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Review of SDBC Consortium Boards - Staffing, Overheads and Governance

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Review of SDBC Consortium Boards - Staffing, Overheads and Governance Review of SDBC Consortium Boards - Staffing, Overheads and Governance Issued to: Stephen Gee Responsible Financial Officer Nick Stevens Chief Executive Gerry Cox Head of Internal Audit Partnership Working in partnership with Date of Report: 19 May, 2015 Issued by: Chris Gunn T:\ADMIN\SDBC\Board Business\Papers and reports\SWAP Overheads and Governance report final 2015 08 17 without track changes.doc Confidential Review of Consortium Staffing Overheads and Governance Introduction and Scope At the request of the Chair of the Axe Brue Drainage Board and with the assistance of Stephen Gee – Responsible Financial Officer and Nick Stevens – Chief Executive, a review was commissioned to examine the way in which the SDBC Boards and Consortia operate in terms of staffing, overheads incurred and recharged to the individual boards by comparison with other Internal Drainage Boards (IDB) and Consortia in England. In addition the report includes a comparison about how IDBs and their subcommittees are formed and run, as there was some concern from some members about the number of meetings that they had to attend. Where the information was available the report also looked at what delegated powers are given to officers and chairs and vice chairs etc. This report looks to compare the workings of the Somerset Drainage Board Consortium to that of other consortium and for that comparison The York Consortium of Drainage Boards, The Water Management Alliance and another two Drainage Boards were selected for comparison purposes. Unfortunately, it was not possible to compare all of the issues raised across all organisations, as the data was not available at the time of the review. The report includes the following appendices which provide the detail behind some of the conclusions within the main body of the report ; Appendix A - Comparison of Boards Make-Up, Staffing and Admin Costs. Appendix B - Comparison of Meeting Attendance and Number / Type of Meetings Appendix C - Comparison of Governance Arrangements and Representation on Boards Appendix D – Details of Delegated Powers and Decision Making Processes Appendix E – Details of the Organisational Structures of the Compared Boards Page 2 of 19 Summary IDBs cover 1.2 million hectares of England (9.7% of England’s total land area) and 28,500 hectares of Wales (1.4% of Wales’ total land area), 90% of the indicative flood map zone 3 for England and Wales. IDBs are geographically concentrated in the Broads, Fens in East Anglia and Lincolnshire, Somerset Levels, Kent, Nottinghamshire and Yorkshire covering growth areas such as the Thames Gateway and Milton Keynes & South Midlands, and existing developed areas of the Thames gateway, East Midlands and the Humber Estuary. Their 570 staff operate and maintain over 500 pumping stations, 22,000 km of watercourse, 174 automatic weed screen cleaners and have a part in providing flood risk management to 879,000 properties. They also have responsibilities associated with 398 Sites of Special Scientific Interest plus other designated environmental areas. The above information is important when viewing the findings of this report, in recognising that all Boards are different as are the Drainage Boards Consortia they go to make up. In reviewing the activities of the Somerset Drainage Board Consortium (SDBC) against that of its peers it has to be remembered that they now have to deliver the many activities now expected of a statutory body. As well as their responsibilities for maintaining an efficient and effective delivery of drainage and flood management, they need discharge their environmental responsibilities at the same time as liaising with many stakeholders requiring time and effort of the part of officers and members. The SDBC has taken great strides to ensure the general public can obtain information on the vision, workings and performance of the Boards. There has been a great deal of work that has gone into its website in publishing a wide range of information both financial and non – financial. This is a good example of where some individual Boards / Consortia differ in their approach in only making available electronically, minimal information on the governance of their organisations. This is important as we move into an age of information governance where Boards will have to become much more transparent. At the same time as having to meet all of the above the SDBC must be able to demonstrate that they are providing value for money, this report will provide some assurance that this is the case. The expansion of the SDBC in more recent years, and the changes that are already providing benefit in terms of cost reduction and greater effectiveness, has left the Consortium well equipped in terms of vision and staff resources to meet the current challenges as well as being able to exploit future opportunities. The IDB Guidance published on setting up a new Drainage Board recognises that specialist advice is required for their operations and state that as a minimum most Boards will need for a retained engineer and environmental officer to ensure adequate advice and monitoring for compliance with the recommendations of this Review. This review has selected a sample of Consortia and Independent Drainage Boards (IDBs) in order that they can be compared against the SDBC and the Boards contained within it. Page 3 of 19 1 Comparison of Boards Make-Up, Staffing and Admin Costs Included at Appendix A is the data that has been extracted from various Board’s / Consortia’s websites, supplemented by information supplied by staff working for those organisations. It will allow Members and Officers to compare costs as well looking at the scale of operations. The detail within Appendix A captures the following criteria, which should allow members and officers to understand the differences between the make and composition of the Boards / Consortia. These differences are not only geographic, but also relate the value of assets each of the organisations has responsibility for maintaining. Some of the bodies will have differing income streams (for example the additional income that has been due to the SDBC Boards in relation to favourable condition works that will have an impact of the running costs of the Boards / Consortium). Examples of those differences include : Board Area covered (in hectares) – The figures only include land area within the district, if one were to include land draining into the district the figures would change significantly, an example being Upper Medway Drainage Board which would go from 19.7k to 34.1k hectares. % of land which is agricultural as opposed to Urban. Length of watercourses maintained in kilometres – again caution has to be observed when making comparisons as not all watercourses are the same size. Number of pumping stations – Although the number of pumping stations allows for some comparison one has to remember that they vary in terms of the scale of their operation. Water Level control structures - The large number of structures within the SDBC Boards sets them apart from most others in the analysis. Sites of Designated Environmental Interest – These have not always been recorded in the same way by other Boards, where possible the figures are stated in hectares, however some Boards have only quoted numbers of sites. Various levels of spend on each of the categories as recorded within the Annual Report forms submitted to DEFRA for the year ending 31st March 2014. Administration Costs – In respect of the SDBC Boards these costs include includes the cost of Buildings, legal, board expenses, subscriptions, staffing cost of the Consortium as well as the costs of other peripheral staff. Although guidance has been supplied to ensure that one is comparing like with like it has not been possible to verify the figures supplied by other Boards. Page 4 of 19 1.1 Staffing and Board Structures The report published by JBA in 2006 included what it considered was a typical governance and management structure of an IDB which is included below : When you compare this is the organisation charts in place for the organisations included in the comparative sample (details are which are included at Appendix E), you will see that approach differs even between individual boards with the same Consortium. 1.1.1 York Consortium Within the York Consortium (See Appendix E) the basic structure of each individual Board appears to be the same, with each Board having in place a shared Clerk and Engineer and an administration Team (apart from the Beverley and North Holderness IDB who have a separate Engineer). The Administration Team of a full time Finance Officer, a part-time Rating Assistant (20 hours per week) and a full-time Planning and Consents Officer. When you go the next level down in their structure charts you see that 3 out of the 5 Boards (Foss, Ainsty and Ouse and Derwent) share the same Engineering Assistant and underneath the Engineering Assistant sits (again on 3 of the Boards) individual work foremen each supervising a team of 3 full-time equivalent operatives. The situation differs at the Airedale Board with a Technical Advisor in charge of 2 workmen who are employed as essentially call-off contractors. The remaining Board (Beverley and North Holderness IDB) outsource all of their work to external contractors. 1.1.2 Welland and Deepings As detailed in Appendix E the basic structure comprises a number of staff as indicated on the organisation chart. All of these are full-time with the exception of the secretary who works 26 hours per week.
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