of the Council, any parish council (through its Clerk or Chairman) or any 20

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residents of the Borough may call-in an executive decision within five days of the decision being published. The Executive Scrutiny Panel will then meet within ten days of the call-in deadline to consider the called-in item, and may refer the matter back to the decision maker for further consideration or, in matters of policy, to the Council for consideration. However, an informal system of mediation is adopted between the receipt of a called-in item and the meeting of the Executive Scrutiny Panel so that the concerns of the caller-in may be addressed, or at least the terms of the call-in can be clarified. In 2011/12 to date, six decisions have been called-in, but three were resolved before needing to be considered by the Executive Scrutiny Panel.

7. In addition, task and finish review groups are set up from time to time to look at particular subject areas. Review groups tend to meet frequently over a short time period. Recent review groups have considered maternity services at the local hospital, transfer of assets from the Homes and Communities Agency, the Corporate Plan and performance reporting and the provision of gypsies and travellers’ sites.

8. In total, 41 Members of the Council serve on one or more Overview and Scrutiny bodies.

9. The Council also appoints the following “quasi-judicial” committees:

- Audit Committee;

- Development Control Committee;

- Licensing Committee; ) common membership - Regulatory Committee; and )

- Standards Committee

10. The Committees have different cycles of meetings. The calendar of meetings for 2011/12 and 2012/13 are attached at Annex E and F. Most meetings are held in the evening.

11. The memberships of Committees varies. The Cabinet currently comprises the Leader and six other Cabinet Members. The current membership of Committees is shown at Annex G. The Council operates a substitutes system, where this is legally permissible, but as meetings are held in the evenings, attendance is usually very good.

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Councillor Roles and Functions

1. The role of Councillors is set out in the Council’s Constitution as follows:

“All Councillors will:

- collectively be ultimate policy makers and carry out a number of strategic and corporate management functions;

- contribute to the good governance of the area and actively encourage community participation and citizen involvement in decision-making;

- effectively represent the interests of the communities of their wards;

- promote the social, economic and environmental wellbeing of all the people in Milton Keynes;

- respond to constituents enquiries and representations, fairly and impartially;

- participate in the governance and management of the Council; and

- maintain the highest standards of conduct and ethics.”

2. Councillors have right of access to such documents, information, land and buildings of the Council as necessary for the proper discharge of their functions and in accordance with the law. They are required not to make public any information which is confidential or exempt without the consent of the Council, or divulge information given in confidence to anyone other than a Councillor or officer entitled to know it.

3. A copy of the Council’s current Code of Conduct is attached at Annex H

4. Councillors receive basic allowances and special responsibility allowances in accordance with an approved Scheme of Allowances. The Scheme of Allowances for 2011/12 is attached at Annex I, and has been re-adopted for 2012/13. 33% of Members receive special responsibility allowances under the Scheme.

5. Members also sit on a number of Civil Society Organisations (voluntary and community bodies) as representatives appointed by the Council. This amounts to about 100 appointments. A schedule of the number of outside bodies, and the attendance record of the Council’s representatives in 2010/11 is at Annex J.

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6. Several councillors also serve on school governing bodies, with as representatives of the local authority or in their own right.

7. A summary of a recent survey of Councillors activities, conducted in conjunction with this submission, appears at Annex K. It indicates that:

- the average length of service of Milton Keynes Councillors is 8.4 years (compared to 9.4 years nationally);

- 33% of Members receive a Special Responsibility Allowance (57.4% nationally);

- the average time spent on Council business is 28.1 hours per week (23);

- 72.5% are male (68.5%);

- the average age is 51.9 (59.7); and

- 14% are retired (47.2%).

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Review Criteria

The Local Government Boundary Commission is bound to consider the following criteria when conducting a review of electoral arrangements:

- community identity;

- effective and convenient local government; and

- equality of representation.

1. Community Identity

1.1 Since its inception as a new town, Milton Keynes has successfully combined new communities with existing communities and urban communities with the rural communities. Milton Keynes’ residents constantly discuss the further development of the town and witness development taking place in various parts of the town at any time. It is this awareness of the continuing development of Milton Keynes which contributes highly to the community identity.

1.2 The development of Milton Keynes has been based largely on the creation of grid squares, separated into 1sq. km. areas by grid roads. The original concept was that each grid square would be developed as a self-contained village with its own shops, churches, schools and community facilities. This means that residents identify with their grid squares as well as with the Borough as a whole.

1.3 The Borough is currently divided into 23 wards returning one, two or three Members each. Annex L provides a short description of each of the wards of the Borough in terms of electorate, number of Councillors returned and political make up.

2. Effective and Convenient Local Government

2.1 Milton Keynes has for some years been a model of localism. Since 2000, the Borough has been fully parished and the Borough Council works closely with parish councils as well as smaller neighbourhood groups in the development and implementation of its policies.

2.2 The Comprehensive Area Assessment report in 2010 stated:

“Local people expressed high and improving satisfaction with Milton Keynes as a place to live - higher than similar areas. More people than the national average feel that they can influence decisions that affect where they live and show growing confidence that people treat each other with respect. “

2.3 A recent survey shows that in Milton Keynes, 83% of people were satisfied with their immediate local area as a place to live. This is

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higher than the average for similar areas and the national average of 81%.

2.4 In the autumn of 2011, the Council took part in one of the first Corporate Peer Challenges delivered by the Local Government Association. The report of the Peer Challenge Team identified that the Council has clear political direction and “the real energy demonstrated by the Cabinet Members that we met is reflected with the ambition being shown by the Council”. The Peer Challenge Group noted that, for the first time in its history, the Council has a real opportunity to be the primary influencer of the future direction of Milton Keynes through assuming the functions and powers of the Homes and Communities Agency. The Peer Challenge Group’s full report is attached at Annex M.

2.5 Milton Keynes has benefited over the years from co-terminus partnership working with Milton Keynes Partnership and the Primary Care Trust, both of which are no longer in existence. However, several other partner organisations, including voluntary and community organisations, are organised on Milton Keynes’ boundaries.

2.6 The Council is currently in negotiation with the Homes and Communities Agency relating to the transfer of approximately 1,000 parcels of land, of varying sizes, which have previously been held by the Homes and Communities Agency for development and amenity purposes. If agreed, this transfer will give the Borough Council control of the land for the future development in Milton Keynes. The transfer of development control powers, also currently held by the Homes and Communities Agency, will need to be the subject of legislation which is planned for later in 2012.

3. Equality of Representation

3.1 When the current ward boundaries were established in 2001, they were developed on the basis of one Councillor representing 3,000 electors. With the development of Milton Keynes which has taken place in the meantime, this ratio has now increased to 1:over 3,500, and with the planned continued development of Milton Keynes, the ratio will be 1:4,000 by 2018.

3.2 However, this increase in ratio of Councillors to electors is not evenly distributed across the whole Borough. At present, the ratio ranges from 1:2,888 in Newport Pagnell South Ward to 1:5,194 in Middleton Ward. By 2018, the range, on current projections, will vary between 1:2,850 in Newport Pagnell South Ward and 1:7,500 in Middleton Ward. In other words, a vote in Newport Pagnell South Ward will be worth 2.5 votes in Middleton by that time.

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Reasons for Increase in Membership

1. Previous evidence sets out the reasons for a review of the electoral arrangements to improve equality of representation.

2. It is important to stress the impact of the growth of Milton Keynes on the workload of councillors. Managing the growth both from a decision- making point of view and through their community development role places a greater than normal burden on Milton Keynes Councillors:

- A new primary school is opened every year on average, just so that the allocation of school places can stand still. Local councillors are invariably involved in the planning and consultation surrounding such schemes and often put themselves forward for membership of the founding governing bodies.

- Roads and pavements in developing areas are unadopted, and remain so for several years after initial occupation. This means that councillors do not just raise concerns with the local authority, but have to contact the developers to secure improvements to highways. In some cases, there can be several developers involved in one estate, and this, in turn, can lead to the councillor having to negotiate in disputes between developers.

- New residents need developing and bringing together to form communities. In the absence of a resource from the statutory agencies, it often falls to the local councillor to establish the networks and organisations that create a community spirit.

- The Milton Keynes population is not homogeneous. It comprises families who have lived here since before the development started, families who have moved here as overflow from London and other cities, dependent relatives who have moved here to be with their families, and many black and ethnic minority residents. Each different group presents different issues for Councillors.

- As a result of the government’s legislative programme, councillors will be expected to take on more and more responsibility in their areas. As community leaders, they will be involved in neighbourhood plans, community rights to build, etc. and the Council is expected to take on many of the public health functions previously carried out by the Primary Care Trust.

3. The Council does not currently have specific role profiles for Councillors, but work to this end is currently underway. The Council has retained the services of Martin Horton, a well known consultant in local government circles, and he has interviewed Members about their

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roles prior to establishing detailed role profiles. Martin has commented as follows:

“In all the meetings I had there was a real stress put on the primary importance of the ward councillor role and the degree to which this is vital in connecting the Council to its communities and citizens:

- to lead and champion interest for the local community;

- to involve and consult on key decisions;

- to empower the community to engage in local governance;

- to communicate and inform;

- to forge local partnerships and look for new forms of resource;

- to represent the Council to the community and the community to the Council.

In a council with a greater emphasis on the executive and (to a lesser extent) scrutiny, the focus would tend to be internal and the role of the Councillor on the internal workings of the Council. In Milton Keynes, the focus is much more balanced and every councillor, as a ward councillor, has a significant part to play alongside the executive and scrutiny. Therefore, increasing the number of councillors will strengthen the above and strengthen the democratic legitimacy and appropriateness of decision- making by ensuring that the capacity exists to properly engage with the community.”

4. This emphasis on constituency work is demonstrated in the survey of activities (Annex K) which shows that, on average, Members spend 11.3 hours per week engaging with constituents, compared to 11 hours per week in Council meetings.

5. It is the view of the Council, therefore, that, to reflect the growth in Milton Keynes, to properly manage the increased leadership role of the Council following the transfer of assets from the Homes and Communities Agency, and to maintain the link between councillors and their constituents demonstrated above, the number of Councillors to be elected to Milton Keynes Council should be increased from the present 51 to 57 as part of the electoral arrangements review to take effect from the local elections in 2014.

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ANNEX A Total Councillors for Contested at last Parish/Parish Ward Borough Ward Councillors Parish election Abbey Hill Stony Stratford 5 5 Yes

Astwood & Hardmead(Grouped) Sherington 6 6 No

Bletchley and Fenny Stratford - Central Bletchley Bletchley & Fenny Stratford 3No Bletchley and Fenny Stratford - Eaton North 3No Bletchley and Fenny Stratford - Eaton South 3No Bletchley and Fenny Stratford - Fenny Stratford 3No Bletchley and Fenny Stratford - Granby 1No Bletchley and Fenny Stratford - Manor North 1No Bletchley and Fenny Stratford - Manor South 3No Bletchley and Fenny Stratford- Newton Leys 118No

Bow Brickhill Danesborough 5 5 No

Bradwell - Bradwell Bradwell 3 No Bradwell - Bradwell Common 3No Bradwell - Heelands 410No

Broughton & Milton Keynes (Grouped)- Broughton & Atterbury Middleton 6 No

Broughton & Milton Keynes (Grouped)- Milton Keynes Village 6 12 No

Campbell Park - Fishermead Campbell Park 5 No Campbell Park - Oldbrook 7No Campbell Park - Springfield 3No Campbell Park - Woolstone 217No

Castlethorpe Hanslope Park 7 7 Yes

Central Milton Keynes - Central Milton Keynes East Campbell Park 3 Yes Central Milton Keynes - Central Milton Keynes West Campbell Park 3 No ANNEX B Central Milton Keynes- Campbell Park Linford South 2 8 No Total Councillors for Contested at last Parish/Parish Ward Borough Ward Councillors Parish election Clifton Reynes and Newton Blossomville (Grouped) Olney 55No

Emberton 77No

Great Linford - Conniburrow Bradwell 3 No Great Linford - Downhead Park and Willen Park Linford South 3 No Great Linford - Downs Barn Linford South 2 No Great Linford - Giffard Park & Blakelands Linford North 3 No Great Linford - Great Linford Linford North 4 No Great Linford - Neath Hill Linford South 2 No Great Linford - Pennyland and Bolbeck Park Linford North 2 No Great Linford- Willen & Newlands Linford South 2 No Great Linford-Redhouse Park Hanslope Park 1 22 No

Hanslope Hanslope Park 9 9 Yes

Haversham/Little Linford Hanslope Park 7 7 No

Kents Hill, Monkston & Brinklow- Monkston Park Middleton 2 No Kents Hill, Monkston and Brinklow - Kents Hill and Walton Park 4 No Kents Hill, Monkston and Brinklow - Monkston and Kingston Middleton 5 11 No

Lavendon 88No

Little Brickhill 55No

Loughton - Great Holm Loughton Park 5 No Loughton - Loughton 510No

Moulsoe Sherington 5 5 No

New Bradwell Wolverton 7 7 Yes Total Councillors for Contested at last Parish/Parish Ward Borough Ward Councillors Parish election Newport Pagnell - Newport Pagnell North Newport Pagnell North 8 No Newport Pagnell - Newport Pagnell South Newport Pagnell South 8 16 No

North Crawley Sherington 7 7 No

Olney Olney 15 15 Yes

Ouzel Valley Parish- Passmore Middleton 2 No Ouzel Valley Parish- Woughton on the Green North 3 No Ouzel Valley Parish- Woughton on the Green South 2 No Ouzel Valley Parish- Woughton Park 29No

Ravenstone Olney 55No

Shenley Brook End & Tattenhoe - Emerson Valley S Emerson Valley 1No Shenley Brook End & Tattenhoe - Furzton North Furzton 2 No Shenley Brook End & Tattenhoe- Emerson Valley N Emerson Valley 2No Shenley Brook End & Tattenhoe- Furzton South Furzton 2 No Shenley Brook End & Tattenhoe- Kingsmead Emerson Valley 1No Shenley Brook End & Tattenhoe- Shenley Lodge Furzton 2 No Shenley Brook End & Tattenhoe- Tattenhoe Emerson Valley 2No Shenley Brook End & Tattenhoe-Shenley Brook End Emerson Valley 2No Shenley Brook End & Tattenhoe-Westcroft Emerson Valley 115No

Shenley Church End- Grange Farm & Hazeley Loughton Park 2 No Shenley Church End- Shenley Church End Loughton Park 4 No Loughton Park and Emerson Shenley Church End- Shenley Wood Valley 6 No Shenley Church End-Crownhill Loughton Park 3 15 No

Sherington Sherington 7 7 No Total Councillors for Contested at last Parish/Parish Ward Borough Ward Councillors Parish election Simpson & Ashland Parish- Ashland Bletchley & Fenny Stratford 5No Simpson & Ashland Parish- Simpson Village 3 8 No Stantonbury - Bancroft,Bancroft Pk,Blue Bridge Stantonbury 2No Stantonbury - Bradville Stantonbury 4 Yes Stantonbury - Stantonbury & Linford Wood Stantonbury 3 Yes Statntonbury- Oakridge Park Hanslope Park 1 10 No

Stoke Goldington Sherington 5 5 No

Stony Stratford - Fullers Slade Stony Stratford 2 No Stony Stratford - Galley Hill 2No Stony Stratford - Stony Stratford North 2No Stony Stratford - Stony Stratford South East 2 Yes Stony Stratford - Stony Stratford South West 210No

Walton- Browns Wood & Old Farm Park Walton Park 3 No Walton- Walnut Tree & Walton Park 4No Walton- Wavendon Gate 2No Walton-Caldecotte 110No

Wavendon Danesborough 7 7 No

West Bletchley - Abbeys Denbigh 4 No West Bletchley - Castles Whaddon 3 No West Bletchley - Church Green Bletchley & Fenny Stratford 3No West Bletchley - Counties Denbigh 3 Yes West Bletchley - Fairways Whaddon 3 No West Bletchley - Poets Bletchley & Fenny Stratford 2No West Bletchley - Racecourses Whaddon 2 No West Bletchley - Rivers Whaddon 3 No Total Councillors for Contested at last Parish/Parish Ward Borough Ward Councillors Parish election West Bletchley - Saints Whaddon 2 No West Bletchley - Scots Whaddon 3 28 No

Weston Underwood Olney 55No

Woburn Sands Denbigh 9 9 No

Wolverton & Greenleys - Greenleys Wolverton 3 No Wolverton & Greenleys - Wolverton East 4 Yes Wolverton & Greenleys - Wolverton West 5 Yes Wolverton & Greenleys- Hodge Lea 2No Wolverton & Greenleys- Stacey Bushes 216No

Woughton - Beanhill Woughton 3 Yes Woughton - Coffee Hall Woughton 4 No Woughton - Eaglestone Woughton 4 No Woughton - Leadenhall Woughton 1 No Woughton - Netherfield Woughton 4 No Woughton - Peartree Bridge Middleton 2 No Woughton - Tinkers Bridge Woughton 1 19 Yes

Parish Meetings

Calverton Stony Stratford Chicheley Sherington Cold Brayfield Olney Fairfields Stony Stratford Totals Gayhurst Sherington 36 Parish Councils 3 Grouped Parish Lathbury Sherington Councils Tyringham & Filgrave Sherington 400 Parish Councillors Warrington Olney 9 Parish Meetings Whitehouse Stony Stratford CABINET PORTFOLIOS 2011 - 2012

Leader of the Council Councillor A Geary

Councillor Councillor Councillor Hopkins Councillor Councillor Councillor Councillor A Geary Dransfield (Deputy Leader) A Morris Bint Brock P Geary Leader Children and Economic Growth and Transport Adult, Older Years Communities, Young People Development Development and Highways and Health Corporate Services and Transformation - and Enterprise - - -

Central Services, Adult Social Care, Housing Revenue Early Years, Economic Strategic Planning; Transport (including Employee Health Account, Schools, Development, including Highways Sustainability and Relations, and Wellbeing Landlord Function, Special Education Sustainable Development Public Transport), Workforce including Community Safety, Needs, Community Management, Highways, Efficiency, Care Homes, Leisure, School Planning Strategy, Urban Design and Traffic Council Plan, Older Peoples Culture (Arts, Sport and Organisation, Social Inclusion, Development Management, External Relations, Services, and Heritage) Youth, Equalities Management, Roads, Customer Care, Adult Learning Rural Strategy, Children’s and Diversity, Regeneration, Parking, External Difficulties, Landscape Social Care, Cohesion, Housing Strategy Bridges Communications, Mental Health and Countryside, Corporate Revenue and and Lighting, Finance, Services, Regulatory Parenting, Benefits, Road Safety, Capital Programme, Public Health, Services, Children and Adult Learning and Emergency Growth Area Fund, Respite Care, Parish and Families Partnership Skills (including Planning Community Personal Care Community Liaison, Adult Education and Infrastructure Fund, Budgets Audit, Libraries), MK Tariff Asset Strategy IT Infrastructure and and Management, Broadband , Internal PPP Contract, Communications, Waste and Property, Recycling Accommodation ANNEX C and Facilities, Performance Improvement and Value for Money ANNEX D

Milton Keynes Council Constitution

Part 3, Section 1 Responsibility for Leader and Cabinet Functions (LEADER’S EXECUTIVE SCHEME OF DELEGATION)

Remit 1. The Leader has established a Cabinet to include six other Members of the Council, including a Deputy Leader. The Leader has allocated a portfolio of executive and leadership responsibilities for each of these Cabinet Members, whose terms of reference are described in the following pages. 2. The Leader and Cabinet are responsible for all of those functions of the Authority that are not expressly reserved to other parts of the Council under these constitutional arrangements. These are known as executive functions. 3. The Leader may discharge any of the functions that are the responsibility of the Leader and Cabinet him or herself or may arrange for the discharge of those functions by the Cabinet as a whole, by another member of the Cabinet, by a committee of the Cabinet or by an officer of the authority. These arrangements are described below. 4. More information is set out in Article 7 of the Council’s Constitution Limitations 5. Those functions that may not be executive functions and do not fall under the responsibility of the Leader or Cabinet, in whole or in some other specified way, are listed in Part 3 of the Council’s Constitution. 6. In discharging responsibility for the executive functions of the authority, the decision maker must be aware of the limitations placed upon them. These limitations are that any decision in exercise of an executive function is to comply with: (a) the Budget set by full Council; (b) the Policy Framework set by full Council; (c) the Authority’s − Access to Information Procedure Rules (including key decision and call-in provisions); − Executive Procedure Rules; − Budget and Policy Framework Procedure Rules;

December 2011 1 of 16 (V1) -/06/10 Milton Keynes Council Executive Scheme of Delegation

(d) an expectation that the Authority’s − Financial Regulations; − Contract Standing Orders; and − other applicable Articles, procedure rules or standing orders as set out elsewhere in the Council’s Constitution; will have been complied with in all but the most exceptional circumstances (and if not then explained fully in the minuted reasons for the decision); and (e) any legislative requirements and all applicable rules of law. Arrangements for Discharge of Functions 7. The following sets out how the Leader has decided to arrange for the discharge of executive functions. The Leader may amend these arrangements but will [normally] only do so after first informing a public meeting of the Cabinet. 8. Key Decisions (defined at Article 14 of the Council’s Constitution) may be taken by a relevant Cabinet Committee, by the Cabinet Member under whose portfolio the function falls or by the Chief Executive, Corporate Director or Assistant Director under whose managerial responsibility the executive function falls. 9. Where a Cabinet Committee has been established, its terms and functions are described below. 10. Certain procurement and financial decisions will, according to the value of the transaction concerned, be reserved to the Cabinet, Cabinet Procurement Committee or grade of officer as set out in the Annex to this Scheme. 11. Each Cabinet Member’s portfolio of responsibility is described below. That portfolio sets out the range of executive functions for which the Cabinet Member may be called upon to make a key decision about or to lead the debate when related matters come before a meeting of the Cabinet. 12. Under each portfolio, certain decisions that would otherwise fall within the scope of each Cabinet Member’s portfolio will be reserved for consideration and decision by a meeting of the Cabinet or Cabinet Committee. 13. Under each portfolio, certain decisions that would otherwise fall within the scope of the managerial responsibility of the Corporate Director or Assistant Director concerned may be reserved for consideration and decision of the Cabinet Member under whose portfolio the function falls. 14. Regardless of any other delegation or rule within these arrangements, the Chief Executive may take any key decision which he or she considers necessary on the grounds of urgency, efficiency, or cost.

December 2011 2 of 16 Milton Keynes Council Executive Scheme of Delegation

15. All other matters that do not constitute a key decision are delegated to the Chief Executive, Corporate Director or Assistant Director under whose managerial responsibility the executive function falls. 16. Even where the Chief Executive, Corporate Director or Assistant Director hold delegated authority, they must consult the relevant Cabinet Member where the circumstances are particularly sensitive or if the decision in question involves changes to policy or strategy and, following consultation, they will normally report the matter to the Cabinet where the Cabinet Member indicates a preference for this. 17. The Chief Executive, Corporate Director or Assistant Director may delegate any of their responsibilities or powers in exercise of executive functions to any other officer to whom they consider it appropriate to discharge those functions. 18. There are additional executive and non-executive functions allocated to specific statutory and non-statutory officers as set out in the Constitution. 19. The management structure of the Authority is set out in Part 7 of the Constitution.

December 2011 3 of 16 Milton Keynes Council Executive Scheme of Delegation

LEADER

COUNCILLLOR ANDREW GEARY

Portfolio Terms of Reference

1. Central Services 2. Employee Relations 3. Workforce Efficiency 4. Development of the Council Plan 5. External Relations 6. Customer Care 7. External Communications 8. Finance 9. Capital Programme 10. Growth Area Fund 11. Community Infrastructure Fund 12. Matters concerning MK Tariff 13. All other executive functions not otherwise listed within Cabinet portfolio terms of reference listed below 14. Any executive function that fall to be discharged by the Leader and Cabinet that the Leader may wish from time to time to have reserved to him or herself or to be discharged in a different manner to the general delegation arrangements described below.

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to a portfolio’s Terms of Reference. (iii) Such other matters as the Leader may from time to time reserve to Cabinet for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader may from time to time reserve to him or herself for decision

December 2011 4 of 16 Milton Keynes Council Executive Scheme of Delegation

DEPUTY LEADER

CABINET PORTFOLIO: ECONOMIC DEVELOPMENT & ENTERPRISE

COUNCILLOR HOPKINS

Portfolio Terms of Reference

1. Economic Development 2. Sustainable Community Strategy 3. Social Inclusion 4. Equalities and Diversity 5. Cohesion 6. Revenue and Benefits 7. Adult Learning and Skills (including Adult Education and Libraries) 8. PPP Contract 9. Waste and Recycling 10. IT Infrastructure and Broadband (including share-holder representative to MKConnect Ltd.)

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) To consider proposals for establishing, enlarging, closing or changing libraries and information services. (iv) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision

December 2011 5 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PORTFOLIO: CHILDREN AND YOUNG PEOPLE

CLLR DRANSFIELD

Portfolio Terms of Reference

1. Early years 2. Schools 3. Special Education Needs 4. School Planning and Organisation 5. Youth 6. Children’s Social Care 7. Corporate Parenting 8. Children and Families Partnership

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) To consider proposals for establishing, closing or a school. (iv) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision

December 2011 6 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PORTFOLIO: GROWTH AND DEVELOPMENT

COUNCILLOR ANDREW MORRIS

Portfolio Terms of Reference

1. Strategic Planning 2. Urban Design and Development Management 3. Highways 4. Regeneration 5. Housing Strategy

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters a the Leader directs or the Cabinet may from time to time reserve to itself for decision.

December 2011 7 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PORTFOLIO: TRANSPORT AND HIGHWAYS

COUNCILLOR BINT

Portfolio Terms of Reference

1. Transport (including Sustainability and Public Transport) 2. Highways 3. Traffic Management 4. Roads 5. Parking 6. Bridges and Lighting 7. Road Safety 8. Emergency Planning

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision

December 2011 8 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PORTFOLIO: ADULT, OLDER YEARS AND HEALTH

COUNCILLOR BROCK

Portfolio Terms of Reference

1. Adult Social Care 2. Health and Wellbeing, including (a) Care Homes (b) Older Peoples Services (c) Adult Learning Difficulties (d) Mental Health Services (e) Public Health (f) Respite Care (g) Personal Care Budgets

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision

December 2011 9 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PORTFOLIO: COMMUNITIES, CORPORATE SERVICES AND TRANSFORMATION

COUNCILLOR PETER GEARY

Portfolio Terms of Reference

1. Housing Revenue Account 2. Landlord Function 3. Community Safety 4. Leisure 5. Culture (Arts, Sport and Heritage) 6. Rural Strategy 7. Landscape and Countryside 8. Regulatory Services (where an executive function) 9. Parish and Community Liaison 10. Audit 11. Asset Strategy and Management 12. Internal Communications 13. Property 14. Accommodation and Facilities 15. Performance 16. Improvement and Value for Money

Matters reserved within this portfolio to the Cabinet:- (i) All relevant matters reserved for Cabinet level decision as detailed in Rules of Procedure. (ii) Policy developments of strategic significance relating to the portfolio’s Terms of Reference. (iii) Declaration of any Compulsory Purchase Order. (iv) Freehold acquisitions, disposals and appropriations of property (excluding Right to Buy and Leasehold Reform Act sales) but, in all cases, only where the market value exceeds £500,000. If the property in question is to be disposed or acquired by the means of an auction, then the market value should be estimated in advance by the responsible Assistant Director through the office of the Valuer to the Council for the purpose of this reservation

December 2011 10 of 16 Milton Keynes Council Executive Scheme of Delegation

(v) Disposals of land and property at less than best consideration. (iii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision Matters reserved within this portfolio to the Cabinet Member:- (i) All relevant matters reserved for Member level decision as detailed in Rules of Procedure. (ii) Such other matters as the Leader directs or the Cabinet may from time to time reserve to itself for decision

December 2011 11 of 16 Milton Keynes Council Executive Scheme of Delegation

CABINET PROCUREMENT COMMITTEE

1 Terms of Reference To exercise the functions of the Cabinet in respect of all contracts for procurement of works, goods or services. 2 Membership (a) Appointment. The Cabinet Procurement Committee will consist of three to five members appointed by the Leader. There is no power to co-opt. (b) Chair. The Leader or Deputy Leader, if present, will take the role of Chair and Vice-Chair of the Committee. (c) Quorum. Except where decisions are to be made by the Leader as advised by the Committee, business shall not be transacted at a meeting of the Committee unless at least three members are present. 3 Functions The Cabinet Procurement Committee will exercise the following functions and those matters which flow from them, which are executive functions. (a) To undertake initial consideration of large procurement related projects, defined as non-property related projects between the value of £100,000 and £20,000,000, including the consideration of initiation documents, full business cases and specification and the consideration of procurement projects where there is a TUPE transfer by the Council. (b) To authorise officers to issue specification and invitations to tender and, where within budget, to make an award of contract to the tenderer assessed as providing the highest score against the agreed MEAT (most economically advantageous tender) criteria in respect of large procurement projects (c) To promote, oversee and monitor performance improvement regarding the full range of procurement activities, including Capital, Social Care and ICT projects, involving receipt of reports concerning (d) To oversee and monitor procurement and contract activity, including: (i) reviewing the S151 Officers decisions to waive Contract Procedure Rules; (ii) review of tenders and award of contracts on behalf of Cabinet in accordance with the Scheme of Delegation; (iii) approval of contract variations, extensions and novations;

December 2011 12 of 16 Milton Keynes Council Executive Scheme of Delegation

(iv) benefit realisation (post implementation) reviews; (v) contract performance management; and (vi) the commissioning cycle. (e) To review, approve or make recommendations to Cabinet concerning the Procurement Strategic Plan and the Procurement Forward Plan (f) To review the Contract Procedure Rules from time to time and make recommendations for change to Council; (g) To advise the Cabinet on all matters concerned with procurement generally and to make recommendations on any of the above matters to (as appropriate) the Cabinet or Council In acting under the Committee’s terms of reference and in exercising responsibility for those functions listed above, the Authority’s Procedure Rules, any limitations on authority and all legislative requirements and applicable rules of law must be complied with.

December 2011 13 of 16 Milton Keynes Council Executive Scheme of Delegation ANNEX Procurement and Financial Scheme of Delegation

Procurement Delegations

These delegations should be read in conjunction with Council’s Contract Procedure Rules and the Council’s procurement guidance.

No Function Cabinet Cabinet Chief Corporate Assistant Head of Budget Procurement Executive Director Director Service Manager Committee Procurement process 1 To agree specification, Over £1m Up to Up to Up to Up to Up to invite tenders and £20m to £1m £500,000 £156,000 £50,000 £10,000 approve delegated £20m authority to award contract

2 Award of contract Over £1m As above, unless otherwise authorised by Cabinet or Cabinet £20m to Procurement Committee, subject to £20m - the award being made to the tenderer who has submitted the most economically advantageous bid (the highest score against the valuation criteria) and the resulting contract being within budget 3 Termination of Contract Over £1m Up to None £20m to £1m £20m Purchase Orders 4 Authorisation of N/A Unlimited Up to Up to Up to Up to Purchase Orders (S151 to £500,000 £156,000 £50,000 £10,000 deputise)

APPENDIX

December 2011 14 of 16 Milton Keynes Council Executive Scheme of Delegation Financial Delegations

No. Function Cabinet or Chief Executive Corporate Director Assistant Director Head of Service Budget Manager Cabinet Member Creditors 1 Commitments to in If proposed Up to £1m Up to £500,000 Up to £156,000 Up to £50,000 Up to £5,000 year expenditure expenditure within contract Within contract will cause limits limits growth in future years Debtors 3 Raising Invoices Over £1m Up to £1m Up to £500,000 Up to £156,000 Up to £50,000 Up to £5,000 (External and Internal) (CD – within 14 days. Resources to Raising credit notes. deputise)

4 Recommend Write off No limit Up to £500,000 Up to £156,000 Up to £50,000 Up to £5,000 Debts to CD Resources.

5 Write off Authority All amounts All amounts up to over £20,000 £20,000 approved reported by CD Resources 6 Write off due to All – CD insolvency/court order Resources Assets 7 Assets and Stocks N/A N/A N/A Yes Yes N/A Maintain register of assets over £10,000.

December 2011 15 of 16 Milton Keynes Council Executive Scheme of Delegation No. Function Cabinet or Chief Executive Corporate Director Assistant Director Head of Service Budget Manager Cabinet Member Grant Claims 8 Applying for new N/A N/A Above £100k Up to £100k None None external funding (including European bids). (All are subject to CD Resources certification)

9 Sign off of grant claims N/A N/A CD Resources via N/A N/A N/A (Government Finance Control Departments, EU) Team

Award of grants 10 Signing grant N/A N/A Above £20k but Up to £20k but None None agreements for grants must be recorded must be paid by the council in the grants recorded in the including Voluntary payable register. grants payable Organisations register. Petty Cash 11 Petty Cash Limit for a N/A Over £250 £100 £50 £25 single item £250 Budgets 12 Virements All Non None Technical - CD None None None Technical Resources Virements approval via Finance Control Team

December 2011 16 of 16 CALENDAR OF MEETINGS 2011/12 ANNEX E May 2011 Mon 2 Tues 3 Wed 4

Thurs 5 ELECTIONS Fri 6 Mon 9 Tues 10 Wed 11 Thurs 12 Fri 13 Mon 16 Tues 17 19.30 Annual Council Meeting (Election of Mayor) Wed 18 Thurs 19 Fri 20 Mon 23 Tues 24 19.30 Annual Council Meeting (Business) Wed 25 Thurs 26 - Development Control Committee Training Fri 27 Mon 30 Tues 31 June Wed 1 Thurs 2 19.00 Development Control Committee Fri 3 Mon 6 Tues 7 19.30 COUNCIL Wed 8 18.00 Licensing / Regulatory Sub-Committee 18.30 Overview and Scrutiny Management Committee Thurs 9 14.00 Responsible Authorities Group of the Community Safety Partnership Fri 10 Mon 13 10.00 Corporate Parenting Panel Tues 14 19.00 Cabinet Wed 15 18.00 Licensing / Regulatory Sub-Committee 19.00 Children and Young Peoples Select Committee Thurs 16 19.00 Development Control Committee Fri 17 Mon 20 Tues 21 19.00 Health and Community Wellbeing Select Committee Wed 22 18.00 Licensing / Regulatory Sub-Committee 19.00 Economic Development and Enterprise Select Committee Thurs 23 14.00 Development Control Panel Fri 24 Mon 27 Tues 28 - LGA General Assembly 18.00 Licensing / Regulatory Sub-Committee 19.00 Audit Committee Wed 29 17.30 Licensing Committee 17.35 Regulatory Committee Thurs 30 July Fri 1 Mon 4 Tues 5 19.00 Partnerships and Growth Select Committee

L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (1)

Wed 6 18.00 Executive Scrutiny Panel 18.00 Licensing / Regulatory Sub-Committee Thurs 7 Fri 8 Mon 11 10.00 Corporate Parenting Panel 10.00 Joint Negotiating Committee (Employer’s Side) Tues 12 19.30 COUNCIL Wed 13 18.00 Licensing / Regulatory Sub-Committee 19.00 Standards Committee Thurs 14 19.00 Development Control Committee Fri 15 Mon 18 10.00 Joint Negotiating Committee Joint Negotiating Committee (Employer’s Side) 18.00 Budget Review Group Tues 19 19.00 Safer and Stronger Communities Select Committee Wed 20 18.00 Licensing / Regulatory Sub-Committee Thurs 21 14.00 Responsible Authorities Group 19.00 Development Control Panel Fri 22 Mon 25 Tues 26 19.00 Cabinet Wed 27 18.00 Licensing / Regulatory Sub-Committee Thurs 28 Fri 29 August Mon 1 Tues 2 Wed 3 18.00 Licensing / Regulatory Sub-Committee Thurs 4 Fri 5 Mon 8 Tues 9 Wed 10 18.00 Licensing / Regulatory Sub-Committee Thurs 11 Fri 12 Mon 15 Tues 16 18.00 Licensing / Regulatory Sub-Committee Wed 17 18.00 Executive Scrutiny Panel Thurs 18 19.00 Development Control Committee Fri 19 Mon 22 Tues 23 Wed 24 18.00 Licensing / Regulatory Sub-Committee Thurs 25 14.00 Development Control Panel Fri 26 Mon 29 Tues 30 Wed 31 18.00 Licensing / Regulatory Sub-Committee September Thurs 1 Fri 2 Mon 5 Tues 6 19.00 Cabinet Wed 7 19.00 Children and Young Peoples Select Committee 18.00 Licensing / Regulatory Sub-Committee Thurs 8 Fri 9 Mon 12 10.00 Corporate Parenting Panel 18.00 Budget Review Group Tues 13 19.30 COUNCIL L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (2) Wed 14 18.00 Licensing / Regulatory Sub-Committee 18.30 Overview and Scrutiny Management Committee Thurs 15 19.00 Development Control Committee Fri 16 Mon 19 10.00 Joint Negotiating Committee (Employer’s Side) Tues 20 19.00 Health and Community Wellbeing Select Committee Wed 21 18.00 Licensing / Regulatory Sub-Committee 19.00 Economic Development and Enterprise Select Committee Thurs 22 14.00 Responsible Authorities Group 19.00 Development Control Panel Fri 23 Mon 26 10.00 Joint Negotiating Committee Joint Negotiating Committee (Employer’s Side) Tues 27 18.00 Licensing / Regulatory Sub-Committee 19.00 Audit Committee Wed 28 17.30 Licensing Committee 17.35 Regulatory Committee 18.00 Executive Scrutiny Panel Thurs 29 Fri 30 October Mon 3 18.00 Budget Review Group Tues 4 19.00 Partnerships and Growth Select Committee Wed 5 18.00 Licensing / Regulatory Sub-Committee Thurs 6 Fri 7 Mon 10 10.00 Corporate Parenting Panel 18.00 Budget Review Group Tues 11 Wed 12 18.00 Licensing / Regulatory Sub-Committee Thurs 13 19.00 Development Control Committee Fri 14 Mon 17 18.00 Budget Review Group Tues 18 19.00 Cabinet Wed 19 18.00 Licensing / Regulatory Sub-Committee Thurs 20 14.00 Development Control Panel Fri 21 Mon 24 18.00 Budget Review Group Tues 25 19.00 Safer and Stronger Communities Select Committee Wed 26 18.00 Licensing / Regulatory Sub-Committee 19.00 Standards Committee Thurs 27 Fri 28 Mon 31 18.00 Budget Review Group November Tues 1 Wed 2 18.00 Licensing / Regulatory Sub-Committee Thurs 3 Fri 4 Mon 7 10.00 Corporate Parenting Panel Tues 8 19.30 COUNCIL Wed 9 18.00 Licensing / Regulatory Sub-Committee 18.30 Overview and Scrutiny Management Committee Thurs 10 18.00 Executive Scrutiny Panel Fri 11 Mon 14 Tues 15 19.00 Children and Young Peoples Select Committee Wed 16 18.00 Licensing / Regulatory Sub-Committee Thurs 17 14.00 Responsible Authorities Group 19.00 Development Control Committee

L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (3) Fri 18 Mon 21 Tues 22 19.00 Health and Community Wellbeing Select Committee Wed 23 18.00 Licensing / Regulatory Sub-Committee Thurs 24 19.00 Development Control Panel Fri 25 Mon 28 Tues 29 19.00 Cabinet Wed 30 18.00 Licensing / Regulatory Sub-Committee 19.00 Economic Development and Enterprise Select Committee December Thurs 1 Fri 2 Mon 5 10.00 Joint Negotiating Committee (Employer’s Side) Tues 6 19.00 Partnerships and Growth Select Committee Wed 7 18.00 Licensing / Regulatory Sub-Committee Thurs 8 Fri 9 Mon 12 10.00 Corporate Parenting Panel 18.00 Budget Review Group Tues 13 18.00 Licensing / Regulatory Sub-Committee Wed 14 Thurs 15 19.00 Development Control Committee Fri 16 Mon 19 18.00 Licensing / Regulatory Sub-Committee Tues 20 19.00 Cabinet (Budget Special) Wed 21 17.30 Licensing Committee 17.35 Regulatory Committee 18.00 Executive Scrutiny Panel Thurs 22 14.00 Development Control Panel Fri 23 Mon 26 Tues 27 Wed 28 Thurs 29 Fri 30 Jan 2012 Mon 2 Tues 3 Wed 4 18.00 Licensing / Regulatory Sub-Committee Thurs 5 Fri 6 Mon 9 10.00 Corporate Parenting Panel Tues 10 19.30 COUNCIL Wed 11 18.00 Licensing / Regulatory Sub-Committee 18.30 Overview and Scrutiny Management Committee Thurs 12 Fri 13 Mon 16 10.00 Joint Negotiating Committee (Employer’s Side) 18.00 Budget Review Group Tues 17 19.00 Cabinet Wed 18 18.00 Executive Scrutiny Panel 18.00 Licensing / Regulatory Sub-Committee Thurs 19 19.00 Development Control Committee Fri 20 Mon 23 10.00 Joint Negotiating Committee Joint Negotiating Committee (Employer’s Side) 18.00 Budget Review Group Tues 24 19.00 Safer and Stronger Communities Select Committee 18.00 Licensing / Regulatory Sub-Committee

L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (4) Wed 25 19.00 Audit Committee Thurs 26 14.00 Development Control Panel Fri 27 Mon 30 18.00 Budget Review Group Tues 31 19.00 Standards Committee February Wed 1 18.00 Licensing / Regulatory Sub-Committee Thurs 2 Fri 3 Mon 6 Tues 7 19.00 Health and Community Wellbeing Select Committee Wed 8 18.00 Executive Scrutiny Panel 18.00 Licensing / Regulatory Sub-Committee Thurs 9 Fri 10 Mon 13 10.00 Corporate Parenting Panel 18.00 Budget Review Group Tues 14 19.00 Cabinet (Budget Special) Wed 15 18.00 Licensing / Regulatory Sub-Committee 19.00 Children and Young Peoples Select Committee Thurs 16 19.00 Development Control Committee Fri 17 Mon 20 10.00 Joint Negotiating Committee (Employer’s Side) Tues 21 19.30 COUNCIL Wed 22 18.00 Licensing / Regulatory Sub-Committee Thurs 23 19.00 Development Control Panel Fri 24 Mon 27 Tues 28 19.00 Cabinet Wed 29 18.00 Licensing / Regulatory Sub-Committee 19.00 Economic Development and Enterprise Select Committee March Thurs 1 Fri 2 Mon 5 10.00 Joint Negotiating Committee (Employer’s Side) Tues 6 Wed 7 18.00 Licensing / Regulatory Sub-Committee 18.30 Overview and Scrutiny Management Committee Thurs 8 Fri 9 Mon 12 10.00 Corporate Parenting Panel Tues 13 19.30 COUNCIL Wed 14 18.00 Licensing / Regulatory Sub-Committee Thurs 15 19.00 Development Control Committee Fri 16 Mon 19 10.00 Joint Negotiating Committee Joint Negotiating Committee (Employer’s Side) Tues 20 18.00 Licensing / Regulatory Sub-Committee 19.00 Partnerships and Growth Select Committee Wed 21 17.30 Licensing Committee 17.35 Regulatory Committee 18.00 Executive Scrutiny Panel Thurs 22 19.00 Development Control Panel Fri 23 Mon 26 Tues 27 18.00 Licensing / Regulatory Sub-Committee 19.00 Safer and Stronger Communities Select Committee Wed 28 19.00 Audit Committee Thurs 29 Fri 30

L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (5) April Mon 2 Tues 3 19.00 Cabinet Wed 4 18.00 Licensing / Regulatory Sub-Committee Thurs 5 Fri 6 Mon 9 Tues 10 Wed 11 18.00 Licensing / Regulatory Sub-Committee Thurs 12 19.00 Development Control Committee Fri 13 Mon 16 10.00 Corporate Parenting Panel Tues 17 Wed 18 18.00 Licensing / Regulatory Sub-Committee Thurs 19 14.00 Development Control Panel Fri 20 Mon 23 Tues 24 18.00 Executive Scrutiny Panel Wed 25 18.00 Licensing / Regulatory Sub-Committee Thurs 26 Fri 27 May Thurs 3 COUNCIL ELECTIONS Wed 16 19.30 Annual Council Meeting (Election of Mayor) Wed 23 19.30 Annual Council Meeting (Business)

L:\Committee\2011-12\ADMIN\Calendar 2011 - 2012.doc (6) ANNEX F CALENDAR OF MEETINGS 2012/13 MAY 2012 Tues 1 Wed 2 Thurs 3 COUNCIL ELECTIONS Fri 4 Mon 7 Tues 8 Wed 9 Thurs 10 Fri 11 Mon 14 Tues 15 Wed 16 19.30 Annual Council Meeting (Election of Mayor) Thurs 17 Fri 18 Mon 21 Tues 22 Wed 23 19.30 Annual Council Meeting (Business) Thurs 24 Fri 25 Mon 28 Tues 29 17:30 Delegated Decisions Wed 30 18:00 Licensing/Regulatory Sub-Committee Thurs 31 19:00 Development Control Committee JUNE Fri 1 Mon 4 Tues 5 Wed 6 17:30 Cabinet Procurement Committee 18:00 Licensing/Regulatory Sub-Committee 19:00 Overview and Scrutiny Management Committee Thurs 7 Fri 8 Mon 11 10:00 Joint Negotiating Committee Employers Side Tues 12 17:30 Delegated Decisions 18:00 Licensing/Regulatory Sub-Committee 19:00 Health and Community Wellbeing Select Committee Wed 13 19:30 COUNCIL Thurs 14 19:00 Development Control Committee Fri 15 Mon 18 09:30 Corporate Parenting Panel Tues 19 17:30 Delegated Decisions 18:00 Licensing/Regulatory Sub-Committee 18:00 Standards Committee Wed 20 19:00 Cabinet Thurs 21 14.00 Responsible Authorities Group Fri 22 Mon 25 Tues 26 17:30 Delegated Decisions 19:00 Audit Committee Wed 27 17:30 Licensing Committee 17:35 Regulatory Committee 19:00 Children and Young People Select Committee Thurs 28 14:00 Development Control Panel 17:30 Shadow Health and Wellbeing Board Fri 29

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc

JULY Mon 2 Tues 3 17:30 Cabinet Procurement Committee 19:00 Economic Development and Enterprise Select Cttee Wed 4 18:00 Licensing/Regulatory Sub-Committee 19:00 Partnerships and Growth Select Committee Thurs 5 Fri 6 Mon 9 10:00 Joint Negotiating Committee Employers Side Tues 10 17:30 Delegated Decisions 18:00 Licensing/Regulatory Sub-Committee 19:00 Safer and Stronger Communities Select Committee Wed 11 19:30 COUNCIL Thurs 12 18:00 Executive Scrutiny Panel 19:00 Development Control Committee Fri 13 Mon 16 10:00 Joint Negotiating Committee 12:00 Joint Negotiating Committee (Employers Side) 18:00 Budget Review Group Tues 17 17:30 Delegated Decisions Wed 18 18:00 Licensing/Regulatory Sub-Committee Thurs 19 Fri 20 Mon 23 Tues 24 17:30 Delegated Decisions 18:00 Licensing/Regulatory Sub-Committee Wed 25 19:00 Cabinet Thurs 26 14:00 Development Control Panel Fri 27 Mon 30 Tues 31 17:30 Delegated Decisions AUGUST Wed 1 18:00 Licensing/Regulatory Sub-Committee Thurs 2 Fri 3 Mon 6 Tues 7 17:30 Cabinet Procurement Committee Wed 8 18:00 Licensing/Regulatory Sub-Committee Thurs 9 Fri 10 Mon 13 Tues 14 17:30 Delegated Decisions Wed 15 18:00 Licensing/Regulatory Sub-Committee 18:00 Executive Scrutiny Panel Thurs 16 19:00 Development Control Committee Fri 17 Mon 20 Tues 21 17:30 Delegated Decisions Wed 22 18:00 Licensing/Regulatory Sub-Committee Thurs 23 Fri 24 Mon 27 Tues 28 17:30 Delegated Decisions Wed 29 18:00 Licensing/Regulatory Sub-Committee Thurs 30 19:00 Development Control Panel Fri 31 SEPTEMBER Mon 3 09:30 Corporate Parenting Panel Tues 4 17:30 Cabinet Procurement Committee 19:00 Children and Young People Select Committee

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc Wed 5 18:00 Licensing/Regulatory Sub-Committee 19:00 Cabinet Thurs 6 Fri 7 Mon 10 Tues 11 17:30 Delegated Decisions 18:00 Licensing/Regulatory Sub-Committee 18:30 Overview and Scrutiny Management Committee Wed 12 19:30 COUNCIL Thurs 13 19:00 Development Control Committee Fri 14 Mon 17 10:00 Joint Negotiating Committee Employers Side 18:00 Budget Review Group Tues 18 17:30 Delegated Decisions 19:00 Health and Community Wellbeing Select Committee Wed 19 18.00 Licensing / Regulatory Sub-Committee Thurs 20 14.00 Responsible Authorities Group Fri 21 Mon 24 10:00 Joint Negotiating Committee 12:00 Joint Negotiating Committee (Employers Side) Tues 25 17:30 Delegated Decisions 19:00 Audit Committee Wed 26 17.30 Licensing Committee 17.35 Regulatory Committee 18:00 Executive Scrutiny Panel Thurs 27 14:00 Development Control Panel 17:30 Shadow Health and Wellbeing Board Fri 28 OCTOBER Mon 1 18:00 Budget Review Group Tues 2 17:30 Cabinet Procurement Committee 19:00 Economic Development and Enterprise Select Committee Wed 3 18.00 Licensing / Regulatory Sub-Committee Thurs 4 Fri 5 Mon 8 18:00 Budget Review Group Tues 9 17:30 Delegated Decisions Wed 10 18.00 Licensing / Regulatory Sub-Committee 19:00 Partnerships and Growth Select Committee Thurs 11 19:00 Development Control Committee Fri 12 Mon 15 18:00 Budget Review Group Tues 16 17:30 Delegated Decisions 18:00 Licensing / Regulatory Sub-Committee 19:00 Safer and Stronger Communities Select Committee Wed 17 19:00 Cabinet Thurs 18 Fri 19 Mon 22 18:00 Budget Review Group Tues 23 17:30 Delegated Decisions Wed 24 18.00 Licensing / Regulatory Sub-Committee Thurs 25 19:00 Development Control Panel Fri 26 Mon 29 18:00 Budget Review Group Tues 30 17:30 Delegated Decisions 18.00 Licensing / Regulatory Sub-Committee Wed 31 19:30 COUNCIL NOVEMBER Thurs 1 Fri 2 Mon 5

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc Tues 6 17:30 Cabinet Procurement Committee 19:00 Audit Committee Wed 7 18.00 Licensing / Regulatory Sub-Committee 18:00 Executive Scrutiny Panel Thurs 8 19:00 Development Control Committee Fri 9 Mon 12 Tues 13 17:30 Delegated Decisions 18:30 Overview and Scrutiny Management Committee Wed 14 18:00 Licensing / Regulatory Sub-Committee Thurs 15 POLICE AND CRIME COMMISSIONER ELECTION Fri 16 Mon 19 09:30 Corporate Parenting Panel Tues 20 17:30 Delegated Decisions 19:00 Children and Young People Select Committee Wed 21 18.00 Licensing / Regulatory Sub-Committee Thurs 22 Fri 23 Mon 26 10:00 Joint Negotiating Committee Employers Side Tues 27 17:30 Delegated Decisions 19:00 Health and Community Wellbeing Select Committee Wed 28 18.00 Licensing / Regulatory Sub-Committee 19:00 Cabinet (Budget Special) Thurs 29 14:00 Development Control Panel

Fri 30 DECEMBER Mon 3 10:00 Joint Negotiating Committee 12:00 Joint Negotiating Committee (Employers Side) Tues 4 17:30 Cabinet Procurement Committee Wed 5 18.00 Licensing / Regulatory Sub-Committee 19:00 Economic Development and Enterprise Select Committee Thurs 6 Fri 7 Mon 10 Tues 11 17:30 Delegated Decisions Wed 12 18.00 Licensing / Regulatory Sub-Committee 19:00 Partnerships and Growth Select Committee Thurs 13 19:00 Development Control Committee Fri 14 Mon 17 18:00 Budget Review Group Tues 18 17:30 Delegated Decisions 17.30 Licensing Committee 17.35 Regulatory Committee Wed 19 19:00 Cabinet Thurs 20 14.00 Responsible Authorities Group Fri 21 Mon 24 Tues 25 Wed 26 Thurs 27 Fri 28 Mon 31 JANUARY Tues 1 Wed 2 Thurs 3 Fri 4 Mon 7 18:00 Budget Review Group Tues 8 17:30 Cabinet Procurement Committee 19:00 Safer and Stronger Communities Select Committee

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc Wed 9 19:30 COUNCIL Thurs 10 Fri 11 Mon 14 10:00 Joint Negotiating Committee Employers Side 09:30 Corporate Parenting Panel 18:00 Budget Review Group Tues 15 17:30 Delegated Decisions 19:00 Audit Committee Wed 16 18.00 Licensing / Regulatory Sub-Committee 18:00 Executive Scrutiny Panel Thurs 17 19:00 Development Control Committee Fri 18 Mon 21 18:00 Budget Review Group Tues 22 17:30 Delegated Decisions Wed 23 18.00 Licensing / Regulatory Sub-Committee 18:30 Overview and Scrutiny Management Committee Thurs 24 Fri 25 Mon 28 18:00 Budget Review Group Tues 29 17:30 Delegated Decisions 18.00 Licensing / Regulatory Sub-Committee Wed 30 19:00 Cabinet Thurs 31 19:00 Development Control Panel FEBRUARY Fri 1 Mon 4 10:00 Joint Negotiating Committee Employers Side Tues 5 17:30 Cabinet Procurement Committee Wed 6 18.00 Licensing / Regulatory Sub-Committee 19:00 Health and Community Wellbeing Select Committee Thurs 7 Fri 8 Mon 11 10:00 Joint Negotiating Committee 12:00 Joint Negotiating Committee Employers Side Tues 12 17:30 Delegated Decisions 19:00 Children and Young People Select Committee Wed 13 18.00 Licensing / Regulatory Sub-Committee 19:00 Cabinet (Budget Special) Thurs 14 19:00 Development Control Committee Fri 15 Mon 18 18:00 Budget Review Group Tues 19 17:30 Delegated Decisions 18:00 Executive Scrutiny Panel Wed 20 18:00 Licensing / Regulatory Sub-Committee 19:30 Economic Development and Enterprise Select Committee Thurs 21 Fri 22 Mon 25 Tues 26 17:30 Delegated Decisions 18.00 Licensing / Regulatory Sub-Committee Wed 27 19:00 COUNCIL Thurs 28 14:00 Development Control Panel MARCH Fri 1 Mon 4 Tues 5 17:30 Cabinet Procurement Committee 19:00 Partnerships and Growth Select Committee Wed 6 17.30 Licensing Committee 17.35 Regulatory Committee 18:30 Overview and Scrutiny Management Committee Thurs 7 Fri 8

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc Mon 11 Tues 12 17:30 Delegated Decisions 19:00 Safer and Stronger Communities Select Committee Wed 13 19:00 Cabinet Thurs 14 19:00 Development Control Committee Fri 15 Mon 18 Tues 19 17:30 Delegated Decisions Wed 20 19:30 COUNCIL Thurs 21 14:00 Responsible Authorities Group Fri 22 Mon 25 Tues 26 17:30 Delegated Decisions 18:00 Licensing / Regulatory Sub-Committee Wed 27 Thurs 28 19:00 Development Control Panel Fri 29 April Mon 1 Tues 2 17:30 Cabinet Procurement Committee Wed 3 18:00 Executive Scrutiny Panel Thurs 4 18.00 Licensing / Regulatory Sub-Committee Fri 5 Mon 8 09:30 Corporate Parenting Panel Tues 9 17:30 Delegated Decisions Wed 10 18.00 Licensing / Regulatory Sub-Committee 19:00 Audit Committee Thurs 11 19:00 Development Control Committee Fri 12 Mon 15 Tues 16 17:30 Delegated Decisions Wed 17 18.00 Licensing / Regulatory Sub-Committee 19:00 Cabinet Thurs 18 Fri 19 Mon 22 Tues 23 17:30 Delegated Decisions Wed 24 18.00 Licensing / Regulatory Sub-Committee Thurs 25 14:00 Development Control Panel Fri 26 Mon 29 Tues 30 17:30 Delegated Decisions May Wed 8 18:00 Executive Scrutiny Panel Wed 15 19.30 Annual Council Meeting (Election of Mayor) Wed 22 19.30 Annual Council Meeting (Business)

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX F_CALENDAR OF MEETINGS 2012-13.doc ANNEX G

MILTON KEYNES COUNCIL

APPOINTMENTS TO CABINET 2011/12

ITEM 4

Cabinet

Appointment of Cabinet Members 1. A Geary 2. Hopkins 3. Bint 4. Brock 5. Dransfield 6. P Geary 7. A Morris

APPOINTMENTS TO COMMITTEES 2011/12

Appointments to Other Committees/ Groups

(a) Appeals Commission (15)

Conservative (6) Liberal Democrat Labour (3) Independents (1) (5)

1. Box 1. Bradburn 1. Edwards 1. Barry 2. Clarke 2 Eastman 2. Miles 3. Hawthorn 3. Shafiq 3. TBC 4. Hoyle 4. Williams 5. C Morris 5. TBC 6. Wright

(b) Audit Committee (7)

Conservative (3) Liberal Democrat Labour (1) Independents (1) (2)

1. Bald 1. Brackenbury 1. White 1. Gerrella 2. Jury 2. Burke 3. McLean

(c) Children and Young People Select Committee (9)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (3)

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc

1. Clarke 1. Bradburn 1. Miles 2. Hawthorn 2. I McCall 2. Lloyd 3. McLean 3. Zealley 4. Small

(d) Community Governance Review Working Group (7)

Conservative (2) Liberal Democrat Labour (2) Independents (1) (2)

1. Dransfield 1. Burke 1. Long 1. Gerrella 2. P Geary 2. Zealley 2. Marland

(e) Constitution Commission (1:1:1 with nominated substitutes)

Conservative (1) Liberal Democrat Labour (1) Independents (-) (1)

1. Dransfield 1. Tallack 1. Miles

Sub: A Geary Sub: Williams Sub: Lloyd

(f) Development Control Committee (10)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (4)

1. Box 1. Exon 1. Edwards 2. McLean 2. Ferrans 2. White 3. A Morris 3. Galloway 4. Wright 4. Williams

(g) Economic Development and Enterprise Select Committee (11)

Conservative (5) Liberal Democrat Labour (2) Independents (1) (3)

1. Bald 1. Brackenbury 1. O’Neill 1. Gerrella 2. Barney 2. I McCall 2. Marland 3. Jury 3. Shafiq 4. Kennedy 5. Small

(h) Electoral Arrangements Working Group (7)

Conservative (3) Liberal Democrat Labour (2) Independents (-) (2)

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc 1. Dransfield 1. Burke 1. Long 2. A Geary 2. Tallack 2. Marland 3. P Geary

(i) Executive Scrutiny Panel (10)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (4)

1. Barney 1. Brackenbury 1. Lloyd 2. Hoyle 2. Maric 2. Coventry 3. Jury 3. Shafiq 4. Klein 4. Tallack

(j) Health and Community Well-being Select Committee (10)

Conservative (4) Liberal Democrat Labour (2) Independents (1) (3)

1. Clarke 1. Eastman 1. Long 1. Campbell 2. Klein 2. Exon 2. McKenzie 3. Wharton 3. Zealley 4. Wright

(k) Joint Negotiating Committee (Employer’s Side) (6)

Conservative (3) Liberal Democrat Labour (1) Independents (-) (2)

1. Dransfield 1. Zealley 1. Edwards 2. A Geary 2. Williams 3. P Geary

(l) Licensing Committee (15)

Conservative (6) Liberal Democrat Labour (2) Independents (2) (5)

1. Barney 1. Bradburn 1. McKenzie 1. Barry 2. Box 2. Burke 2. TBC 2. Fraser 3. Clark 3. Exon 4. Hoyle 4. Tamagnini-B 5. Kennedy 5. Tallack 6. Wright

(m) Overview and Scrutiny Management Committee (5)

Conservative (2) Liberal Democrat Labour (1) Independents (-) (2)

1. C Morris 1. Ferrans 1. Miles 2. Wharton 2. D McCall

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc

(n) Partnerships and Growth Select Committee (9)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (3)

1. Kennedy 1. Galloway 1. Long 2. Klein 2. D McCall 2. White 3. McLean 3. Tamagnini-B 4. Small

(o) Regulatory Committee (15)

Conservative (6) Liberal Democrat Labour (2) Independents (2) (5)

1. Barney 1. Bradburn 1. McKenzie 1. Barry 2. Box 2. Burke 2. TBC 2. Fraser 3. Clark 3. Exon 4. Hoyle 4. Tamagnini-B 5. Kennedy 5. Tallack 6. Wright

(p) Safer and Stronger Communities Select Committee (10)

Conservative (4) Liberal Democrat Labour (2) Independents (1) (3)

1. Barney 1. Bradburn 1. Coventry 1. Campbell 2. Hoyle 2. Eastman 2. O’Neill 2. Fraser 3. C Morris 3. Williams 4. Wharton

(q) Standards Committee (9)

Conservative (4) Liberal Democrat Labour (1) Independents (2) (2)

1. Clarke 1. Vacancy 1. Lloyd 1. Barry 2. P Geary 2. Vacancy 2. Campbell 3. Jury 4. C Morris

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc APPOINTMENTS COMBINED FIRE AUTHORITY 2011/12

Combined Fire Authority (5)

Conservative (2) Liberal Democrat Labour (1) Independents (-) (2)

1. Dransfield 1. Exon 1. Edwards 2. C Morris 2. Tallack

APPOINTMENTS TO BE MADE AT SPECIAL MEETINGS OF COMMITTEES

(a) Cabinet – Local Development Framework Advisory Group (7)

Conservative Liberal Democrat Labour (2) Independents (-) (Cabinet Member + (2) 2)

1. A Morris 1. Ferrans 1. Edwards 2. Bint 2. Galloway 2. White 3. Hopkins

(b) Audit Committee – The Future of Local Public Audit Consultation Working Group (4 + 2 Co-opted members )

Conservative (1) Liberal Democrat Labour (1) Independents (1) (1)

1. Jury 1. Brackenbury 1. White 1. Gerrella

(c) Development Control Committee – Development Control Panel (10)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (4)

1. Box 1. Exon 1. Edwards 2. McLean 2. Ferrans 2. White 3. A Morris 3. Galloway 4. Wright 4. Williams

(d) Licensing Committee – Licensing Sub-Committee (15)

Conservative (6) Liberal Democrat Labour (3) Independents (1) (5) 1. Barney 1. Bradburn 1. McKenzie 1. Barry 2. Box 2. Burke 2. Miles

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc 3. Clarke 3. Exon 3. TBC 4. Hoyle 4. Tamagnini-B 5. Kennedy 5. Tallack 6. Wright

(e) Regulatory Committee – Regulatory Sub-Committee (15)

Conservative (6) Liberal Democrat Labour (3) Independents (1) (5) 1. Barney 1. Bradburn 1. McKenzie 1. Barry 2. Box 2. Burke 2. Miles 3. Clarke 3. Exon 3. TBC 4. Hoyle 4. Tamagnini-B 5. Kennedy 5. Tallack 6. Wright (f) Overview and Scrutiny Management Committee – Budget Review Group (9)

Conservative (4) Liberal Democrat Labour (2) Independents (-) (3) 1. Bald 1. Burke 1. Edwards 2. Barney 2. Eastman 2. Marland 3. Hawthorn 3. Maric 4. McLean

(g) Children and Young People Select Committee - Corporate Parenting Panel (6)

Conservative (2) Liberal Democrat Labour (2) Independents (-) (2)

1. Small 1. Bradburn 1. Miles 2. TBA 2. Zealley 2. O’Neill

(h) Health and Community Wellbeing Select Committee - Health Providers - Quality Accounts Panel (4)

Conservative (1) Liberal Democrat Labour (1) Independents (1) (1)

1. Wright 1. Zealley 1. Long 1. Campbell

Together with a representative of LINk:MK.

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX G_MEMBERSHIP OF COMMITTEES 2011-12.doc ANNEX H

CODE OF CONDUCT FOR MEMBERS

Adopted 11September 2007 1 THE TEN GENERAL PRINCIPLES OF PUBLIC LIFE

Selflessness – Members should serve only the public interest and should never improperly confer an advantage or disadvantage on any person.

Honesty and integrity – Members should not place themselves in situations where their honesty and integrity may be questioned, should not behave improperly, and should on all occasions avoid the appearance of such behaviour.

Objectivity – Members should make decisions on merit, including when making appointments, awarding contracts, or recommending individuals for rewards or benefits.

Accountability – Members should be accountable to the public for their actions and the manner in which they carry out their responsibilities, and should co-operate fully and honestly with any scrutiny appropriate to their particular office.

Openness – Members should be as open as possible about their actions and those of their authority, and should be prepared to give reasons for those actions.

Personal judgement – Members may take account of the views of others, including their political groups, but should reach their own conclusions on the issues before them and act in accordance with those conclusions.

Respect for others – Members should promote equality by not discriminating against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability. They should respect the impartiality and integrity of the authority’s statutory officers and its other employees.

Duty to uphold the law – Members should uphold the law and, on all occasions, act in accordance with the trust that the public is entitled to place in them.

Stewardship – Members should do whatever they are able to do to ensure that their authorities use their resources prudently, and in accordance with the law.

Leadership – Members should promote and support these principles by leadership, and by example, and should act in a way that secures or preserves public confidence.

(Relevant Authorities (General Principles) Order 2001 (S.I. 2001/1401)

Adopted 11September 2007 2 CODE OF CONDUCT FOR MEMBERS

PART 1 - GENERAL PROVISIONS

Introduction and Interpretation

1 (1) This Code applies to you as a Member of the Authority.

(2) You should read this Code together with the general principles prescribed by the Secretary of State.

(3) It is your responsibility to comply with the provisions of this Code.

(4) In this Code:

“meeting” means any meeting of:

(a) the Authority;

(b) the executive (Cabinet) of the Authority; or

(c) any of the Authority’s or its executive’s committees, sub- committees, joint committees, joint sub-committees or area committees.

“Member” includes a co-opted member and an appointed Member.

Scope

2 (1) Subject to sub-paragraphs 2 (2) and 2 (5), you must comply with this Code whenever you:

(a) conduct the business of the Authority (which, in this Code, includes the business of the office to which you are elected or appointed); or

(b) act, claim to act or give the impression you are acting as a representative of the Authority; and

(c) references to your official capacity are construed accordingly.

(2) Subject to sub-paragraphs 2 (3) and 2 (4), this Code doe not have effect in relation to your conduct other than where it is in your official capacity.

(3) In addition to having effect in relation to conduct in your official capacity, paragraphs 3 (2)(c), 5 and 6(a) also have effect, at any other time, where that conduct constitutes a criminal offence for which you have been convicted.

Adopted 11September 2007 3 (4) Conduct to which this Code applies [whether that is conduct in your official capacity or conduct mentioned in sub-paragraph 2 (3)] includes a criminal offence for which you are convicted (including an offence you committed before the date you took office, but for which you are convicted after that date).

(5) Where you are act as a representative of the Authority:

(a) on another relevant authority, you must, when acting for that other authority, comply with that other authority’s Code of Conduct; or

(b) on any other body, you must, when acting for that other body, comply with the Authority’s Code of Conduct, except and insofar as it conflicts with any other lawful obligations to which that other body may be subject.

General Obligation

3 (1) You must treat others with respect.

(2) You must not:

(a) do anything which may cause your Authority to breach any of the equality enactments (as defined in Section 33 of the Equality Act 2006);

(b) bully any person;

(c) intimidate or attempt to intimidate any person who is or is likely to be:

(i) a complainant;

(ii) a witness; or

(iii) involved in the administration of any investigation or proceedings;

in relation to an allegation that a Member (including yourself) has failed to comply with his or her Authority’s Code of Conduct; or

(d) do anything which compromises or is likely to compromise the impartiality of those who work for, or on behalf of, the Authority.

Adopted 11September 2007 4 4. You must not:

(a) disclose information given to you in confidence by anyone, or information acquired by you which you believe, or ought reasonably to be aware, is of a confidential nature, except where:

(i) you have the consent of a person authorised to give it;

(ii) you are required by law to do so;

(iii) the disclosure is made to a third party for the purpose of obtaining professional advice provided that the third party agrees not to disclose the information to any other person; or

(iv) the disclosure is:

(aa) reasonable and in the public interest; and

(bb) made in good faith and in compliance with the reasonable requirements of the Authority; or

(b) prevent another person from gaining access to information to which that person is entitled by law.

5. You must not conduct yourself in a manner which could reasonably be regarded as bringing your office or Authority into disrepute.

6. You:

(a) must not use or attempt to use your position as a Member improperly to confer on or secure for yourself or any other person, an advantage or disadvantage; and

(b) must, when using or authorising the use by others of the resources of the Authority:

(i) act in accordance with the Authority’s reasonable requirements;

(ii) ensure that such resources are not used improperly for political purposes (including party political purposes); and

(c) must have regard to any applicable Local Authority Code of Publicity made under the Local Government Act 1986.

7 (1) When reaching decisions on any matter, you must have regard to any relevant advice provided to you by:

Adopted 11September 2007 5 (a) the Authority’s Chief Finance (Section 151) Officer; or

(b) the Authority’s Monitoring Officer,

where that officer is acting pursuant to his or her statutory duties.

(2) You must give reasons for all decisions in accordance with any statutory requirements and any reasonable additional requirements imposed by the Authority.

PART 2 - INTERESTS

Personal Interests

8 (1) You have a personal interest in any business of the Authority where either:

(a) it relates to or is likely to affect:

(i) any body of which you are a member or in a position of general control or management and to which you are appointed or nominated by the Authority;

(ii) any body:

(aa) exercising functions of a public nature;

(bb) directed to charitable purposes; or

(cc) one of whose principal purposes includes the influence of public opinion or policy (including any political party or trade union), of which you are a Member or in a position of general control or management;

(iii) any employment or business carried on by you;

(iv) any person or body who employs or has appointed you;

(v) any person or body, other than a relevant authority, who has made a payment to you in respect of your election or any expenses incurred by you in carrying out your duties;

(vi) any person or body who has a place of business or land in the Authority’s area, and in whom you have a beneficial interest in a class of securities of that person or body that exceeds the nominal value of £25,000 or one hundredth of the total issued share capital (whichever is the lower);

Adopted 11September 2007 6 (vii) any contract for goods, services or works made between the Authority and you or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi);

(viii) the interests of any person from whom you have received a gift or hospitality with an estimated value of at least £25;

(ix) any land in the Authority’s area in which you have a beneficial interest;

(x) any land where the landlord is the Authority and you are, or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi) is, the tenant;

(xi) any land in the Authority’s area for which you have a licence (alone or jointly with others) to occupy for 28 days or longer; or

(b) a decision in relation to that business might reasonably be regarded as affecting your well-being or financial position or the well-being or financial position of a relevant persons to a greater extent than the majority of other Council Tax payers, ratepayers or inhabitants of the Ward, as the case may be, affected by the decision.

(2) In sub-paragraph 8 (1)(b), a relevant person is:

(a) a member of your family or any person with whom you have a close association;

(b) any person or body who employs or has appointed such persons, any firm in which they are a partner, or any company of which they are directors;

(c) any person or body in whom such persons have a beneficial interest in a class of securities exceeding the nominal value of £25,000; or

(d) any body of a type described in sub-paragraph 8 (1)(a)(i) or (ii).

Adopted 11September 2007 7 Disclosure of Personal Interests

9 (1) Subject to paragraphs 9 (2) to 9 (7), where you have a personal interest in any business of the Authority and you attend a meeting of the Authority at which the business is considered, you must disclose to that meeting the existence and nature of that interest at the commencement of that consideration, or when the interest becomes apparent.

(2) Where you have a personal interest in any business of the Authority which relates to or is likely to affect a person described in paragraph 8 (1)(a)(i) or 8 (1)(ii)(aa), you need only disclose to the meeting the existence and nature of that interest when you address the meeting on that business.

(3) Where you have a personal interest in any business of the Authority of the type mentioned in paragraph 8 (1)(a)(viii), you need not disclose the nature or existence of that interest to the meeting if the interest was registered more than three years before the date of the meeting.

(4) Sub-paragraph 9 (1) only applies when you are aware or ought reasonably to be aware of the existence of the personal interest.

(5) Where you have a personal interest but, by virtue of paragraph 14, sensitive information relating to it is not registered in the Authority’s Register of Members’ Interests, you must indicate to the meeting that you have a personal interest, but need not disclose the sensitive information to the meeting.

(6) Subject to paragraph 12 (1)(b), where you have a personal interest in any business of your Authority and you have made an executive decision in relation to that business, you must ensure that any written statement of that decision records the existence and nature of that interest.

(7) In this paragraph, “executive decision” is be construed in accordance with any regulations made by the Secretary of State under section 22 of the Local Government Act 2000.

Prejudicial Interest Generally

10 (1) Subject to sub-paragraph 10 (2), where you have a personal interest in any business of the Authority you also have a prejudicial interest in that business where the interest is one which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that is likely to prejudice your judgement of the public interest.

(2) You do not have a prejudicial interest in any business of the Authority where that business:

Adopted 11September 2007 8

(a) does not affect your financial position or the financial position of a person or body described in paragraph 8;

(b) does not relate to the determining of any approval, consent, licence, permission or registration in relation to you or any person or body described in paragraph 8;

(c) relates to the functions of your Authority in respect of:

(i) housing, where you are a tenant of the Authority provided that those functions doe not relate particularly to your tenancy or lease;

(ii) school meals or school transport and travelling expenses, where you are a parent or guardian of a child in full time education, or are a parent governor of a school, unless it relates particularly to the school which the child attends;

(iii) statutory sick pay under Part XI of the Social Security Contributions and Benefits Act 1992, where you are in receipt of, or are entitled to the receipt of, such pay;

(iv) an allowance, payment or indemnity given to Members;

(v) any ceremonial honour given to Members; and

(vi) setting Council Tax or a precept under the Local Government Finance Act 1992.

Prejudicial Interests arising in relation to Overview and Scrutiny Committees

11. You also have a prejudicial interest in any business before an overview and scrutiny committee of the Authority (or of a sub-committee of such a committee), where:

(a) that business relates to a decision made (whether implemented or not) or action taken by the Authority’s executive or another of the Authority’s committees, sub-committees, joint committees or joint sub-committees; and

(b) at the time the decision was made or action was taken, you were a member of the executive, committee, sub-committee, joint committee or joint sub-committee mentioned in sub- paragraph 11(a) and you were present when the decision was made or action was taken.

Adopted 11September 2007 9 Effect of Prejudicial Interests on Participation

12 (1) Subject to sub-paragraph 12 (2), where you have a prejudicial interest in any business of the Authority:

(a) you must withdraw from the room or chamber where a meeting considering the business is being held:

(i) in a case where sub-paragraph 12 (2) applies, immediately after making representations, answering questions or giving evidence;

(ii) in any other case, whenever it becomes apparent that the business is being considered at that meeting;

unless you have obtained a dispensation from the Authority’s Standards Committee;

(b) you must not exercise executive functions in relation to that business; and

(c) you must not seek improperly to influence a decision about that business.

(2) Where you have a prejudicial interest in any business of the Authority, you may attend a meeting (including a meeting of the overview and scrutiny committee[s] of your Authority or of a sub-committee of such a committee) but only for the purpose of making representations, answering questions or giving evidence relating to the business, provided that the public are also allowed to attend the meeting for the same purpose, whether under a statutory right or otherwise.

PART 3 - REGISTRATION OF MEMBERS’ INTERESTS

Registration of Members’ Interests

13 (1) Subject to paragraph 14, you must, within 28 days of:

(a) this Code being adopted by or applied to the Authority; or

(b) your election or appointment of office (where that is later),

register in the Authority’s Register of Members’ Interests (maintained under section 81(1) of the Local Government Act 2000) details of your personal interests where they fall within a category mentioned in paragraph 8 (1)(a), by providing written notification to the Authority’s Monitoring Officer.

Adopted 11September 2007 10 (2) Subject to paragraph 14, you must, within 28 days of becoming aware of any new personal interest or change to any personal interest registered under paragraph 13 (1), register details of that new personal interest or change by providing written notification to the Authority’s Monitoring Officer.

Sensitive Information

14.1 Where you consider that the information relating to any of your personal interests is sensitive information, and the Authority’s Monitoring Officer agrees, you need not include that information when registering that interest or, as the case may be, a change to that interest under paragraph 13.

14.2 You must, within 28 days of becoming aware of any change of circumstances which means that information excluded under paragraph 14 (1) is no longer sensitive information, notify the Authority’s Monitoring Officer asking that the information be included in the Authority’s Register of Members’ Interests.

14.3 In this Code, “sensitive information” means information whose availability for inspection by the public creates, or is likely to create, a serious risk that you or a person who lives with you may be subjected to violence or intimidation.

Adopted 11September 2007 11 ANNEX I

SCHEME OF COUNCILLORS' ALLOWANCES 2011-2012

1. General

1.1 This Scheme is made under the terms of the Local Authorities (Members' Allowances) (England) Regulations 2003.

1.2 At the meeting of the Council on 9 February 2010 it was agreed that the Council would adopt this Scheme after taking into account the recommendations made by the Independent Remuneration Panel in 2009.

1.3 Milton Keynes Council currently has 51 councillors, who serve a 4 year term of office and all of whom are entitled to receive the allowances under this scheme.

2. Basic Allowance

2.1 All councillors to receive a Basic Allowance of £9,863 per annum. This is paid in 12 equal, monthly instalments and is subject to both tax and National Insurance contributions where applicable.

2.2 If a councillor ceases to be a councillor before the end of his or her term of office, payment of the allowance ceases and a pro rata calculation is made to ensure that the councillor receives the right amount of allowance. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of Basic Allowance.

2.3 The Basic Allowance is intended to recognise the time commitment of all councillors, including such inevitable calls on their time as meetings with officers and constituents and attendance at political group meetings. It is also intended to cover incidental costs, such as the use of their homes for council business.

3. Special Responsibility Allowance

3.1 The Council also pays Special Responsibility Allowances to those 1 24/02/2012

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc councillors it considers to have significant, additional responsibilities over and above the generally accepted duties of a councillor. These special responsibilities are related to the discharge of the Council's functions.

3.2 Milton Keynes Council currently pays Special Responsibility Allowances for the following roles at the rates stated:

Leader of the Council £29,332 Main Opposition Group Leader - per Group Member £614 Smaller Opposition Group Leader - per Group Member £614 Cabinet Member £10,647 Chair of Overview & Scrutiny Management £7,368 Committee Chair of Overview & Scrutiny Select Committee £6,368 Chair of Budget Review Group £6,368 Chair of Executive Scrutiny Panel £4,368 Chair of Development Control Committee £8,051 Chair of Licensing & Regulation Committees (1 £8,051 person) Chair of Audit Committee £5,368

3.3 Special Responsibility Allowance is paid in 12 equal, monthly instalments. Special Responsibility Allowances are liable for tax and National Insurance.

3.4 In the event of a councillor ceasing to hold an office which entitled him or her to receive a Special Responsibility Allowance before the term of office is completed, payment of the Allowance ceases, and a calculation based on the number of days in the Council year concerned will be made to determine the entitlement. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of Special Responsibility Allowance.

3.5 In the case of a member who is in receipt of a Special Responsibility Allowance being unable to carry out the duty for which the Allowance is payable for a period of three months or more, requiring the duty to be carried out by a specific Member as deputy, the council will consider the circumstances, with the option of ceasing the Special Responsibility Allowance payment to the Member concerned, and making a retrospective payment to the deputising Member for the whole of the three month period, and continuing until the original Member is able to resume the duty concerned.

3.6 Under the terms of Milton Keynes Council's Scheme of Allowances no councillor is allowed to receive more than one Special Responsibility Allowance, even if they fulfil more than one role. 2 24/02/2012

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3.7 In the event of a councillor already in receipt of a Special Responsibility Allowance being appointed to an office with a different level of Special Responsibility Allowance, a calculation based on the number of days in the Council year concerned will be made to determine the entitlement. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of the Special Responsibility Allowance.

4. Chair of the Standards Committee

4.1 The Independent Chair of the Council's Standards Committee shall receive a combined co-optee’s and Special Responsibility Allowance of £3,226 paid in 12 equal, monthly instalments and will be liable for tax and National Insurance.

4.2 If the person appointed as Chair of the Standards Committee ceases to hold the office during the year in question payment of the Allowance ceases, and a calculation based on the number of days in the Council year concerned will be made to determine the entitlement. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of this allowance.

5. Co-opted Members of Committees

5.1 Persons co-opted to serve on Committees, Sub-Committees or Panels, and who have voting rights, shall receive an allowance of £634 calculated pro-rata to the term of co-option. This is to be paid in 12 equal, monthly instalments and will be liable for tax and National Insurance.

5.2 All co-optees are eligible for travel and subsistence allowances at the Members’ rate when carrying out the duties for which they are co-opted.

5.3 If the co-opted person ceases to serve as a co-opted member before the end of his or her term of co-option, payment of the Allowance ceases, and a calculation based on the number of days in the Council year concerned will be made to determine the entitlement. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of this allowance.

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6. Civic Allowances

6.1 The Mayor of Milton Keynes receives a civic allowance of £10,647 per annum, in line with that paid to Cabinet Members, paid in two equal instalments of £5323.50 in May and November. 6.2 The Deputy Mayor of Milton Keynes receives a civic allowance of 50% of the Mayor’s allowance, ie £5,324 per annum, payable in two equal instalments of £2,662 in May and November. 6.3 As part of a local agreement with HM Inspector of Taxes for Milton Keynes, the above civic allowances are not liable for tax or National Insurance contributions. 6.4 In the event of a Mayor or Deputy Mayor ceasing to hold office before the term of office is completed, payment of the Allowance ceases, and a calculation based on the number of days in the Council year concerned will be made to determine the entitlement. If necessary, an adjustment for under or overpayment may have to be made to ensure that the correct final payment is made, and the Council reserves the right to recover any overpayments of the Civic Allowance.

7. Child Care and Dependent Carers' Allowance

7.1 All councillors and co-opted members of council committees can claim, on production of appropriate receipts, the Child Care and Dependent Carers' Allowance at the following rates:

Child care: Minimum wage applicable the age of the carer, which as 1 October 2009 were:

• £5.93 per hour (21 years and over) • £4.92 per hour (18 – 20 year olds) • £3.64 per hour (for workers under 18 who are above compulsory school leaving age)

Other Dependants: £10 per hour, or the applicable rate for the hourly cost of Milton Keynes Council Home Help carer, whichever is the least

This is paid for up to a maximum of 5 hours in any 24 hour period and covers care provided for a councillor's/co-opted member's dependent(s) whilst the councillor/co-opted member is carrying out any 'Approved Duties' specified in Annex A.

This includes travel time associated with the Approved Duties.

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc 7.2 Full details of the Dependent Carers' Allowance Scheme are listed in Annex A of this Scheme

8. Travel and Subsistence

8.1 Re-imbursement to councillors for travel and subsistence will be paid at the current rates agreed by the National Joint Council (NJC) for the re- imbursement of Council officers. 8.2 In some instances mileage claims may be liable for tax and National Insurance contributions. 8.3 Councillors will be reimbursed the full cost of travelling by the most appropriate means of transport at standard class rates whilst carrying out Approved Duties, provided a valid receipt (bus ticket etc), is produced to substantiate the claim. 8.4 The above also applies to members of Education Appeals Panels who can also claim the full cost of travelling by the most appropriate means of transport at standard class rates whilst carrying out Approved Duties, provided a valid receipt (bus ticket etc), is produced to substantiate the claim. 8.5 All reasonable claims for subsistence expenses whilst carrying out Approved Duties will be paid provided they are supported by valid receipts. As there is no profit element in the payment of subsistence claims, this allowance is not subject to tax or National Insurance contributions.

9. Claimable Allowances

9.1 There is a 3 month time limit for submitting claims for the claimable allowances above ie Child Care and Dependent Carers' Allowance and Travel and Subsistence Allowances. Any claims made outside of this time limit will only be paid in exceptional circumstances with the approval of the Assistant Director, Democratic Services and the Assistant Director, Audit & Risk Management.

10. Pensions

10.1 All councillors are eligible to join the Local Government Pension Scheme. Both Basic Allowance and Special Responsibility Allowance will be taken into account when calculating pension entitlement.

11. Dual Authority Roles

11.1 Councillors cannot receive an allowance from more than one authority (eg Fire Authority) for the same duties.

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc 12. Forgoing Allowances

12.1 A councillor may forgo all or part of any allowances to which he or she is entitled, provided he or she has given notice in writing to the Head of Democratic Services.

13. Suspensions and Withholding Allowances

13.1 In the event of a councillor being suspended from duty following an investigation by the Council's Standards Committee or the Standards Board for England, allowances will not be paid to the councillor concerned during the period of suspension.

13.2 If necessary, a pro-rata calculation will be made based on the number of days in the Council year concerned to determine if an adjustment for under or overpayment needs to be made to ensure that the correct amount is withheld during the suspension period. The Council reserves the right to recover any overpayments.

14. Approved Duties

14.1 The list of "Approved Duties" under the regulations for which the Travel and Subsistence Allowance is payable is as follows:

• a meeting of the Council; • a meeting of the Cabinet; • a meeting of a committee of the Cabinet; • a meeting of a committee or sub-committee of a committee of the Council; • a meeting of some other body to which the Council makes appointments or nominations (ie Outside Bodies); • a meeting of a committee or sub-committee of a body to which the Council makes appointments or nominations; • a meeting of a local authority association of which the Council is a member (eg Local Government Association); • a meeting in the Member’s Ward called by a Council Officer or Parish Council; • duties undertaken on behalf of the Council in connection with the discharge of any function of the Council conferred by or under any enactment and empowering or requiring the authority to inspect or authorise the inspection of premises; • duties undertaken on behalf of the Council in pursuance of any Procedure Rule requiring a councillor or councillors to be present while tender documents are opened;

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc • duties undertaken on behalf of the Council in connection with arrangements made by the Council for the attendance of pupils at a school approved for the purposes of Section 342 of the Education Act 1996; • a meeting which has been: ™ both authorised by the Council, a committee, or a sub- committee of the Council and one or more other authorities, or a sub-committee of a joint committee, and ™ to which representatives of more than one political group have been invited or to which two or more Councillors have been invited; • a meeting of the Cabinet, committee of the Cabinet, committee of the Council, or sub-committee, at which a Member, who is not appointed to that body: ™ attends to present an item which he/she has requested be included on the Agenda in his/her name; ™ is required to attend to answer questions/give evidence; or ™ attends to present a report on behalf of another body of the Council; • attendance at conferences, seminars and other Member Development and training events as approved by the Council or the Head of Democratic Services; • attendance at casework surgeries organised at advertised times and venues within the Member’s own ward; • any other duty approved by the Council in connection with discharging the duties of the authority or its committees or sub- committees.

15. Indexing

15.1 The Basic, Special Responsibility and Co-optees’ Allowances: indexed to the annual local government staff percentage increase as agreed each April by National Joint Councils for Local Government Staff.

15.2 The Dependent Carer’s Allowance: indexed to the maximum hourly rates for minimum wage for age of carer/average hourly cost of Milton Keynes Council home help

15.3 Travel and Subsistence allowances: at the same rates and conditions applicable to Officer and HMRC rates where applicable

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc 16. Duration

16.1 The above Scheme of Allowances is operative from 1 April 2011 until 31 March 2012 or such other time as agreed by the Council.

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc ANNEX A

Dependant Carer Allowance Scheme

1. The Scheme is open to all elected Council Members and co-opted members of Council committees.

2. The Scheme covers the care of dependants whether children, elderly people or people with disabilities for whom those listed in 1 above have responsibility.

3. The rate payable is the current hourly rate for the National Minimum Wage, up to a maximum of 5 hours in any 24 hour period.

4. The Scheme covers care provided for a Member’s/co-opted member’s dependant(s) whilst they are carrying out any ‘approved duties’, including travel time, as listed below.

5. Carers must be over the age of 16 and not be a member of the claimant’s own household.

6. Where the provision is for childcare, it is recommended that a registered childminder / nursery or an approved child carer is used. However, it is ultimately the parents' responsibility to make adequate provision for their childcare needs.

7. Claims should be made on the Members' Business Expense claim forms, supported by valid receipts. Co-opted members of committees should submit their receipts with a covering letter to the Member Services Officer, Milton Keynes Council, Civic Offices, 1 Saxon Gate East, Milton Keynes, MK9 3EJ.

8. Receipts should contain the date the care was provided, length of time the care was provided, the ‘approved duty’ covered, the cost per hour and should be countersigned by both the carer and claimant. Claimants may wish to use the attached sample receipt as a standard format.

9. In accordance with paragraph 9 of the Council’s Scheme of Members’ Allowances claims for Dependent Carer Allowance payments should be submitted within 3 months of the event.

9 24/02/2012

L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc LIST OF APPROVED DUTIES FOR DEPENDENT CARER’S ALLOWANCE

A scheme may provide for the payment to members of an authority of an allowance ("dependants' carers' allowance") in respect of such expenses of arranging for the care of their children or dependants as are necessarily incurred in - (a) the attendance at a meeting of the authority or of any committee or sub-committee of the authority, or of any other body to which the authority makes appointments or nominations, or of any committee or sub-committee of such a body; (b) the attendance at any other meeting, the holding of which is authorised by the authority, or a committee or sub-committee of the authority, or a joint committee of the authority and at least one other local authority within the meaning of section 270(1) of the Local Government Act 1972, or a sub-committee of such a joint committee, provided that - (i) where the authority is divided into two or more political groups it is a meeting to which members of at least two such groups have been invited; or (ii) if the authority is not so divided, it is a meeting to which at least two members of the authority have been invited; (c) the attendance at a meeting of any association of authorities of which the authority is a member; (d) the attendance at a meeting of the executive or a meeting of any of its committees, where the authority is operating executive arrangements; (e) the performance of any duty in pursuance of any standing order made under section 135 of the Local Government Act 1972 requiring a member or members to be present while tender documents are opened; (f) the performance of any duty in connection with the discharge of any function of the authority conferred by or under any enactment and empowering or requiring the authority to inspect or authorise the inspection of premises; (g) the performance of any duty in connection with arrangements made by the authority for the attendance of pupils at any school approved for the purposes of section 342 of the Education Act 1996 (approval of non- maintained special schools) and (h) the carrying out of any other duty approved by the authority, or any duty of a class so approved, for the purpose of, or in connection with, the discharge of the functions of the authority or any of its committees or sub-committees.

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Dependant Carers' Allowance

Data care provided: ……………… Duty covered: ..………………..

Time from: ……………… Time to: …………………

Total hours: ………………

Cost per hour: …………………. Total: ………………………….

Name of Carer: …….……………………………………………………

Signature of Carer: ………………………………………………………….

Name of Claimant: ………………………………………………………….

Signature of Claimant: ………………………………………………………….

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L:\HDS\LOCAL GOVERNMENT BOUNDARY COMMISSION\ANNEX I_SCHEME OF COUNCILLORS' ALLOWANCES 2011-12.doc Outside Organisations - Meeting Data 2010 ANNEX J

Legal Status of Organisation e.g. Current limited company, Representative Attendance Record Name of Organisation charity etc (please for your include your organisation company or charity number)

2010 Possible Actual

Anglian (Central) Regional Statutory Body Cllr Reg Edwards 4 3 Flood Defence Committee

Vanessa McPake (but Lucy Bedford from the Arts Gateway-MK Registered Charity 72 Arts Team has been attending)

Charitable Trust No:100749 Artworks-MK Cllr Jan Lloyd 4 1 Ltd Co No:2618453

Bedford and Milton Keynes Informal partnership Cllr Sam Crooks 1 1 Waterway Consortium

David Hackforth 1 1 Bletchley Community House Tony Mabbott Management Committee Charitable Trust Bletchley Park Trust No:1012743 Ltd Co Sam Crooks No:2730618 Registered Charity Bletchley Youth Centre Uroy Clarke* 8 0 No:300234

East Bletchley Youth Community Group (formerly Constituted body Reg Edwards 6 4 Water Eaton Youth Project)

Bucks & MK Rural Affairs Peter Geary Bucks CC / MKC body Group (BRAG) Sam Potts

Councillors' A Dransfield, P Geary, V McPake, R Edwards, J Lloyd, M Galloway Bucks and River Ouzel Internal Statutory Body Drainage Board A Dransfield 2 1 P Geary 2 1 V McPake 2 2 R Edwards 3 3 J Lloyd 2 2 M Galloway 2 1 Bucks Historic Environment Bucks CC body Vanessa McPake 2 1 Forum Trust Ltd Co No. Bucks Historic Buildings Trust Sam Crooks 2 2 1713969

1 24/02/2012 Outside Organisations - Meeting Data 2010 Bucks Playing Fields Charity No: 300356 Phil Wharton Association Cllr Norman Miles 6 1 Jason Bird (employee) 6 6

MKC body in partnership Emma Grose. (Tres) 6 4 with Action4Youth - Claire Robinson (D of Caldecotte Xperience 63 company limited by E) guarantee Ian Horner (teacher) 6 1

Charity registered number Chapman’s Education Cllr I McCall, 1 1 310616 Foundation Cllr S Potts 1 0

meetings cancelled Limited company and City Counselling Centre Catriona Morris to be re- charity no 1104017 organised in 2011

Charity No: 80012 Ltd Co Citizens Advice Bureau Norman Miles 3 1 No: 2265182 Charity No:297397 Ltd Co City Discovery Centre Jan Lloyd No: 2108180

Charity No:1089125 Ltd COUNTEC Noel McCartney 3 3 Co No: 2698919

Trustees - 9/2/10, 27/7/10 Wheaver 2 Trustees - Labbett 2 9/2/10, Management 27/7/10 Committee 2 meetings 20/1/10 - Manageme NONE, Trustees - John nt 10/3/10 - The Cross and Stable Church Wheaver, David Committee Morris yes, and Community Centre, Downs Labbett Management 20/1/10, 20/5/10 Barn Committee - Rick 10/3/10, NONE, Brackenbury 20/5/10, 29/7/10 29/7/10, NONE, 16/9/10, 16/9/10 11/11/10 Brackenbury 6 Yes, 11/11/10, Brackenbury Yes, 3

0 but lots of indirect contact with chair and Hanslope Village Hall Trust Charity No 281981 Andrew Geary 9 secretary even helped paint the village hall Mike Barry Harry Middleton Gift Charity Charity No:258534 Douglas McCall Andy Maric

Attendance Haversham Social Centre Charity No:300276 Andrew Geary at AGM

Charity No:270458 Ltd Co Michael Barry - 55 No:1227130 Trustee Inter-Action MK

John Bint ‐ Observer 5 0 Lakes Estate Community Charity No:1015405 Reg Edwards Association Charity No:298086 Ltd Co Janet Irons Madcap Trust No:2168397 Barbara Wright Mathieson Youth and Janet Irons Community Centre Charity No:1081989 Ltd Mill Mead Hall Ltd Hilary Saunders Co 3934482 MK College Governing Body Jan Lloyd MK Community Mediation Charity No:1013964 Vacancy Service MK Council of Voluntary Charity No:280429 Ltd Vacancy Organisations Co:

2 24/02/2012 Outside Organisations - Meeting Data 2010

MK Dons Sport Education Charitable Company limited Cllrs Brackenbury, Trust by guarantee Dransfield and Miles

Charity No:1054245 Ltd MK Equality Council McKenzie 6 0 Co No:31241975 D Newcombe MK Forum Voluntary Organisation John Bint Lab Vacancy MK Forum Against Domestic Partnership Janet Irons Violence company limited by guarantee and not having a MK Museum Trust Ltd Cllr Janet Irons 6 4 share capital co. no 2302281 charity no 803675

Isobel McCall 8 8 Norman Miles 8 2 Charity No:1007183 Ltd Co MK Parks Trust No:2519659 Peter Geary 8 6

Charity No:1047318 Ltd Janet Irons and MK Play Association 32 Co No:3051975 Barabra Wright MK Special Needs Charity No:1013148 Ltd Co Sandra Clark Advancement Project (SNAP) No:2544583 Charity No: 1059678 Ltd Co MK Theatre & Gallery Company Vacancy No: 2422890 A partnership with no legal, Not MK Transport Partnership Alex Constantinides Not available. charity or trading status. available.

Andy Dransfield National Hockey Foundation Charitable Trust 44 Mr John Cove

Douglas McCall and Newport Pagnell Partnership 10 8 Mike Barry Mike Barry 33 (Appointed Sept 10)

Alderman Bruce Hardwick & Town Newport Pagnell Youth Club Charity No:300311 12 5 Council Rep Simon Baines

Olney Youth Centre Charity Peter Geary

Charity No:1018848 Ltd Relate MK 80 Co No: 2796665

St Thomas Becket Foundation Charity No:1062125 Don Hoyle

Charity No:1069376 Ltd Ruth Jury 4 1 Shenley Leisure Centre Trust Co No: 3525067

Andy Dransfield 4 4 South East Reserve Force and Crown Body Cllr D McCall 2 1 Cadets Association Andy Dransfield Sport Milton Keynes Phil Gerrella Stony Stratford Children’s Charity No:1099869 Ltd Amanda Box Centre Co No: 4736566 Trinity Centre – Fishermead Cec Tallack Charity No:282839 (Trustees) Isobel McCall Company limited by Two Mile Ash Community guarantee, registered John Hawthorne 1 1 Annexe charity 3933437 reg. charity number 1085792 Cllr Peter Geary, Andy United Sustainable Energy Ltd Co No:3553525 Hudson, Jeremy 4 Agency Draper Unity Cyber Centre Angela Kennedy. 6 4

3 24/02/2012 Outside Organisations - Meeting Data 2010

Waste Recycling Group limited company Reg Edwards 4 1

Cllr. David Hopkins Unincorporated Association 21 (Member), plus West Coast Rail 250

Stephen Mortimer 77 (Officer). Wolverton and District Senior Charity No:276971 Hilary Saunders n/a n/a Citizens Trust Jenni Ferrans Wolverton Steering Group Norman Miles Mike Galloway Wolverton and Watling Way Ruth Jury Pools Leisure Trust Vacancy Woughton Leisure Centre Charity No:1074742 Ltd Sean Hickey 6 5 Trust Co No:03581687 Isabella Fraser 6 5

Actual 1 YMCA Charity No: Cllr Norman Miles 5 & 4 apologies given

Charitable company limited York House Centre by guarantee. Company Amanda Box 11 8 6283685. Charity 1122220

4 24/02/2012 SUMMARY OF COUNCILLORS’ ACTIVITIES These are based on a survey of all 51 Members of the Council. 42 responses were received. Average length of Service 8.4 Years – Replies ranged from 1 year to 23 years Average Number of Committees/Sub-Committees Membership 3.8 Number of Members receiving Special Responsibility Allowances Yes No No Reply 17 22 3 Average hours per week spent on Council business 28.1 hours – Replies ranged from 3 hours to 65 hours Attending Council meetings – 11 hours/week Engaging with constituents – 11.3 hours/week Other external meetings, seminars, training – 5.8 hours/week Number of Members on Parish and Town Councils 19 Number of Members on Fire Authority or Police Authority 6 Number of Members who intend to stand for re-election Yes No Don’t Know 25 1 16 Employment Status Full-time employment – 13 Part-time employment – 9 Self employed – 7 Retired – 6 Not in paid work – 4 Not working for other reason - 3 Support from Employer Whole-hearted – 8 Certain Extent – 7 Slightly against – 2 Completely against – 1 Employer not aware – 3 Neither for nor against - 1 Other Activities (hours per week) School governorship – 17 Members, average 2 hours/week Public Board, Joint Committee – 12 Members, average 3 hours/week National/Regional Agency – 1 Member, average 2 hours/week Voluntary/Charity Work – 25 Members, average 3.7 hours/week Gender (Whole Council) Male Female 37 14 Average Age 51.9 years Ethnic Background White British – 18 White English – 12 White Scottish – 2 White Irish – 2 Mixed White and Black Caribbean – 1 Black Caribbean - 2 Long-term illness/disability 8 ANNEX K Caring Responsibilities Children Relative Partner 8 1 1

Area Electorate No of Councillors Years of Election Current Political Make up

Bletchley and Fenny Stratford 10385 3 2012, 2014. 2015 3x Conservative Bradwell 9048 3 2012, 2014. 2015 2x Lib Dem 1x Ind Campbell Park 10658 3 2012, 2014. 2015 2x Lib Dem 1x Ind Danesborough 3684 1 2015 1 X Conservative Denbigh 5953 2 2012, 2014 1x Labour 1x Ind Eaton Manor 5976 2 2012 2014 2x Labour Emerson Valley 12269 3 2012, 2014. 2015 1x Lib Dem 2x Conservative Furzton 6511 2 2014 2015 2x Lib Dem Hanslope Park 4139 1 2015 1 X Conservative Linford North 6700 2 2014 2015 2x Lib Dem Linford South 7067 2 2014 2015 1x Conservative 1x Lib Dem Loughton Park 12577 3 2012, 2014. 2015 3x Conservative Middleton 10601 2 2012 2015 1x Lib Dem 1X Conservative Newport Pagnell North 5862 2 2012 2014 1x Lib Dem 1x Ind Newport Pagnell South 6019 2 2012 2014 2x Lib Dem Olney 6791 2 2012 2014 2x Conservative Sherington 3328 1 2015 1x Conservative Stantonbury 6766 2 2012 2015 1xLabour 1x Conservative Stony Stratford 9288 3 2012, 2014. 2015 3x Conservative Walton Park 10359 3 2012, 2014. 2015 2x Lib Dem 1x Conservative Whaddon 6504 2 2012 2014 1x Conservative 1x Labour Wolverton 10777 3 2012, 2014. 2015 2x Labour 1x Lib Dem Woughton 7242 2 2012 2015 2x Labour ANNEX L ANNEX M

ANNEX

David Hill Chief Executive Milton Keynes Council Civic Offices 1 Saxon Gate East Milton Keynes MK9 3EJ

22nd December 2011

Dear David

Milton Keynes Council – Corporate Peer Challenge On behalf of the team, I would just like to say what a pleasure and privilege it was to be invited in to Milton Keynes to deliver the recent peer challenge. The team very much appreciated the welcome we received, the openness and honesty with which people engaged in the process and the support provided in the lead up to, and during the course of, the challenge. This was amongst the first corporate peer challenges delivered by the Local Government Association as part of the new approach to sector led improvement. It is testimony to the drive and ambition of Milton Keynes that the council commissioned the peer challenge so early on. You requested a peer challenge that would: • Provide a health check on the organisation and its capacity • Provide critical-friend feedback on the progress the council has made in the past two years • Help to inform future direction as set out in the Organisational Transformation Programme – is this the right direction of travel for the next two or three years? • Review the progress made in relation to financial management and the planning of major projects • Consider the challenges that still lie ahead to further strengthen political governance arrangements and mechanisms for community engagement As you will recall, we undertook to write to you to confirm the team’s findings, building on the feedback provided to you on the final day we were in Milton Keynes and, in particular, expanding upon those areas that we highlighted as likely to benefit from some further attention. This letter sets out those findings. It is important to stress that this was not an inspection. The peers used their experience and knowledge to reflect on the evidence presented to them by people they met, things they saw and material that they read.

1 It is clear to us that Milton Keynes as a place already has much to offer but is also delivering on its ambitions to progress further on a range of fronts – including economic growth, inward investment, housing, infrastructure, amenities, tourism and a national and international profile – which combine to represent a very exciting future. The council itself has clearly made considerable progress in a number of key areas that, as recently as two to three years ago, were deemed to be deeply problematic – primarily children’s services, financial management and project and programme management. However, a number of key challenges still remain, including improving customer service and public access, delivering sound stewardship and strategic direction for both the council and Milton Keynes within a complex political environment, addressing issues of deprivation and social disadvantage, delivering organisational change successfully and addressing any outstanding issues in relation to elected member conduct and relationships between officers and councillors.

The table below seeks to reflect, in greater detail, the successes and challenges outlined by the team in the feedback they delivered on the final day of the peer challenge.

Leadership and As people largely new to Milton Keynes, we were impressed place with what it has to offer and the vision and aspirations that it has for the future. The range of amenities and activities Milton Keynes – appeal to local, national and international audiences. The impressive offer, vision of ‘Where we think differently, create opportunity and vision and believe in people’ and the objectives underpinning it have aspirations broad appeal. The objectives relate to the following:

• World Class MK

• Living in MK

• Working in MK

• Visiting MK

• Cleaner, greener, safer, healthier MK

The council’s corporate plan, which contains this vision and objectives, appears to be set for formal adoption at Full Council early in 2012. Some of the aspirations associated with these objectives, such as attaining ‘city’ status, becoming recognised as a low carbon city, seeing a university established, the expansion of the football stadium, attracting increasing amounts of inward investment, plus the efforts that went into the bid to see Milton Keynes selected as one of England’s football World Cup venues should it have been chosen to host the tournament in 2018, reflect the ambition of both the council and the place.

At the heart of the council’s vision and objectives sits a clear There is a clear political direction being provided by the Administration and the political direction and real energy demonstrated by the Cabinet members that we real energy

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met is reflected in the ambition being shown by the council. We weren’t certain, however, that the political priorities were clearly understood by staff, with some of those we met, even at middle manager level, being unaware of the Administration’s greater emphasis on social and physical regeneration.

Fantastic opportunity Perhaps for the first time in its history, the council has a real – influencing the opportunity to be the primary influencer of the future direction future direction of of Milton Keynes through assuming functions and powers, Milton Keynes, with a including inward investment, development control and key role for elected responsibility for property assets, previously vested in others members over the decades, such as the New Towns Corporation, English Partnerships and the Homes and Communities Agency. However, in order to realise the benefits of this fantastic opportunity for the council and the place, the council’s elected membership needs to fulfil a key role, involving providing clear strategic direction, effective strategic planning and sound stewardship for Milton Keynes. This cannot afford to be undermined or de-railed by local political tensions or changes in political control. In addition, it will be Challenge for elected important for councillors to find ways of managing the tension members in that may well arise between the strategic planning and future managing the tension development of Milton Keynes and considerations within between strategic individual wards. A simple example exists in the form of and ward managing the benefits and tensions that will arise around the considerations establishment of more than 11,000 new homes, 17,000 new jobs and the related infrastructure in the period through to 2016. That said, a very positive step has been taken with the adoption of a Full Council motion in support of co-ordinated growth with adequate advance infrastructure delivery.

Impressive progress There has been impressive progress in relation to the around economic economic development of Milton Keynes. Key examples development include the development of the Growth Strategy MK2031 and the Local Investment Plan, securing a blend of private and public investment, the creation of more than 22,000 private sector jobs over the last ten years or so, arrangements for the establishment of the next generation of broadband and digital infrastructure and the continued securing of inward investment, such as the relocation of Network Rail’s Operations Centre. The work done in establishing the South East Midlands Local Enterprise Partnership and ensuring Milton Keynes is seen as a key player in it is very positive. Milton Keynes – Having for a long time ‘played to different audiences’ clearly now relating regionally and nationally, including the South East of England, to South East Milton Keynes is clearly now majoring on relating to the South Midlands East Midlands – providing it with a clear geographical focus and seeing it benefit from engaging with places and councils with very similar considerations, challenges and agendas.

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Also, the leader of the council is playing a key role in ensuring Milton Keynes’ interests, and what it has to offer, are promoted at the national level.

It would be easy to develop a sense of Milton Keynes as simply a place of growth and prosperity. In reality, it is more complex than that. At one level it is recognised as one of the top five city economies nationally for its growth potential and is ranked 211th out of 326 on the national index of deprivation of local authority areas, where one is the most deprived. At another level, 18 of the 139 ‘lower super output areas’ that make up Milton Keynes feature in the 20% most deprived in England – with around ten thousand people living in these areas. Many of the most deprived communities are within the estates built as part of the original development of Milton Keynes as a new town in the 1960s, with a range of both physical and social challenges. These contrasts have seen Milton Keynes defined by some as a ‘two speed city’. We Commitment to noted the commitment of the new Administration to regeneration – regeneration and the extensive activities being delivered by looking to move the council, in partnership with others, to achieve both the away from a ‘two physical and social regeneration of the more deprived speed city’ communities. One of the stated objectives of the Administration is to ensure residents ‘occupy fit for purpose housing that meets individual needs’. Work is currently being undertaken to determine how to establish a ‘delivery vehicle’ for regeneration activity.

Whilst our peer challenge activities involved only limited engagement with the council’s partners, we developed a picture of the council engaging and working well with partners. The council is It was clear to us that there are good relationships with, and building on the significant goodwill from, partners - including the likes of the goodwill and Community Foundation, the wider voluntary sector, the Parks engagement of Trust, business organisations and major employers (including partners retailers such as John Lewis), the Sports and Education Trust at MK Dons, the Environment Agency and the Highways Agency. The re-development of Station Square provides a good example of extensive engagement between the council, business and key stakeholders. The council’s chief executive meets regularly with the leaders of key organisations and several good thematic multi-agency partnerships exist, for example the one relating to community safety. We were Some strong impressed by the strong arrangements that are in place arrangements in between adults’ services and health, including extensive joint place with health – commissioning and service integration – although we gleaned legislative changes that there is still a way to go before this is mirrored between pose a recognised health and children’s services. Navigating the legislative risk changes in relation to the health sector present a key challenge, not least because what has been achieved over

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recent years in Milton Keynes means the area has more to lose than most if the transition isn’t a smooth or effective one. Within this, we noted that the development of arrangements for General Practitioner (GP) Commissioning is progressing well but the changes involving Public Health are moving more slowly than would be desirable.

Community A key strand of the peer challenge agreed with the council in engagement – what advance was for us ‘to consider the challenges that still lie do we actually ahead to further strengthen mechanisms for community mean? engagement’. In exploring community engagement, which we did with a great many of those people from the council that we met during the course of the challenge, we came to the conclusion that it is a concept with a very broad definition in Milton Keynes Council and, as a consequence, it ‘means all things to all people’ – with the vast majority of those people we spoke to being satisfied with community engagement as they see it. As a result, it is difficult for us to identify the future challenges – indeed we aren’t really sure why we were asked to probe the issue – other than to say the council would perhaps benefit from determining what it means by community engagement and being clear about where it is going with all such activity that it undertakes.

Importance of If part of community engagement involves understanding local understanding communities and, crucially given the Milton Keynes context, communities and the the way in which they are changing, then we saw enough to ways they are suggest that there is a good understanding of the ‘high level’. changing The ‘position statement’ provided to us by the council to inform our work begins with a clear outlining of the history, current picture and future projections around the local population and its make-up at the borough-wide level. Officers that we met from the likes of regeneration and planning gave us a good sense that they understand communities at the more local level.

There is pride in Another interpretation put on ‘community engagement’ is the being an open and way in which local people are able to interact with the council listening council – through the formal constitutional arrangements that are in democracy in action place, such as Full Council, Cabinet, Development Control Committee and overview and scrutiny forums. There is clearly pride in being an open and listening council – being seen to deliver ‘democracy in action’.

Positive engagement The council has a long history of positive engagement with with Parish Councils Parish Councils – both partly attributable to and reflected in the likes of the Parish Assembly and Parishes Charter, which provide formal mechanisms and guidelines for interaction between the council and the Parishes. Parish Councils also

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represent one of the avenues being investigated by the Actively looking to council as it seeks to devolve more to local communities. This devolve to devolutionary shift, which seems to be more of an implicit than communities and explicit objective of the Administration, forms a key strand of getting them involved the council’s Organisational Transformation Programme which is detailed later in this document and entails concepts such as:

• Transforming the way we inform, interact with and provide services to the community

• Taking a more strategic and enabling role with partners in relation to children and families

• Transforming the way in which the council works with local organisations to deliver services at neighbourhood level – including pursuing outsourcing opportunities and fundamental service re-design

The council is also keen to get communities and local people more involved, as reflected in the Community Mobiliser scheme and the contract being fulfilled by MK Community Action to undertake ‘community engagement’ in the more deprived areas.

Issues around the A common interpretation put on ‘community engagement’ by responsiveness of people we spoke to was that of how responsive council services to residents services are to residents and elected members who approach and elected them with issues and how effective they are at keeping them members and informed on what is being done in relation to those issues. It keeping them was clear that this was felt to be very patchy across the informed organisation and a source of tension with councillors – with a particular issue being a tendency for some services to over- promise and then fail to live up to it.

Wide range of Looking more ‘traditionally’, the council can be seen to have a standard wide range of standard engagement tools and approaches, engagement tools including the likes of a regular citizens’ survey, service and and approaches theme-based consultation initiatives (reflected in a ‘consultation finder’ on the council’s website) and the council newspaper. These are very much in line with the arrangements established by the majority of local authorities.

Having been asked to probe the issue of ‘community Where is the council engagement’, the issue for us is where the council is going going with all of this? with all of this activity in terms of what it informs and leads to and how that process operates, whether the range of activity is joined-up and strategic or if it runs the risk of duplication of effort and resources and whether, given the range of

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pressures and demands facing the council, addressing the whole issue of reviewing community engagement arrangements and activity is a priority at this point in time.

Governance and Given the fine political balance of the council in Milton Keynes decision-making and the existence of elections by thirds as a constant dynamic, we were pleased to see a range of positive examples of cross-party working on key strategic issues for Positive examples of the council and the area. The Conservative leadership has cross-party working continued the tradition of the Administration sharing draft budget proposals with the other political groups, including Elections by thirds as through the cross-party Budget Review Group which is seen a constant dynamic to be working well; the Local Transport Plan 3 was developed on a cross-party basis; and there are shared aspirations around securing the transfer of local assets from the Homes and Communities Agency to the council. This stands the council in good stead for what we outlined earlier as the need for politicians to ensure they work constructively together for the advancement of Milton Keynes - involving providing clear strategic direction, effective strategic planning and sound stewardship.

Having learnt of a small number of examples of the conducting of formal council business having gone a little awry, in terms of very lengthy meetings and time pressures Is the way you leading to not all of the items on an agenda being considered, conduct formal it prompted us to look into this area in more detail. As council business and outlined earlier, the authority clearly prides itself in being an deliver decision- open and listening council. Elements of the council’s making the most Constitution are very much enablers of this, for example effective? – for members of the public being able to submit questions to Full example: Council at extremely short notice and as little as one councillor or twenty local people being able to call-in a Generosity of decision of the Cabinet. Whilst elements of the Constitution chairing such as these may be slightly unusual, we recognise their importance to Milton Keynes and would not seek to challenge Call-in them. We do, however, wonder if the council may wish to look at whether the way it conducts its formal business and delivers decision-making is the most effective.

As one example, it would appear that the generosity of chairing of some forums, in particular the extended timescales over which public input has sometimes been allowed at the likes of Full Council and Development Control Committee, perhaps combined with poor agenda planning, has served to negatively impact upon the conduct of council business. As another example, the way in which decisions of the Cabinet that have been called in are referred to an officer-chaired Arbitration Panel and then potentially on to an Executive

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Scrutiny Panel, seems to us to dilute transparency, accountability and timely decision-making.

How widespread are Having learnt of a small number of incidents in public and issues of elected partnership forums where elected members have conducted member conduct? – themselves in a less than positive manner, it prompted us to potential to wonder how widespread such instances are. We have not undermine the sought to answer this – instead we urge the council to ambitions of Milton consider the issue with the utmost seriousness. Despite the Keynes and the positive examples of cross-party working and the importance standing of the of politicians ensuring they work constructively together for the council advancement of Milton Keynes, which we have touched on already, repeated occurrences of the examples we have heard of poor elected member conduct have the potential to undermine very seriously both the ambitions of Milton Keynes and the standing of the council.

In saying what we have above regarding elected member conduct and the importance of politicians ensuring they work constructively together for the advancement of Milton Keynes, we are not for one second seeking to take the politics out of Milton Keynes. We do, however, draw a clear distinction between the ‘cut and thrust’ of robust political debate and inappropriate standards of conduct. The politics are very real in Milton Keynes and we both recognise the political situation that exists and respect the ambitions of all the political groups on the council. Through the elected member peers on the team we also have a good understanding of the challenges that exist in political groups making the transition from Administration to Opposition and vice versa and managing Opportunities to build changes in the numbers and the make-up of their groups. the capacity within Linked to these issues, we see opportunities to build the political groups to capacity within each of the political groups to help them help them fulfil their manage changed or changing situations and, through this, roles and aspirations fulfil their roles to maximum effect and work towards achieving their aspirations.

The scrutiny process The scrutiny process has achieved some notable successes, has achieved some particularly where activity has been undertaken on a ‘task and successes but it is finish’ type basis involving looking in depth at a specific issue felt that it could be of local importance. Examples include the consideration much more effective given to maternity services at the local hospital, the potential for the transfer of assets from the Homes and Communities Agency and the issue of school places. However, it is felt that overview and scrutiny could be much more effective than it generally is at present, although Milton Keynes isn’t unique in that respect. Our delivery of our findings to the council on the final day of the peer challenge led to a very wide-ranging and constructive discussion between those senior officers and elected members who were present about where they felt

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improvement could be delivered in relation to overview and scrutiny. This suggests a desire to take things forward, with the discussion that took place providing a useful basis on which to build. There is perhaps an element here of needing to go back to basics and secure a clear, including cross-party, view and understanding regarding the role of overview and scrutiny and how it can best add value and capacity to the work of the council and improve outcomes for local people.

Important for council Whilst the council has fairly extensive arrangements in place performance to be to monitor and manage council performance, we noted that considered and this is seen essentially as a function of officers of the council. debated in public by Whilst performance information is presented to Cabinet on a elected members quarterly basis, there was very little, if anything, we were able to identify in the way of elected members actively considering and debating council performance in public, either in Cabinet or overview and scrutiny. We understand that Cabinet tends to simply ‘note’ the related reports and there has been resistance within overview and scrutiny to find a ‘home’ for the consideration of performance information. By contrast, we see Cabinet taking ownership of the council’s performance as crucial given it is they who are ultimately responsible for it. In turn, effective performance management by Cabinet provides overview and scrutiny with the opportunity to hold the Administration to account. Ultimately this is about the council, and its democratically elected representatives, being seen to be accountable for local people receiving the type and quality of services that they can reasonably expect.

Managing the Many people that we spoke to indicated they felt the council organisation now had the most cohesive corporate leadership team that it had had in a long time and that it was proving to be an Cohesive and effective one. effective corporate leadership team The performance of the council and the way it operates can be seen to have progressed significantly in several key areas in recent times, including children’s services, financial management and project and programme management.

The introduction of the Corporate Performance Challenge process earlier this year has been a useful step. However, looking at council performance reports from recent months, it is difficult to form a clear view of how well or otherwise the council deems itself to be performing.

We noted that in 2010/11, 45% of the council’s indicators showed performance as not having met its target. At the heart of this is an issue around the setting of performance targets. As an example, in the second quarter of 2011/12

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performance in two out of three planning indicators was reported as underperforming but the supporting narrative states: “this is again partly a function of having set high targets. Performance … is in line with national targets. Efforts to achieve Milton Keynes’ Council’s own more stretching targets will continue”.

As another example, three of the council’s indicators that are more than 10% below target relate to street and environmental cleanliness with the supporting narrative stating: “In part this is due to a reduction of service provision (graffiti and litter) after the targets were set. In both cases the target should have been adjusted accordingly”.

There is a danger that being in this position generates tensions between officers and elected members and demoralises teams of staff who in effect become labelled as ‘under-performing’. Ambitious targets are commendable but unrealistic or unattainable ones are meaningless and ultimately de-motivating and/or ignored. From the public perspective, the difficulty is that they just see the council failing to deliver on published targets without knowing or caring how ambitious they are.

All of this leads us to conclude that for the council to truly know how it is performing, focus effort in the right areas and Setting of council keep people motivated, the setting of performance targets performance targets needs to be much more effective – and possibly more needs to be much realistic. We also developed a sense that generally staff know more effective how their own service or function is performing but are less clear about the overall picture of how the council is doing and believe this could usefully be addressed.

In July of this year, the council implemented a new organisational structure. Within this, the authority has moved away from a directorate based approach to one comprising nine service groups supported by a corporate core. Corporate directors’ roles have been made more generic and are reducing by one in number. Underneath this, assistant directors and heads of service are seeing their responsibilities Structural changes being extended. If the structural changes are to be successful need to be they need to be underpinned appropriately, with real clarity underpinned if they about where responsibilities sit – particularly between are to be successful corporate directors and assistant directors – and assistant – responsibilities, directors and heads of service being given the authority and authority and support permissions, particularly around financial approvals, appropriate to their revised responsibilities. Given that people will be operating in new ways, to a greater or lesser extent, they will need to be enabled to make the transition.

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The revised organisational structure at management level forms part of a picture of great change at the council. Further structural change is being delivered within some of the service At a time of great groups, whilst the fundamental role and direction of the change the council council is under consideration through the Organisational needs to work harder Transformation Programme as outlined earlier. At this time, to ensure staff feel and based on what emerged from our discussions with a valued, informed and range of officers across the organisation, it is clear that the engaged – including council needs to work harder to ensure staff feel valued, visible leadership informed and engaged. Visible leadership forms an integral element of this.

Several people Several people raised with us the issue of ‘pace’ in the raised with us the council. In doing so, we received mixed messages with some issue of ‘pace’ in the people, particularly at elected member and senior officer level, council – we think believing there is a need to go faster whilst others thought that there is an issue of perhaps some elements needed to slow in order to speed up prioritisation in the delivery in other areas by being able to focus on them more. organisation With these different perspectives existing, there is a danger of tensions emerging where expectations differ or aren’t clear. We think there is an issue of prioritisation here, with the organisation needing to determine where it really needs to focus over the coming months and what might be able to wait a little bit.

Elected member Elected members spoke of their valuing the development development activity activity available to them, particularly around training for sitting is valued – but there on quasi-judicial committees such as licensing, and what they are issues around feel to be good induction arrangements for newly elected keeping them councillors. However, there was a sense that communication informed with them on key issues, such as the Organisational Transformation Programme and legislative and policy changes at the national level impacting on local government, could be improved. The view was that briefings are traditionally provided on any such issues should people choose to ask for them but perhaps things could be more proactively offered rather than largely demand-led. There did, however, appear to be good arrangements in place for keeping councillors informed of developments in their wards, such as sensitive planning and licensing applications, events and work being undertaken by utility companies.

Traditionally the Traditionally the council has had difficulties in relationships council has had between a proportion of officers and elected members, much issues regarding of which could be attributed to issues around understanding roles, responsibilities and operating in line with respective roles and responsibilities. and relationships During our discussions, we developed a sense that this is still between officers and an issue. However, we are not clear as to the extent of this, members – we not least because we only spoke to a relatively small believe that this is proportion of people within the organisation. It is important

11 still an issue that the council determines for itself the extent of the issues here and the underlying causes. Given some of the issues we have already touched on, such as the responsiveness of some services to residents and elected members, the differing views on ‘pace’ and the challenges to elected members in managing the transition from Administration to Opposition and vice versa etc. it is quite possible that there is some frustration on the part of councillors. Equally, council staff need to be confident that, if they are subjected to any inappropriate behaviour by councillors for whatever reason, it is worth highlighting it and they will be supported by the organisation. Fundamentally, officers and elected members need to be clear about their respective roles and responsibilities. On this matter, we noted a low level of awareness regarding the officer/member protocol within the council’s Constitution.

Capacity and Milton Keynes Council has a gross general fund revenue resources budget for 2011/12 of £560m and the capital programme for the year is £64m. The revenue budget for this year is Medium term reported as being on track for successful delivery, which is no financial planning is mean feat given the savings of more than £22m that were on a sound footing built into it. Good budget monitoring arrangements have been crucial in enabling this. The council has recently moved to Successful delivery establish a detailed three year budget, which shows a savings of a challenging requirement over that period of more than £40m. Through budget for 2011/12 this, medium term financial planning can be seen to be on a and good progress sound footing. We noted that good progress has been made on 2012/13 budget on plans for the 2012/13 budget, with the Administration’s proposals for a balanced budget already having been worked up and made available to the other political groups. A report on the proposals was to be considered by the Cabinet shortly after the peer challenge on-site activity concluded, with this launching the formal consultation process on the budget.

Financial All of the above leads us to conclude that financial management has management has progressed significantly. This reflects very progressed well on the organisation, given the situation that existed only significantly – three years ago. At that time the council’s Improvement including good Board, established in response to the authority being deemed budget monitoring to be ‘one star and not improving adequately’, identified finance as one of the council’s key challenges, with a need to achieve strong financial management arrangements that supported a stable medium term financial position. This has been achieved in what can only be described as a very challenging set of circumstances for local government finance.

Importance of clarity There is, however, one element in relation to finance that we regarding who is would wish to highlight and that is what appears to us to be a monitoring the lack of clarity regarding who is monitoring the realisation of

12 realisation of the the financial benefits of the Organisational Transformation financial benefits of Programme. Given the dependency delivering a balanced the OTP budget over the next three years has on this programme, it is important to ensure that the progress in securing the anticipated financial benefits is scrutinised robustly.

Mouchel – re-based As part of meeting its savings challenge, the council has contract to deliver engaged in successful negotiations with its strategic partner, savings but council Mouchel, which has resulted in a re-basing of the related staff need to better contract that will save the council £2m per annum in each of understand how to its remaining nine years. The council recognises that, going make the partnership forward, it needs to work with Mouchel to develop innovative work for them and new ways of working to deliver better outcomes at less cost and believes that, where this is already happening, positive results are being seen.

The council also recognises that it should always be working with Mouchel to change the nature of what is being delivered in response to changing circumstances. There needs to be a degree of flex to accommodate this and both parties need to recognise both benefit and dis-benefit will arise from this. The council recognises that it cannot expect Mouchel to add significantly to the council's requirements without incurring additional cost whilst, equally, it is hoped that Mouchel understand that should the council seek to reduce their requirements then there would need to be an appropriate cost reduction. All of this would need to form part of a managed process.

Within this, it is important that council staff better understand how to make the Mouchel partnership work for them, in terms of ensuring they receive the services and support governed by the contract and work in line with the arrangements that have been established. As an example of what we mean, we understand that the council has recently completed the transfer of around ninety staff to Mouchel, some of whose roles had been established within the authority since the inception of the contract as a result of people wanting to ‘have their own resource’ at an administrative level rather than relying on the strategic partner to provide it. Such a position is untenable and the council has acted accordingly. Such ‘work around’ of the contract, even on a much less significant basis, cannot be allowed in the future if the authority wants to maximise savings, efficiency and value for money. Officers need to be clear that anything they ask for outside the terms of the contract costs real money rather than simply recharges. The council needs to ensure it obtains the support and services that it has paid for under the contract. Integral to this is making sure that officers are clear about what exactly is in the contract specification.

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Good progress on Improving project and programme management was a core project and strand of activity under the council’s Improvement Board, programme following serious concerns that emerged in 2008 in relation to management – the the management of a schools building programme. The MK Approach authority has since then introduced what it calls the ‘MK Approach’ to project and programme management, on which training programmes and supporting guidance have been provided for relevant staff and managers. As things currently stand it is estimated that around 80% of relevant projects and programmes are subject to the ‘MK Approach’. Clearly this means there is more work to do in order to ensure 100% coverage but we would not wish to denigrate the good progress that has been made to date.

Organisational The Organisational Transformation Programme represents an Transformation overarching programme focused on ‘building the council’s Programme capacity to provide good quality, efficient and effective services and enabling the delivery of outcomes and Overarching organisational transformation’. The programme comprises six programme that strands as follows: addresses key areas • Public access

• Children and families

• Health and well-being

• Alternative models of service delivery

• Organisational structure and processes

• Business opportunities

Whilst we haven’t probed every aspect of the programme in detail, it seems to us that it addresses the key areas. Within this, based on what we have gleaned during the peer Importance of challenge process, it is vital that the council is able to deliver improving the ‘lived on what is a recognised priority – improving the ‘lived experience’ for experience’ for residents and visitors. The council residents and visitors acknowledges that for people living in and visiting Milton is a recognised Keynes, what they experience in the way of customer service priority – customer when seeking to contact the council leaves quite a lot to be service and public desired. As examples of what we mean, the ability to access undertake transactions via the council’s website is extremely limited – certainly well off the pace of many other councils – whilst the myriad of telephone numbers for calling the authority can be neither simple to comprehend, efficient or

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represent join-up across the organisation and there is some doubt as to whether somebody’s call will actually be answered at all. People visiting the council offices may well have to visit different buildings to have their issue dealt with. All in all, there remains a lot of work to be done in this area. We would stress, however, that the council, with Mouchel, already have plans in place in relation to telephone and face to face contact.

‘Route map’ but with At this stage, the Organisational Transformation Programme significant scoping feels to us to be more of a ‘route map’ than a detailed set of underway plans focused on delivering specific outcomes. However, given it only commenced formally in the summer and the complexity of many of the issues that the programme is focused on, this is not surprising. There is significant scoping underway which starts to translate into formal proposals and recommendations early in the new year, with the Forward Plan for the Cabinet showing a number of major items to be put before it in January and the months that follow as a result of the scoping activity.

Whilst many elements of the programme are fundamental to the future of the organisation, both in terms of its role, size and shape and its financial position, we noted a large degree Elected member of elected member ambivalence about the programme at this ambivalence at this stage and scepticism amongst staff. Part of the challenge stage here may well relate to what we have touched on above – key elements of the programme still being at the scoping stage Scepticism amongst and thus feeling rather intangible. It is important, particularly staff – vision and for staff, to be able to get a sense of what the future looks like communication – essentially a vision, in so much as one can be provided at this stage – before too much longer and for there to be effective communication about the progress being made on the programme, the implications it has for people, how they can be involved in shaping the future and what is being achieved.

A key part of the ambivalence and scepticism may also relate Financial benefits are to the financial benefits of the programme not yet having been not explicit made explicit. It is our view that the Organisational Transformation Programme would be far better received by both elected members and staff if they were clear about the financial significance of it. A good proportion of people we spoke to see it as the latest structural fad rather than the vehicle for delivering the financial transformation that is required over the next 3 years.

Successful delivery Things need to start to crystalise for people in the council will achieve soon in order for them to understand and believe that fundamental change successful delivery of the Programme will fulfil what is being

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for the organisation aimed at – fundamental change for the organisation.

We were impressed by much of what we heard and saw during the peer challenge and are clear that there is both firm evidence of significant improvement in the last couple of years and a very exciting future in Milton Keynes. We hope that we have reflected this in what we have outlined above. We have also sought to highlight areas that the council needs to pay more attention to – and indeed it started doing so in some of these areas before we had even left site.

The council’s senior managerial and political leadership will now undoubtedly wish to reflect on the findings outlined in this letter before determining how they wish to take things forward. There is also the need to consider communication of the findings of the peer challenge, with many people the team met with expressing a strong interest in learning of the outcomes of the process.

If you feel it would be helpful, we would be very happy to be involved in an improvement planning meeting to assist you in taking the findings from the peer challenge forward. As well as myself and other members of the peer challenge team, we would suggest the involvement in such a session of Marianne Abley as the Local Government Association's Principal Adviser for your region. It can be delivered on a timescale of your choosing and would come at no cost to the authority.

Beyond the peer challenge and any improvement planning session, Marianne will continue to act as the main contact between Milton Keynes and the Local Government Association, particularly in relation to improvement. Hopefully this provides you with a convenient route of access to the organisation, its resources and packages of support going forward.

The progress that has been achieved in key areas for Milton Keynes Council in the last two years or so is impressive and should give confidence that the key challenges now being faced can also be successfully addressed. All of us connected with the peer challenge would like to wish you every success going forward. Once again, thank you to you and your colleagues for inviting the peer challenge and to everyone involved for their participation.

Yours sincerely

Chris Bowron Programme Manager – Peer Support Local Government Association

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